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1999 2006
2015 2016
eCRM Overview
CRM Imperatives:
• Keep the Customer at the Center
• Manage Customer Communications
• Improve Banker’s Experience
CRM Focus Areas:
• Sales, Service, Marketing, Communications
• Technology Enablement and Standardization
• Governance of Processes and Tools
CRM solution leveraging two platforms
• Simple products, individual selling, high volume
and short sales cycles (~25k users)
• Highly complex deals, team based selling , low
volume and long sales process (~7k users)
Keys to CRM Success - Chunk, Chunk, Chunk It Up!!
Involve It All
Governance It All
Feedback From Everyone!
Operationalize It
Now
Innovation +
Gamification
Reward the Cool and the Fool
Show It Off
Starting Strong Out of the Gate
Keys for Execution Throughout the Effort
Continuous Improvement
2 Align the
Universe
Customer Experience +
Process Focus
It is NOT Rocket
Science
eCRM Governance – Nothing More Impactful
Executive Sponsors
Executive Steering Committee
Digital Officer Customer Experience Head of IT
LOB 1 LOB 2 LOB 3
LOB 4 LOB 5 LOB 6
Advisory Committee (Chief Data Office / Risk / Compliance / Finance)
Program Stakeholder Board 20 Members
Next Level Down from the ESC
Enterprise CRM Program Office
Spans all LOB x CRM Projects
Co-Chair Co-Chair
eCRM Functions vs Business Unit Functions
CRM Strategy and Roadmap
Best Practice Transfer
CRM Process Synchronization
Signoff on Significant Process
Prior to Capex
Alignment with Data Governance
Cross-business Coordination
CRM Health Assessments
(e.g., Adoption, Data Quality)
Technology Standardization
CRM Expense Optimization
(enterprise pricing)
KPI development & tracking
Enterprise CRM Governance Functions
Business Line 1
Business Requirements &
Process Mapping
Business-unit Specific Project
Governance
Change/Release Management
New Functionality Testing
Reporting & Measurement
End User Training &
Support
Business-Unit Specific Functions User On-Boarding/Termination &
related process
Ongoing Support Model
Environment Management
Business Line 2 Business Line 3 Business Line 4
From Capabilities to Business Value
CCRM Capabilities
Sales Enablement
Marketing Automation
Opportunity & Pipeline Enablement
Referral & Prospect Enablement
Contact & Relationship
Management
Team & User Enablement
Product & Services Management
Document Management
Activity & Collaboration Enablement
Service Management
Mobility Enablement
Onboarding
Key Business Values
Revenue Generation Improved Lead Tracking and Reduction in Loss Leads
Improved Velocity of the Sales Process
Enhanced Referral Management
Improved Coverage/ Opportunity Team Collaboration
Pipeline Visibility and Reaction Time
Productivity and Efficiency Reduction of Manual Reporting
Workflow and Approval Management
Mobility Solutions for the Sales Professionals
Relationship and Opportunity Team Management
Elimination of redundant data entry
System Integrations (Examples: KYC / Email)
Improved Knowledge Management 360 degree Customer View
Improved data coverage and consolidation
Risk Management Reduction in Technical Risk (Siebel)
Consolidation of CRM capabilities
Improved ability to track and audit
CRM Investments - Timeline CRM-related capex investments:
• Approved to Date $xx MM • CRM-specific Pending Approval $xx MM • CRM-related Pending Approval $xxMM
Execution Management: Program Portfolio Management
Ongoing alignment to business strategy and CRM
capability roadmaps and dependencies across work-
streams/projects
Risk profile and mitigation plan for in-flight and planned
initiatives across project/programs, considering program
dependencies
Investment synergies across initiatives to reduce
redundant spend by improving reusability, and accelerate
delivery of selected initiatives
End state technology architecture for CRM capabilities and
alignment of project architectures with the portfolio
solution architecture
On-going implementations and investments adjustments
to reflect changing priorities and delivery capabilities
Holistic reporting to senior executives on program
spend, progress to strategic aspirations and P&L impact,
consistent and timely communications to all stakeholders
A
B
C
D
Artifacts and Processes Required for CRM Portfolio Mgmt.
E
Business
Capability
Alignment1
Quality
Assurance
Resource
Management
Vendor
Management
Technology
Architecture
Alignment 1
G
H I
J
A
B
C
E
D
Investment
Synergy
Executive
Change
Management
Executive
Communication
Management
Risk
Mgmt. &
Mitigation
Progress
Tracking
& Financial
Reporting
F
F
*Critical need for strategic oversight
Portfolio Execution Management
Program Portfolio Management
Focus areas
eCRM Highlevel
Customer Facing App
IVR & Dialer
Online Banking
SMS + Push
Chat/KM Video Conferencing
Social Media
Marketing Direct Mail + Servicing Mail
Universal Banker App
MS Dynamics UI
ATM
Mobile
Customer Facing Channels
Branch Phone
Call Center Banker Facing
Universal Banker App
Marketing
Platform
Campaigns
Offers
Alerts
Leads List
Accounts
Interaction
History
Transaction
History
Preferences
Campaign Management, Next Best Action, Predictive Analytics, Content
Testing & Optimization
Customer Journey Builder
Communications Management
Customer Relationship
Platforms
Enterprise
Customer Data
Call Center Phone
Branch Banker Facing
CRM & Communications
Strategies
Omni-
channel
Enterprise
Customer
Experience
* Detail strategy development in progress
Enterprise
Strategies
Next Best Action
Customer 360 View*:
Customer Contact Profile
Customer Service*:
Knowledge Management
Lead Management
CRM Tools Strategy
Refresh
Customer Communications
Strategy Framework
Advanced Telephony
Interactions*
CRM Governance
Campaign/Offer Strategy
Enhancements
Alignment with Enterprise Strategies
Email Management
Chat & Cobrowse*
Video conferencing*
Social Media*
Right People / Right Role / Right Time
System Implementer
159
Users
Where am I now and Where am I going?
