‘ Added value with CDI for Swiss Life and its customers ’
Zwitserleven (Pre-Merger SNS-Reaal) <ul><li>Zwitserleven Customers: </li></ul><ul><li>Zwitserleven has 251.000 individual ...
The Dutch Pension Market is changing rapidly ! <ul><li>The New Pension Act has changed the playing field on multiple level...
A new target audience for Customer Service Communication ? Zwitserleven Fee Agent / Broker Employee Employer Zwitserleven ...
So in 2006 we started a journey to be prepared
Towards a single view ! Home Address: 's Gravelandseweg 25, Den Haag GBA Address: Hoofdlaan 28,  Den Haag Unique Customer:...
Towards a modern process based architecture (SOA-principles) Sales Sales Service Service ERP ERP Legacy Legacy Data Integr...
But hum; What was our starting reality ! <ul><li>Customer Service is fully product component / system oriented in their pr...
So we needed a phased approach ! <ul><li>First priority is to improve data quality; completeness, correctness and integrat...
Which resulted in the following starting customer maintenance process Change Customer Details and contractdata in  CRM sys...
What were the results  <ul><li>The main supporting infrastructure is build in 2 years in 8 phased releases. </li></ul><ul>...
What are interesting topics to consider ! <ul><li>Have the end in mind, but start within the capabilities of your organiza...
Thank you !
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Theo Vd Steen - Added Value with CDI for Swiss Life and its customers - Data Quality Summit 2008

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Theo Vd Steen - Added Value with CDI for Swiss Life and its customers - Data Quality Summit 2008

