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ADVANCED TOPICS IN
BUSINESS INTELLIGENCE
The blurring of the line between decision support systems and operational systems because of real-
time warehousing, the use of Enterprise Information Integration (EII), and closed- loop business
processes
Contents
 TopicUnderstanding
 Business value
 Case Study
   Implications to
    organizations
   Links to and
    implications for BI
    projects
 Looking   ahead
Topic Understanding
Decision Support Systems         Operational Systems
(DSS)
                                 Term used in data warehousing
Class of information systems     to refer to a system that is
(including but not limited to
computerized systems) that       used to process the day-to-day
support business and             transactions of an organization.
organizational decision-making
activities. Categorized by       These systems are designed
Types:                           so processing of day-to-day
Communication-driven            transactions is performed
Data-driven                     efficiently and the integrity of
Document-driven                 the transactional data is
Knowledge-driven
                                 preserved.
Topic Understanding
Real-Time             Evolution in organization use
Warehousing

Updated
every time an
operational
system
performs a
transaction
(e.g. an order
or a delivery
or a booking.)
Topic Understanding
Enterprise Information Integration       Closed- loop business processes
(Ell)
Refers to software systems that can      Encompass of enterprise-wide
take data from a variety of internal     processes.
and external sources and in different
formats and treat them as a single
data source. Data access technologies:
ADO.NET
JDBC

ODBC

OLE DB

XQuery

Service Data Objects (SDO) for Java,
C++ and .Net clients and any type of
data source
Business value
1970s                                             The most significant trend is the
        Original mission statement of              creation of tools that provide visibility
        empowering the real-time
        enterprise — the R in SAP/R3
                                                   — of both underlying processes and
        stands for real-time
                                                   surface issues — to enable decision
                                                   makers at all levels of the enterprise
1990s   Real-time order and fulfillment            to ―close the loop‖ and reduce the
        system resulted in 97%+ customer           time it takes to make and act upon
        satisfaction rate and helped to            decisions.
        propel Dell to the number one slot
        in the personal computer industry.
                                                  Demands to implement real-time
                                                   solutions:
2000s   Average four-day fill rate increased          Increased access to information
        from 96.5% to 98.5%, netting $20              Better ways to distribute information to
        million in savings from reduced                the systems and individuals who can
        safety stock and a $10 million                 process it
        savings in excess transport                   Improved techniques to gain insight from
Business value
Benefits                                                                  Drawbacks
Increased productivity due to fewer manual checks for accuracy.          Only senior-level managerial attention will induce cultural
                                                                          change
Reduction in the time and effort required to produce reports thanks to
data consolidation.                                                       According to TDWI Research, the average data
                                                                          warehousing project costs $1.1 million and takes 10 months
Enhanced ability to comply with regulatory requirements and greater
                                                                          to deliver, while a data mart project costs $544,000 and
– and more confident – audit readiness.
                                                                          takes six months to deliver.1
Enhanced access to highly consistent information, as well as to
                                                                          Most BI solutions are used by less than 20 percent of
unstructured data.
                                                                          employees (if that) and provide only departmental views of
 Enhanced ability to transform data into usable and actionable           data.
information.
                                                                           Business are not agile enough to deal with real-time
Reduced cost and effort required for virtually every IT project.         information
Reduced IT costs associated with data maintenance.                       Burden the production system by polling it continually.
                                                                                   ALTERNATIVE: Centralized data warehouse
Elimination of custom programming to build data extraction and                     as a repository and distribution engine for
manipulation.                                                                          online transaction processing data.
Incremental revenue from the ability to cross-sell and up-sell related
products and services.                                                        1From In Search of a Single Version of Truth: Strategies for Consolidating Analytic Silos by Wayne Eckerson,
                                                                              TDWI Best Practices Report, 2004 (www.tdwi.org/research/reportseries). Technically, the numbers are for
Improved customer service and reduced time required to serve each            consolidating data warehouses, but the common approach for consolidation was starting from scratch.
Case Study
   The Path Less Taken.



