5.

Banks And Respective CRM

60

BANKS WITH THEIR RESPECTIVE CRM

5. Banks And Respective CRM

61

5 CRM Practices in Banks 5.1 ICICI and CRM With Finacle, the bank currently has the ability to process 0.27 million cheques per day and manage 7000 concurrent users.

The bank has successfully leveraged the po er of Finacle and has deployed the solution in the areas of core banking, consumer e!banking, corporate e!banking and "#$. With Finacle, %"%"% &ank has also gained the fle'ibility to easily develop ne orking omen and &ank,campus targeting students. products targeted at specific segments such as %"%"% &ank (oung )tars! a product targeting children, Women*s +ccount addressing

5. Banks And Respective CRM

62

The "#$ initiatives in %ndia-s %"%"% &ank hold together its compelling story of gro th. %ts gro th in customer base, channels, and product and service offerings. The %"%"% bank is one of the private sector bank hich is providing the customer value added services. They are not only able ith the ith them to benefit both the to satisfy the customer but they are successful in building a never!ending relationship customer. They are able to retain them and carry business

organi.ation and the customer. "ustomer preferences and needs are very ell understood by this bank. With the help of technology they are able to develop brand equity in the market and differentiate themselves from the competitors. /n the 01th of 2anuary 2000, a click and mortar made an announcement that offered a clear but early measure of the impact of the 3e3 in e! business. /n that day the %"%"% &ank released performance figures related to its previous year-s dotcom initiatives. The company reported a staggering 4005 increase in %nternet customers during the period from $arch 60, 0111 to 7ecember 60, 0111 8 from 9000 to 29,000 customers in 1 months. While the absolute number of 29,000 or the gro th of 4005 might not mean much, it does speak volumes of the nascent potential.%"%"% &ank and the %"%"% :roup as a hole has been striding purposefully do n the e!path ay. The group prefers to call it a 3clicks and bricks3 strategy that provides multiple access points to its customers. For its traditional customers there are the lean and mean brick and mortar branches propped by +T$s, call centers and direct selling agents. %nternet banking and W+; enabled services take care of the )upply and technology savvy professionals of today. The rise in %nternet banking customers is a result of the %nfinity, %nternet banking facility launched by the bank. The facility, initially made available to <#%s and later to resident %ndians permits online opening of accounts, bills payment, account information. Call centers %"%"% &ank is certainly =uggling some interesting numbers. %ts &ombay call centre handles 24 different products, for 00 million customers, ith >20 positions. <o %"%"% &ank-s branch net ork handles less than half of all transactions 8 a shift hich has taken an a'e to the company-s cost! level of service for customers.

to!serve. %"%"% appreciated early on that by centrali.ing their service infrastructure, and centrali.ing their service e'pertise, they created a ne The call centre has played a leading role in transforming the bank-s value proposition for its customers? The call centre also provides an opportunity to shift the qualitative nature of the relationship bet een bank and customer to a ne and cross selling level. $uch of the e'tra leverage ith customers that the call centre brings is tactical. + customer is a lot more receptive to up selling hen they-re phoning %"%"%. The humble call centre is %"%"% &ank-s means of shifting a ay from a market share based product!as!commodity mindset, to those stresses the importance of deepening e'iting customer relationship.

5. Banks And Respective CRM

63

%"%"% used to spend a lot of energy trying to make sales. <o spend their energy to get to kno ith the relationship they have relationship the customer better. %t is

their emphasis has changed 8 they hen a customer feels comfortable the customer better. ith the bank channels.. The

ith %"%"% that they are likely to deepen their commercial tool to getting to kno

ith them. The call centre is there ne

The speed of the shift a ay from the branch as the primary means of interacting sho s the receptiveness of %ndian consumer behavior to the use of ne technology usage is far higher in a call centre compared

