Learn how leading global financial services firms integrate Symphony's communications platform with enterprise customer relationship management (CRM) tools to keep collaboration centered around customers, accounts, and deals.

1. Collaborating in Context
Bryan Sachdeva, P.Eng PMP
Senior Director, Financial Services Solutions
NexJ Systems

2. • Benefits of Collaboration
• Barriers to Effective Collaboration
• Context While Collaborating in Symphony
• Starting Collaboration Quickly in NexJ CRM
• Institutionalizing Collaboration
• About NexJ
Agenda

3. … banks have
challenging matrix organizations
that
require collaboration
across
product, client segment, regional, and functional
boundaries …

4. What can Collaboration
Do for You?

5. Increase
Share of Wallet
• Increase cross-sell and up-sell of products
• Identify more opportunities
• Act on more referrals

6. Decrease
Barriers to Profit
• Decrease client onboarding time
• Eliminate wasted or duplicated effort
• Improve efficiency and effectiveness

7. A Real Example
Account Planning
Account Plan – ABC Bank Limited
Account Plan Example 1
from www.GetSellingIT.com
OUR ACCOUNT TEAM
Account
Manager
David Jones
Solution
Specialist
Harvey McPhee
Sales
Manager
John Smith
Technical
Account Manager
Chris Evans
Partner Account
Manager(s)
Don Jolly, IBM Ivor Tunn, Oracle
ACCOUNT PLAN DETAILS
Customer Details
Parent Company ABC Banking Corp. (USA) Our revenue last year £200k
Turnover £650m Forecast for this year £500k
Profit £50m Customer since 2005
Employees 4,000 (UK) Location(s) London, Manchester
Year-end March Contract in place? Yes
Perception of Us Positive Contract Owner John Smith
Business Overview
Customer’s
Core Business
ABC Banking Corporation has headquarters in New York and hundreds of office
locations globally. ABC sites range from thousands of employees in several large
locations, to hundreds of employees in several regional. Additionally, it manages
thousands of ATM machines worldwide. Growth by acquisition has led to the bank
maintaining 6 data centres around the world, including London.
Attention to customer service is paying off. The bank is growing at 15% per year
via a combination of organic growth and ongoing acquisitions. Critical to ABC’s
mission is the availability and performance of its worldwide IP network that
supports all internal systems as well as the key customer-facing online banking and
ATM systems. Significant regulatory activity affecting the banking industry
worldwide, including both Sarbanes Oxley and Payment Card Industry Data
Security Standards (PCI DSS) put additional burdens on the bank to ensure
reliable and secure network operations.
A third area of critical importance to the bank is cost control. Although the bank
continues to invest in new technologies, such as replacing its aging Frame Relay
service with new MPLS connectivity, and to make strategic acquisitions to grow its
presence worldwide, the IT budget faces constraints today that are forcing IT
operations to look for reductions in capital and operating expenses that just a few
years ago faced little or no scrutiny.
Mission
Statement
ABC strives to be globally recognised as a financial services provider delivering
consistently superior services by anticipating and surpassing the needs of
customers, investors, employees, partners and communities where it does
business. ABC is committed to using technology to make banking more readily
available to its customers, and managing costs to maximise shareholder value.
Competitive
Landscape
Banking has always been a competitive industry. But recent economic conditions
that affect the bank’s ability to generate profits from its loan portfolio, a trend
toward pricing flexibility for loans to both consumers and businesses in order to
maintain customer loyalty, new competition from non-financial institutions that are
Account Plan – ABC Bank Limited
Account Plan Example 2
from www.GetSellingIT.com
entering the banking business and pervasive regulation puts pressure on ABC’s
management team to operate more efficiently and profitably. To achieve its goals,
ABC is committed to superior customer service to prevent customer churn, highly
reliable network operations to ensure a high degree of customer satisfaction and
stringent financial management to maintain profitability and shareholder
confidence.
Budgetary
Sign-off
Process
Final decisions for all major purchases that impact ABC’s business are the CEO
and CFO. The CIO, IT Operations Manager and IT Infrastructure Manager all
influence decisions that are deemed critical to IT and networking services that
ABC’s businesses rely on. Also involved in IT decisions are line-of-business
managers, such as online banking and ATM operations.
Business & IT Initiatives
Business Initiatives IT Initiatives
1. Continue consistent growth and expansion. Integrate infrastructure management solutions to
reduce complexity of disparate tools for network
management.
Centralised operations where appropriate; distribute
regional management as necessary where
appropriate.
2. Ensure service availability of critical
banking operations.
Provide visibility into services impacted by
performance and fault issues through introduction of
CMDB.
Introduce ITIL version 3 processes and supporting
tools.
3. Achieve industry-leading customer and
employee satisfaction.
Improve end-to-end response time for customer-
facing applications.
Provide IT management tools to IT operations to
reduce rote tasks and increase time for new, career
(and satisfaction)-enhancing projects.
4. Contain increases in Capital Expenditures
and Operating Expenses to 5%.
Automate routine IT tasks to improve OPEX.
Re-negotiate supply agreements for hardware,
software, consultancy services and maintenance.
Key Contacts
Role Name Title Comments
Sponsor Ian McEwan Infrastructure Manager Our key supporter
Decision Maker Gordon Black Chief Executive Little contact
Decision Maker Mike Nutt Chief Information Officer Hard but fair
Approver Pat Cash Chief Financial Officer Needs strong business case
Influencer Peter Rush Network Manager On our side
Procurement Isaac Hunt Purchasing Manager Lives up to his name
Account Plan – ABC Bank Limited
Account Plan Example 3
from www.GetSellingIT.com
Competitive Solutions Installed
Solution Customer Perception
XP Service Desk Concerned about upgrade strategy
Network Nodule Manager Looking to replace
Opportunities
1 2 3
Requirement Replace Service Desk
and implement CMDB
Improve end-to-end
response time
Business Driver ITIL Version 3 Customer service
Timescales September December
Potential Value £200k £100k
Sponsor Ian McEwan Peter Rush
Decision Maker Mike Nutt Pat Cash
Threats Incumbent supplier Out to tender
Action Plan
Action Owner Target Date Status
Complete whitespace
assessment
David Jones May In progress – almost complete
Influence Service
Desk/CMDB requirements
David Jones June Meeting arranged
Take Mike Nutt/Pat Cash to
lunch
John Smith July PA arranging
Discover key metrics and
drivers for customer service
project
David Jones July Meeting requested
Engage partners for customer
service project
Harvey
McPhee
August Partner assessment under way
Set up Proof-of-Concept
environment
Chris Evans August Not started

