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How a single customer view delivers real business results

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Bill Harte, IBM Ireland - How a single customer view delivers real business results. …

Bill Harte, IBM Ireland - How a single customer view delivers real business results.
Se mere på: http://www.smarterbusiness.dk

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  • Right side – graphic of business case – use generic bar graph, etc if you don’t have anything specific – we should all use the same graphic
    Left side
    Describe the key areas of business value creation
    Value proposition points
  • The business driver span four key areas: revenue growth, cost efficiency, agility, and regulatory compliance or risk management.
    I’ll pause here for a moment and let you read the slide.
    The best way to understand these are to explore some customer examples.
    Revenue Growth as a Business Driver
    If we take a look at increasing revenue as a key business driver for implementing MDM, we recognize how a trusted, single view of master data can help enable cross-sell and up-sell opportunities. For example, companies can enhance lead-passing capabilities across channels and lines of business through a single view of customers and products they purchase. As points of contact and the channels used to reach customers expand and change, organizations need to be able adapt to ensure that they’re providing customers with the best possible experience. This means consistent information and messages across channels from the web to mobile, call centers and storefronts. When companies add or expand channels, they need to ensure that they can identify their most valuable customers and provide customized offers and experiences to all customers based on their preferences, demographics or purchase history.
    MDM can drive significant revenue and competitive advantage by getting new products and services to market quicker. And, by having better, cleaner, more accurate and complete data about customers, organizations can identify high value customers to ensure reduced churn and identify more opportunities for increased revenue from those high value customers by ensuring high levels of customer service across all channels. These high value customers, and really all customers, can be consistently recognized across channels through access to a single, 360 degree view. MDM enables organizations to easily understand households, and identify relationships between customers and hierarchies, which makes it easier to identify which individual customers are the most valuable.
    IBM Customer Example: A leading telecommunications firm leveraged MDM to increase revenue by getting products to market faster than competitors. Revenue increases over $10M if time to market is reduced by 2 weeks.
    IBM Customer Example: A leading high tech software manufacturer increased customer retention, dropped customer churn by 5% and increase cross-sell, up-sell revenue by 10%
    Cost Efficiency as a Business Driver
    Cost is a key business driver for MDM – what company doesn’t want to do more with less, make more money with less cost, or service their customers with less expense? MDM can automate business processes such as customer or supplier on boarding, new product introduction or address standardization. This reduction in manual processes dramatically reduces data errors which can be extremely costly. One perfect example is around customer mailings. Each of has experienced a situation where we received multiple catalogs or credit card applications from the same company day after day, or sometimes on the same day. Likewise, we may receive multiple mailings to a single household. MDM allows companies to recognize who their customers are, who they are related to, and who they may share an address with and then apply targeted mailing strategies based on that trusted information – dramatically reducing mailing costs and actually increasing brand image and customer service.
    Another area where costs can be avoided is mergers and acquisitions. The challenge is how to ensure the process of assimilating a new organization is as efficient as possible. Not only do operations groups across companies need to be combined or streamlined, but legacy information systems from the acquired company must be integrated and data aggregated, analyzed and rationalized so that they can leveraged by all systems and operating units across the enterprise to better business decisions.
    MDM can streamline the process of onboarding new customers, products and suppliers into the systems already deployed by the acquiring company. The process, which can be seamless across heterogeneous technologies with MDM, enables rapid integration without a lot of expense and customization. The result is that customers and suppliers receive great customer service and support and products and services can be delivered efficiently by the newly combined organization
    IBM Customer Example: A leading manufacturer of electronic goods reduced the time for creating and maintaining product information by up to 50%. It saves €2 million per year due to reducing data entry errors from 5% to 0.1%.
    IBM Customer Example: A leading bank used MDM to prevent duplicate customer records. They identified a 10% duplication rate in client data and reduced it to <1%, realizing annual costs savings in the millions.
    Agility as a Business Driver
    Being agile with IT systems enables organizations to meet demands of new business channels – such as reacting to changing consumer preferences and ways of interacting. For example, who could have imagined 20 years ago that we could be checking our bank statements or checking into a flight via a smart phone. Banks, retailers and even government agencies need to react to changing times and communicate with their customers in many ways. In addition, being able to leverage IT systems to identify key relationships and hierarchies among an organization’s customers and product catalogs can affect business. MDM can enable a 360 view of customers and products so that key relationships can be understood and then business decisions and processes driven off that key information.
