BCP presentation at IBM Connect 2014

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  • 1. CUST113: Banco de Credito BCP: How to Achieve an Exceptional User Experience Bruno Rivadeneyra Chief Enterprise & IT Architect Banco de Credito del Peru © 2014 IBM Corporation
  • 2. 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. 2
  • 3. 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 3
  • 4. Improving User Experience and Customer Satisfaction 4
  • 5. 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. 5
  • 6. Chronology: From 2004 to 2010 2009-2010: IBM Web Content Manager for Intranet Employee Portal 2006-2008: 360° Customer view New Claim process 2004-2005: IBM WebSphere Portal implementation as SSO solution for intranet applications
  • 7. 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. 7
  • 8. Main Business Units Involved  Channels Planning & Development  Retail Business Planning & Development  Business Processes Improvement  Product Managers  Audit  Compliance 8
  • 9. Project Implementation Roadmap Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7 FAQs 360° customer view Complaints v2 Debit card replacement Customer Records Loan Inquiries Checking Opening Password change Queue mgmt integration Mobile banking enrollment Product enrollment Savings Opening Operational reports v1 Contracts High availability Complaints v1 Internet banking enrollment Operational reports v2 Customer creation Customer Information Update 2008 2009 2010 2011 2012
  • 10. 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. 10
  • 11. Usage Statistics Savings Account Opening Process: Transactions 120,000 Transactions 100,000 80,000 60,000 40,000 20,000 0 May Jun Jul Portal 87,890 85,776 97,284 Old App 38,961 34,022 33,985 Month 11
  • 12. Usage Statistics Savings Account Opening Process: Duration 12 10 Minutes 8 6 4 2 0 February March April May June Months Goal 12 Old App Portal July
  • 13. Lessons Learned 13
  • 14. 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. 14
  • 15. 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. 15
  • 16. The Future at BCP 16
  • 17. New Corporate Portal “Via BCP” (Q1 2014): www.viabcp.com 17
  • 18. New Intranet Employee Portal (Q3 2014) 18
  • 19. 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) 19
  • 20. Q&A 20
  • 21.  Access Connect Online to complete your session surveys using any: – Web or mobile browser – Connect Online kiosk onsite 21
  • 22. Acknowledgements and Disclaimers Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. © 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.  IBM, the IBM logo, ibm.com, IBM WebSphere, IBM WebSphere Portal, IBM Web Content Manager and IBM Connections are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml Other company, product, or service names may be trademarks or service marks of others. 22