CEB Buyer profiles

CEB Financial Services
Know Your
Buyer
Profiles of Financial
Services Technology
Shoppers
Webinar
17 November 2016

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ROADMAP FOR THE PRESENTATION
Roles in
Buying
Decisions
Buyer
Profiles
Decision
Maker
Characteristics
Effective
Tactics

A COMPLEX BUSINESS ENVIRONMENT
“Customers are canceling
capital projects without
notice.”
VP, High Tech Industry
“Banks are now more
analytical and thorough in
who they want to partner
with. Compared with
2005 they need to meet
regulatory compliance
and investment scrutiny.”
EVP, Marketing Financial
Services Software
Industry
“Customers are asking us
to cut 10% off of existing
contracts before we can
even
say hello.”
SVP Sales, North
America Software
Industry
“There is a new level
of self-service before
engaging a sales rep.
Online research, trial
products, ratings and
reviews.”
VP, Marketing Software
Industry
1. Decreased Capital
Spending
3. Risk Aversion/
Consensus
2. Increased Price
Pressure
4. Access to Information
Other
Stakeholders
Peers
Sales Leaders
Seller
Other
Stakeholders
Customer
The
Internet Industry
Insiders
Sales
Conversation
Consultants
Regulators
Manager
The
Internet
Source: CEB analysis.

A DIFFERENT KIND OF DECISION MAKING
Decision-Making Timeline
Needs Well-Scoped
Priorities Set
Requirements Mostly Defined
Providers Compared
Prices Benchmarked
Due
Diligence
Begins
First Outreach
to Provider or
Partner
Purchase
Decision
Completed
57%
Complete

40%
Executive
11%
Contributor
49%
Manager
35%
Small
24%
Large
41%
Medium
67%
North America
15%
Europe
18%
Asia-Pacific
METHODOLOGY
Program Area
Region
Firm Sizea
Role Title
43%
Retail Banking
31%
Wealth
Management
25%
Commercial Banking
n = 1,021.
Source: CEB 2016 Financial Services Technology Survey.
n = 1,021.
n = 1,021.
a
Firm Size: Small = Less than $5 B; Medium = $5 B–$50 B;
Large = More than $50 B.
n = 1,021.

DECISION-MAKING TEAM SIZES VARY
Size of Decision-Making Team
36%
1–3
18%
More Than 10
19%
6–10
28%
4–5
n = 1,021.

NUMBER OF DECISION MAKERS BY PROGRAM AREA
Retail Banking, 10 or more
Commercial Banking, 5
Wealth Management, 3
n = 1,021.

LARGER BUDGETS MEAN MORE DECISION MAKERS
Number of Decision Makers by Budget Size
Less Than
$5 M
$20 M to Less
Than $50 M
$5M to Less
Than $20 M
More Than
$50 M
1 to 4
5 or More
n = 1,021.

ROLES INVOLVED IN BUYING DECISIONS
n = 1,021.
FinanceLine of Business
IT Compliance and Risk Operations
53% 52%
46% 44% 33%

LIKELY DECISION MAKERS BY TEAM SIZE
Team of Five or More Decision Makers
Team of Three to Four Decision Makers
Team of One to Two Decision Makers
Finance
Finance
Finance
Line of Business
Line of Business
Line of Business
IT
IT
Compliance
and Risk
Operations

Roles in
Buying
Decisions
Buyer
Profiles
Decision
Maker
Characteristics
Effective
Tactics