ith any other environment. The call as

centre is a cheaper channel than the branch, and often it is more convenient for the customer. This convenience can be supported by technology to provide a higher level of service than possible previously. +ll the products and process are unified in the single call centre 8 allo ing the customer to get a seamless service. )o %"%"% is therefore able to truly take a customer centric customer vie . %"%"% is able to get a customer they immediately offer a debit card. The ability to serve across all product categories from a single location has enabled the bank to provide a level of service qualitatively superior to its competitors, and this is offered as a complementary e'tension of the branch capabilities. @ven the branches are moving very rapidly to ards offering seamless service to all the customers. The relationship bet een the branches and the call centre is very good, and the branches are discovering ho over the phone, but it resources on The bank takes people to focus their efforts on more re arding service relationships. %"%"% has understood the importance of customer service as only fairly recently that they began the task of consolidating their service and customer relationship enhancement. ho are first class graduates ith a lot of yearning to learn. Follo ing a customer ho has been re=ected from taking a credit card,

selection process that includes telephone, personality and literacy tests, there is a post! recruitment process embracing a continuous learning program. E- arketin! The e!initiatives of the %"%"% group have not been limited to customer servicing. The marketing activities for its various products are also taking the online route. %n +pril 2000, through tie!ups ith /range and +irtel, %"%"% started offering limited W+; based services for customers on the move. + month later, on its ay to ards a full!fledged online mobile commerce service, the company commenced offering services like balance updation, request for cheque book, details of last 4 transactions, request for statement etc. "orresponding services are also available for the bank-s credit card customers. /n the anvil are personal banking services, payment services for utilities, travel and ticketing information etc.

5. Banks And Respective CRM

64

M"d#s $%erandi The group has leveraged on a number of tie!ups to come up ith its various offerings. For its ith cellular service providers

%nternet banking offering the %"%"% &ank uses %nfinity from %nfosys, for its credit card business it uses Aision ;lus from ;ay)ys, B)+. For W+; services the tie!up /range and +irtel helps reach out to these users, hile the W+; technology is being

implemented by the in!house %"%"% %nfotech )ervices. To leverage the <et for its marketing initiatives, %"%"% &ank and )atyam %nfo ay have =ointly set up a 3."/$3 company to promote banking products on the <et. The bank has also entered into agreements further strengthen its %nternet banking product ith leading corporates and services ith. ith a like &;C, #ediff.com, Bsha $artin and Tata "ommunications for &!to!" solutions in a bid to offering ;ayment systems are perhaps the bane of any financial services company looking to move online. )ecurity and privacy are issues that every bank looking to move online is grappling The %"%"% :roup has come up ith its o n ans er to the problem. %"%"% =oined hands

consortium led by "ompaq to take the lead in offering a solution to the %ndian e!commerce community. This consortium offers a &2& and &2" e!commerce payment gate ay The &2" payment gate ay engage in e!commerce, corporate ill help the %nternet shopper, the hile the &2& payment gate ay ithin %ndia. eb merchant and the banks to

ill facilitate virtual transactions in the

orld. "#$ has been envisioned by the bank to support its goals in sales, customer

service, and analytics. +lready, about 60.905 of the bank-s home loans are cross!sold to e'isting customers. )imilar ratios have also been reported in the sale of insurance policies. #atios of about 40.>05 have been seen out of the credit cards and personal loans business. The bank-s stated intention is to take these ratios to as high as >0.745. %"%"% &ank states that these high levels of relationship ma'imi.ation are made possible by ho and understand the customer better D, and at hat point in time. %n the area of service, the bank receives as many as 040,000 customer requests per day, a challenge not only to channel capacity but also to ho the bank is able to ensure that each request is recorded, tracked, and resolved. Cast, customer analytics have been used to support various strategic decisions of the bank. #ecent strategic decisions of note are several anti attrition programs, the intended attrition of unprofitable customers, the imposition of fees, and various customer segment tactical initiatives. %"%"% &ank-s "#$ capability is built on a ETeradataD data arehouse that integrates data from its "#$ system is able to 3kno hat kind of product hich customer is most suitable for

multiple sources, including the /racle database and various flat files. The system provides users