Group Business Line Current Solution Target Solution
24 HR Banking Sales
24 HR Banking Servicing
Retail Branch – Sales
Bankers & Tellers
Salesforce.com
Siebel/Orion
Siebel / Fusion
24 HR Banking
Internet & Mobile Salesforce.com
Small Business
Salesforce.com
Private Client Reserve /
Ascent / USBI Consumer
Mortgage
Siebel (Compass)
Private Client Group No CRM
Salesforce.com
Corporate Trust
Siebel
(Commercial CRM)
Corporate Payment Systems
Institutional Trust & Custody No CRM
Salesforce.com Pilot
Fixed Income & Capital
Markets
Commercial Banking
Elan – ATM & Debit
National Corp Banking &
Depository Fin Institute
Public & Non-Profit Finance
Commercial Real Estate
National Corporate
Specialized
Global Treasury
Community Banking
Retail Branch & 24 Hour Banking* --
Target Segment: Consumer
Transactions: Simple, High volume,
Relationships: Simple
~25k+ Users
Mortgage, Wealth Management & Small
Business –
Target segment: Consumer
Transactions: Complex, Low Volume
Relationships: Complex (families, individuals
and trust, custom sales/service teams) ~4k
users
Commercial Business** --
Target segment: Business (different
sales/service processes than consumer)
Transactions: Highly Complex, Low
Volume, includes contract management
Relationships: Complex (business account
based - need to consider Business
hierarchy and customer relationships,
custom sales/service teams)
~3k Users
Inbound Telephony ●
Salesforce - Oppty Mgmt, Lead Process ; Integration with Hogan
Outbound Telephony ● ▲
Dialer - Additional integration is planned for additional capabilities
Social/ Collaboration/Chatter
● ▲ Siloed within IMCG. Limited use for Chatter
Mobile ▬
Email ● ▬
Text ● ▬
Portal ● ---
Referral hub ● Not Connected for Leads/Referrals
Customer Express ● User base are sales not
service focused
US BANK LOB xxx CRM Type / Version Salesforce Review Date
Executive Sponsor Steve Daniels # CRM Licenses /
Mobile Licenses 898
TOS Manager # CRM Users
Business Value Metrics ● ▲ Metrics are challenging to
determine..
CRM Roadmap ● ▬
Focus is on revenue and align to roadmap where value makes sense to integrate to roadmap
Program Governance ● ▬
Well thought out business strategy and future planning
Release Management ● ▬
In place, schedule published
Exec. Sponsor ● ▬ Jen Brusa
Org Strategy ● ▲ Many liasons between IMCG & other BU
Business Processes ● ▲
Complex business processes cross multiple business lines
Training ● ▲ Training is managed by the user business line
Implemen-tation ● ▲
Last Health Check ▬
A L I G N M E N T PRODUCT
Healthy Potential for improvement Needs improvement N/A or not a priority
Major change or review needed
PLATFORM ADOPTION
C
h
a
n
n
e
l
e
C
R
M
See notes for supporting information
eCRM
capabilities used
% ●
Share leads with MAD
# of shared
service
transaction
▲
Number of Logons
▲
W2L enabled ● ▬ Integrated batch (hourly)
Cases ▬
Mobile Licenses ● ▬ None - all call center users
Internet Mobile Channel ● ▬ Aligned to mobile/internet
strategies
Document Management ● ▲ No formal tools planned -
leverage SFDC for storage
Service Uptime Last 6 Months ●
LOB X Health Assessment – Checking the Pulse!
Sales
Call Center
CRM Wholesale
CRM
Other
CRM #2
Marketing
Marketing Platform
Analytics
Platform
Customer of Record
Master / Customer
Data Files
US Business Master
File
US Consumers
Master File
ExecuReach
(B2B2C) Prospect & Hygiene
Prospect & Hygiene
Real Time Signals
Warm Leads
Real-time Connector
Marketing Suite
Customer Generator
Market Intelligence
Suite
Landing Zone
4
3
2
1
6
7
8
10
5
Data Provider
Real Time Processes
Batch Processes
Email Marketing &
Servicing /Alerts 9
11
How Many Partners?
Total Benefits
$1M
$2M
$3M
$4M
$5M
$5M
$10M
$15M
$20M
$25M
$30M
$35M
40M
Qualitative Program Benefits
Streamlined Program Governance
Identified High Level Program/Project Dependencies
On-going Sharing of Best Practices Across the CRM Enterprise
Implementation of Comprehensive Issue Tracking/Resolution
On-going Comprehensive Program Status Reporting/Tracking
Development of Change Management and Business Line Participation
Quantitative Program Benefits Benefits
Negotiated License Price and Sequencing To Leverage $XM
Cost Avoid Due To Contract Negotiations (17%) $XM
Reused Capability X from LOB 1 for LOB 2 $XM
Total $XM
Additional Opportunities Not Realized
May Remove Sandbox cost line item - ~$1.0M
Renegotiation of the 4,100 Existing Licenses @$1,065 to $680 or Better
Renegotiation of Existing Shield/Data.com add-ons Due To Higher License Count
May Renegotiate Contracts Once 7,000 Enterprise Licenses Are Attained
eCRM Program Management – Benefit Tracking