PROFILE: LINE OF BUSINESS, STRATEGY
Mission
Responsible for stewardship of overarching mission and vision, target market definition, long-term financial
plan, long-term strategic priorities, and annual corporate priorities. Lead strategy project execution such as
analysis and recommendations related to emerging industry trends, expansion opportunities, competitive
threats, and internal business performance improvement.
Skills and Competencies
■■ Ability to identify and define
business questions and issues
■■ Develop strategic, analytical, and
financial frameworks to conduct
analysis
■■ Creative, out-of-the-box thinker who
is intellectually curious
■■ Highly motivated and possess vision;
exceptional ability and enthusiasm
■■ Experience working within a
consumer practice or with consumer
products/retail clients
■■ Ability to make decisions quickly
and effectively influence others
■■ MBA
Development Goals
■■ Prioritizing growth bets
■■ Scenario planning
■■ Defending growth bets
■■ Identifying growth options
■■ MA decision making
Key Priorities
■■ Work with executive, functional, and operating management to drive overall
corporate, function, and business-specific strategies.
■■ Lead industry and competitive analysis, issue prioritization, and solution
development by working with a diverse group of associates.
■■ Assess and drive new growth opportunities for company, with a focus on both
organic (i.e., build) and inorganic (i.e., acquisition) opportunities.
■■ In pursuing acquisitions, lead the entire MA process through strategic
development, target identification, valuation, diligence, and contract
negotiations.
■■ Focus on growth, profit enhancement, and operating effectiveness.
■■ Work closely with line management, the director will better understand
strategic imperatives and requirements, leading to appropriate strategic plans.

Common Pitfalls Preventing Readiness-Based Prioritization
Illustrative
Strategist
Goal
Pitfalls
Feasibility Stakeholder+
Executives fixate on
risk downside, forcing
strategy to focus on
market analysis
Limited direct
experience prevents
true understanding of
capability needs
Ability to prioritize
investments is limited by
absence of stakeholder
engagement
Over-Reliance
on Market Risk
Assessments
Underestimate
Capability
Gaps
Inadequate
Stakeholder
Engagement
Market-Based
Prioritization
Current Readiness-
Based
Prioritization
Desired
Strategist’s
Imperative
Risk Readiness
Demonstrate the
ability to mitigate the
impact of market forces
Capability Readiness
Value opportunities
based on certainty
of execution, not by
market attractiveness
Stakeholder Readiness
Pre-empt hidden
resistance to new
investment priorities

Implications for Technology and Service Providers
■■ In this complex business environment, a strategist’s goal cannot
be implemented without stakeholder involvement. The LOB
professional is not the only decision-maker to satisfy.
■■ This role has the potential to be a strong advocate on behalf
of your solution, if they can understand the benefits to growth,
profit enhancement, and operating effectiveness.
■■ As the LOB professional is concerned with corporate priorities,
stress the regulatory advantages.

PROFILE: LINE OF BUSINESS, CUSTOMER EXPERIENCE
Mission
Charged with taking a 360-degree view of customer relationships and leading cross-functional efforts
to ensure an engaged, knowledgeable, and active customer base. Develops business relationships that
maximize lifetime customer value and minimize attrition, and systems that serve for fast, efficient, and
value-adding interactions.
■■ Strategic and visionary thinker with
experience driving cross-functional
improvement programs
■■ Ability to lead large programs that
affect the company’s long-term
goals
■■ Tenacity and energy to drive change
■■ Exercise independent judgment in
methods, techniques, and evaluation
criteria for obtaining results
■■ Excellent presentation and
communication skills with high level
of business acumen
■■ Experience in Customer Experience,
Strategy Consulting, or Enterprise
Project Management
■■ Ability to make decisions quickly
and effectively influence others
■■ MBA
Development Goals
■■ Providing a seamless experience across multiple customer service channels
(i.e., Omni-channel) to better meet growing customer expectations
■■ Consolidating multiple streams and increasing volumes of customer information
to improve customer interactions and serve the customer
■■ Planning for, integrating, and successfully executing technology transitions
(e.g., customer relationship management; enterprise resource planning) to take
advantage of technological advancements and deliver higher-quality service
Key Priorities
■■ Create an authoritative view of the customer experience, by mapping the
key touch points and need states for customers throughout the engagement
process and create a common language and set of definitions.
■■ Partner with finance, marketing, IT, BI/data science to establish dashboard that
measures customer success at each step.
■■ Real-time issue (such as complaints and outages) trending and tracking and
response policies.
■■ Unify the company around a common process for customer satisfaction surveys
and “voice of the customer“ activity.
■■ Institute a formal process for capturing, analyzing, and acting on customer
feedback, including leveraging social media channels to better respond to
customer needs/requests.

