CRM

1. Store customer data such as  1. Use Cases

focusonforce.com
global.hitachi-solutions.com 3. Update customer profiles in  What is CRM in
5 Benefits That Explain
the Importance of CRM
in Banking - Hitachi
Solutions
The importance of a CRM in banking has
increased thanks to online and mobile
capabilities. Learn more about CRMs
and the top five benefits they bring to
banks.
contact information, products  a. Segmented Marketing
used, and interactions. b. Rethinking Processes for Profits
2. Schedule appointments, send 
c. Personalization and New 
Opportunities
personalized emails, and 
2. Challenges
respond to social media 
a. Data Security
posts.
b. Integration with the Existing Tech 
Stack
real time with notes or new  banking?
CRM is a term that has been around for
3. Benefits
information.
years but it's not always clear what the a. Leverage a 360-​Degree View of Every 
4. Visualize, nurture, and  acronym stands for. CRM is simply
Customer Relationship Management
Customer
manage leads in their sales  b. Improve Customer Retention
and encompasses all of the activities
involved in managing your customers,
pipeline. c. Enable Quicker Processes
from marketing to sales to cust…
5. Create reports that analyze  d. Use Insights to Improve Sales and 
customer behavior, marketing  Marketing Efforts
campaign performance, and  e. Make Your Staff More Productive
more.

People / Actors Business

Customer

Customer Details Communications Employees

www.salesforce.com
Employees
The Benefits of CRM for
Customer Products Products Business
Business Banking
Learn why adopting a CRM for business
banking is critical to providing seamless
service to your customers at every point
Contractors in the sales funnel.

Customer Status Sales Marketing

Vendors

Customer Events Calendar

Competitors
 Focus Areas 01

Focus Areas 02

Focus Areas n

30, 60, 90 Day 3 -12 months 1 - 2 years 2 - 5 years Roadmap

Indicator 01 Gaps Proposal Action Plan

MS 02
Maturity
Indicator 02 MS 01 A 03
Level 01

Indicator 03

Initiative 02 D 01

Level 1 - North Star and Initiative 03 D 02

Alignment Statement
Maturity
Initiatives
Initiative 04 D 03 & Plans

Indicator 01 Gaps Proposal Action Plan Milestone

Maturity
Indicator 02 MS 01 Action Deliverable
Level 02

Indicator 03

Level 2 - North Star and Deliverable

Initiative 02
Alignment Statement

..

Maturity
...
Level ...

..

Maturity
Assessment Initiatives
 “structure, secure and improve the accuracy and integrity of enterprise 
information; solve semantic inconsistencies across boundaries and; support 
the objectives of enterprise architecture and the business strategy” - Gartner

Focus Areas: 0 - Unaware 1 - Aware 2 - Reactive 3 - Proactive 4 - Managed 5 - Effective

Human
Expertise
Process
Alignment Educate IT and Business 
Leaders
Information
Content / Metadata
Completeness
Governance
Draft Strategies to align EIM 
Discovery and other Initiatives
Shareability
Systems
Scope
A Level 1 organisation has no common 
Reach information practices. Any pockets of 
Top Management asserts 
need for EIM
Security information management maturity that the 
Maintenance organization has are based on the 
Interfaces experience and initiatives of individuals.

Prepare Business Case

Gartner
EIM
Enterprise
Propose Business Case Information
Management
Maturity
A Level 2 organisation has little in the way of 
enterprise information management  Win Approval for Business 
Case
practices. However, certain departments are 
aware of the importance of professionally 
managing information assets and have 
developed common practices used within 
Inventory departmental 
their projects. At the enterprise level, a level  information management 
2 organization reacts to data quality issues  activities and resources
as they arise.

A Level 3 organisation has a significant 

Link activities, resources to 
degree of information management 
EIM
maturity. Enterprise awareness, policies, 
procedures, and standards exist and are 
generally utilized across all enterprise 
projects. At level 3, the information 
Establish barriers to guard 
management practices are sponsored by 
against complacency
and managed by IT.