   Integration of firm's resource and capability to implement enterprise
    CRM: A case study of a retail bank in Korea.
WESCO International
The Path Less Taken
Case Study: The Path Less Taken

   Company Wesco International
     FORTUNE    500 COMPANY with $5.3 BILLION in revenue
      in 2006
     Electrical and industrial product distributor
     Pittsburgh-base
     More than 6,000 employees
     370 full-service branches across the U.S. and Canada
     Eight high-tech distribution centers
     More than 100,000 customers worldwide
Case Study: The Path Less Taken

   Wesco Business
     Its
        strategy has centered on putting inventory; expertise
      and services where its customers need them.
     Customers cross most industries and run the gamut from
      Boeing to Dow Chemical to PepsiCo
     370 branches fed by eight distribution centers
           Distribution center managers are given a high degree of
            autonomy, including the ability to determine inventory; set
            prices and negotiate contracts
Case Study: The Path Less Taken
   Wesco Situation
       Did not have real-time access to inventory at the branch level, and could
        not as a result easily shift supplies from one location to another to meet
        demand.
       Did not have immediate access to sales information from the field; this
        data was consolidated at headquarters via nightly uploads to an Informix
        database.
       Management could not quickly drill down to important customer-level
        information, such as which customers had recorded a dramatic drop in
        purchases and were perhaps getting their supplies from a competitor.
       The Informix system, installed in 1993, couldn‗t be tweaked much further. It
        was overloaded and underpowered.
       A key sales analysis report required 80 hours of processing time
Case Study: The Path Less
Taken
   In 2000 began evaluating an                In the end decided that
    Enterprise Resource Planning                Wesco didn't need a new
    system to move closer to real-              ERP system
    time visibility
       Looked at systems from SAP and         Decided to replace its
        Oracle                                  Informix data warehouse with
           Cost close to $110 million.         an Oracle data warehouse
       To achieve the integration would           Construction began 1999
        have had to scrap WesNet, its
        distributed point-of-sale system       NCR account representative
        (based on a 20-year-old NCR             proposed use of an NCR
        system called ITEM).                    Teradata system
       WesNet was completely paid for,        Company agreed to a
        incorporated a high degree of
        customization, and could still be       benchmarking exercise
        expanded.
Case Study: The Path Less Taken
                                                  INFORMIX LEGACY SYSTEM
Benchmark

Time                                   80         ORACLE WAREHOUSE
required to                                       BENCHMARKS
process key
              Hours

reports by                                                               1999
system.                  28
                                                                         2000
                                             12      13
                                                             3     4
                             1.25               0.58           0.25     2006
                        Month End           Invoice Detail   Sales & Suppliers
                      Sales Analysis           Loading       Summary
Case Study: The Path Less
Taken
   Wesco decided to continue                Although Oracle and Teradata are built on
    implementing Oracle for some              relational database management system
                                              (RDBMS) technology, in which data is
    functions                                 organized around related tables (rows and
       Transactional data such as            columns) of data, the design of
        pricing, electronic data                 Teradata RDBMS has always revolved
                                                  around fast analysis and retrieval of data.
        interchange (EDI) and the
                                                     Incorporates a technology known as
        company's e-commerce                          massively parallel processing, in which
        environment.                                  database lookups are broken into smaller
                                                      sub-tasks that are assigned to different
       The Oracle system also feeds                  processors on a multi-processor server
        information back into Teradata.          Oracle grew up around online transaction
                                                  processing (OLTP) applications, in which the
   Teradata would now serve as the               most important thing is to record transactions
    storage hub for sales                         such as purchases and payments quickly
                                                  and reliably
    analysis, accounts receivable                    Can also be tuned and configured to support
    and payable, supplier summaries                   more analytical applications such as data
                                                      warehousing.
    and customer master records.
Case Study: The Path Less
Taken
Teradata implications to Wesco                                 Constructed a number of applications more often
                                                                associated with ERP suites
   $5 million more expensive than Oracle
                                                               Spent about $10 million on the Teradata
   Initially it ran parallel to existent Informix system       implementation, including the WebFocus
   In 2002 bought new model and reassigned initial             piece, and additional applications written for the
    to application development                                  Oracle databases
   Choose a tool for presenting information and               $10 million one-time margin improvement through
    conducting business intelligence queries                    the use of the system.
        Initially Cognos                                      $8 million one-time gain through inventory
        Eventually Webfocus suite                              reduction and better distribution of inventory
                                                                among branches
   Closer to real-time access to data from field
    operations, and a way of drilling down into the            $4 million savings in the first 24 months through
    data.                                                       better management of its discount prices
   Tweaked WesNet at the branch level to push                 $1 million savings
    inventory updates to head office several times a           Gained an indefinite extension on its WesNet
    day                                                         system
Case Study: The Path Less Taken
   Links to and Implications for BI projects
     ―The   strategy we took isn't right for every organization, but
      it's something they should consider‖
     "Companies have invested a lot of money in developing
      applications that run their business really well. Why give
      that up for the cookie-cutter approach of an ERP system‖