8. Why Can’t We Collaborate Effectively?
What are we trying to
accomplish and why?
What have we done
with them so far?
Who are we
talking about?
Customer
?
?
?
Because we lack context.

9. Because we lack connected & efficient tools.
Why Can’t We Collaborate Effectively?
Corporate IT

10. What’s the
Solution?

11. +
Enterprise CRM meets Secure Messaging

12. Add Context to Chat
• When I chat with someone, what do I need to know about that person?
• If we’re chatting about something, how do I know that context right away?
• What do I need to know about that thing?
• Customer
• Deal / Opportunity
• Product or Account
• How do I find out more about this thing?
• When I learn something new about this person or that thing,
how can I quickly update CRM?

15. Quickly Start Collaborating from CRM
• When I’m looking at someone, how do I quickly initiate a chat with them?
• Or, How do I quickly initiate a chat with a colleague about something?
• Who else is chatting about this same thing?
• What are other people saying about this thing?
• How can I join the conversation?

17. Institutionalizing Collaboration
• Make users net receivers of information, getting more out than they put in
• Roll out best practices through configurable, automated workflows
• Allow users to track status of outcomes and deliverables
• Monitor and tailor compensation strategy to incentivize collaboration

18. Copyright 2016 © NexJ Systems Inc.
Enterprise Customer Management
18
Enable collaboration across
countries, regions, and teams
Customer Relationship
Management
(CRM)
Integrated customer view for
advisors, bankers, and agents
Client onboarding with KYC &
AML for regulatory compliance
Customer Process
Management
(CPM)
Support digital transformation and
customer analytics
Customer Data
Management
(CDM)
Configurable SmartForms,
Workflows, and Approvals
Operationalize customer data
across enterprise systems
 ! !

19. Thank You.
For more information, visit us nexj.com!