PROFILE: LINE OF BUSINESS, CUSTOMER EXPERIENCE
Summary Vendor Review Scorecard
Attribute Score
1. Strategic and Corporate Fit 5.0%
2. Engagement Governance Model 10.0%
3. Cost Benefits 50.0%
4. Technology 10.0%
5. Infrastructure 5.0%
6. Process Maturity 5.0%
7. Culture 5.0%
8. Customer Satisfaction 10.%
■■ Customer Experience professionals see value in technological
tools to achieve a 360-degree view of the customer.
■■ Frame messaging to emphasize how information collected
through banking solutions can be leveraged to better serve the
customer.

PROFILE: FINANCE
Mission
To ensure professional and ethical financial practices and a cohesive finance service offering within a division
that is aligned with business strategy and group finance strategy, so as to ensure the functionality and
sustained profitability of the division.
■■ Exceptional analytical ability
■■ Proven business leadership
and acumen
■■ Professionalism
■■ Integrity
■■ Accountability
■■ Resilience
■■ Problem solving skills
■■ Results orientation
■■ Ability to communicate
effectively at all levels
■■ Sound judgment and
decision making skills
■■ Chartered Accountant
■■ MBA
Development Goals
Large Cap Companies
■■ Strengthening finance team
■■ Cutting costs across the enterprise
■■ Implementing finance technology
systems
■■ Optimizing shared service centers
Middle Market
■■ Driving the execution of firm strategy
■■ Implementing finance technology
systems
■■ Increasing finance process efficiency
■■ Organizing data to support decision
making
Key Priorities
■■ Direct and oversee all aspects of the Finance Accounting functions of the
division.
■■ Manage and minimize the company’s financial risk exposure by developing and
maintaining systems of internal controls, liaising with Corporate Internal Audit
and Risk Management functions as appropriate.
■■ Establish and maintain strong relationships with senior executives so as to
identify their needs and seek a full range of business solutions, providing
accurate and relevant advice.
■■ Oversee and manage the process around legal contracts which the division
enters into.
■■ Formulate short and long-term strategic financial objectives for the division,
in line with the overall business strategy of the division, as well as the overall
financial strategy of the company.
■■ Provide recommendations to strategically enhance financial performance
and business opportunities.

Top Performance Metrics Tracked by Revenue Band
Percentage of Controllers
n = 26.
Variance of Budgeted to Actual as
a Percent of Budgeted
Cycle Time to Complete Reports
Percentage of Accounts Reconciled
Average Days to Pay Invoices
Functional Cost as a Percent of Revenue
Other
Accounts Payable Costs per Invoice
Number of Error Correction Entries
as a Percent of Total Entries
Number of Accounts in Business
Unit’s Chart of Accounts
Cycle Time to Prepare Budgets
Total Financial Budgeting and Analysis
Department Cost as a Percent of Revenue
PROFILE: FINANCE
0% 50% 100%
82%
63%
60%
45%
50%
20%
36%
38%
60%
45%
38%
20%
36%
63%
0%
0%
88%
0%
27%
50%
0%
18%
0%
20%
0%
13%
40%
9%
13%
0%
0%
13%
0%
$1 B–$5 B $5 B–$10 B $10 B–$25 B

PROFILE: FINANCE
■■ Determine if there is budget pre-allocated for the project
■■ Finance professionals are, above all, evaluated on their ability
to keep budgets on track.
■■ This decision-maker needs to see a strong ROI to sign-off.
■■ Make it easy for finance professionals to understand the
benefits by providing a compelling business case.

