Collaborative Cross Selling


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  • Note that this this slide has a linked object on top of the slide an automatically updates from another file. The actual logos are underneath the object. Try to point out a few logos that have resonance and/or cache. Most of these are straight C&I and are “Collaborative Sell” solutions. There are a few exceptions however” Call centers: Barclays Bank of America ABN Amro (don’t know much about this one) Small Business Bank of America (OnDemand) Zurcher Kantonalbank Equities research Bank of America (small implementation) Not familiar with National Dresdner Slide illustrates customers in the C&I Space Say, “Now lets take a look at a few of our customers in more detail” What they do: Profitable Cross Sell HSBC – Markets – equity & fixed income Bank of New York – all C&I business groups (30+) PNC – 6.x implementation all C&I business groups and all retail wealth (total bank) BNP – Equities UMB – Commercial and Wealth Standard – All C&I business groups (366 App) Standard – Small business (e cube) Key – just started implementing corporate already have retail on (total bank) FNB – Most C&I business groups. Credit origination. Fifth Third – All C&I business groups – UCM customer! - Societe Generale – CIB poor implementation, cannot be used as reference, improvement in 2006 expected. Equities good implementation but on 6.x BMO - ???? Lloyds – Good implementation will be expanding. Started with just RM/Coverage expanding to product groups in 2006 Goldman – Debt and equities, an Zurcher (Small Biz) Citigroup (middle market) Bank of America (Small Biz) National
  • Collaborative Cross Selling

    1. 1. Akashdeep Sharma Business Development Consultant Siebel Solutions Corporate & Investment Banking
    2. 2. Siebel Financial Services A Complete Solution Set for C&I Bankers <ul><li>Industry Sectors Covered </li></ul><ul><ul><li>Corporate Banking </li></ul></ul><ul><ul><ul><li>Debt </li></ul></ul></ul><ul><ul><ul><li>Fixed Income </li></ul></ul></ul><ul><ul><ul><li>Research </li></ul></ul></ul><ul><ul><li>Middle Market - Commercial Banking </li></ul></ul><ul><ul><li>Specialist Product Groups </li></ul></ul><ul><ul><li>Small Businesses </li></ul></ul><ul><li>Solutions </li></ul><ul><ul><li>Sales & Coverage </li></ul></ul><ul><ul><li>Service </li></ul></ul><ul><ul><li>Marketing </li></ul></ul><ul><ul><li>Events </li></ul></ul><ul><ul><li>Analytics </li></ul></ul>
    3. 3. Customer Centric Solutions for C&I Banking Cross-Industry Solutions Siebel Finance – C&I Customer Centric Service Sales Force Automation Business Intelligence Customer Data Integration Call Center and Service Marketing Automation Channel Management Territory Management Events Management Enterprise Banking Intelligence End to End Credit Management Collaborative Cross Selling
    4. 4. Current State Inconsistent coverage and delivery Actions disconnected from desired business results Limited insight Change takes weeks or months… if ever
    5. 5. Becoming a Customer Centric C&l Bank Segment customer base based on present and future revenues, ascertain appropriate strategies and impact Match product solutions to customers, identify and analyze creative opportunities Leverage coverage to create additional opportunities. Coordinated & collaborative coverage, information sharing
    6. 6. Siebel C&I Banking Customers
    7. 7. Corporate & Investment (C&I) Banking <ul><li>Consolidation </li></ul><ul><li>Non-Traditional lenders </li></ul><ul><ul><li>Private Equity </li></ul></ul><ul><ul><li>VC Funds </li></ul></ul><ul><li>Increasing Product Complexity </li></ul><ul><ul><li>Exotic Derivatives </li></ul></ul><ul><ul><ul><li>Knockouts </li></ul></ul></ul><ul><ul><ul><li>Baskets </li></ul></ul></ul><ul><li>Increasing Customer Sophistication </li></ul><ul><li>Regulation </li></ul><ul><ul><li>Basel II </li></ul></ul><ul><ul><li>Sarbanes Oxley </li></ul></ul><ul><ul><li>KTC </li></ul></ul>Industry Trends 7,540 12,343