A Level 4 organisation manages information  A Level 5 organisation considers 

as an enterprise asset. The business is  information to be as much an enterprise 
heavily engaged in information  asset as financial and material assets. A 
management procedures and takes  level 5 organisation has best-​in-​class 
responsibility for the quality of information  information management practices that are 
that they manage. A level 4 organisation has  utilized across all enterprise projects. The 
many mature and best-​in-​class practices  distinguishing characteristic of a level 5 
and utilizes audits to ensure compliance  organisation is the focus on continuous 
across all projects. improvement. At level 5, all data 
management practices and assets are 
regularly measured and the results are 
analysed as the basis for process 
improvement.
Gartner EIM - G00289832 Gartner's Enterprise Information Management Maturity Model

Element Description Level 1: Aware  Level 2: Reactive  Level 3: Proactive Level 4: Managed  Level 5: Optimized  Action:

Vision As a first step, data and analytics leaders must  Information is a source of power, but managed in  IT attempts to formalize objectives for information  Business management encourages cross-​functional  Senior business executives champion and  Information is a central component of business  Data and analytics leaders, jointly with IT and 
define the business goals that the EIM initiative  silos. People spend time arguing about whose data  availability to achieve targeted operational needs.  information accessibility to improve  communicate information-​related best practices.  strategy and architecture. Information is a  business leaders, should establish and 
must support. EIM enables people from across the  is correct and who owns it instead of seeking  Progress is hampered by culture, contradictory  responsiveness to the business, customers and  Information is viewed as an indispensable fuel for  recognized corporate asset, competitive  communicate what the organization's attitude and 
enterprise to share, manage and reuse information  uniform availability. There is general  incentives, organizational barriers and lack of  marketplace. Different content types still are  enterprise performance and innovation to be  differentiator, source of transformation, and even  approach to information is. How do you foresee 
that was created in different applications and  acknowledgment that information management (or  leadership. treated and managed separately. Data fiefdoms  shared seamlessly. Customers and partners  as a product itself. Necessary, valued and  information being managed and used to generate 
stored in different databases and repositories. But  lack thereof) is a serious problem. begin to disband. Exogenous data sources begin to  influence information vision. Information assets  prioritized information is leveraged across all  benefits to the organization? 
these capabilities do not help the enterprise by  be integrated for enhanced analytics. are linked and leveraged across several programs. programs and investments.
themselves. Leaders must design their EIM 
initiative so that sharing and reusing information 
creates business value, and the value created must 
contribute to enterprise goals. Improving the 
productivity of individuals, departments or even a 
business unit would not necessarily justify an EIM 
initiative. An enterprise goal might be to offer the 
best service in the market or to become more agile 
in adapting to changing business conditions.

Strategy Data and analytics leaders must define an  Information is hoarded by departments and  Business units recognize the broader value of  A high-​level sponsor (e.g., CDO) is named to define  A well-​funded and well-​led information program  Data and analytics leadership has a say in  Data and analytics leadership must lay out an 
information strategy that provides the long-​term or  individuals as a source of power and influence, or  information and begrudgingly share it on  an enterprisewide information strategy and  addresses most enterprise needs (current and  corporate strategy as information is deemed an  overall approach to managing information in 
ongoing plan for realizing this EIM vision. An EIM  is unknown altogether. Information is seen merely  rossfunctional projects. An EIM organization  coordinate a broad agenda, including funding and  planned). Business units are committed and  actual corporate asset. Information is defined  support of current and future planned business 
strategy needs three main components:  as application-​specific. An information  emerges to establish and control standards, and  roadmap. Information management resources and  involved. Most components and resources are in  primarily by the value it brings, not by its structure  initiatives, and in line with anticipated advances in 
commitment from the enterprise; a roadmap for  management organization may be in formative  improve information availability while reducing  technologies start to become pooled and shared  place and functioning. The office of the CDO is  or other characteristics. Business informational  information technology and data growth. How will 
EIM; and a plan for structures to execute the  stages, but sponsorship is nonexistent.  expenses, but the main focus is on technology.  across projects. Strategy definition is shifting from  empowered to drive EIM vision in support of the  needs and risks are met proactively. The  information be managed effectively, and by whom?
strategy. a static, annual process toward more of a dynamic  business needs. information strategy considers the organization's 
"living document." extended ecosystem of partners, suppliers and 
customers. Information strategy is no longer a 
separate work task but is embodied in how the 
business operates.

