1. Company of ur choice
2. Crm practices of different functional departments and how they coordinate
3. All customer touch points
4. Data warehouse if any
5. Specialist data miners if any
6. How frequently do they mine
7. Size of data warehouse
8. 2-3 big clients and crm activities directed towards them
Complaints received are recorded and used in training new staff helping them deal with real life
Customer contact management- the bank collect complete profiles of its customers and contact
history. It also helps in greeting the customer at various occasions such as birthdays, weddings and
insurance premium submission dates. Helps creating a direct and more personal approach.
Through sales transactions ICICI can profile their customers to create marketing campaigns
taking into account the customers’ needs and desires.
Tracks a customer’s usage pattern to find the appropriate medium with which to communicate
with the customer. The CRM database keeps information regarding all transactions from all channels.
Sales force automation- endeavors to track all banking accounts related opportunities from the
point a prospect expresses interest in the product till the sales process gets logically closed.
Customer retention- the software enables the branch manager to know exactly when and which
account is showing abrupt behavior. They can then know its reason and ultimately the detachment from
the bank. If a customer withdraws a significant amount or gradually reduces his deposits, the branch
head may immediately take note of it and check for any signs of dissatisfaction.
Up-selling/Cross-selling- if the branch head comes to know that a particular account has
withdrawn a significant amount of money for the purpose of some investment, he can immediately
contact the sales team to contact them and offer investment avenues. If information is available that he
wants to purchase a car or house, the sales team may even pursue their own car and home loans.
Most of the functions related to IT are outsourced. ICICI has leveraged a number of tie-ups to
come with its various offerings
Central Data management – it includes a database from various operation systems including
retail banking, fixed deposits, bonds, retail consumer loans, credit cards, custodial services, online share
Complaints received give insights into shortcomings in the product offerings.
New product development –Analysts at ICICI create product offerings by analyzing customers
profile, previous purchases, medium usage to create a customization of services.
Customer touch points
ICICIhas a network of 2,901 branches and 10021 ATM's in India, and has a presence in 19
countries, including India.
ATM is the most common form of bank transactions that occur. The atm is not only the cheapest
medium for customers but also for the banks.
Bulk deposits- ICICI bulk deposit atms allow for customers to deposit large amounts at
one time. Unlike conventional atms which can only take 30 notes at a time, these allow huge amounts.
The bulk deposit atm is available in mumbai’svashi sector branch office. The bulk deposit facility can
only be availed by select customers. Icici issues a special card called the ‘deposit only’ card to facilitate
this service. There is a provision for special bags that can be inserted into the atm. Icici also has cash
ATMs for visually impaired- atms have voice guided systems which help visually
impaired to access atms without any help.
Other services- prepaid mobile recharge, buying and renewing internet packs(tata
photon), dontions to tirupatitirrumaladevashthanams, nathdwara temple, shrimatavaishnodevi shrines.
Mutual fund transactions, bill payments.
The e-initiatives of the ICICI group have not been limited to customer servicing. The marketing
activities for its various products are also taking the online route. In April 2000, through tie-ups with
Orange and Airtel, ICICI started offering limited WAP based services for customers on the move. A
month later, on its way towards a full-fledged online mobile commerce service, the company
commenced offering services like balance updation, request for cheque book, details of last 5
transactions, request for statement etc. Corresponding services are also available for the bank’s credit
card customers. On the anvil are personal banking services, payment services for utilities, travel and
ticketing information etc.
. For internet banking it uses infinity from Infosys, for its creditcard business it uses PaySys from
USA. For WAP services it has tied with cellular service providers Vodafone and airtel to reach out to
users while the wap technology is being implemented by its in house ICICI InfoTech services.
ICICI Bank is certainly juggling some interesting numbers. Its Bombay call centre handles 25
different products, for 10 million customers, with 620 positions. Now ICICI Bank’s branch network
handles less than half of all transactions – a shift which has taken an axe to the company’s cost- to-
serve. ICICI appreciated early on that by centralizing their service infrastructure, and centralizing their
service expertise, they created a new level of service for customers. The call centre has played a leading
role in transforming the bank’s value proposition for its customers: The call centre also provides an
opportunity to shift the qualitative nature of the relationship between bank and customer to a new
level. Much of the extra leverage with customers that the call centre brings is tactical. A customer is a lot
more receptive to up selling and cross selling when they’re phoning ICICI. The humble call centre is ICICI
Bank’s means of shifting away from a market share based product-as-commodity mindset, to those
stresses the importance of deepening exiting customer relationship.
Mobile wallet airtel,ICICI and visa launched the mChq a revolutionary new service. It enables
airtel customers and icici visa card holders to pay for their purchases through their mobile phones.
ICICI Bank was using Teradata for its data warehouse. However, due to its proprietary hardware, the
cost of procurement, upgrades and administration was soaring. The closed box architecture of Teradata
imposed restrictions on scalability. Secondly, querying and loading could not happen simultaneously.
Queries could only be run during business hours because the loading of data had to take place during
off-business hours. This meant that the refresh rate of EDW was delayed, so queries may not reflect the
most current data. ICICI Bank was also dependent on Teradata for support and other activities: The bank
was completely tied down to that solution.
These issues compelled ICICI Bank to look for more efficient and flexible solutions. The solution would
have to address not only current issues, but accommodate future growth expectations and business
requirements. ICICI Bank evaluated numerous data warehousing solutions in the pursuit of solving its
issues, and developed a shortlist of alternatives for its migration proof-of-concept: Sybase, SAS and
Netezza. The primary criteria for evaluation was the price-to-performance ratio where Sybase IQ
emerged the clear winner.
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