PROFILE: IT
Mission
To propose budgets for programs and projects, purchase and upgrade equipment, supervise computer
specialists and IT workers, and preside over IT-related projects.
■■ Proven capability to use time,
money, and human resources to
deliver valued outcomes
■■ Strong understanding of technical
IT environments
■■ Strong strategic thinking abilities
■■ Service-oriented
■■ Adaptable
■■ Self-governing, self-motivated
■■ Co-operative
■■ Ability to negotiate to lead to
desired outcomes
■■ Ability to cope with many
simultaneous projects/initiatives
■■ Degree/post-grad degree in
Business and/or IT
Development Goals
■■ Aligning IT performance metrics with business outcomes
■■ Driving better information quality and integration
■■ Building a best-in-class, standardized risk assessment framework
■■ Restructuring organizational models for infrastructure operations and service
delivery
■■ “Industrializing” infrastructure through automation, more effective processes,
and metrics
■■ Producing enterprise information management strategies and roadmaps
Key Priorities
■■ Responsible for planning, directing, leading, and managing all Information
Systems, Technology, and Communications (voice and data) services for all
business entities.
■■ Develop a governance framework to a degree that will allow Executives and
Directors to satisfy themselves that all modern IT diligence standards are
adhered to.
■■ Provide strategic systems and technology leadership, including advisory
to senior Executives.
■■ Oversee and manage the process around legal contracts which the division
enters into.
■■ Consult with internal business unit management and staff to anticipate current
and future information, systems, and technology requirements.
■■ Develop and ensure the integrity of all data security, business continuity, and
disaster recovery plans.

PROFILE: IT
Top-Five IT Sourcing Challenges
Percentage of Respondents
n = 57.
0%
30%
60%
44%
42%
54% 54%
33%
Defining a
Sourcing
Strategy
Establishing
Vendor
Selection
Criteria
Coordinating
Multiple
Vendors
Implementing
Effective
Vendor
Management
Monitoring
Vendor Risks
Sourcing Strategy Sourcing Execution

PROFILE: IT
■■ IT professionals have the expertise to evaluate the specifics of
your tech. They expect detailed technical information on your
solutions.
■■ In sourcing, IT professionals struggle most with coordinating
multiple vendors and effective vendor management. Emphasize
the ways in which your solution can reduce burden on the IT
department.
■■ Overall business goals also concern IT professionals. Use this as
a secondary messaging theme.

PROFILE: COMPLIANCE AND RISK
Mission
To develop and implement the corporate risk management framework to ensure that the Business Units
have processes in place to identify, measure, monitor, mitigate, and report on risks and associated mitigation
strategies consistent with this policy and corporate risk tolerances.
■■ Bring a ‘big picture’ perspective
■■ Understand business issues
■■ Ability to measure and compare risk
and reward
■■ Communicate risk issues to
employees and corporate
stakeholders
■■ Technical risk management
skills (i.e., risk measurement and
modeling)
■■ Ability to influence the Board on risk
strategy
■■ Strong background in finance
Development Goals
Prioritize Risks That Matter Most
■■ Spend more time dealing with overarching strategic risks, rather than financial,
operational, and compliance risks.
Cope with Flat Resource Pool
■■ Find ways to improve productivity, reduce low-value activities, and rely
on outside resources.
Improve GRC Tools
■■ Move from Risk Assessment to Risk Management
■■ Allocate more resources to risk monitoring and mitigation rather than risk
identification and assessment.
■■ Cybersecurity threats are a top concern
Key Priorities
■■ Ability to influence the Board on risk strategy
■■ Verifying and validating that Business Unit risk tolerances and limits have been
established consistent with corporate direction.
■■ Ensuring the company’s internal audit programs and practices are appropriately
risk-based.
■■ Independently overseeing and assessing risk management and mitigation
programs within and routinely reporting to the CEO, CFO, and Board of
Directors, material changes in the corporate risk profile, internal audit results,
and policy, limit, and procedural exceptions.
■■ Driving a culture of risk awareness and discipline.

0% 20% 40%
40%
23%
21%
16%
4%
Which of the Following Are Common Triggers for Concern or “Red Flags” During
the Third-Party Risk Assessment Process?
Please Select All That Apply
n = 53.
The Third Party Provides
Conflicting Answers
Throughout the Assessment
It’s Clear Someone Unfamiliar with
Specific Processes Asked About in
the Assessment Filled it Out
The Third Party Has Recently
Garnered Poor Press or
Media Attention
The Third Party Takes Too Long
to Fill Out the Assessment
Other

■■ Compliance professionals are meticulous in their scrutiny
of vendor partners, and are committed to overall corporate
strategy.
■■ Focus on any risk mitigating benefits of the technology.
■■ Avoid the number one compliance red flag by providing
consistent information throughout the assessment.

