Sales Force Automation and CRM

1
Sales Force Automation and CRM Solving the
Puzzle b2b Sao Paulo
Presented by Tim Baker SVP Manager
International Marketing and Sales Support
2
Sales Force Automation and CRM

• Key CRM goals
• Improve customer retention and increase
  operational efficiency.
• Increase revenue and customer satisfaction.
• The proliferation of customer access channels has
  necessitated the management of customer access
  across many touch points.
• Business areas targeted most are
• Sales
• Marketing
• Customer Service

3
Current Commercial Banking Sales and Service Model

• Sales solicit new business through a direct call
  program.
• Total coverage 50-150 accounts per year.
• Significant reliance on face-to-face calls.
• Sales staff is highly dependent on determining
  key opportunities with customer or prospect and
  sending proposals and product information via
  mail.
• Customer makes buy decision and communicates to
  salesperson, initiating a protracted
  implementation process.
• Existing customers who want additional services,
  such as a new depository account, must generally
  contact sales and/or customer services to add.
• Multiple sales and service units across lines of
  business (LOB) with a disconnected view of the
  customer and difficulty servicing across LOBs.

4
Current Sales and Service Model

• Customer service is highly reliant on customer
  calls to service units, with requests for 5-10
  common items such as balance and transaction
  inquiry, loan advances and photocopy requests.
• We force our customers to determine the best
  service unit to call based on our organization.

5
Results

• Sales
• Significant cost of acquisition.
• Limited ability for market coverage.
• Missed opportunities.
• Revenue is slow to be realized.
• Service
• Significant costs in service support.
• Poor customer experience.
• Lost opportunities for cross-sell.

6
What You Want to Achieve

• Increase asset value per customer by providing
  opportunities for the customer to self-service,
  self-sell, and up-sell as much as possible.
• Move a portion of the sales process from direct
  calling to push marketing and telesales and from
  higher cost sales people to service support.
• Quick identification and response to
  opportunities.
• Present to the customer natural cross-sell
  opportunities while accessing traditional
  products, services and information.
• Touch a much broader base of customers and
  prospects numerous times during the year with
  information important to their business and thus
  create additional sales opportunities.

7
What You Want to Achieve

• Present to Sales a quick view of new
  opportunities within their existing customer and
  prospect portfolio.
• Create a process for sales to quickly respond to
  customers or prospects with proposals.
• Reduce customer support layers while at the same
  time answering their questions quickly and
  accurately by the area of expertise best suited
  for the customer, based on their profile.
• Reduce the volume of high-cost customer calls
  while improving the overall customer service
  experience.
• Reduce customer churn by providing better
  services to the most profitable customer base.

8
How?
9
Improve the Sales Model

• The Commercial Banking Portal
• Customers access traditional applications and
  services and information important to their
  business. It is also a place for customers to
  self-serve and self-sell.
• Through the use of a complete view of the
  customer/contact, contact roles and entitlements,
  the posting of product information, demos and
  service request forms, and using soft-sell
  messages, customers can read about and sign up
  for services offered by the Bank.
• Give the same capabilities and access to service,
  sales and sales support and, when coupled with
  collaboration tools (described later), they can
  walk the customer through a sale at the point of
  contact.

10
Improve the Sales Model

• The Commercial Banking Portal
• Allow the individual to maintain their user
  profileincluding demographics, subscribing and
  unsubscribing for informationand make them feel
  information directed to them is customized.
  Changes are integrated into CRM.
• Ensure online delivery of solutions to the most
  common service requests, e.g transaction
  inquiries for wire transfers, loan balances and
  advances, deposit account balances, new account
  opening, etc.

11
Improve the Sales Model

• The Commercial Banking Portal
• Inherent with many services are natural
  cross-sell opportunities that product development
  groups should take into consideration when
  designing applications (e.g., foreign exchange
  when doing wire transfers investments when
  viewing balance reporting). This can also done
  via alerts and personalization messaging.

12
Improve Your Sales Model

• Data Mining and Desktop Tools
• Sales need to be served up a view of their market
  and a set of metrics that help them readily
  understand their portfolio and discover new
  opportunities and risks.
• Salespersons need to view their portfolio based
  on the way they cut up their marketby geography,
  product set, specific accounts, etc.
• Salespersons need to be able to choose key
  metrics that give them feedback on the health of
  their portfolio (trends within the portfolio that
  point to additional sales opportunity or risks)
  and their overall performance towards goals
  including non-financial key performance
  indicators.