                                                John Conte
                                                Chief Information Officer
                                                Wesco International
A case study of a retail bank in Korea
Integration of firm's resource and capability to implement enterprise CRM
Case Study: Retail Bank in Korea
   Introduction
       Find-Equity Bank (a pseudonym) one of the big players in Korea
       Intense competition in the retail bank industry
       Transform from being product- or service-centered into customer-centered
       As a customer-centered IT-driven strategy, Customer Relationship Management
        (CRM) implemented enterprise-wide
       In 2003
             Concerns
                  Decrease of the interest profit rate on deposit and loan

                  Infringing on the banking business by other industries

                  Dichotomized customer management processes caused by the merger and acquisition
                     with Seoul Bank in 2002 were yielding customer dissatisfaction, consequently resulting in
                     customer defections
             Enterprise-wide CRM was deemed to be a mission-critical business strategy to ensure
              distinguish itself from its competitors, win over new customers, and maintain the loyalty of its
Case Study: Retail Bank in
Korea
Customer
Relationship
Management
(CRM)

Implementatio
n made up of
two different   They found that they have been
phases (not     missing another critical factor: the
intended from   people
the outset)     CRM is inherently a business strategy
                driven by not technology but people
Case Study: Retail Bank in Korea
                    Critical problems
                        Technological
                            Difficult to synchronize data
                             acquired from various channels
                                  Required plenty of time to do it
                                   because every channel has
                                   operated by its own
                                   subsystems
                            The integrity and consistency of
                             customer information were rarely
                             guaranteed
                            Partial and separated analytical
                             functions supported by each
                             subsystem have caused redundant
                             targeting, resulting in
                             ineffectiveness of marketing
                             campaigns
Case Study: Retail Bank in Korea
   Critical problems
       Strategic
           The systems separated by channels
            forced to grade its customers by not
            their profits but their deposited
            amount, and manage them according
            to each product and channel
           The responsibilities of CRM planning
            and execution activities had been left
            to each branch
                   Impose excessive workloads on the
                    employees
                   Redundant and frequent marketing
                    efforts to the same customers
                            Increased marketing costs
                            Diminished response rate
                            The clerks feel that the CRM
                             was not effective
Case Study: Retail Bank in
Korea
Redesigned
integrative data
model

The six subject
areas, that
each includes
15 to 24
detailed
entities, are not
physical but
logical
divisions such
that they are
connected with
each other
systematically
Case Study: Retail Bank in Korea
Newly designed
analysis framework