PROFILE: OPERATIONS
Mission
Plan, direct, and coordinate organizational operations. Responsible for ensuring and improving the
performance, productivity, efficiency, and profitability of departmental and organizational operations
through the provision of effective methods and strategies.
■■ Proven track record in driving
change and delivering IT
implementations
■■ Ability to prioritize and adapt
quickly to shifting priorities,
demands, and timelines
■■ Ability to challenge current
processes and identify effective
solutions
■■ Demonstrated analytical mindset
and innovative problem-solving
capabilities
■■ Excellent written and interpersonal
communications skills
■■ Good understanding of banking
operations processes and products
■■ Strong stakeholder management
skills in the interactions with various
internal business partners across
different seniority levels
■■ Experience in change and project
management
Development Goals
Focus on the end customer
■■ Building a truly customer-centric mindset with staff
■■ Creating and sustaining a low-effort customer experience
Automation and digitization
■■ Accelerating automation and straight-through processing initiatives
■■ Integrating Operations and IT strategy to drive deeper “digitization” and
efficiency
■■ Securing investment to modernize/digitize capabilities
Key Priorities
■■ Manage day-to-day operations of a service delivery platform with supervisory
authority over multiple Team Leads.
■■ Collaborate with others across multiple departments and lines of business.
■■ Identify, implement, and oversee process improvements across departments.
■■ Work directly with client peers and vendor management team to maximize the
client relationship, identify or implement best practices, and ensure the timely
resolution of issues as they relate to Operations Fulfillment.
■■ Develop strategies in a fast-paced environment where new variables are
constantly emerging.
■■ Manage staffing and financial budgets.

PROFILE: OPERATIONS
Operations’ Current and Planned Use of Each Technology
Percentage of Respondents
n = 122.
Source: CEB 2016 FS Agenda Poll.
Note: Percentages may not equal 100% due to rounding.
0%
50%
100%
6%
29%
26%
16%
24%
19%
40%
13%
20%
8%
18%
28%
17%
23%
14%
24%
36%
15%
16%
9%
Not Using and Have
No Plans to Do So
Not Using but
Exploring the
Possibility
Have a Formalized
Plan to Use in the
Next 24 Months
Currently Piloting
Have Implemented
the Technology
Predictive
Analytics
Artificial
Intelligence
Robotic Process
Automation (RPA)
Blockchain

PROFILE: OPERATIONS
■■ Highlight the benefits of technology expenditure as gains
in customer experience and process efficiency.
■■ Align messaging to operations professionals as collaborators
and problem-solvers.
■■ Operations professionals see value in emerging technologies,
such as robotics, AI, and Blockchain.

Roles in
Buying
Decisions
Buyer
Profiles
Decision
Maker
Characteristics
Effective
Tactics

DECISION MAKERS BY BUDGET SIZE
Decision Maker Type by Team Size
n = 758.
Source: CEB 2015 Financial Services Technology Brands Survey.
LikelihoodtoBePresent
0%
35%
70% Primary Decision Maker
Heavy Influencer
Slight Influencer
1 to 3 4 to 5 6 to 10 More Than 10

EASE OF SWITCHING
Primary Decision Makers
Slight Influencers
Heavy Influencers
54%
Easy
28%
Neither Easy
nor Difficult
20%
Easy
50%
Easy
23%
Difficult
52%
Difficult
25%
Difficult
23%
Neither Easy
nor Difficult
25%
Neither Easy
nor Difficult
n = 758.
n = 758.
n = 758.

PRIMARY DECISION MAKERS
In the Past, Recommended Supplier to Other Financial Institutions
n = 758.
Note: Percentages may not equal 100% due to rounding.
Agree to
Recommended
Neither Disagree
nor Agree to
Neutral
Disagree to Did
Not Recommend
0%
50%
100%
11%
30%
59%
12%
38%
51%
17%
43%
39%
Primary
Decision Maker
Non-Primary Decision-
Maker, but Influence
Decisions Heavily
Non-Primary Decision-
Maker, but Influence
Decisions Slightly