5. Banks And Respective CRM

65

ith information about each customer-s checking accounts, fi'ed deposits, credit cards, and other financial information. The bank has taken on the end!to!end proposition of )+) for enterprise intelligence, hich offers a credible integrated approach to analytics, including data detection, data cleansing, data preparation, event detection, reporting and business intelligence, and campaign analysis. The bank estimates that it is able to track more than 0,200 parameters concerning demographics, transactions made, channel usage, and product relationships. Through &ehavior @'plorer and vie s, business users develop customer profiles and run ad hoc queries. +nalysts then use the information to guide product development and marketing campaigns that are intended to address each individual-s total requirements, instead of =ust pushing a product. The success of cross!selling to e'isting customers has also been enabled by the bank-s gro ing capabilities in lead management. The home loans business unit, for e'ample, has built a lead management system rolled out to about 700 users. The system is able to allocate leads, schedule meetings, provide a record of all interactions capture and route ;roduct applications made over mobile phones. ith the customer, and give reminders for customer follo !ups. + lead generation tool has also been developed in!house to

CRM &"rkin! "' ICICI BANK "#$, according to %"%"% consists of follo ing approaches? F+G :etting personali.ed information on customers. F&G What is the value of the relationshipH F"G "ustomi.ed offerings to the customers F7G "onverting a prospective customer into a true customer. F+G :@TT%<: ;@#)/<+C%I@7 %<F/#$+T%/< /< "B)T/$@#) The bank collects all the information about the customers for processing. %"%"% bank has mainly 9 service offerings vi.? loan account, saving account, current account and fi'ed deposits. $oreover, the bank has many customers in each category. )o, they collect the data on one server and thus the company gets the personali.ed information on each customer by asking them to fill the information in customer application form. F&G WJ+T %) TJ@ A+CB@ /F TJ@ #@C+T%/<)J%;H +fter the collection of the personali.ed information on every customer, the department checks out the value of the relationship ith each and every customer. Cater, they decide ho to approach

5. Banks And Respective CRM

the customer for kno ing hat his needs and

66
ants areH +fter this is done, the company offers

him the customi.ed product.

5. Banks And Respective CRM

F"G "B)T/$%I@7 /FF@#%<:) T/ TJ@ "B)T/$@# The step

67

hich comes after deciding the value of the customer is that the company offers the

person the customi.ed product. $oreover, they also practice a concept called cross! selling over here. "ross 8 selling refers to offering another product from the service offering of the bank to the customer hich he has not gone for. F7G "/<A@#T%<: + ;#/);@"T%A@ "B)T/$@# %<T/ + T#B@ "B)T/$@#. The last approach of "#$ according to %"%"% bank is that they try to convert the prospective customer into a true customer. #ight from the moment the inquiry comes, they follo ! up the customer and then make him to come to the bank occasionally and then regularly. T(e %r"cesses '"r deli)erin! CRM-T(e t""ls and t(e %r"cesses are as '"ll"& * K "ustomer application form K "entrali.ed soft are here the hole data is collected. K Wide range of offering K "ross 8 selling and K Feedback forms "ustomer application forms &ank collects all the data from customer application form and gets the personali.ed information to kno hich product to offer to hich customer. This process helps in collecting the data and kno ing hat the customer ants. "entrali.ed soft are here the hole data is collected The data collected through customer application forms is available at one server and can be accessed anytime, any here. )o, this helps in the further process of customi.ed offerings and cross 8selling. Wide range of offering +fter collecting the data from the customer, team decides customi.ed service. hat product to offer to hich customer. %n case the bank recogni.es you as a valuable customer then is offers a more

5. Banks And Respective CRM

68

"ross 8 selling %t refers to offering another product from the service offering of the bank to the customer hich he has not gone for. For e'ample %f customer has savings account a insurance, fi'ed deposits etc. This depends on the value of the customer to the bank. "ross selling is not offered to every customer. %t depends on ho loyal the customer is to the bank. The more business he gives us, the more are his chances of being special services offered. ith the bank then they offer him