    Although business growth is a fairly common goal, when it happens rapidly it can significantly impact an organization’s information infrastructure and its employees. Not only does rapid growth usually create large amounts of new data and increasing data volumes that can be difficult to manage, it often results in organizations introducing new manual processes to attempt to accommodate for their increasing data needs.
    MDM can help companies eliminate or prevent manual processes, while efficiently managing growing data volumes, decreasing duplicate, incomplete or inaccurate data, and making it easy to scale or add new systems as needed to accommodate growth. MDM enables organizations to get new systems online quickly because they can already access accurate and complete data from the single location where it resides, and there is no need to build new interfaces to acquire or cleanse data. MDM also provides organizations with valuable insight into why they are growing rapidly, whom their most important new customers are, and what products are delivering the greatest value. Organizations can leverage this information to continue to grow even more and are able to focus their limited resources on the highest profitability areas of the company.
    IBM Customer Example: A leading insurance company shifted from policy-centric systems to a customer-centric strategy. They have realized faster time to market with new services and offerings due to real-time availability of key data.
    IBM Customer Example: A leading health insurance organization enabled provider self-service for checking status of claims and provided additional value with strategicanalytical reports.
    Regulatory Compliance as a Business Driver
    All businesses have to comply with some level of internal security policies, customer privacy preferences and government regulations. These requirements also change and evolve as organizations add new internal processes or new laws require action. For example, all publicly traded companies are now required to comply with Sarbanes Oxley, organizations that handle any patient health records are bound by the Health Information Privacy and Accountability Act (HIPAA), financial institutions are regulated by Graham Leach Bliley (GLB), and many organizations are required to monitor the Office of Foreign Asset Control (OFAC) watch list. These are just a few of the regulations impacting enterprises today. In addition, data and IT security policies and customer privacy preferences that are usually driven either by state laws or internal customer service initiatives also need to be audited and upheld, which creates a lot of additional work for most enterprises.
    MDM can help companies meet these requirements by making it easy to add need source systems or data types or build new custom domains to comply with increasing demands. For example, the OFAC watch list, or any other new external data source, could be added, new data fields could be added to customer information to indicate whether someone had opted in or out for GLB compliance or to support customer privacy preferences, or a new domain could be added to provide access to information in a newly required code table. [NOTE: I suggest that information be added here about tracking access to records and creating audit trails that ensure compliance and protect privacy and security
    IBM Customer Example: A leading high tech software manufacturer used MDM to create a single point of management for a global customer reference system. They recognized a 300% increase in customer privacy compliance across the entire organization
  • When I think of master data and master data management, my elevator pitch is this.
    There is a problem in the industry today…today’s organizations are process driven and many of the most critical business processes depend on high quality data – customer data, product data, location data – and relationships inherent in the data. It is usually these critical data assets that are the most central to running business. We call these critical data assets – Master Data. But the data these processes rely on are often of very poor quality – inaccurate, incomplete, missing or duplicated – and thus the business processes that depend on those data can be inefficient, ineffective, and costly or increase business risk. In addition, the data are dispersed amongst many non-integrated and siloed information repositories. And data volumes continue to grow exponentially compounding the problem over time.
    You will notice that Master Data is the high-value, core information used to support critical business processes across the enterprise. It is at the heart of every business transaction, application, report and decision. Thus, MDM, is a discussion of those business processes and key to your selling MDM to the business.