13
Improve Your Sales Model

• Data Mining and Desktop Tools
• View is not only based on revenue, but also
  transactional volume and demographics, including
  product penetration. Information comes from
  internal and external data sources.
• Presentation of information graphically provides
  a quick understanding and interpretation of
  information. This is coupled with an ability to
  drill deeper, ultimately at the transaction
  level, when necessary.

14
Improve Your Sales Model

• Data Mining and Desktop Tools
• Example of Metrics
• YTD customer and prospect calls compared to plan.
• YTD revenue across all products comparing to plan
  and year-over-year increase (decrease), interest
  income vs. non-interest income.
• Implementations in process including dollars tied
  up in process.
• Customers with greatest country risk profile.

15
Improve Your Sales Model

• Data Mining and Desktop Tools
• Example of Metrics (continued)
• Service quality issues within portfolio.
• Customers with greatest increases (or decreases)
  in revenue year-over-year or quarter-over-quarter.
  
• Data mining of information now allows you to
  use the information for improved service models,
  campaigning, and personalization.

16
Improve Your Sales Model

• Campaigning and Personalization
• New product announcements, enhancements, and
  valuable information to a customers business can
  be targeted to specific customers through the
  Commercial banking portal as alerts or messages,
  through push e-mail, mail and other channels.
  These are supported by online demos and
  applications for service.
• Significant opportunity for event-driven
  marketing with push e-mail.

17
Improve Your Sales Model

• Campaigning and Personalization
• Customers need to be viewed not only as companies
  with attributes, but as individuals with a set of
  attributes that point to needs and buying
  behavior. This is critical for mass
  customization and push marketing and to improve
  the customer experience on the portal.
• Take what you know about the company
• What products do they use?
• What currencies are they trading?
• Where are their subsidiaries overseas? Exports?
  Imports?
• Level of profitability of the account
  relationship.
• Level and types of deposits, investments, loans.

18
Improve Your Sales Model

• Campaigning and Personalization
• and tag to the contact the company attributes
  he or she cares about, in addition to personal
  attributes such as
• Decision-making role.
• Functional title.
• Personal interests expressed in the form of
  requests for information, subscriptions, etc.

19
Improve Your Sales Model

• Example Increasing business risk in China
• Using campaigning and data mining tool, identify
  who
• Has subsidiaries in China.
• Sends wires to, or receives wires from China.
• Imports and exports to China (using internal
  trade data from documentary collections and
  letters of credit as well as external data).
• Push e-mail a message to the customer describing
  the potential effect of changes in the risk
  profile of China and inviting them to a VURL.
  VURL contains an article about the changing risk,
  a country report, a listing of the service
  capabilities of the bank in China including
  contact information, and a notice of a virtual
  meeting to discuss the topic.
• Results?
• Quick response to market opportunity based on
  event.
• Contact thousands of individuals within one day
  of the event.

20
Improve Your Sales Model

• Campaigning and Personalization
• Other Examples
• Increased credit appetite in a given country
  allowing for greater money market and trade
  services business.
• Deep devaluation in a given currency.
• New features to a given product.
• New product launch.
• Investment opportunity notification goes to
  customers with deposit balances of a certain
  value.

21
Improve Your Sales Model

• Allow sales to quickly respond to opportunities
  with information and proposals through
• Access to Proposal Wizard.
• Online product information and marketing sheets
  for mail or e-mail.
• Access to providing Web conference (virtual
  meetings) for seminars, topic sessions and
  product reviews.

22
Improve Your Service Model

• Global service tracking combines complete
  customer view, comprehensive message routing and
  a library of responses allowing for new service
  models while reducing service layers and
  redundant applications and improving the service
  experience for the customer.
• Message routing to the correct service unit based
  on application, language preference, time zone,
  type of request, users preference, etc.
• Global view allows numerous service units to
  handle each request and thus provide quick
  response and better work flow management.
• Service requests received by sales directly from
  the customer can be placed in the service queue
  from the salespersons desktop.
• Service issues and metrics are reported to the
  salespersons and product managers desktops as
  part of their portfolio/product health.
• High-value customers can be auto- escalated for
  quick servicing based on metrics contained in
  data mining.

23
Improve Your Service Model

• Migrate to self-serve as much as
  possiblechoosing the service requests that
  generate the most service volumes first. This
  will allow for a reduction in service costs and
  increase product penetration while improving the
  customers experience.
• Service personnel now become part of the sales
  process and have access to product information
  and demos on the portal to guide customers
  through the enrollment process.
• Sales receive new service enrollment information
  for their portfolio on their desktop.