Feedback forms The bank distributes feedback forms at all its branches. The customer feedbacks on the service, technology used, employee behavior and promptness in solving customer-s problems, are taken and they are analy.ed. +I,,ERENT CHANNE-S ,$R ACCESS SERVICES &ank &ranch +T$ ;hone &anking %nternet &anking %nsta &anking $obile &anking "all "entre &+<L &#+<"J We can find a host of %"%"% retail products at our idespread &ank &ranch net ork!&ank +ccounts, "redit and 7ebit cards, &onds, 7emat +ccounts, Coans against )hares, etc. +T$ <@TW/#L) $ake balance enquiries $ake cash ithdra als Free access to all +T$s Trilingual +T$s ;ayee name available on the $ini statement. $ini statement sho s last 00 transactions Cedger &alance available in $ini statement.

5. Banks And Respective CRM

69

;J/<@ &+<L%<: 29 hour manned "ustomer "are "enter %nteractive Aoice #esponse M%A#N facility available &ill pay requests )top payment request &alance enquiries :ive standing instructions for payments /pen a Fi'ed 7eposit 7ial 8 a 8 draft %<T@#<@T &+<L%<: ;ayment of Btility &ills!electricity, phone etc. /nline #ail ay ticket booking 6!in!0 7emat +ccount %nter &ank funds transfer Mavailable in select citiesN Third party transfers "redit "ard bill payments @nable mobile banking alerts

%mportance of %nternet &anking for customers 0. &ill payments ? We can pay our bills like electricity, telephone, gas etc, mobile phone bills and insurance premium bills etc online, or through phone banking. 2ust log on to icicibank."om or call the phone banking number to do the same. 2."heck the status of the payments made 6.Ouery on all the bill payments made by us 9.The bill pay service is absolutely free of cost.

$obile &anking %"%"% bank mobile banking enables us to bank hile being on the move.%"%"% bank mobile banking can be divided into t o broad categories of facilities? +lert facility? %"%"% bank mobile banking alerts facility keeps us informed about the significant transactions in your accounts. %t keeps usupdated herever e go.

5. Banks And Respective CRM

70

#equest facility? %"%"% bank mobile banking requests facility enables us to query for our account balance. INSTA BANKIN. %"%"% &ank-s E%nsta &ankingD enables us to conduct banking transactions anytime from any here. (ou can avail of this any here!+nytime banking service through our 29!hour channels like +T$, %nternet &anking, %nstant Aoice #esponse M%A#N &anking and $obile &anking, and from P a.m. to P p.m. These unique and user!friendly channels have brought banking services to your fingertips. From balance enquiry to checking cheque status to ordering a ne communicate office. "all centre is a cheaper channel than the branch, and often it is more convenient for the customer. The ability to serve across all product categories from a single location has enabled the bank to provide a level of service qualitatively superior to its competitors, and this is offered as a complementary e'tension of the branch capabilities. The relationship bet een the branches and the call centre is very good, and the branches are discovering ho re arding service relationships. 5./ H+,C and CRM J7F" &ank is making all possibilities come true for its customers. The bank offers targeted messaging and other customi.ed services using <"#-s *+ptra e$arketing* soft are. The bank runs one!to!one Mcustomi.edN and one!to!all targeted messaging via all self!service channels like the +T$, mobile banking and %nternet banking. $ost banks do not have clean data of the customer ith regards to residential address and other details. This implementation helps J7F" &ank ith a more thorough analysis of the change in customer demographics and thus, plan their campaigns better after being equipped ith a thorough data repository in the data arehouse. +long ith targeted messaging, the bank is also offering fast +T$ services. J7F" &ank has ithdra al ithdra ing to focus their efforts on more cheque book, you can ith %"%"% &ank from the comfort of your home or in the middle of a busy day at the

launched Qfavorite transaction- that allo s the customer to set a particular amount for the number of screens the customer must access screens, hile using the +T$ machine for hich has no

so that every time he visits the +T$ he ill not be accessing the same screens. This has reduced cash. Till no , the customer had to access 1 screens, been reduced to five

hich has in turn resulted in a reduction of 90 percent in the time taken to complete a

transaction. The customer also has the option to undo the *favorite transaction* and go on ith the