Every analysis
activity would be
aligned according to
each customer life
cycle in
banking, spanned
from
selection/contraction
to
expiration/terminatio
n, and each
analytical initiative is
guided by systematic
procedures
consisting of
customer
understanding, strate
gy planning and
building, execution, a
nd result analysis
Case Study: Retail Bank in
Korea
   Operation Capability                       monotonous message to
       Event-based response                   all customers who
        system and sales force                 brought about an
        automation (SFA) were the              identical event
        key drivers                           Expected not only to
           Provided a function of real-       support making
            time perception of                 decisions related to
            customer needs in terms of         customers efficiently, but
            customer events, enabling          also to reduce the
            the so-called immediate            operational cost through
            responsive system                  the automation of
           Solved the problem                 preparing the responses
            of, regardless of the              to customers' ordinary
            customer                           demands
            contexts, forwarding a
Case Study: Retail Bank in Korea
Event-based response system                            Sales force automation (SFA)
   Before only gathered naive events (e.g.,              Considered as a tool for leveraging the event-
    customer's birthday) daily by a batch processing       based marketing strategy
    at the end of the daily tasks, and delivered the
    prepared massages to the customers the next day       Efforts began to customize Siebel's solution to
                                                           integrate it with the event-based marketing
   28 events had significant influences on profits,       capability
    many of them had been prepared with no
    strategic response schemes or inappropriate           Was designed to provide high-degree customer
    responsive activities at that time                     knowledge and insights for the effective and
                                                           efficient sales activity
   Now when system perceives an important event
    from a customer, it first derives the most            Provided learning opportunities for the internal
    appropriate response strategy for the customer         resources and capabilities by feeding the voices
    and the event automatically, and delivers the          of customers such as complaints, praises, and
    derived response strategy to the customer              suggestions collected through various channels
    through every channel, department, or branch           back to the internal resources and capabilities
    consistently
Case Study: Retail Bank in
Korea
Performance
Indexes
Case Study: Retail Bank in Korea
Implications                             Establish a series of CRM
 Development of proper
                                          education and training
  employees compensation                  programs
  schemes                                    Providing systematic
       Improving its incentive and           education and training
        reward system                         program
   Make a more customer-                Best in profitability per
    oriented organizational               customer in Korea
    structure                            Awarded by Euromoney as
       Reorganizing roles and            the best private bank for four
        responsibilities related to       consecutive years from 2005
        CRM jobs                          to 2008
Case Study: Retail Bank in
Korea
    Links to and Implications for BI projects
       CRM is a continuous learning process rather than an
        information technology or analytical method2, it should evolve
        permanently to respond to quickly and continuously changing
        customer needs
           CRM would hardly be implemented successfully when it is
            considered as a technology, and even its successful
            implementation does not necessarily mean the success of
            the strategy
       People play the role of interface between a firm's internal

2
        service quality and its external service quality, which is vital for
 A. Osarenkhoe and A. Bennani, An exploratory study of implementation of customer relationship management strategy, Business Process Management Journal 13 (1) (2007), pp.
139–164.managing customer relationship
Looking Ahead
Where do we go from here?
Looking ahead
Wesco International        Retail Bank in Korea

   Putting                  Secure present level
    inventory, expertise      of competency
    and services where
    its customers need
    them
        Always have clear the primary aim goal
Looking ahead
Wesco International                              Retail Bank in Korea

   Decided did not          Phase I             

    need an Enterprise       unsatisfactory:
    Resource Planning        Integration of
                             Functional
    (ERP) system             Resources &
                             Capabilities
 Initial assessment is a key for efficient success
                                                        Diagnosis of CRM
              The Outcome could not satisfied even spending lots of money and time
                   Need to evaluate each package carefully on its own merit
                                                      
Looking ahead
Wesco International                                         Retail Bank in Korea

   Teradata Data            Event-based
    Warehouse reduced         response system
    the report process        and sales force
    time 80% in the last      automation (SFA)
    seven years                Real time perception
                                of customer needs
      Technology will keep uninterrupted grow
                                                                    
        Adoption is not trivial and requires a different organization, human integration and process adaptation
Patrón de prueba de pantalla panorámica (16:9)




                              Prueba de la
                              relación de
                                aspecto
                               (Debe parecer
                                  circular)




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Advanced Topics In Business Intelligence

