1、 外文翻译 原文 Performance Evaluations of Commercial Bank Branches Using Data Envelopment Analysis Material Source: California State University, Dominguez Hills Author: Dorothy M. Fisher Considerable research has been devoted to using multiple criteria to measure the performance of business units such as
2、bank branches. However, bank managers continue to use traditional methods to evaluate their branch offices. In general, subjective weights for various criteria are used to arrive at a weighted average score to measure the performance of a bank branch. Potential deficiencies in an existing set of wei
3、ghts include bias and inconsistency with organizational objectives. This paper employs Data Envelopment Analysis (DEA) to evaluate the operational performance of a bank branch relative to the performance of its peer branches. Utilizing data from 31 branches of a major bank located in Southern Califo
4、rnia, the use of DEA yields the following: 1) rankings of bank branches using efficiency scores, 2) identification of areas of deficiency and 3) establishment of the reference group against which a branch is evaluated. Twenty-two of the 31 branches were found to be in need of improvements in various
5、 areas. In addition to identifying best-practice branches and those that are out-of-line with the best practice branches, DEA also points to the specific changes that must be made in the less productive branches in order for them to catch up with their best-practice peer group. The findings of this
6、study should help management in identifying the strengths and weaknesses of their bank branches. This study introduces and applies a framework for evaluating the operational performance of a bank branch network to assist bank managers in appraising bank branches. This framework is a linear-programmi
7、ng-based method called Data Envelopment Analysis (DEA) (Charnes, Cooper, Huang, Sx Sun, 1990). DEA is a nonparametric method that can serve as a decision support tool for guiding bank managers as well as validating and interpreting their appraisal results. In this study, DEA is used to evaluate a ba
8、nk branchs production operation relative to its peer group in a multiple-output, multiple-input setting. Inputs are cost related, while outputs are revenue or service related. From observed values of the inputs and outputs for all branches, DEA develops an “efficiency frontier“ with which each indiv
9、idual branch is compared. In other words, each branch is evaluated relative to its peer group among the best-practice branches. This paper addresses the question: Which branch(es) are more efficient in converting inputs into outputs? The results of this study are predicted to help bank managers unde
10、rstand the relative strengths and weaknesses of their respective bank branches. The model proposed here underscores the importance of achieving efficiency to remain viable in an increasingly competitive financial services industry and of discriminating between strong and weak performers within the b
11、anking industry. The bank branch evaluation undertaken in this paper extends a previous analysis reported both in terms of inclusion of more bank branches (data) as well as by expanding the list of inputs and outputs (Fisher Branch V was currently relocated; Branch X is in the heart of a very busy s
12、treet; the locations of Y and Z offer good visibility, but higher local competition. Branch AB is a recently opened branch, while Branch AC has a parking problem, but it occupies a central location. Finally, Branch AD serves primarily seniors and is located in one of the largest senior living comple
13、xes in the area. Results Banks operate in a volatile environment that constantly requires them to alter their products and services. As indicated earlier, the trend is more revenues coming from such non-traditional offerings as insurance and financial services, while traditional banking revenues hav
14、e declined. In fact, since World War II, the share of depository institutions in total assets held by the industry has declined from 55.9 percent to 35.6 percent between 1948 and 2000 (Saunders X 在一个非常繁忙的街道的核心， Y 和 Z 的位置有良好的知名度 ，但地方竞争较高 。 AB 是一个最近开的分行，分行有一个停车问题，但它占据着中心位置。最后， AD 主要服务于老年人，位于该高级住宅区之中。 结论 : 银行工作在不稳定的环境中，不断要求他们改变他们的产品和服务。如前所述，这一趋势是更多的收入来自这些非传统保险和金融服务产品的到来，而传统银行的收入都有所下降。事实上，自第二次世界大战以来，在业界持有存款机构总资产的份额由 55.9 下降到百分之 35.6（桑德斯科尼特， 2003）。 另一方面 ,投资公司给储户便宜进入证券市场的份额也看见他们增加商业反映储户的转变对证券市场偏 好比商业银行所提供的产品。此外 ,信息技术和变化导致了统一监管环境在商业银行业（桑德斯科尼特， 2003）。在这样的环境下，银