5. Banks And Respective CRM

regular screens. J7F" bank ith a daily turnover of 600 transactions per day per +T$,

71
hich

adds up to about one million transactions per day. +s part of the first phase, J7F" &ank has made its +T$s across ;une, <ashik and +hmednagar faster by allo ing customers to save their *favourite transactions-- on +T$s. %n fact, appro'imately 24 percent of ;une!based customers have already used the *favorite transaction* feature. J7F" is globally the first bank to use the entire suite of offerings from +ptra e$arketingR it has deployed everything e'cept the call centre suite.. they have been po ered by the data arehousing, data mining, modeling and analytics abilities and have structured data in the "#$ to implement this soft are.The ma=or benefits from the implementation is saving about 90 percent of the transaction time at the +T$s, ability to personali.e communication via self!service channels enabling active engagement customer, hich further enhances the ability of the "#$ for analytics. J7F" has revamped its corporate ebsite in line ith its communication philosophy. The ne ith its need!based communication ith the

improved, interactive, and user!friendly needs. The ne

ebsite is in sync

strategy of helping individuals through their decision of selecting the right plans that fit their

;rotection? <eed for a sound income protection in case of unfortunate demise of an individual %nvestment? <eed to ensure long!term real gro th of an individual-s money )aving ? <eed to save for the milestones and protect an individual-s savings too #etirement? <eed to save for a comfortable life post retirement improved ebsite leverages to educate customers in choosing the right. The ebsite is

designed to provide an enhanced user e'perience to our e'isting as service delivery tool. The ob=ective of there ne

ell as prospective

customers through simple navigation, faster access, rich content and enhanced utility as a ebsite is to educate customers right from the process of identifying their needs, to the final process of select the plan that fits their needs, The ebsite features an elaborate and e'clusive kno ledge section designed to help a customer. T(e "t(er salient 'eat#res "' t(e &e0site are1 "aters to all types of %nternet users ! advanced, moderate and ne relevant and important links available on every eb pageN Ley information at your fingertips. e.g. structured flo of key product information and their features @nhanced interactivity through user interaction and involvement Mtools and calculatorsN users

Faster and convenient navigation Me.g. no need to use *back page buttonR* access to

5. Banks And Respective CRM

$odular structure making the ebsite *future ready*

72
ith fle'ibility to accommodate

restructuring and additional content in future Bses flash and other advanced soft are to provide a better surfing e'perience to the user, but through its intelligence moves to a classic mode if the user does not have the requisite soft are to vie "ompatible the same. ith all bro ser s i.e. %nternet @'plorer > and above, Firefo' $o.illa, )afari,

/pera and :oogle "hrome +nd compliant ith W6". hich enables all transactions.

For J7F" , the "#$ activities span three segments? &ack!office, For instance, a transfer of funds

ill involve recording the transfer request, debiting and crediting

the account appropriately and the transformation by tele' or demand draft. The back office enables the core activities of banking transactions. 7istribution of the bank*s products and services in the market. That is, enabling customer interaction through the %nternet, +T$s, the mobile phone.J7F"*s corporate customers need not visit the bank for many of their transactions either. ;"!based corporate banking lets authori.ed personnel in corporates open letters of credit or pay suppliers and integrate the transaction analy.e channel profitability. )ay, determine ith the @#; system. The third sort of automation hich type of customer access hich channel the enables the business intelligence and "#$ aspects of a bank*s business. J7F" &ank can most, and evaluate the cost!benefits of offering a service to customers. For cash management, they use a package from a ;une company called "ashTech. there 7epository systems run on soft are provided by $umbai!based Lalpataru. For loans, that use <ucleus )oft are. To provide round!the!clock service and support to its customers, J7F" &ank has Bni'!based systems from )un $icrosystems as hosts for its banking soft are. %t is in the process of moving the application to a mainframe!class Bni' machine Mthe @00000 from )unN .$any other systems run on %ntel! based "ompaq or %&$ hard are ith $icrosoft <T or Windo s 2000 as the /perating platform. ith the branches accessing them via branches The systems are run on a centrali.ed basis automated simultaneously. they and ne