PREFERRED SALES COLLATERAL
n = 758.
49% 49% 61%
42% 38% 43%
37% 37% 36%
36% 33% 29%
34% 24% 26%
33% 31% 28%
30% 25% 22%
30% 19% 21%
28% 27% 24%
26% 17% 17%
24% 22% 23%
19% 13% 11%
Slight Influencer
Heavy Influencer
Primary Decision Maker
Promotional Items (Gifts)
Customer Testimonials
Business Website
Software Trial Versions
Sample Business Cases
White Papers
Case Studies
Virtual Demonstration
Marketing Brochures
Data Sheets
Multimedia
Live Demonstration

Primary Decision
Maker
Heavy Influencer Slight Influencer
Tenure High Mid Low
Budget Sizea
All Budgets Mid High or Low
Ease of Switching Easy Easy Difficult
Willingness to
Pay Premium
Modest Premium
or Market Price
High or Modest
Premium
High or Modest
Premium
Time Spent with Sales
Rep in a Quarter
1 to 3 Hours 2 to 6 Hours 2 to 6 Hours
Likelihood to Recommend
to Potential Customers
More Likely Moderately Likely Less Likely
Sales Collateral Preferred
Live and Virtual Demos
Case Studies
Software Trials
Software Trials
DECISION-MAKER CHARACTERISTICS
a
Budget Size: High = More than $50 M; Mid = $20 M–$49 M; Low = Less than $49 M.

Roles in
Buying
Decisions
Buyer
Profiles
Decision
Maker
Characteristics
Effective
Tactics

SEVEN TYPES OF CUSTOMER STAKEHOLDERS
Go-Getter Skeptic Friend
STOP
BlockerClimberGuideTeacher
Focused on
organizational
improvement and
prone to champion
new ideas and their
implementation
Effective at rallying
others to action, but
weak on process
management
Willing to
share information
unavailable to others to
demonstrate credibility
and status
Focused largely on
personal advancement
irrespective of
organizational success
Strongly oriented
toward the status quo
and generally averse
to change
Open to new ideas,
but moves forward
cautiously after much
deliberation
Receptive to supplier
meetings and willing
to network reps with
colleagues

MOBILIZER™ CUSTOMERS GET THE DEAL DONELikelihoodtoDriveOrganizationalAction
Highly
Likely
Highly
Unlikely
The Go-
Getter
1.00x
The
Teacher
0.89x
The
Skeptic
0.66x
The Guide
0.23x
The Friend
(0.20)x
The
Climber
(0.22)x
The
Blocker
(0.95)x
“Mobilizers” “Talkers”
n = 717.
Note: Respondents were tested on their likelihood and ability to initiate change and drive agreement in their organization around complex purchases and changes.
Individual customers who fit the mobilizer profile are much more likely than others to push their buying group
towards a consensus purchase decision if they are properly engaged.

HOW TO FIND THE MOBILIZERS™
Do they prioritize the organization
(“we”) or themselves (“me”)?
Do they speak about facts
or share opinions?
Verify Mobilizers by requesting they conduct
research or tasks, or suggest next steps to you.
Do they share useful information?
Commercial Teaching
2a. Interested in Greater Good 2b.
3. Communication Style
4. Next Steps
Lead with Thought-Provoking Insight
If engaged, do they ask challenging,
thought-provoking questions?
1. Healthy Skepticism
Yes
“WE” “ME”
NOYES
STORIES AND
OPINIONS
FACTS AND
TASKS
NO
STOP
BlockerGuideFriendClimberTeacherSkepticGo-Getter
Use for information, but not to drive action.

IMPLICATIONS FOR VENDORS
■■ As the size of the decision making team increases, a wider variety of business
roles become involved. Understand the agenda of each role and prepare
messaging that resonates with the goals and objectives of each department.
■■ Larger decision making teams are more likely at larger firms or with projects
that have a widespread impact and bigger budget. Map relationships and
create profiles for each of your customer contacts to better understand the
true decision makers and influencers.
■■ Slight influencers are more likely to appreciate the significant commitment of
technology buying decisions, whereas decision makers and heavy influencers
are more likely to think it is easy to change suppliers.
■■ Influencers say they are more willing to pay a premium than the actual decision
makers. As you are likely communicating with influencers, be aware that their
bosses are looking to pay market price or a modest premium.