Metrics Data and analytics leaders must be able to  Any goals and measures for information  Simple (often predisposed) costs/benefit models  Information management financial justifications for  As EIM becomes a budget item of its own, various  A portfolio approach to EIM investments and risks  Measurements for various aspects of EIM, 
estimate and demonstrate the value of their  management and delivery are purely subjective  justify independent information management  each investment are typically related to expense  measures of information value (e.g., quality,  is adopted wherein business cases are aligned and  including budgeting and ROI, must be tied to 
initiative by measuring performance in business  and rarely, if at all, tracked. Information  investments, or are merely part of IT-​business  savings, or embedded in other projects. Qualitative  top/bottom line) and risk are developed, tracked  interrelated. Information valuations and yield (e.g.,  enterprise goals and measures. How will EIM, and 
terms rather than just IT terms. Leaders should  management is not a budget item and priorities  projects themselves. Priorities are based on user  measures emerge for information management  and communicated. Some information metrics are  ROI) models drive investments in information,  particularly improvements in EIM, manifest in 
define metrics derived from the goals of the EIM  are based on influence peddling and failure  surveys, minimizing each information management  that may not necessarily link well to business KPIs.  linked to business initiatives, and business cases  technology and business innovation. Information-​ enterprise performance improvements?
initiative, and in alignment with established  prevention. program expense, and infrastructure  Some data profiling is done for tactical purposes,  are linked. Feedback loops reporting information  related metrics correlate to business value metrics.
enterprise goals and metrics. performance/scale. There is a proliferation of  usually only for specific data quality needs. value and investment yield emerge.
nonfinancial metrics.

Governance Data and analytics leaders must ensure that  Few official policies exist for the handling or use of  Policies, mostly for information silos, have  Policy adherence procedures for key information  An enterprise information governance organization  Enterprise information governance is encoded into  Effective information governance demands diverse 
decision rights and accountability for acquiring,  most information, other than those required by law  emerged for information management and use but  assets are developed and monitored by  is functioning (e.g., within the context of the office  an automated information asset management  business involvement and leadership, and requires 
valuing, creating, storing, using, archiving and  and industry regulations. Ad hoc data quality  are not monitored and are regularly circumvented.  information owners and stewards who have limited  of the CDO) and carries sway on all IT and business  system. Business process improvement is now part  more than a stand-​alone set of policies. How will 
deleting information are specified adequately. Such  efforts and a lack of data definitions result in low  Information owners are assumed and upstream  authority. Formal data quality/integration,  projects. Policies evolve into a full set of precepts  of information governance. All information assets,  information's management and quality and use be 
an information governance framework includes the  data trust and usage. data quality is performed as needed. metadata and MDM programs emerge, but they  (e.g., principles, guidelines, policies, standards,  including external sources, are inventoried.  monitored, measured and assured in-​line with 
principles, guidelines, policies, processes,  tend to focus on small subsets of business data or  procedures) which are wellcommunicated and  Information stewards have become information  current and future business needs?
standards, roles and metrics that ensure  business outcomes to be improved. Efforts to align  enforced. Data quality is largely automated.  advocates, focused more on fostering information 
information will help the enterprise achieve its  governance and stewardship of different kinds of  Information governance priorities are based on  value generation now that data quality has become 
goals. Information governance precepts must also  data, spanning content and structured data, start  business need, not IT demands. Information  part of the culture.
align with established enterprise governance  to emerge. security and risk are now linked to the same 
components. information governance process.