telecommunication lines Mleased lines from the 7oTN. +ll departments ithin the organi.ation ere ork on a centrali.ed database, the addition of ne cities made very little impact on the day!to!day operations of the other e'isting ere not highly

branches. @very server at J7F" &ank had its o n direct attached storage that led to distributed storage upgrades and inefficient use of storage. The storage sub!systems available and resilient. Thus, to provide scalable, reliable storage systems, and a )+< environment for all their applications, J7F" &ank opted for a solution from Jitachi 7ata )ystems. ;laying in a dynamic market, here there is a constant need to innovate and stay ahead of competition, J7F" &ank*s ob=ective is to build sound customer franchises across distinct

5. Banks And Respective CRM

73

businesses, so as to become the preferred provider of banking services for target retail and holesale customer segments J7F" &ank operates in an automated environment in terms of information technology and communication systems. +ll the bank*s branches have online connectivity, hich enables it to offer funds transfer facilities to its customers. $ulti!branch access is also provided to retail customers through the branch net ork and +T$s.%n terms of soft are, the corporate banking business is supported by Fle'cube, hile the retail banking business by Fin are, both from i!fle' )olutions. The core banking soft are is running on both %&$ +%S and )B< solaris. The &% is running on J; servers. %t has various other banking applications on $icrosoft and solaris servers. The bank has prioriti.ed its engagement in technology and the %nternet as one of its key goals and has already made significant progress in eb!enabling its core businesses. They have roughly more than 040 T& of storage on Jitachi technology. We have our production servers running on enterprise storage and our entire test and development servers on modular storage. @very server in the organi.ation had its o n direct attached storage. This led to distributed storage upgrades and inefficient use of storage.. The organi.ation has ordered around 74 T& of enterprise class storage and about 60 T& of modular and )+T+ )torage for use by applications due to gro th in the business and addition of ne and ne business areas.J7F" bank is using all @#;, "#$ applications to support e'isting ith production and test ith &%, /CT;T#7&$), e!mail from

Cotus, core banking, treasury management etc.R the complete capacity development is more than 040 T&.

H+,C Bank2s c#st" er %(il"s"%(3 is 0ased "n '"#r c"re )al#es-"%erati"nal e4cellence5 c#st" er '"c#s5 %r"d#ct leaders(i%5 and %e"%le.

5. Banks And Respective CRM

5.6 T(e CRM at SBI The need for system automation became critical at )&%. The challenge demanding service and fulfillment levels of the gro ing. )&% solution that

74

as to meet the

as on the lookout for a technology

as easy to implement, cost!effective and robust to e'pand its presence in the ork as done manually. they had a clientTserver

insurance sector and achieve a higher degree of service differentiation. +lthough the organi.ation had a centrali.ed system, most of the architecture in place. &ut it as not integrated ith the legacy systems. @arly on, the top management reali.ed that technology services as a crucial driver for product and

service delivery. +lthough using the e'tensive )&% group platform for cross!selling products and as a viable option, reaching and engaging the customer cost effectively required a technology backbone. @arlier, they had little enterprise soft are to support its business and the processes ere carried out in an ad hoc manner. Bene'its #eduction in T+T MTurn +round TimeN )&% can no via the Web )treamlined product delivery and support processes Web )ite offers a one!stop!shop for customers* needs ith a single contact point on the integrate and manage content, campaigns and merchandising to patrons