    8. 8. C&I Sales Goal – Optimal Non Interest Income (NII) Generation <ul><li>Environment: </li></ul><ul><ul><li>Credit Demand is High, but margins are low </li></ul></ul><ul><li>Strategy for Increased Profitability: </li></ul><ul><ul><li>Focus on cross selling fee based (NII) products that: </li></ul></ul><ul><ul><ul><li>Have low capital expenditure </li></ul></ul></ul><ul><ul><ul><li>Are highly profitable (Profitability = Revenue @ Low Risk = (High RAROC)) </li></ul></ul></ul><ul><ul><ul><li>Increase client loyalty </li></ul></ul></ul><ul><ul><ul><li>Help the bank achieve “Trusted Advisor” status </li></ul></ul></ul><ul><ul><ul><li>Create higher exit costs </li></ul></ul></ul><ul><li>Effective Cross Selling Requires: </li></ul><ul><ul><li>Coordination and collaboration of RMs and Product Specialists or… </li></ul></ul><ul><li>Collaborative Cross Selling </li></ul>Key to Profitable Corporate Relationships HH HL LL LH
    9. 9. Siebel provides a common SFA/CRM platform for Corporate and Investment Banking that unifies customer and product information for all officers in all sales & product groups. <ul><li>Make the Bank “greater than the sum of its parts”. Complete and integrated SFA information across business lines will support a coordinated sales process, making Siebel a driver of collaborative cross-organizational selling. </li></ul><ul><li>Result: increased sales and greater efficiency. </li></ul><ul><li>Allow Coverage Officers/RMs, Product Specialists, and their respective managers to make informed decisions that help manage their business roles more effectively </li></ul><ul><li>Result: better customer relationships and better sales management. </li></ul>Solution Set - Collaborative Cross Selling Collaborative Cross Selling Set - Overview Collaborative Cross Selling Set - Objectives
    10. 10. <ul><li>Challenges </li></ul><ul><ul><li>360 ° view of the customer </li></ul></ul><ul><ul><li>Information Sharing </li></ul></ul><ul><ul><li>Coordination </li></ul></ul><ul><ul><li>Collaborative Planning </li></ul></ul><ul><ul><li>Opportunity resource allocation & pipeline management </li></ul></ul><ul><ul><li>Common Pipeline </li></ul></ul>C & I Banking – Challenges <ul><li>Multiple sales forces </li></ul><ul><ul><li>Present unique challenges for C&I banking </li></ul></ul>Overseas Branches Private Placements Private Bank Derivatives Trade Services Securitization Cash Mgmt Foreign Exchange Fixed Income Customers Relationship Manager
    11. 11. C&I – Objectives & Requirements Objective Required CRM Capabilities Optimum client coverage through 360 degree view of customer <ul><ul><li>Single repository of all customer interaction for all team members </li></ul></ul><ul><ul><li>Company based calendar </li></ul></ul><ul><ul><li>Share and restrict information with client coverage team and others while respecting “Chinese Walls” regulatory requirements </li></ul></ul>Meet the individual needs of product groups <ul><ul><li>Fully supported individual product group processes </li></ul></ul><ul><ul><li>Business objects designed to function in a shared environment </li></ul></ul><ul><ul><li>Robust data model </li></ul></ul>Replicate “premium value” ideas across organization <ul><ul><li>Identification of high margin opportunities </li></ul></ul><ul><ul><li>Intelligent routing and leverage of information </li></ul></ul><ul><ul><li>Lead generation – list management - campaign management </li></ul></ul>Streamline Daily Tasks & Improve Productivity <ul><ul><li>Integrated value added tools (BI, Risk, Trading, Market, etc.) </li></ul></ul><ul><ul><li>Custom reports and analytics (Enterprise & Product Group) </li></ul></ul><ul><ul><li>Automated workflows </li></ul></ul>Drive Business and Measure Performance <ul><ul><li>Allocate resources on high value “qualified” opportunities </li></ul></ul><ul><ul><li>Identify and address bottlenecks </li></ul></ul><ul><ul><li>Manage product groups together with common pipeline </li></ul></ul><ul><ul><li>Performance reporting </li></ul></ul>
    12. 12. Collaborative Cross Selling – Value Proposition Key Performance Indicators <ul><li>Cross-Selling revenue </li></ul>Value proposition: Siebel will help you increase cross selling and non interest income generation. Targets <ul><li>Increase 8% </li></ul><ul><li>Average number of products per customer </li></ul><ul><li>Dependency on credit revenue </li></ul><ul><li>Number “credit only” customers </li></ul><ul><li>Increase by 1 </li></ul><ul><li>Decrease </li></ul><ul><li>Reduce 10% </li></ul>
    13. 14. Thank You