    Instead of talking about speeds and feeds, you will want to engage business people in a discussion about the effectiveness of key processes and explore that with your prospects:
    Financial Services – regulatory compliance, marketing new products to existing customers
    Insurance – policy management; claims processing
    Retail – Direct marketing processes as retailers continue to spend exorbitant amounts of money in this area; customer loyalty programs and processes
    Communications – provisioning and billing, churn
    Public Sector – citizen benefits processes, or information sharing around persons of interest
    Hospitality – reservations, ticketing, check-in. Also loyalty management and privacy management
    Automotive – vehicle tracking, loans processing
    Healthcare – patient registration is a classic example, especially across multiple clinics, hospitals, labs
  • Sales & Relationship Management
    KYC/Account Opening
    New business quotation and processing for organization plan sponsor customers
    Customer-centric new business processing & “Once and Done” servicing
    Customer-centric policy underwriting & new business processing
    Claims Processing
    Product & Marketing Management
    Reduced buyers remorse and abandoned on-line applications
    Customer and Agent consolidation for cross-sell and multi-policy discount
    Regulatory & Compliance
  • Increase revenue-   Identify cross-sell/up-sell/product bundle opportunities by managing customer preferences, relationships, demographics, order history-   Introduce new products quicker creating competitive advantage by being fast to market
    Improve customer service and retention-   Identify and retain valuable customers; reduce churn-   Enable personalized service across multiple channels-   Maintain loyalty program with real-time event notification
    Achieve operational efficiencies/reduce costs-   Reduction in errors in customer mailings-   Customer and household level order data-   Manage inventory carrying costs based on more accurate order information
    Improve credit management-   Understand customer risk profile to improve in-house credit card programs and financing options-   Provide credit risk information to all channels-   Combine order and return history information with customer credit profile for great insight and decision making
    Achieve compliance
  • Campaign & advertising optimization
    Customer self service
    New customer acquisition
    Customer experience (loyalty) mgmt
    Bandwidth planning & optimization
    New product introduction
    Product lifecycle management
    Order configuration & management
    Service activation
    Billing & Charging
    Simplify process for managing product/service modeling information
    Reduce time and cost for product/service and pricing updates
    Improve data accuracy and process control
    Workflow to enable and enforce automated process’
    Simplified access to cross line of business product/service information
    Enable service agents to promote relevant cross-sell offers in real time
    Optimize the effectiveness of marketing campaigns, with promotions geared towards household members’ interests
    Provide accurate, consolidated account information to customers, enabling convenient self-service at lower costs
    Accelerate the introduction of new products, bundles and special offers for target market segments
    Understand and maximize lifetime customer value, based on subscribers’ lifestyle changes
    Growing Customer Demand for complex and Bundled Services
    Churn Management
    Campaign Profitability
    Computation / Prediction of Customer Lifetime Value (CLV)
    Impacts Customer retention: Identification and retention of high-value customers
    (5% increase in retention can create a 125% increase in profits)
    Revenue Optimization
    Revenue and Margin Maximization - Minimum Revenue Leakage
    Correct Rating and Billing: Erroneous rating and billing to be avoided
    Fraud Detection
    Telecom fraud and bad debt account for $55 billion annual loss all over the world
    Minimum Call Failure: Minimum network congestion to improve the maturity rate of the calls
    Minimum time to repair fault: Downtime needs to be shorter
    Offer innovative products at best prices to match competition
    Maximize Sales by better Sales force effectiveness
    Optimum Network Capacity Utilization: Idle network capacity needs to be channelized across exhausted cell sites for optimum utilization.
  • NYHHS
    London Borough of Brent
    State of ND
  • NYHHS
    London Borough of Brent
    State of ND
  • I believe one of our biggest strengths in the market place is our presence in the industry and our experience implementing MDM at over 600+ customers.
    In addition, we have significant implementations with transactional hubs handling large volumes in very demanding high performance environments across all domains and all styles.
    The names you see hear on this chart are the world’s biggest companies. In fact they include a quarter of the fortune 100
  • Transcript

    • 1. © 2011 IBM Corporation Information Management Bill Harte – MDM Sales Europe How a single customer view delivers real business results
    • 2. © 2011 IBM Corporation 2 Information Management Understanding our customers How well do you understand your customers ? Well enough to keep the profitable ones - and lose the others ? .