There

ere hiccups as various centres had problems connecting to the "#$ portal,

hich have

been solved. They are using multiple types of connectivity, leased lines that terminate at the central data centre in $umbai, broadband connections, dial!up connections, telephone lines, etc. The type of connectivity depends on the number of users in that particular branch and the kind of ork being done there. They have there mail server and other functionalities on the portal too. The development tool, WebCogic Workshop, is 2ava!based, allo ing people at )&% to develop and customi.e applications at a faster pace. +pplications running on the system permit the management of content, merchandise and campaign!related details. The company has even moved its internal applications to the portal. Thus, even internally, he is orking environment is no on the portal.. hen a staff member is orking ith an interface of a bro serTportal. What used to be on a clientTserver

5. Banks And Respective CRM

75

Functions like cash management, proposal details and issuing policies all happen on the portal. Javing deployed WebCogic, )&% is able to run its cycle!all its processes right from claims processing to "#$!on the portal. )ome features of the system are load balancing, effective code deployment and clustering support M29'7N. ;lans are afoot to use the portal for providing self! service to customers, partners and employees. /ne can =ust come in, log on to the portal, and access any kind of information. )&% implemented the system in a different manner. With this initiative, )&% has derived quite a fe benefits. For instance, it has been able to reduce the Turn +round Time MT+TN. E&ecause of processes that hich ould other ise never be reali.ed. they have as manual. <o , irrespective of ork as done centrally and this initiative they could spot a fe outsourced some routine

the location of the ork, it-s done through the portal and they are able to manage it better. Sa)in! ti e and "ne3 ith minimal system changes ithout

;rocess improvements are evident. +ll of this happened

adding to the e'isting infrastructure The solution has also brought do n by 40 percent the time taken for specific processes like cash management. With a vie 7ata fi' )olutions team Mno and +udit M7O +uditN. There to understanding the data quality gaps and to develop a road map to closing them, )&% engaged )pectrum &usiness )upport Ctd*s 7atafi' Technologies ;vt. Ctd.N to undertake a 7ata Ouality )tudy as requirements of time and funds to obtain a true foundation of

customer!oriented information, by running a 7e!duplication pilot on a significant portion of the migrated ;hase % data, numbering 6.6 million records. +ata 7#alit3 C"ns#ltin! and A#dit. 7efine 7ata Ouality +udit ;ro=ect )cope identifying 7O dimensions, gaps and parameters to be studied. 7ata Ouality )tudy including defining &usiness #ules and 7omain #ules for conducting the 7O +udit. 7O +udit ;rocess and presentation of results including listing of 7O problems that ould likely

hamper )&%*s information management and "ustomer #elationship $anagement strategy. ;re!cleansing 6.6 million records data sourced from the "ore &anking application. +ata +e-d#%licati"n Pil"t

5. Banks And Respective CRM

7e7uplicating the records to arrive at Bnique %7s. %dentifying key customer relationship metrics based on unique individual and household %ds.

76

)&% is equipped to develop a blue!print for their "ustomer Ouality %nitiatives to create long!term competitive advantage.)tate &ank of %ndia M)&%N, %ndia-s largest financial services conglomerate has contracted to implement +nti $oney Caundering M+$CN soft are +$C/"L from 6i %nfotech Ctd .it helps the bank in managing its government clients better. "ash,WillT$ helps )&% improve revenue, ma'imi.e profits, optimi.e costs, and establish efficient management systems to accelerate gro th.)&% is no using <ucleus )oft are-s "ash,WillT$ for 7rafts, %ncome Ta' here ;ayments and "ollections modules implemented initially ill #efund /rders M%T#/N, $ulti "ity "heque M$""N and "ollections services. The implementation as done in a phased manner ere subsequently replaced by the ne er version of "ash,WillT$. <ucleus* "ash,WillT$

po er the cash management product of )tate &ank of %ndia. %t supports the bank in handling of government business like %T#/, )&% rights issue.. <ucleus "ash $anagement )olution "ash,WillT$ built on ne collection and inflo generation technologies of /racle empo ers banks to offer their corporate customers optimi.ed cash management services, dramatically improving funds forecasting, payment dispatch and funds utili.ation. %t provides anytime, any here access to quality real!time consolidated information and seamlessly supports multi! bank, multi!currency, multi!lingual transactions, ensuring smooth flo of information and cash. 5.8 P#n9a0 Nati"nal Bank and CRM ;<& chose )pectrum &usiness )upport*s %nsight solutions Mno branches. The follo ing tasks part of %nsight Technologies ;vt.