  • 1. ADVANCED TOPICS IN BUSINESS INTELLIGENCE The blurring of the line between decision support systems and operational systems because of real- time warehousing, the use of Enterprise Information Integration (EII), and closed- loop business processes
  • 2. Contents  TopicUnderstanding  Business value  Case Study  Implications to organizations  Links to and implications for BI projects  Looking ahead
  • 3. Topic Understanding Decision Support Systems Operational Systems (DSS) Term used in data warehousing Class of information systems to refer to a system that is (including but not limited to computerized systems) that used to process the day-to-day support business and transactions of an organization. organizational decision-making activities. Categorized by These systems are designed Types: so processing of day-to-day Communication-driven transactions is performed Data-driven efficiently and the integrity of Document-driven the transactional data is Knowledge-driven preserved.
  • 4. Topic Understanding Real-Time Evolution in organization use Warehousing Updated every time an operational system performs a transaction (e.g. an order or a delivery or a booking.)
  • 5. Topic Understanding Enterprise Information Integration Closed- loop business processes (Ell) Refers to software systems that can Encompass of enterprise-wide take data from a variety of internal processes. and external sources and in different formats and treat them as a single data source. Data access technologies: ADO.NET JDBC ODBC OLE DB XQuery Service Data Objects (SDO) for Java, C++ and .Net clients and any type of data source
  • 6. Business value 1970s  The most significant trend is the Original mission statement of creation of tools that provide visibility empowering the real-time enterprise — the R in SAP/R3 — of both underlying processes and stands for real-time surface issues — to enable decision makers at all levels of the enterprise 1990s Real-time order and fulfillment to ―close the loop‖ and reduce the system resulted in 97%+ customer time it takes to make and act upon satisfaction rate and helped to decisions. propel Dell to the number one slot in the personal computer industry.  Demands to implement real-time solutions: 2000s Average four-day fill rate increased  Increased access to information from 96.5% to 98.5%, netting $20  Better ways to distribute information to million in savings from reduced the systems and individuals who can safety stock and a $10 million process it savings in excess transport  Improved techniques to gain insight from
  • 7. Business value Benefits Drawbacks Increased productivity due to fewer manual checks for accuracy. Only senior-level managerial attention will induce cultural change Reduction in the time and effort required to produce reports thanks to data consolidation. According to TDWI Research, the average data warehousing project costs $1.1 million and takes 10 months Enhanced ability to comply with regulatory requirements and greater to deliver, while a data mart project costs $544,000 and – and more confident – audit readiness. takes six months to deliver.1 Enhanced access to highly consistent information, as well as to Most BI solutions are used by less than 20 percent of unstructured data. employees (if that) and provide only departmental views of  Enhanced ability to transform data into usable and actionable data. information.  Business are not agile enough to deal with real-time Reduced cost and effort required for virtually every IT project. information Reduced IT costs associated with data maintenance. Burden the production system by polling it continually. ALTERNATIVE: Centralized data warehouse Elimination of custom programming to build data extraction and as a repository and distribution engine for manipulation. online transaction processing data. Incremental revenue from the ability to cross-sell and up-sell related products and services. 1From In Search of a Single Version of Truth: Strategies for Consolidating Analytic Silos by Wayne Eckerson, TDWI Best Practices Report, 2004 (www.tdwi.org/research/reportseries). Technically, the numbers are for Improved customer service and reduced time required to serve each consolidating data warehouses, but the common approach for consolidation was starting from scratch.
  • 8. Case Study  The Path Less Taken.  Integration of firm's resource and capability to implement enterprise CRM: A case study of a retail bank in Korea.
  • 10. Case Study: The Path Less Taken  Company Wesco International  FORTUNE 500 COMPANY with $5.3 BILLION in revenue in 2006  Electrical and industrial product distributor  Pittsburgh-base  More than 6,000 employees  370 full-service branches across the U.S. and Canada  Eight high-tech distribution centers  More than 100,000 customers worldwide
  • 11. Case Study: The Path Less Taken  Wesco Business  Its strategy has centered on putting inventory; expertise and services where its customers need them.  Customers cross most industries and run the gamut from Boeing to Dow Chemical to PepsiCo  370 branches fed by eight distribution centers  Distribution center managers are given a high degree of autonomy, including the ability to determine inventory; set prices and negotiate contracts
  • 12. Case Study: The Path Less Taken  Wesco Situation  Did not have real-time access to inventory at the branch level, and could not as a result easily shift supplies from one location to another to meet demand.  Did not have immediate access to sales information from the field; this data was consolidated at headquarters via nightly uploads to an Informix database.  Management could not quickly drill down to important customer-level information, such as which customers had recorded a dramatic drop in purchases and were perhaps getting their supplies from a competitor.  The Informix system, installed in 1993, couldn‗t be tweaked much further. It was overloaded and underpowered.  A key sales analysis report required 80 hours of processing time
