Social Enterprisefor Financial Services /salesforce @DarshChandarana In/DarshanChandarana
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Ten Year Computing Cycles10x more users with every shift 2010 Post PC Revolution Social Apps 2000s Mobile Cloud Computing Mobile Apps 1990s Desktop Computing Web Apps 1980s Client/server Computing Process Automation Apps 1970s Mini Computing Business Logic Apps1960s Mainframe Data Management Apps
Financial Services Is No Different What s Next? Social & Mobile Currency: Real-Time, Interactive Online Banking & Electronic Payments: Self-Service, Paperless ATMs and Inter-bank Exchange: Automation, De-personalization Bricks-and-Mortar Banks: Trusted, Local, Personal
What are the Key Challenges to Embracing the Social Enterprise?
Who Owns The Strategy? Business? Marketing? PR? Strategy?
Welcome to the Social Enterprise for Financial ServicesEmployee Social Customer Network Social Network Social Collaborate Profile Market Work Service Extend Sell
Social Revolution: High Return for Social Enterprise Social Enterprise BenefitsSource: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” December 2010
Major Dimensions of Change & Innovation across FS Collaboration and Multi-Channel Agility & Rate of Networks Engagement Change
Michael FennerHead of Sales Business Performance
• Who we are• Our salesforce.com journey• Joining the social enterprise with Chatter: Our approach and learnings
AEGON UK – Who We AreSco$sh Equitable formed in 1831, joined AEGON Group 1994 Supplier of Pensions, Investments and ProtecEon Headquarters in Edinburgh, Scotland Around two million customers Around 3,000 employees Distribute through intermediaries (ﬁnancial advisers) Around 12,000 Accounts and 50,000 Individual Contacts Around 400 Sales staﬀ across the UK, based in 8 oﬃces in major ciEes
Our salesforce.com journey• Introduced a step-‐change 4 years ago • Managed and developed by the business • System Admin (&development) team of 3 • ConEnual development / evoluEon Dashboards Back SFA Market Data Office• Embedded as part of the way we work Integration Integration• 800+ acEve users with an 85% usage rate • Over 600 sales meeEngs recorded daily • Over 850 opportuniEes updated every 24hours
Launching Chatter: Our Approach§ Create a buzz: High proﬁle launch at NaEonal Sales Conference § IdenEfy and highlight relevant use cases: Make these come alive § Rules of Engagement: Acceptable use / business focus § Thought leaders / key contributors are crucial: Iden-fy, engage, enthuse § Cede key content ahead of launch § IdenEfy and create key public groups before launch: • Business area / business line speciﬁc • Pre-‐load users into relevant public groups
Chatter: Our Learnings§ IniEal posiEoning is key: Don’t take the chat out of Chaber § Voyeurism: Who isnt acEvely parEcipaEng in the debate? § Seek and destroy: Make Chaber the place to go § Ease of access is key: Chaber Mobile / Chaber Desktop § Chaber starts at home: IdenEfy and engage with local leaders § Auto feed updates from salesforce.com org: Consider carefully § Groups: idenEfy owners and reinforce their use
Barry ClarkeHead of Distribution and Corporate Systems IT
Threadneedle Investments§ Threadneedle is an active asset manager, serving a wide range of institutional, wholesale and private investors across the globe§ Global presence with key offices in UK, Europe, Middle East, Asia Pacific and the US§ US based parent company of Ameriprise Financial with strong transatlantic links with Boston based subsidiary, Columbia Management
02Background, implementation and lessons learnt
Background, implementation andlessons learnt§ Legacy Siebel on-premise solution – Suffered from poor sponsorship, poor maintenance and led to poor adoption§ Nov 2010 – Mar 2011, RFI & RFP to test CRM capabilities and recommend a suitable vendor – Steered by the business, not technology – Created a sense of business ownership§ Jun 2011 – Oct 2011, pilot to UK Institutional, Client Services and Consultant Relations Teams – Supported by RiverSource§ Q4 2011, global deployment of Opportunity Pipeline with associated accounts loaded. Chatter switched on and iPads deployed§ Q1 2012, all key accounts & contacts loaded, start to roll-out key functionality e.g. activity management, holdings & flows, etc.
Background, implementation andlessons learnt, continued…§ Sponsorship, Sponsorship, Sponsorship§ Governance, Governance, Governance§ Data, Data, Data§ Operating model – Project Steering Group, well run and small group with mandate to make decisions and circulate for ratification – CRM Manager, created an operationally minded role in the business (based on US working model) – Centre of Excellence: User Champions, Business Champions and Executive Steering Group – Distribution people are “people people” so setup a project team that can engage with them and get their trust – Prove to the business that you can deliver and keep delivering
Core and key functionality§ Core – Accounts and contacts – get the foundations right and put the governance controls in place from day one§ Key – Opportunity Pipeline & associated dashboards – Business @ Risk & associated dashboards – Activities & associated dashboards – Products – Global collaboration and communication – iPads§ The Platform – Using Force.com to maximize Return on Investment – helping to plan out RDR
Opportunity Pipeline & associated dashboards§ Opportunity Pipeline was a major win and proved that the project team can deliver. This is probably the most visible functionality and used to report up to Executive and Parent Boards§ Governance around creating and managing opportunities vital – exception reporting is key§ Regional and Global Pipeline dashboards available – part of the intention is to provoke internal competition§ Probability of success embedded in process so pipeline isn’t overinflated§ RFP request module built on the back of Opportunity functionality
Business @ Risk & associated dashboards§ It could be argued that defending funds is as important as generating sales§ Vital to defend against market conditions, appetite for strategies, global events, etc.§ Starting to develop “what if scenarios” and link this into Campaigns functionality§ Management information available around Business @ Risk to help the teams strategically focus efforts
Activities & associated dashboards§ Outlook integration is important for capturing activities§ We didn’t want to change the Outlook interface too much§ Custom code written to enable functionality such as multiple attendees§ Key piece of functionality as activities provide keys pieces of MI around areas such as Opportunity Management, Business @ Risk and Strategic Account Planning§ Governance and support of the business important – using reporting to help manage adoption/training issues
Products§ Want to create a go-to area for product and strategy level content§ Holdings, flows, static information, fund fact sheets, etc.§ Integration with SharePoint to provide the content§ Linkages back to Opportunities, Business @ Risk, Account Interests, etc.
Global collaboration and communication§ Threadneedle is a global entity§ Persisted and specific collaboration against an object or group§ Status updates by individuals – very powerful corporate communication tool§ Updates on strategic groups e.g. GFIs§ Following of Accounts, Opportunities, etc.§ Mechanism to distribute content – strategy still needs to be worked on§ Compliance issues must be addressed – AppExchange products available to help§ Chatter is really helping drive adoption
iPads§ Tablets are the best mobile mechanism – decided to deploy iPads§ Airport lounge, just left a clients office, etc.§ AppExchange products: Account Viewer, Chatter, Dashboards§ Remote management of devices important – several options§ Aside from Salesforce.com the capabilities around iPads are huge§ As with Chatter, iPads are driving adoption levels
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