Ctd.N to provide the 7ata!cleansing and 7eduplication solution for the first 9.6 million records from ere done by the %'sight team, using )crubbi' for 7ata!cleansing and 7edupli' for 7ata 7eduplication ? 7ata "leansing and 7eduplication of $igrated 7ata. :enerating e'ception reports of bad quality data based on various data quality dimensions like invalidity, inaccuracy, missing values, precision etc. 7eveloping onscreen validation routines hich could be used by the &ranches. $easuring success of validation and incorporating corrections back into the system. 7ata 7eduplication by identifying Bnique %ndividuals and Jouseholds. :enerating various "ustomer segmentation reports tank. hich could be used by ;<&*s think

5. Banks And Respective CRM

The follo ing key customer discoveries ere part of the analysis? Top 205 of customers. :eographical and 7emographic segmentation. 7ata Ouality +nalysis. Coyalty scores based on house holding.

77

<ovember 200P, 9 months ahead of schedule ,it implemented industry!leading Finacle core banking solution from %nfosys across its operations running a fle'ible, and scalable database platform from /racle and innovative and cost!effective )un );+#" enterprise servers from )un $icrosystems. With its pan %ndia presence, ;<& offers a ide variety of banking services through its branches including 291 e'tension counters 8 the largest amongst <ationali.ed &anks. With an increasingly dynamic business and regulatory environment, ;<& sought to not only achieve automation, but also centrali.e operations, standardi.e branch processes, achieve high scalability for future business gro th, provide fle'ibility of creating innovative banking products to its lines of business, and at the same time, reduce overall costs.

The visionary .eal and the futuristic vie

of the &ank-s top management in the year 2000!2000 ith Finacle application on /racle 7atabase and

incubated the idea of introduction of a "entralised &anking solution. The bold and innovative thought culminated into the "&) architecture )un hard are platform ith )olaris /perating )ystem. %n 2000!2002, ;<& embarked upon a generation core banking platform 8

transformation =ourney unparalleled in the country in terms of scale and technology. The bank became the first public sector bank in %ndia to opt for a ne Finacle from %nfosys. )ince then, Finacle has enabled the bank to consolidate and centrali.e its operations, improving branch efficiency and productivity per employee. "onsolidation has also resulted in reduction of revenue leakage and cost, hile increasing ease of technical support and maintenance at branches. With Finacle-s agile and future proof technology, the bank today has over 22,400 concurrent users. The solution-s scalability has also enabled the bank-s scalability to be the best in the country ith the number of peak transactions at 6.4 million. Finacle core ith e'ceptional agility for product innovation and banking platform also provides the bank

improved fle'ibility of operations. With seamless integration of delivery channels such as +T$ and internet banking solutions, ;<& is able to provide 29S7 services to customers at a reduced transaction cost. )un );+#" enterprise $ series and energy efficient "hip $ulti!Threading M"$TN systems running the )olaris /perating )ystem delivered higher performance and scalability, enabling ;<&-s architecture to scale seamlessly. ;eriodic consolidation of servers and storage by )un ;rofessional )ervices also delivered important benefits 8 optimi.ing compute and storage utili.ation, reducing po er, cooling and space costs significantly over a period of time.

5. Banks And Respective CRM

78

)un technologies also ensured continuous availability of the banking platform

ith the 7isaster

#ecovery )ite established by the bank and as part of test drills, the &ank has successfully operated out of its alternative datacentre M7#)N. ;<&-s choice of the /racle 7atabase has provided the bank-s "#$ infrastructure scalability as ith robustness, management features, security and ell as performance requirements to service 6.4 million transactions and 22400

concurrent users 8 a significant achievement in the %ndian banking industry.