    • 3. © 2011 IBM Corporation 3 Information Management Silos of Customer Information Problems  Fragmented view of a customer  Unable to understand depth of business relationship with their customers  Uncoordinated customer contact  Missed selling opportunities  Unknown campaign effectiveness Other….Other…. Cust ID:Cust ID: ABC1232ABC1232 Name:Name: Jane SmithJane Smith Address:Address: 12 Low Street12 Low Street BristolBristol BS1 9SDBS1 9SD Email:Email: Jane@bt.comJane@bt.com ……………… nn SourcesSources of dataof data We have the data – so what’s the problem ? CRMCRM Cust ID:Cust ID: 1234512345 Name:Name: Jane SmithJane Smith Address:Address: 12 Low Street12 Low Street BristolBristol BS1 9SDBS1 9SD LifeLife Policy No:Policy No: 3333333333333333 Name:Name: Jane May SmithJane May Smith Type:Type: Whole of LifeWhole of Life Address:Address: 12 Low St12 Low St BRISTOLBRISTOL Premium:Premium: £50pm£50pm PensionPension Policy No:Policy No: 44444444444444 Name:Name: Jane smithJane smith Type:Type: SIPPSIPP Address:Address: 12 Lowe Street12 Lowe Street BristolBristol BS1 9SDBS1 9SD Premium:Premium: £300pm£300pm Cust ID:Cust ID: 1234512345 Name:Name: Jane SmithJane Smith Middle:Middle: MayMay Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Policy No:Policy No: 3333333333333333 Name:Name: Jane May SmithJane May Smith Type:Type: Whole of LifeWhole of Life Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Premium:Premium: £50pm£50pm Policy No:Policy No: 44444444444444 Name:Name: Jane SmithJane Smith Type:Type: SIPPSIPP Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Premium:Premium: £300pm£300pm
    • 4. © 2011 IBM Corporation 4 Information Management So what ??  Revenue Enhancement – More intelligent cross- sell & up-sell via complete understanding of customer (profile, accounts & interactions) to leverage bundling opportunities  Consistent Customer Treatment – For Example Blending channels to deliver common customer interactions /experiences across all touch points  Choose how to deal with customers – understanding customer enables appropriate decision making.  Operational Savings & Efficiencies – “Once & done” enterprise-wide services for key customer processes such as account changes (name, address)  Privacy & Regulatory Compliance – Central location for consistent rules of visibility & entitlements  M&A Infrastructure – Shortening M&A customer, desktop, & billing integration timeframes  IT Rationalisation and Simplification – Cost savings from simplification and retirement of legacy systems
    • 5. © 2011 IBM Corporation 5 Information Management 5 Business drivers Revenue  Identify cross-sell, up-sell opportunities  Customize product offerings and bundles  Introduce new products quickly  Identify high value customers  Improve customer retention Cost  Automate manual business processes  Reduce data errors  Eliminate excess mailings  Identify risk (credit)  Support system consolidation initiatives Agility/Strategic Initiative  Consolidate data from silos/Integrate new systems quickly (M&A)  Meet demands of new business channels  Grow with the business  Identify key relationships and hierarchies Compliance  Reduce risk  Control access to data  Adhere to government and corporate regulations  Manage customer privacy preferences
    • 6. © 2011 IBM Corporation 6 Information Management ID Last First Street Attribute N… CRM123 Jones B. 35 West 15th … ERP789 Jones William 35 West 15th … SYS456 Jones Billie 36 West 15th … 6 What is Master Data? Why is it important?  Master data is the high- value, core information used to support critical business processes across the enterprise  Master Data is information about customers, suppliers, partners, products, materials, employees, accounts and more  Master Data is at the heart of every business transaction, application and decision  Master Data is not metadata or reference data Prod ID Short Description Prod Category Prod Class Unit of Measure 1234 Phillips Head Screwdriver SD-01 PH-01 Each 1244 Slotted Head Screwdriver SD-01 SH-01 Each 1254 Hex Head Screwdriver SD-01 HH-01 Each Gender Code English Spanish 0 Not Known Desconocido 1 Male Hombre 2 Female Mujer 9 Not Applicable No Aplica Master Data Reference Data Metadata