Organization and  Data and analytics leaders must establish  Information-​related responsibilities are resourced  Pooled or centralized database administrators,  Formal information and content management  EIM and analytics move outside of IT as a CDO is  The CDO oversees and has authority and budget  Establish, budget for and fill necessary organization 
Roles organization structures, roles and accountability so  on an application-​by-​application and projectby-​ data administrators and data modeling resources  organizations materialize within IT and governance  installed to lead a separate enterprise information  for most aspects of the information life cycle. This  structures and roles in support of the EIM strategy, 
that EIM does not remain or become the  project basis. Business people typically are  emerge, all of whom are strictly part of the IT  councils and stewardship bodies in the business. At  services organization. Specialty roles — such as big  information services organization supports the  tasks and infrastructure components. Separate EIM 
responsibility of the IT organization by default. A  resigned to source and manage their own data, or  department. IT also houses business intelligence  least one data scientists is hired by a business unit.  data infrastructure/architecture specialists, data  entire LOB-​customer-​partner-​supplier information  from IT. Who will be responsible for and involved in 
solid crosssection of dedicated skills and  must join the IT backlog. analysts and data integration specialists. Business  Projects are set up and staffed one at a time, but  scientists, information strategists, information  ecosystem. Data-​related meetings have become  key EIM activities, and how will they be organized 
experience will keep the EIM initiative focused on  users are engaged in information-​related activities  tend to lack a plan for organizational continuity or  architects, information product managers, and  business-​centric. An information product  and managed?
attaining enterprise goals. mostly to resolve issues, rather than in upfront  intraenterprise synergy. data curators — become prevalent. Information-​ management function develops and facilitates new 
design and planning. related competency centers emerge under the  revenue streams.
CDO for core analytics, data modeling, metadata 
and master data.

Life Cycle Data and analytics leaders must ensure a well-​ There is no understanding of information having its  Data integration is effective in linking disparate  Information flows are well-​documented, but not  Enterprise metadata management and master data  Information architects are embedded in (and key  Data, analytics and application managers must 
defined set of information architecture and flows  own life cycle. Data is kept and maintained in silos  data, but efforts to semantically align and form  maintained. Metadata standards, tools and  management are ongoing initiatives that help  players in) the EIM program. Information life cycles  document and enable the proper flow of 
(conceptual, logical and physical) that support  and IT does its best to integrate data as requested.  shared procedures across silos are sporadic.  procedures emerge. But valiant attempts at  coordinate and enable business initiatives.  and metadata are documented, implemented and  information from its creation or capture through to 
information governance precepts, information  Usually this involves making data extracts. The  Metadata management is mostly manual (e.g.,  enterprise metadata management are less than  Semantically consistent and important information  aligned — and all differences are culled as a matter  when it is ultimately archived or deleted. How will 
value optimization and business objectives. focus, if there is one, is on local efficiencies and use  spreadsheets) and remains focused on individual  successful. Only some information governance  assets are shared across all needed programs and  of course. New information uses build on  data movements, availability and 
of individual datasets. Data is deleted early due to  data assets. Technical efficiency is deemed more  policies are encoded as procedures. Information  investments. Information architects are often  previously deployed and documented models  retention/disposal be architected in line with 
lack of infrastructure, resulting in potential  important than the business efficacy from shared  architecture is not yet formalized or embedded in  involved in EIM but are less than central to, or  spanning the information life cycle. Information life  current and future business, application and user 
regulatory violations. data. Data is retained well beyond its usefulness  the EIM program. There are still no enterprise  sufficiently influential on, such efforts. End-​of-​life  cycles are seen as business processes, not as IT  and governance needs?
and may introduce risks. policies or procedures for information disposal or  procedures for information assets are established  workflows or tasks. Information value and 
archival. only for those subject to industry regulations.  governance are measured, monitored and 
Information is governed outside the control of any  optimized across critical information life cycle 
given business application. paths. Enterprise procedures are in place for the 
defensible disposal of information assets based on 
value, risk and compliance modeling.

