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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.
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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 strategic analytical 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


  • 1. Bill Harte – MDM Sales Europe How a single customer view delivers real business results
  • 2. Understanding our customers How well do you understand your customers ? Well enough to keep the profitable ones - and lose the others ? .
  • 3. 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…. Cust ID: ABC1232 Name: Jane Smith Address: 12 Low Street Bristol BS1 9SD Email: [email_address] ……… n Sources of data We have the data – so what’s the problem ? CRM Cust ID: 12345 Name: Jane Smith Address: 12 Low Street Bristol BS1 9SD Life Policy No: 33333333 Name: Jane May Smith Type: Whole of Life Address: 12 Low St BRISTOL Premium: £50pm Pension Policy No: 4444444 Name: Jane smith Type: SIPP Address: 12 Lowe Street Bristol BS1 9SD Premium: £300pm Cust ID: 12345 Name: Jane Smith Middle: May Address: 12 Low Street BRISTOL BS1 9SD Policy No: 33333333 Name: Jane May Smith Type: Whole of Life Address: 12 Low Street BRISTOL BS1 9SD Premium: £50pm Policy No: 4444444 Name: Jane Smith Type: SIPP Address: 12 Low Street BRISTOL BS1 9SD Premium: £300pm
  • 4. 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. 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. 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
    Master Data Reference Data Metadata ID Last First Street Attribute N… CRM123 Jones B. 35 West 15th … ERP789 Jones William 35 West 15th … SYS456 Jones Billie 36 West 15th … 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
  • 7. Concept of Customer Master Data CRM Cust ID: 12345 Name: Jane Smith Address: 12 Low Street Bristol BS1 9SD Life Policy No: 33333333 Name: Jane May Smith Type: Whole of Life Address: 12 Low St BRISTOL Premium: £50pm Pension Policy No: 4444444 Name: Jane smith Type: SIPP Address: 12 Lowe Street Bristol BS1 9SD Premium: £300pm DW Cust ID: 98765 Name: Jane Smith Value: Silver LT Value: A1 Alerts: Potential to Churn Interaction History: Bond Valuation Requested Customer Complaint 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 Master Data Party ID: 238213923129 Name: Jane Smith Middle: May Address: 12 Low Street BRISTOL BS1 9SD Life: Whole of Life Policy No: 33333333 Pension: SIPP Policy No: 4444444 Value: Silver LT Value: A1 Cross Ref: CRM 12345 DW 98765 Cust ID: 12345 Name: Jane Smith Middle: May Address: 12 Low Street BRISTOL BS1 9SD Policy No: 33333333 Name: Jane May Smith Type: Whole of Life Address: 12 Low Street BRISTOL BS1 9SD Premium: £50pm Policy No: 4444444 Name: Jane Smith Type: SIPP Address: 12 Low Street BRISTOL BS1 9SD Premium: £300pm
  • 8. MDM Produces Better Business Outcomes All departments and business processes Regulatory Compliance Marketing/Sales Interactions Billing New Product Introduction Financial Planning Back office Systems Fraud Avoidance Customer Service/ Care Customer Self Service 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 Management Authoring
  • 9. IBM InfoSphere MDM is a Leader in Banking Business Drivers Key Business Processes
    • 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. IBM InfoSphere MDM is a Leader in Insurance Business Drivers Key Business Processes
    • 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. IBM InfoSphere MDM is a Leader in Retail Business Drivers Key Business Processes
    • 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. IBM InfoSphere MDM is a Leader in Telco Business Drivers Key Business Processes
    • 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. 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. 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. Lessons Learned – from over 600 implementations…..
    • Successful MDM projects have been done i ncrementally – 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. Summary
    • MDM is a journey – it’s essential to pick the right partner for that journey …..
  • 17.
    • #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
    IBM is the leading MDM vendor…
  • 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. Gartner Magic Quadrants 2010 MDM for Customer & MDM for Product, Oct 2010 MDM for Customer Data MDM for Product Data
  • 20. Bill Harte MDM sales Europe [email_address] +353 86 3805585 Thank you ….