    • 7. © 2011 IBM Corporation 7 Information Management 7 Concept of Customer Master Data CRMCRM Cust ID:Cust ID: 1234512345 Name:Name: Jane SmithJane Smith Address:Address: 12 Low Street12 Low Street BristolBristol BS1 9SDBS1 9SD LifeLife Policy No:Policy No: 3333333333333333 Name:Name: Jane May SmithJane May Smith Type:Type: Whole of LifeWhole of Life Address:Address: 12 Low St12 Low St BRISTOLBRISTOL Premium:Premium: £50pm£50pm PensionPension Policy No:Policy No: 44444444444444 Name:Name: Jane smithJane smith Type:Type: SIPPSIPP Address:Address: 12 Lowe Street12 Lowe Street BristolBristol BS1 9SDBS1 9SD Premium:Premium: £300pm£300pm DWDW Cust ID:Cust ID: 9876598765 Name:Name: Jane SmithJane Smith Value:Value: SilverSilver LT Value:LT Value: A1A1 Master DataMaster Data Party ID:Party ID: 238213923129238213923129 Name:Name: Jane SmithJane Smith Middle:Middle: MayMay Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Life:Life: Whole of LifeWhole of Life Policy No:Policy No: 3333333333333333 Pension:Pension: SIPPSIPP Policy No:Policy No: 44444444444444 Value:Value: SilverSilver LT Value:LT Value: A1A1 Cross Ref:Cross Ref: CRM 12345CRM 12345 DW 98765DW 98765 Alerts:Alerts: Potential to ChurnPotential to Churn Interaction History:Interaction History: Bond Valuation RequestedBond Valuation Requested Customer ComplaintCustomer Complaint Cust ID:Cust ID: 1234512345 Name:Name: Jane SmithJane Smith Middle:Middle: MayMay Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Policy No:Policy No: 3333333333333333 Name:Name: Jane May SmithJane May Smith Type:Type: Whole of LifeWhole of Life Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Premium:Premium: £50pm£50pm Policy No:Policy No: 44444444444444 Name:Name: Jane SmithJane Smith Type:Type: SIPPSIPP Address:Address: 12 Low Street12 Low Street BRISTOLBRISTOL BS1 9SDBS1 9SD Premium:Premium: £300pm£300pm 2. Load customer and policy based information from key sources 3. Cleanse, match, de-duplicate information to produce a single view 4. Support the capture of other new master data 5. Propagate the enriched information back to the key sources 1. Introduce a new application focused on master data 6. Regularly synchronise modified information between systems
    • 8. © 2011 IBM Corporation 8 Information Management Regulatory Compliance Marketing/Sales Interactions Billing New Product Introduction Financial Planning Back office Systems Fraud Avoidance Customer Service/ CareCustomer Self Service MDM Produces Better Business Outcomes All departments and business processes Optimizing the business with right- time information Ensuring all systems have consistent & complete information in real time Maximizing customer satisfaction & revenue opportunities Understanding the choices & planning with accurate information Enrich Security Search Stewardship Hierarchies Tools Operational End to End Master Data ManagementAuthoring
    • 9. © 2011 IBM Corporation 9 Information Management 9 Business Drivers Key Business Processes IBM InfoSphere MDM is a Leader in Banking  Sales & Relationship Management  KYC/Account Opening  Product & Marketing Management  Regulatory & Compliance Business Driver: Up-sell/cross-sell Offer history, improve customer service, understand household valuation. Improve Compliance Benefits: Marketing effectiveness/rewards program; Product & Account Penetration: Compliance & fraud prevention Business Driver: Calculating total customer exposure in a timely and accurate manner. Consistent customer data delivered to assisted and self-service channels • Standardize customer on-boarding in compliance with KYC/KYB Policies Benefits: Consistent customer centric data (Unique-ID, Product/Account Associations, Preferences) delivered for Channel apps, Billing, Payments, Funds-Control, Compliance. Business Driver: Reduce systems from 5 to 1 thus decreasing costs, gain 360 degree view, improve data quality Benefits: Speed to Market and Initiative Costs improved by 30-50%; IT spend cost savings of >$50M  Maximize marketing efficiency  Streamline business operations and reduce cost  Comply w/ regulatory requirements & reduce risk  Win new customers and optimize sales channels  Ensure quote-order-invoice accuracy alignment