EFFECTIVE TACTICS IN FINANCIAL SERVICES SALES
Gather Information
Tailor Messaging
Target Decision Makers
■■ Understand your firm’s prior relationship with the prospect, if any.
■■ Map decision makers and influencers to follow their roles within the company
and their relationships to one another.
■■ Focus on a refined, targeted story specific to a decision makers‘ priorities
rather than dense marketing collateral that includes all of a solutions’ benefits.
■■ Encourage collaboration between sales, pre-sales, and marketing to create
messaging building blocks configurable based on decision maker type.
Identify who the top decision makers and influencers at each stage (RFP,
shortlist and final choice) will be and determine their customer type.

43
FULL CUSTOMER EXPERIENCE VENDOR EVALUATION
CRITERIA
Attribute Criteria Evaluation Points
Raw Score Raw Score
Vendor A Vendor B
1. Strategic and
Corporate Fit
Vendor’s vision, values,
and mission
Vision statements, strategic goals,
and objectives
History Years in business
Organization structure
and profile
Organization chart; management team
Client profile Key clients, segments, and industries
Industry recognition Industry awards
Legal Pending legal disputes; legal dispute
history
Thought leadership Examples of proactive solutions
Focus on ethics Enforcement of ethics in the organization
Protecting clients’ IP Processes in place to protect clients’ IP
rights
Growth strategy Plans for future growth (market
segments, services, etc.)
Key services and
differentiators
Unique features, products, or services
Profitability and
financial management
Viability of the business; auditor
information
Sources of revenue Revenue by geographies, businesses
units, products, and services
Location Locations of contact centers and ease of
travel to sites
Attribute Average

CRITERIA (CONTINUED)
Raw Score Raw Score
Vendor A Vendor B
2. Engagement
Governance
Model
Governance model Description of governance models used
for similar engagements
Benefits of the model Derived benefits
Track record Client case studies with emphasis on
similar activities and geographies
Customer experience
profile
Sample profiles of what entails relevant
customer experience activities
Attribute Average
3. Cost Benefits Pricing models Experience with various pricing models—
per agent hour, risk reward models, etc.
Ability to deliver cost
benefits
Structural advantages that allow it to
achieve lower costs
Flexibility Innovative pricing models
Attribute Average
44

Raw Score Raw Score
Vendor A Vendor B
4. Technology Resource profile Access to technology experts
Technology integration Compatibility with our systems and
integration experience
Technology road map Approach toward institutionalizing new
technologies
Technology Licensing Access to updates licenses
Technology Advice Expert advice available
Troubleshooting Access to technology helpdesk
Technology road map Approach toward institutionalizing new
technologies
Attribute Average
5. Infrastructure Vendor Customer
Service
Vendor competency at addressing
technology/ software issues
Communication
infrastructure
Communication infrastructure details
(Internet connections, firewalls,
e-mail, video teleconferencing,
telecommunications, etc.)
Network infrastructure Details including, network redundancy
Security procedures Security processes in place (physical
security at contact center, card-based
access, etc.)
Business continuity plan Business continuity and disaster recovery
plan. Is it certified by a third-party auditor?
Attribute Average
© 2011–2016 CEB. All rights reserved. TGEV167035PR 45

Raw Score Raw Score
Vendor A Vendor B
6. Process
Maturity
Knowledge transition Methodology for knowledge transfer,
training, etc.
Demonstrated benefits Measured benefits of quality processes
and customer benefits
Approach to metrics Approach to metrics collection;
monitoring and reporting mechanisms
Escalation procedures Escalation procedure definition
Communication List of communication mechanisms
Attribute Average
7. Culture Change management What is the approach toward change
management?
Work culture Description of the organization’s work
culture
Cross cultural
adaptability
How does the vendor impart cross-
cultural adaptation?
Attribute Average
46

Raw Score Raw Score
Vendor A Vendor B
8. Customer
Satisfaction
Processes used Steps enforced by the vendor to ensure
customer satisfaction
Third-party feedback/
survey results
Analyze reports for the past several years
Repeat business Repeat business as a percentage of
annual revenues for past years
Referrals Current customers and recent customer
departures
Attribute Average
© 2011–2016 CEB. All rights reserved. TGEV167035PR 47

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