© 2014 IBM Corporation

CUST113: Banco de Credito BCP: How to Achieve an Exceptional User Experience

Bruno Rivadeneyra Chief Enterprise & IT Architect Banco de Credito del Peru

Banco de Credito del Peru (BCP)

Leading Bank in the country, offering different products and services from retail to wholesale banking.

Part of the largest financial services holding company in Peru, CREDICORP, with businesses in Peru, Bolivia, Colombia, Chile and Panama.

Credicorp is engaged in commercial banking, insurance, pension funds and investment banking.

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Banco de Credito del Peru (BCP)

Total Assets: US$ +35 billion

+20,000 employees

+5 million customers

~400 branches, ~2,000 ATMs, ~5,500 banking agents

Credicorp @ New York Stock Exchange (NYSE: BAP)

2012 Net Income: US$ 660 million

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Improving User Experience and Customer Satisfaction

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The Goal

Redesign the sales & service software platform in order to simplify operational work of branch agents and to improve customer experience by reducing waiting time and human errors.

Chronology: From 2004 to 2010

2006-2008: 360° Customer view New Claim process

2009-2010: IBM Web Content Manager for Intranet Employee Portal

2004-2005: IBM WebSphere Portal implementation as SSO solution for intranet applications

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The Solution BCP has been working with

IBM in their SOA strategy for the past 10 years.

BCP was looking for a platform that allows to integrate transactional services and customer information in a single user interface.

Due to the experience in previous projects, IBM WebSphere Portal was chosen as the most adequate software platform for the solution.

IBM Business Partner Synopsis was chosen for project implementation.

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Main Business Units Involved

Channels Planning & Development

Retail Business Planning & Development

Business Processes Improvement

Product Managers

Audit

Compliance

Project Implementation Roadmap

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7

FAQs

Password change

High availability

360° customer view

Queue mgmt integration

Complaints v1

Complaints v2

Mobile banking enrollment

Internet banking enrollment

Debit card replacement

Product enrollment

Customer Records

Savings Opening

Customer creation

Customer Information

Update

Loan Inquiries

Operational reports v1

Checking Opening

Contracts

Operational reports v2

2008 2009 2010 2011 2012

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The Results

Integrated user interface.

Reduced customer waiting time at branch sales and service agents.

Improved customer satisfaction.

Improved user experience and employee productivity.

Reduced time to market of new products and services.

Higher service level standards.

Better audit capabilities.

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Usage Statistics Savings Account Opening Process: Transactions

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20,000

40,000

60,000

80,000

100,000

120,000

Month

Tran

sact

ions

Portal 87,890 85,776 97,284

Old App 38,961 34,022 33,985

May Jun Jul

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Usage Statistics Savings Account Opening Process: Duration

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2

4

6

8

10

12

February March April May June July

Months

Min

utes

Goal Old App Portal

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Lessons Learned

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Lessons Learned Best Practice (BP) – Improvement Opportunity (IO) – Urgent Action (UA)

Type Subject Detail

BP Prototype design Before deploying new products in Portal, prototypes were designed and built for end users to see the products and make comments and suggestions about them.

BP Process Improvement team commitment

Functional and process analysts were committed to the project to redesign the business flows and procedures.

BP Deployment and pilot strategy

Two end users took part of the deployment process for full understanding of the new platform. They were in charge of training other users during the pilots.

BP Phasing strategy A phasing strategy was defined in order to early accomplish project requirements.

IO Application impact analysis

Application impact analysis was needed in order to discover hidden issues that could lead to critical problems. Some requirements were not put into production until all dependencies were changed or eliminated.

IO Web services’ SLAs Some web services did not meet required response time SLAs, causing negative impact in overall Portal performance. Additional effort and cost were put in place for tunning middleware components and web services.

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Lessons Learned Best Practice (BP) – Improvement Opportunity (IO) – Urgent Action (UA)

Type Subject Detail

UA IBM expert support engagement IBM Support had to be engaged to resolve some critical technical issues that could not be resolved by the project’s technical team. Engage IBM support team as soon as possible to reduce delays.

UA Environment availability Development and testing of certain business requirements were delayed as platform environments were not installed on time. Impact was not only in project’s time but also cost.

UA Platform monitoring Portal was deployed without appropriate monitoring tools. Post-production incidents happened because of lack of monitoring. Define end-to-end points of measurement and thresholds, and deploy appropriate monitoring tools.

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The Future at BCP

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New Corporate Portal “Via BCP” (Q1 2014): www.viabcp.com

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New Intranet Employee Portal (Q3 2014)

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Other Projects

Integration of New Intranet with IBM Connections for corporate social network (Q3 2014)

Portal deployment in call center agents (Q4 2014)

Wholesale Customer Portal (Q1 2015)

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Q&A

Access Connect Online to complete your session surveys using any: – Web or mobile browser – Connect Online kiosk onsite

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Acknowledgements and Disclaimers

© Copyright IBM Corporation 2014. All rights reserved.

U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.

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