Infrastructure Data and analytics leaders must formalize and  Information management, storage and processing  Information infrastructure limitations and/or  Information infrastructure and operations  A purely centralized information infrastructure has  The information infrastructure is dynamically  IT and data/analytics management must 
often consolidate the range of information-​related  capacities are overloaded and almost entirely  enhancement backlogs perceptibly inhibit business  capabilities and expenses are planned and support  given way to integrated, standardized, extensible,  elastic, relying heavily on cloud capacity. Big data,  coordinate on selecting, implementing and 
technologies and structures. Effective connection  application-​specific, leading to strategic business  performance. Information silos limit business  known business needs. An inventory of tools and  and IT-​supported LOB environments. Some use of  advanced analytics, enterprise content and  maintaining an integrated set of infrastructure 
and coordination among disparate technologies,  compromises and catastrophic mishaps. There is  interoperability both internally and with business  technologies is maintained. Separate operational,  cloud storage and processing enables improved  collaborative decision systems execute on  components for enabling EIM. These components 
including the logical and physical integration of  significant redundancy of tools and technologies,  partners and customers. IT spend starts to "spill  content and analytic environments (e.g., data  expense management and dynamic capacity.  purposebuilt platforms. Infrastructure capacity and  must support current and planned information 
information, are paramount. along with a prevalence of shelfware. over" as business units invest in their own tools in  warehouse) now exist. Most technology acquisition  Logical data warehouses and data-​as-​a-​service  components are shared across business units and  architecture and application needs. How will 
reaction to information infrastructure weaknesses.  decisions are made independently with a focus on  architectures are developed. Enterprise MDM,  even some ecosystem partners. Information  information structures and infrastructure 
There is no enterprise data warehouse, but there  tools, not solutions. Efforts to integrate data  EMM and information governance and stewardship  management capabilities, no longer solutions or  technologies be determined and administered, and 
are many unmanaged data extracts. Applications  warehouses tend to focus on constructing a single  solutions are deployed broadly. Information  tools, are the focus of infrastructure investments. what are the strategies and procedures for 
are integrated, but semantics are inconsistent. analytic data structure. management solutions, not tools, are central to  upgrading and replacing them, as and when 
infrastructure investments. appropriate?
 From Garner Poster....

Where does the role of chief data officer report to within the business organization?
Create the necessary structures  What governance and stewardship organizations and roles are needed to support 
Create an EIM vision that  Create the EIM strategy 
and roles to support information  EIM?
enables your  and road map based on  Organization and Roles
strategy, governance and  How will new strategy, governance and stewardship roles and structures align and 
organization’s business  your needs and current 
stewardship reconcile across IM programs and projects?
vision status
Who in the business are impacted by and consume the EIM metrics?

Do you have the business on board?

Create an EIM business case based  Does the business understand value in this EIM program?
Vision Strategy Measure on improvements or attainment of  How will EIM improve business outcomes, processes and decision making?
business outcomes What business outcomes, processes, workflows and data metrics are driving the program?
What are the current benchmark levels for these metrics and what does success look like?

What business vision needs EIM  Which data or domains and use  How will you create, sustain and rationalize information governance efforts that include 
as an enabler? cases will be addressed? Create an information governance  executive sponsorship, policymaking, decision arbitration and daily operational 
Who owns the business vision? ​ When and how? Information Governance framework with clear responsibility  management?
What does the supporting EIM  Which information management  and accountability How will the information governance structure enforce its will?
vision look like? programs and projects are  How will the work of information governance and stewardship work get done?
Who will provide executive level  relevant, which are not, and how 
sponsorship? do they change over time? 
What’s the current EIM maturity of 
Who creates and consumes information?
your organization and what is the  Documenting and understanding  Who has authority, and who should subscribe?
“to be” state? the flow of information across the  What information processes will you need to assure in order to support creation, 
What’s the road map for achieving  Information Life Cycle organization is key to business  management, publishing, archiving, retrieval and leveraging of high-​quality information 
the “to be” state? process optimization, governance  across your organization?
and organization What business processes and outcomes will the information life cycle processes 
Focus Areas:
Content support?
Master Data
Analytic Data Adopt the principles of the Gartner  What technology infrastructure do you need to achieve your EIM goals?
Transaction Data Information Capabilities Framework  How do you source this?
Social Data (ICF) to rationalize and modernize  How does this fit into the organization’s overall enterprise information and technology 
Information Infrastructure
Dark Data information management-​related  architecture?
Other Data tools and technology to maximize  How and when will you apply ICF principles to maximize technology and information 
information asset utilization reuse, and improve information management agility?
 Product 
Leadership
"Best   ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Industry
Product"

 ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Data Domain

Product
Differentiation
Vectors of EIM 
 ​ ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Use Case
Complexity

Operational  Customer
 ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Organization
Competence Responsive
Operational  Product 
Excellence Leadership
"Best Total  "Best Total   ​ ​ ​ ​ ​ ​ ​ ​ ​ ​Implementation Styles
Cost" Solution"

Value Framework Strategy

 Bottom-​
Shareholders Line 
Financial  Financial Metrics
Results
Metrics

Executives
Business  Feedback on  Administrative 
Executive Judicial Legislative
Outcome Metrics Strategy Implement, 
Sponsor, Direct  Enforce, Resolve  Create, Approve 
Service and 
and Align and Rule and Enact
Recommend

Process 
Business Process & Efficiency and 
Owners Roles, Responsibilities and Accountabilities
Workflow Metrics Effectiveness

Policies and Procedures

Life Cycle Practices

Data  Accuracy and 
Stewards Data Quality Metrics Timeliness Tools and Technologies

Quality Measures
Stakeholder Level Focus

Metrics Information Governance - Checks and Balances

 Designs, builds and 
Executive-​Level 
manages the technology 
Sponsor Sets information  infrastructure as needed
management 
policies
Information  Project 
Author and 
Governance Board Team
maintain data

IT Representation Pub/
Business Author Store Enrich Consume Analyze
Business  Synch
Data  Modeling
Data 
Steward
StewardData 
Data 
Steward
Steward
Users/Data Maintenance  B2B Marketing Procurement Operations Logistics Sell Customer
Data Quality 
(centralized or distributed) Security / 
Tools/ Infra-​
Enforces  Privacy
structure
information  Idea
management 
policies Modeling/  App/Data  System 
Metadata Integration Management
Engineer

Information Information  Application  Monitoring/ 

Technology Architect Architect Reporting
Go/No Go Evaluate Release Fulfillment Service

Organization and Roles Information Life Cycle

 Specialized Capabilities

Information Semantic Styles

Information Manage Metadata

Capabilities
Framework Common Capabilities

Describe Organize Integrate Share Govern Implement

Social Documents Transactional  IT/OT Image

Data

Information 
Sources Audio Text Video Mobile Search 
Engine

Information Infrastructure
 Data Pipeline

Data Discovery Data Quality Data Management Data Tools

01 03 07 10

Data Maintenance Data Classification Data Segmentation Data Storage Data Retention

02 04 08 11 16

Data Movements Data Protection Data Modelling Data Reports Data Deletion

05 09 12 13 17

Data Processes Data Analytics

06 14

Data KPIs
Data Governance
15
01 Data Discovery 03 Data Quality 07 Data Management 10 Data Storage 13 Data Reports 16 Data Retention
Data Sources Intrinsic Master Data Schema Domains Lifecycle
Connection Methods Contextual Reference Data Volume / Growth Purpose Collection
Schema Representational Metadata CDC Models Persistent / Transient
Cadence Accessibility Transactional Validation Formulas Records Management
Latency 04 Data Classification Catalog Backup / Restore Cadence Valid / Invalid Data
CDC Domain Data Dictionary Contingency / Disaster  Distribution Policies
Volume Content 08 Data Segmentation Recovery Plan Versions Catalog
Bandwidth Context Privacy 11 Data Modelling 14 Data Analytics Archiving
02 Data Maintenance User Privileged Domains Models 17 Data Deletion
Replication Mapping Internal Qualitative Data Dictionary Destruction
Backup / Restore Value Shared Quantitative Purpose Notification
Storage Retention External Aggregates Results Aliasing
Updates 05 Data Movements 09 Data Protection Representational 15 Data KPIs
Replication Access Control 12 Data Tools Strategic
Queries Security Purpose Operational
Applications Encryption Reach Functional
ETLs Substitution Integration Leading / Lagging
Interfaces Masking
Lineage
06 Data Processes
Business Processes
Applications
System Flows