  • 13. Case Study: The Path Less Taken  In 2000 began evaluating an  In the end decided that Enterprise Resource Planning Wesco didn't need a new system to move closer to real- ERP system time visibility  Looked at systems from SAP and  Decided to replace its Oracle Informix data warehouse with  Cost close to $110 million. an Oracle data warehouse  To achieve the integration would  Construction began 1999 have had to scrap WesNet, its distributed point-of-sale system  NCR account representative (based on a 20-year-old NCR proposed use of an NCR system called ITEM). Teradata system  WesNet was completely paid for,  Company agreed to a incorporated a high degree of customization, and could still be benchmarking exercise expanded.
  • 14. Case Study: The Path Less Taken INFORMIX LEGACY SYSTEM Benchmark Time 80 ORACLE WAREHOUSE required to BENCHMARKS process key Hours reports by 1999 system. 28 2000 12 13 3 4 1.25 0.58 0.25 2006 Month End Invoice Detail Sales & Suppliers Sales Analysis Loading Summary
  • 15. Case Study: The Path Less Taken  Wesco decided to continue  Although Oracle and Teradata are built on implementing Oracle for some relational database management system (RDBMS) technology, in which data is functions organized around related tables (rows and  Transactional data such as columns) of data, the design of pricing, electronic data  Teradata RDBMS has always revolved around fast analysis and retrieval of data. interchange (EDI) and the  Incorporates a technology known as company's e-commerce massively parallel processing, in which environment. database lookups are broken into smaller sub-tasks that are assigned to different  The Oracle system also feeds processors on a multi-processor server information back into Teradata.  Oracle grew up around online transaction processing (OLTP) applications, in which the  Teradata would now serve as the most important thing is to record transactions storage hub for sales such as purchases and payments quickly and reliably analysis, accounts receivable  Can also be tuned and configured to support and payable, supplier summaries more analytical applications such as data warehousing. and customer master records.
  • 16. Case Study: The Path Less Taken Teradata implications to Wesco  Constructed a number of applications more often associated with ERP suites  $5 million more expensive than Oracle  Spent about $10 million on the Teradata  Initially it ran parallel to existent Informix system implementation, including the WebFocus  In 2002 bought new model and reassigned initial piece, and additional applications written for the to application development Oracle databases  Choose a tool for presenting information and  $10 million one-time margin improvement through conducting business intelligence queries the use of the system.  Initially Cognos  $8 million one-time gain through inventory  Eventually Webfocus suite reduction and better distribution of inventory among branches  Closer to real-time access to data from field operations, and a way of drilling down into the  $4 million savings in the first 24 months through data. better management of its discount prices  Tweaked WesNet at the branch level to push  $1 million savings inventory updates to head office several times a  Gained an indefinite extension on its WesNet day system
  • 17. Case Study: The Path Less Taken  Links to and Implications for BI projects  ―The strategy we took isn't right for every organization, but it's something they should consider‖  "Companies have invested a lot of money in developing applications that run their business really well. Why give that up for the cookie-cutter approach of an ERP system‖ John Conte Chief Information Officer Wesco International
  • 18. A case study of a retail bank in Korea Integration of firm's resource and capability to implement enterprise CRM
  • 19. Case Study: Retail Bank in Korea  Introduction  Find-Equity Bank (a pseudonym) one of the big players in Korea  Intense competition in the retail bank industry  Transform from being product- or service-centered into customer-centered  As a customer-centered IT-driven strategy, Customer Relationship Management (CRM) implemented enterprise-wide  In 2003  Concerns  Decrease of the interest profit rate on deposit and loan  Infringing on the banking business by other industries  Dichotomized customer management processes caused by the merger and acquisition with Seoul Bank in 2002 were yielding customer dissatisfaction, consequently resulting in customer defections  Enterprise-wide CRM was deemed to be a mission-critical business strategy to ensure distinguish itself from its competitors, win over new customers, and maintain the loyalty of its
  • 20. Case Study: Retail Bank in Korea Customer Relationship Management (CRM) Implementatio n made up of two different They found that they have been phases (not missing another critical factor: the intended from people the outset) CRM is inherently a business strategy driven by not technology but people
  • 21. Case Study: Retail Bank in Korea  Critical problems  Technological  Difficult to synchronize data acquired from various channels  Required plenty of time to do it because every channel has operated by its own subsystems  The integrity and consistency of customer information were rarely guaranteed  Partial and separated analytical functions supported by each subsystem have caused redundant targeting, resulting in ineffectiveness of marketing campaigns