    • 10. © 2011 IBM Corporation 10 Information Management 10 Business Drivers Key Business Processes IBM InfoSphere MDM is a Leader in Insurance  Sales & Relationship Management  KYC/Account Opening  Claims Processing  Product & Marketing Management  Regulatory & Compliance Business Driver: Legacy systems are process centric (e.g., policy underwriting, claims, customer service, etc.), unable to get a single understanding of the customer Benefits:  Enable Broker cross and up-selling and relationship management  Establish new business in new territories more quickly  Improved business decision- making (underwriting risk and pricing) Business Driver: Need for a single, integrated view of customers to ensure marketing campaigns didn’t encourage internal conflict between the brands and duplication of efforts Benefits:  Increased market share w/out increasing marketing spend  Saved approximately US$10 million annually on integration costs  Reduced direct mail and operational costs by eliminating duplicate mailings Business Driver:  Not able to effect customer-centric decision-making in existing business processes  Existing systems were process- centric (policy, service) Benefits:  Reduced internal operating costs by maintaining a single system of record  Improved cross selling to the most profitable clients and households  Client retention of profitable clients  Increase ability to cross-sell/up-sell  Increase margins (# of products per customer)  Increase customer loyalty, lower claims  Improve quality of information to identify risk
    • 11. © 2011 IBM Corporation 11 Information Management 11 Business Drivers Key Business Processes IBM InfoSphere MDM is a Leader in Retail  Introduce and manage products/services/bundles  Deliver targeted, personalized marketing offers  Optimize loyalty programs  Service customers consistently across channels and consistent with customer's preferences  Analyze/understand customer behavior & affinity Business Driver: Needed to update information for approximately 10,000 products on its website. Benefits:  Creates a single, up-to-date repository of product information  Automates the publication of product information on its website  Increase client satisfaction by giving them 100 details about a product  Updates require fewer human resources and help improve reactivity Business Driver: Need to streamline the buyer process to set up new items and increase vendor accountability to improve item data accuracy Benefits:  Elimination of manual item setup processes  Improved data quality  Efficiently leveraging a single view of “Item Data” across the enterprise Business Driver: Need to manage multiple customer catalogs (websites), multiple derivatives of the same product Benefits: Increased speed to market for new products, reduced occurrence of Out-of-Stocks, improved merchandising performance, reduced warehousing and distribution costs  Increase revenue  Improve customer service and retention  Improve operational efficiencies / reduce costs  Speed to market new products and promotions  Improve credit management
    • 12. © 2011 IBM Corporation 12 Information Management 12 Business Drivers Key Business Processes IBM InfoSphere MDM is a Leader in Telco  Customer experience (loyalty) mgmt  New customer acquisition  Customer self service  New product introduction  Campaign & advertising optimization  Bandwidth planning & optimization Business Driver:  Inefficient service call handling  Low net revenue per call  Manually calculated bundles resulting in inaccurate order information  Mismatch of quotes to bills and resulting subscriber satisfaction and employee churn Benefits:  Reduced subscriber and employee churn  Quicker order throughput  Less service calls due to higher order accuracy  Higher revenue per call Business Driver:  No single customer view across LOBs (Wireline/Wireless, SatTV, Broadband)  CSRs treated the same subscriber differently depending on individual LOB’s value assessment  Inability to effectively market to subscribers for cross-sell Benefits:  Reduced internal operating costs by maintaining a single system of record  Improved cross selling to the most profitable clients and households across all BUs  Client retention of profitable clients Business Driver:  Customers have to contact various LOBs for personal information changes  Lack of connection between Cellular and Phone line customers.  Silo’d customer information leading to:  Lack of consistent information amongst systems resulting in high errors occurring between applications. Benefits:  Moving to customer-centric model.  Enhanced Customer Experience.  Improvement in Self-serve initiatives.  360o view of the customer supported.  Increase in customer satisfaction.  Improve data quality.  Increase ability to cross-sell/up-sell  Optimize marketing campaign effectiveness  Increase customer service and self-service  Introduce products more quickly  Maximize customer value