  1. 1. ‘ Added value with CDI for Swiss Life and its customers ’
  2. 2. Zwitserleven (Pre-Merger SNS-Reaal) <ul><li>Zwitserleven Customers: </li></ul><ul><li>Zwitserleven has 251.000 individual Life customers with a market share of 2,7% </li></ul><ul><li>Zwitserleven has 3200 group life customers in the SMB market with a market share of 4,5% </li></ul><ul><li>Group life customers have approximately 250.000 employees with a Zwitserleven Pension. </li></ul><ul><li>Zwitserleven works with 4200 Insurance Brokers and Fee Agents </li></ul><ul><li>These Brokers know an unknown amount of employees. </li></ul><ul><li>Starting Situation in 2006 when we started at Zwitserleven: </li></ul><ul><li>There are many product databases with customer data that conflict with one another </li></ul><ul><li>We have no address details for the majority of our group life customer employees. </li></ul><ul><li>We commit ourselves to privacy legislation, pension act legislation, Customer Due Diligence legislation and all other for our market relevant laws. </li></ul><ul><li>Zwitserleven is a multi-channel organization with single channel information and processes. </li></ul>
  3. 3. The Dutch Pension Market is changing rapidly ! <ul><li>The New Pension Act has changed the playing field on multiple levels: </li></ul><ul><ul><li>Relations between Zwitserleven – employer – broker/fee agents have changed ! More responsibilities for protecting the employee benefits are pushed to Zwitserleven </li></ul></ul><ul><ul><li>These responsibilities have led to all new types of communication (UPO, Startbrief, etc.), directly to employees of Zwitserleven Customers </li></ul></ul><ul><ul><li>Yearly multiple million additional paper mailings to contacts who have never been directly communicated to! UPO Alone is 12 pallets of postal packages ! </li></ul></ul>
  4. 4. A new target audience for Customer Service Communication ? Zwitserleven Fee Agent / Broker Employee Employer Zwitserleven Good Old Days New Era Fee Agent / Broker Employee Employer
  5. 5. So in 2006 we started a journey to be prepared
  6. 6. Towards a single view ! Home Address: 's Gravelandseweg 25, Den Haag GBA Address: Hoofdlaan 28, Den Haag Unique Customer: Dhr. R. Jansen; Tax number: 12345678; Born: 8 February 1956 One view to our customers <ul><li>Contract: </li></ul><ul><li>Participant group insurance </li></ul><ul><li>Annuity fund </li></ul><ul><li>Investment Profile </li></ul><ul><li>conservative </li></ul><ul><li>up to € 20.000,- </li></ul><ul><li>Customer needs: </li></ul><ul><li>Stop work at 60 </li></ul><ul><li>Children Study funds </li></ul><ul><li>Campaign Response: </li></ul><ul><li>year check camp. </li></ul><ul><li>Pension Gap camp. </li></ul>Family: Family Jansen Spouse: T.Jansen 2 Children <ul><li>Comm. attributes: </li></ul><ul><li>Do not call </li></ul><ul><li>E-mail allowed </li></ul><ul><li>Do not fax </li></ul><ul><li>No direct mailings use broker solely </li></ul><ul><li>Financial Profile: </li></ul><ul><li>salary € 43.456,- </li></ul><ul><li>bank# 40.60.40.600 </li></ul><ul><li>preference for direct debit </li></ul>
  7. 7. Towards a modern process based architecture (SOA-principles) Sales Sales Service Service ERP ERP Legacy Legacy Data Integration Centralized Business Logic Process Integration
  8. 8. But hum; What was our starting reality ! <ul><li>Customer Service is fully product component / system oriented in their process and interaction </li></ul><ul><li>Customer data is part of product information, therefore stored multiple times in product systems </li></ul><ul><li>No deduplication of customer data (Siebel > 1.000.000 customer records) </li></ul><ul><li>No process integration on customer level </li></ul><ul><li>Very traditional daily batch based transport in a real-time world </li></ul>
  9. 9. So we needed a phased approach ! <ul><li>First priority is to improve data quality; completeness, correctness and integration of DQ principles in daily work. </li></ul><ul><li>Followed by creating a Customer Lifecycle Process in our organization and ICT systems </li></ul><ul><li>Ended by creating one central and leading Customer Repository to serve the Customer Process </li></ul>Level of centralization <ul><li>Collect Data </li></ul><ul><li>Clean Data </li></ul><ul><li>Dedup </li></ul>Time Data consolidation Data harmonisation Centralized Data Management <ul><li>Data distribution </li></ul><ul><li>Centralized Data Management </li></ul>+ +
  10. 10. Which resulted in the following starting customer maintenance process Change Customer Details and contractdata in CRM system Validate and Identify Customer Details Extract, transform and route NAW + contract data Manual Checks Customer Due Diligence / List matching Insertion from Source or Channel LRD – GBA Check Validate Name Address Identifiy Customer CDD / Listmatching Insert/change Customer Master Change Cross Reference Merge Customer Manual Check CDD Manual Check Merge Manual Check validation Manual Check Identification
  11. 11. What were the results <ul><li>The main supporting infrastructure is build in 2 years in 8 phased releases. </li></ul><ul><li>Every customer of Zwitserleven has an up-to-date GBA address (GBA updates are processed straight through). </li></ul><ul><li>The first UPO mailing to approximately 250.000 employee’s, resulted in only 400 undelivered mail packs. </li></ul><ul><li>Every contact with Zwitserleven results in a check on additional information opportunities (e-mail, telephone, etc.). </li></ul><ul><li>Suspicious people are caught early in the commercial process, therefore no rework and costs for setup in a market where products make no money in the first year. </li></ul><ul><li>Next step (expected early on 2009): </li></ul><ul><ul><li>Every new employee is entered Straight Through in the CRM system from MyWorkPlace (employer site), no manual intervention is needed and ‘startbrief’ communication is triggered. </li></ul></ul>
  12. 12. What are interesting topics to consider ! <ul><li>Have the end in mind, but start within the capabilities of your organization (SMALL baby steps). </li></ul><ul><li>CDI – One Customer View – CRM need a lot of believe and do not sustain without an extensive and strong business driver to succeed. </li></ul><ul><ul><li>The drivers for Zwitserleven on CDI were; </li></ul></ul><ul><ul><ul><li>Cost management for a new target audience compliant with legal requirements and strong service levels on customer service </li></ul></ul></ul><ul><ul><ul><li>Minimize organizational change for serving a new target audience </li></ul></ul></ul><ul><li>Modern Architectures need a new view on ICT and Business alignment. </li></ul><ul><ul><li>Business becomes a manager of process exceptions and ICT becomes the manager of the process !? </li></ul></ul><ul><ul><li>ICT wants TCO reduction, business needs NEW Functions </li></ul></ul><ul><ul><li>Who is responsible for Data Quality, e.g. deduplication is a process on its own, with its own exception handling and results ! </li></ul></ul>
  13. 13. Thank you !

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