  • 22. Case Study: Retail Bank in Korea  Critical problems  Strategic  The systems separated by channels forced to grade its customers by not their profits but their deposited amount, and manage them according to each product and channel  The responsibilities of CRM planning and execution activities had been left to each branch  Impose excessive workloads on the employees  Redundant and frequent marketing efforts to the same customers  Increased marketing costs  Diminished response rate  The clerks feel that the CRM was not effective
  • 23. Case Study: Retail Bank in Korea Redesigned integrative data model The six subject areas, that each includes 15 to 24 detailed entities, are not physical but logical divisions such that they are connected with each other systematically
  • 24. Case Study: Retail Bank in Korea Newly designed analysis framework Every analysis activity would be aligned according to each customer life cycle in banking, spanned from selection/contraction to expiration/terminatio n, and each analytical initiative is guided by systematic procedures consisting of customer understanding, strate gy planning and building, execution, a nd result analysis
  • 25. Case Study: Retail Bank in Korea  Operation Capability monotonous message to  Event-based response all customers who system and sales force brought about an automation (SFA) were the identical event key drivers  Expected not only to  Provided a function of real- support making time perception of decisions related to customer needs in terms of customers efficiently, but customer events, enabling also to reduce the the so-called immediate operational cost through responsive system the automation of  Solved the problem preparing the responses of, regardless of the to customers' ordinary customer demands contexts, forwarding a
  • 26. Case Study: Retail Bank in Korea Event-based response system Sales force automation (SFA)  Before only gathered naive events (e.g.,  Considered as a tool for leveraging the event- customer's birthday) daily by a batch processing based marketing strategy at the end of the daily tasks, and delivered the prepared massages to the customers the next day  Efforts began to customize Siebel's solution to integrate it with the event-based marketing  28 events had significant influences on profits, capability many of them had been prepared with no strategic response schemes or inappropriate  Was designed to provide high-degree customer responsive activities at that time knowledge and insights for the effective and efficient sales activity  Now when system perceives an important event from a customer, it first derives the most  Provided learning opportunities for the internal appropriate response strategy for the customer resources and capabilities by feeding the voices and the event automatically, and delivers the of customers such as complaints, praises, and derived response strategy to the customer suggestions collected through various channels through every channel, department, or branch back to the internal resources and capabilities consistently
  • 27. Case Study: Retail Bank in Korea Performance Indexes
  • 28. Case Study: Retail Bank in Korea Implications  Establish a series of CRM  Development of proper education and training employees compensation programs schemes  Providing systematic  Improving its incentive and education and training reward system program  Make a more customer-  Best in profitability per oriented organizational customer in Korea structure  Awarded by Euromoney as  Reorganizing roles and the best private bank for four responsibilities related to consecutive years from 2005 CRM jobs to 2008
  • 29. Case Study: Retail Bank in Korea  Links to and Implications for BI projects  CRM is a continuous learning process rather than an information technology or analytical method2, it should evolve permanently to respond to quickly and continuously changing customer needs  CRM would hardly be implemented successfully when it is considered as a technology, and even its successful implementation does not necessarily mean the success of the strategy  People play the role of interface between a firm's internal 2 service quality and its external service quality, which is vital for A. Osarenkhoe and A. Bennani, An exploratory study of implementation of customer relationship management strategy, Business Process Management Journal 13 (1) (2007), pp. 139–164.managing customer relationship
  • 30. Looking Ahead Where do we go from here?
  • 31. Looking ahead Wesco International Retail Bank in Korea  Putting  Secure present level inventory, expertise of competency and services where its customers need them Always have clear the primary aim goal
  • 32. Looking ahead Wesco International Retail Bank in Korea  Decided did not Phase I  need an Enterprise unsatisfactory: Resource Planning Integration of Functional (ERP) system Resources & Capabilities Initial assessment is a key for efficient success   Diagnosis of CRM The Outcome could not satisfied even spending lots of money and time  Need to evaluate each package carefully on its own merit 
  • 33. Looking ahead Wesco International Retail Bank in Korea  Teradata Data  Event-based Warehouse reduced response system the report process and sales force time 80% in the last automation (SFA) seven years  Real time perception of customer needs  Technology will keep uninterrupted grow   Adoption is not trivial and requires a different organization, human integration and process adaptation
  • 34. Patrón de prueba de pantalla panorámica (16:9) Prueba de la relación de aspecto (Debe parecer circular) 4x3 16x9