    • 13. © 2011 IBM Corporation 13 Information Management 13 IBM InfoSphere MDM is a Leader in Government  Eligibility verification  Threat detection – Law Enforcement / Intel  Claims & account fraud  Data sharing  Regulatory and privacy requirements Business Driver: Improve the efficiency and competence of its caseworkers. Reduce need to access several independent subsystems to gather all of a citizen’s pertinent information, Benefits:  Equips caseworkers with increased visibility into all of a citizen’s records, enabling them to better identify all pertinent support programs  Routinely analyzes information to better project future service demands and drive efficiencies among programs  Improves services to citizens by improving collaboration among agency offices and helping cut processing times for aid requests Business Driver: Needed to consolidate and update customer information to improve services and prevent fraud. Benefits:  Reduced administrative costs  Minimized benefit fraud  Improved customer service Business Driver: Improve data sharing and improve efficiencies to avoid duplication so as to maximize client services Benefits:  Realized an ongoing return on investment  Reduced the creation of duplicate records  Improved eligibility management and cross-program enrollment NYHHS State of ND Business Drivers Key Business Processes  Enhance customer / citizen service  Reduce instances of fraud  Increase self-service opportunities  Reduce costs / increase revenue  Achieve compliance
    • 14. © 2011 IBM Corporation 14 Information Management 14 IBM InfoSphere MDM is a Leader in Health Plans  Member Centricity  Claims Management  Member Loyalty & Personalization  Regulatory & Compliance  Provider Centricity Business Driver: Increase customer loyalty and avoid costly compliance penalties Benefits: Improved member retention and customer satisfaction scores Reduced exposure to regulatory compliance penalties by overall improvements in data management Business Driver: Move from a system centric view to a member centric view to reduce redundancy and save money Benefits: Reduced duplicate mailings to same member, resulting in $756K savings per year Improved reliable delivery of EOB to correct person, preventing potential compliancy fines of $1.5M per infraction Business Driver: Increase efficiency and automatic claims adjudication Benefits: 50% reduction in manual claims review Annual automatic claims increase: 372,000 Reduced manual claims resolution staff by 75% Business Drivers Key Business Processes  Improve member and provider satisfaction and retention  Improve outcomes and lower costs  Target high value customers with customized benefits  Quickly respond to new compliance requirements
    • 15. © 2011 IBM Corporation 15 Information Management Lessons Learned – from over 600 implementations…..  Successful MDM projects have been done incrementally – don’t try to boil the ocean  Identify low hanging fruit - find a compelling business reason and start with a point solution  Deliver real business value quickly – 4 to 6 months  Though MDM is a strategic programme ROI on First project is critical  Time to implement is critical - you need small successes quickly  Plan to promote successes internally - build interest, support and momentum  Risk for building from scratch is proven to be extremely high  Establish an enterprise governance committee - since really no one line of business "owns" the customer  It is extremely important that you consider existing infrastructure when you start - surround - leverage existing investments - not a full replacement out of the gate
    • 16. © 2011 IBM Corporation 16 Information Management Summary MDM is a journey – it’s essential to pick the right partner for that journey …..
    • 17. © 2011 IBM Corporation 17 Information Management 17 IBM is the leading MDM vendor…  #1 market share  600+ customers across a variety of different industries  Clients with 10+ years in production  Recognized MDM leader in – Banking – Insurance – Healthcare – Government  A single unified offering across – All domains – All use cases – All implementation styles – All industries
    • 18. © 2011 IBM Corporation 18 Information Management 18 IBM is #1 in Market Share for MDM (Source: Gartner, Sep 2011) Overall MDM Share (%) 2010 MDM of Customer Data Share (%) 2010 MDM of Product Data Share (%) 2010 IBM 20.1 40.3 11.2 Oracle 12.2 20.7 11.1 SAP 11.6 8.5 13.6 Informatica 4.4 11.6 - Hybris 3.0 - 8.5 Stibo 2.0 - 5.6 Others 46.6 18.9 50.0
    • 19. © 2011 IBM Corporation 19 Information Management 19 Gartner Magic Quadrants 2010 MDM for Customer & MDM for Product, Oct 2010 MDM for Customer Data MDM for Product Data
    • 20. © 2011 IBM Corporation 20 Information Management Bill Harte MDM sales Europe Bill.harte@ie.ibm.com +353 86 3805585 Thank you ….