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1. Your CRM
Network
Q 4 2 0 2 0
D e c / 2 0 2 0

2. Where do we stand?
C R M - N B K

3. Where do we stand?
• Reporting of future pipeline feed is non-existent as
data is lacking.
• CRM is utilized by two units under Call Center and
Complaints Hub.
• Front-liners do not have the knowledge of CRM
system usage.
• CRM licenses are present for users and financial
investments were absorbed by the business.
• Training vendor is present with external training
material.
• Front-liners are currently not held accountable for
lack of usage of the CRM.
• Reporting lines are non-existent for CRM.
• We have no process owner of the CRM.

4. Why is this important?
C R M - N B K

5. Why is this
important?
5
Source: Gartner Research
• The current organizational structure is disconnected.
• The only connection between branches, front-liners and all
client facing resources is the CRM system.
• For as long as the two layers are not connected our visibility
is extremely limited.
• Our decision making powers are crippled by the lack of
information present.
• Financial information needs to be verified with business
practice and financials that result from operations.
• Customer information should have a loop cycle and a way of
reaching the leadership teams so we have a fully
understanding of market movements.

6. Why is this
important?
6
Products Advisory
• Our CRM data will enable
our products team to build
an advisory board
• Go to market product
ready solutions can be
built with up to 3 scenario
solutions
• Products will no longer be
created to respond to our
competitors but will in fact
precede them by a couple
of milestones
Customer Analytics
• Behavioral analytics is
essential to predict future
customer reactions to our
service offering changes
• Pipeline forecasts will
enable us to move faster
than the market and lead
the banking sector in
Egypt
• Voice of our customers
will take precedence in all
our meetings to further
plan ahead with strategic
direction and speed
Data Lake
• Customer data is the
most valuable source of
information for the bank
• Historical data and
measures of market
maturity and change is
valuable
• Data lakes need to be
present feeding all
information from our CRM
and stored within a data
lake server
Unlocking our
Digital
Marketing
Power

7. When do we start?
C R M - N B K

8. When do we start?
8
Digital
Banking
Leadership
Team
Strategy
Distribution
Channels
Digital
Marketing
Assets
&
Cards
Business
Planning
Board
Members
Call
Center
Customer
DSF
Liabilities
CRM
The way
forward
The value of CRM
data and its power
to connect all
stakeholders,
forces the
business to start
right away

9. When do we start?
9
• Piloting into DSF to test
and gain a better
understanding of CRM
absorption rates
• Connect data from DSF
to Digital Marketing to
change our tone in the
market
• Build CRM JDs and add
a layer of CRMs
connected to the Head
of DSF
• Test CRM system
integration and usage by
piloting KPIs of CRM
usage
Service Offering
• Feed CRM data to our
products and services
teams to ensure
customer behavioral
analytics is part of our
offerings design
• Utilize CRM data to
project pipelines and rely
less on results and more
on planning based on
forecasts
• Alter our strategy in
service offering to be
pro-active rather than
reactive to market
changes
DSF

10. What can be done?
C R M - N B K

11. 11
What can be
done?
Currently we
have
experienced a
change failure
• Gain a full picture of the
reasons behind
successful adoption of
CRM in call center and
complaints
• Gain a full understanding
from the business the
change failure that lead
to no usage of CRM
• Build alternative
scenarios with at least 3
change initiative plans to
implement CRM usage
• Gain an understanding
of system complexity
and bring back simple
processes
Recognize
• Place bank wide
recognition for CRM
users that have fully
adopted change
• Place the Call Center
and Compliant team
within the lead position
for CRM advice
• Build a data knowledge
hub within our Call
Center and Compliant
team to provide a ‘What
to do?’ manual for CRM
common problems
• Learnt lessons should be
adopted from Call
Center and Compliant
Investigate
Source: D&B

12. 12
What can be done?
Accountability
• Build a CRM network that is
mountable on the current
organizational structure.
• Instate KPIs to hold accountability
and responsibility of CRM usage.
• Alter reporting lines and place a
process owner within the head office
team.
• Place penalty measure for CRM lack
of usage or weak usage.
Communication
• Launch a communication plan with all
milestones on a bank wide
communication level to reinforce the
change.
• Run internal Webex change
communication sessions with branch
managers to continuously push our
agenda for CRM usage.
• Run usage audits and communicate all
results of usage to area zone heads
and place a deadline for change that is
communicated clearly. Place a cut off
date for all none CRM data to no longer
be accepted by the business.
Process Re-engineering
• Gain an understanding of the CRM and its
designated processes.
• Instill necessary process changes that will
remove current bottlenecks for CRM usage.
• Fully integrate CRM reports within the
current reporting system.
• Map out process maps for the CRM system
and embed within the current bank process
maps.
Educate
• Before re-launching a 2nd round of training sessions
ensure our audience understands the importance
and value of the CRM.
• Run a 2nd round of trainings by the vendor and
embed a final test to ensure the vendor has
delivered.
• Produce an internal training module that is launched
every 3 months to refresh user functionalities and
understanding of the CRM. Follow all trainings with a
test.

13. Who will own it?
C R M - N B K

14. 14
Who will own it?
Everyone
owns the
CRM Process
Source: Cetrix Cloud Services
Change Management
• All management levels are to be involved in this
change to ensure that the same message is
delivered to our front-liners.
• Embedding a performance management system for
CRM usage will ensure that all decision making
roles are involved in owning this process.
• Adequate monitoring and reporting for the CRM
system should be in place with monthly reports
reaching the Head of Consumer Banking.
Success Factors
• Success is to be measured in CRM adoption and
monitored closely. Bank-wide CRM accelerator titles
can be given.
• Full refusal of any other methods of recording client
relationship activities will ensure successful
adoption of the CRM.
• Listening and helping all our front-liners to fully
adopt the CRM system.
• Producing new financial products based on data
coming from our CRM system.

15. 01 02 03 04
Leadership
Leadership regular
announcements to ensure
Stakeholder involvement in
change. CRM
communication e-mails on
monthly usage reports can
be owned by the leadership
team.
Ensuring the message of
change adoption has been
directly reported to the top.
Management
Producing a mid-layer that
pushes any new CRM
initiatives on a weekly base.
Embedding a mid-layer
championship network and
having on board CRM
experts within management.
Ensuring there are experts in
the CRM system to provide
support for all.
Front-Liners
Providing the adequate
training for front-liners.
Creating a train-the-trainer
programme to encourage
propagation of CRM usage.
Testing the knowledge of the
users whom completed
training.
Ensuring our CRM users
have control over the system
and feel confident.
Monitoring Tools
Providing reports for CRM
pipeline and usage and
embedding it within the
business performance unit.
Announcing the monitoring
of CRM usage on a bank-
wide base.
Ensuring adequate monitors
and controls are in place for
the CRM system.

16. THANK YOU
Thank You