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CCUUMMAA

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Welcome

Developing a Customer Centric Business

Introduction• Dean Wasylyk - Principal Consultant for

WayPoint Consulting

• WayPoint Consulting provides management consulting services.

• Currently engaged at Member Savings C.U.

Session Objectives

• Provide a definition of a “Customer Centric” business.

• Describe a methodology that has helped other organizations successfully transition to customer centric business models.

• Presented with 4 case studies.

• Question & Answer.

Audience Survey• Who is considering, but not yet started a CRM

initiative?

• Who has a formal CRM initiative currently in progress?

• Who has already implemented a CRM strategy and/or CRM tools?

Who gets a headache when they hear the term CRM?

What is a “customer-member centric” business?

• A business that has an intimate relationship with its customers, such as a small town merchant might have with his/her customers.

Or

• A business that is able to at least simulate this type relationship through the use of information technology.

How do I know if my business is Customer/Member Centric ?

• A customer centric business can answer these types of questions for each one of its customers.– What might customer X need?

– When should I try to sell it to him/her?

– How should I communicate with this customer?

• A product centric business might say to itself:– Let’s promote product X to our customers.

Financial Service Industry Trends

• Market Research (CI Update and CGYE) Indicates:

– Financial products and services are becoming commodity items.

– Polarizing of financial institutions … “product producers” or “orchestrators of superior experiences”.

– Credit Unions best positioned to continue being “orchestrators of superior member experiences”.

What is Compelling Businesses to Consider CRM Strategies?

• Your Customer’s rising expectations.– Customers are looking for additional “value add” from

businesses:• Product Superiority

• Low Cost

• Familiar/Intimate Relationship

What is Compelling Businesses to Consider CRM Strategies? (continued)

• Competitive pressures.– Competition wants your profitable business.

– Proactive selling products and services.

Post Technology “Bubble Burst” An opportunity to focus on customer needs & business objectives.

• Some lessons learned from the recent “dot-com melt down”.– Business fundamentals still matter.

– Businesses with “bricks and mortar” aren’t doomed to mass extinction .

– Ask your customers what they want.

• Examples of technical capabilities getting ahead of demand:– Financial Institutions suspending wireless banking services.

– Smart Card pilot put on hold

Methodology Introduction

• Helped a number of corporations successfully implement CRM strategies. (AMEX, Fidelity, 3M, GE, Microsoft, Pitney Bowes, Toro, Changepoint).

– Plan “customer centric” business strategies,• New ways to market & sell products

• New ways to service customers

– Redesign functional activities,

– Reengineer work processes,

– Support with CRM technology.

Project Phases• Sequence of Project Phases

– Plan Customer Centric Strategies• Enterprise Goals• Customer Perspectives• Market Conditions• Competition• Customer Profiles• Internal Assessment• Prioritized Strategies

– Re-define Functional Activities

– Re-engineer Work Process• Workflow Analysis• Process Re-engineering

– Support with CRM Technology

– Repeat as necessary

Don’t gamble by leading with technology

• Your customer needs & business must dictate the appropriate supporting technology. – Simple exposure to “Best Practices” offered by CRM

software solutions can’t affect organizational change on their own.

Other factors contributing to failure of CRM projects

• Lack of executive sponsorship

• Underestimating scope

• Lack of project management expertise, and a “part time” attitude towards project

Case Study # 1 Enterprise Software Vendor

Presented by Dean Wasylyk

Case Study #1 - Enterprise Software Company

• Changepoint - Professional Services Automation software (CRM module part of solution).

• Role - “Director of Sales Development”

• Inherited ownership of internally deployed CRM technology.– Not being used by sales force.

– Not providing process/reports to support business objectives.

Enterprise Software Company

• Business Strategies & Goals Confirmed.– Corporate revenue objectives.

– 500 qualified leads per quarter.

• Built a Sales Development operation.– Contact Centre staffed by Sales Development Associates.

– General Business Sales Representative.

– Pre Sales Consultants.

Enterprise Software Company

• Modified CRM tools to support process

• “Patchwork” of technology. (Re-configured Changepoint CRM, Delano, Spreadsheets, Nortel Symposium ACD, Crystal Reports).

• Result - Business goal achievement, sales force using system, motivated staff, relevant management reports available.

Case Study # 2 Niagara Credit Union

Presented by Sean Jackson

CEO of Niagara CU

CRM

“MRM”Helping NCU grow lives

Sean Jackson, President and CEONiagara Credit Union

• Founded in 1945 by a group of area farmers in Virgil, Ontario

• Grew to 15 branches across the Niagara peninsula, including 3 Commercial Banking Centres and a Contact Centre

• Currently 86,000+ members

• Assets owned and managed - over $1.2 Billion - largest CU in Ontario

NCU - Our Heritage

• Operate in the beautiful Niagara Peninsula– bordered by Lake Erie, Lake Ontario, the

Niagara River– Niagara stretches from Grimsby to NY State– 450,000 residents– Tourism, agriculture, manufacturing

• Compete head to head with the Big 5– market includes many other CU’s– ING and PC Financial making inroads

• We own about 20% market share - and climbing!

NCU - Our Market

• NCU has a strong history of growth and market success

• New foundations for future success– Vision / Mission / Commitment statements– Our Values– Brand Strategy– Retail, Commercial, and Electronic Delivery

Strategies

NCU - Our Fundamentals

• Brand Strategy– new “lives grow here ” positioning

launched in February 2001– developed after 24 months of market, member,

and staff research– clearly positions and differentiates NCU in the

market– supported by an integrated approach - marketing,

products, retail delivery, external relations, staff training all tied to brand positioning

• Results– 96% awareness, 20% share, #1 in consideration

in market

NCU - Our Brand

• NCU’s “Fundamental” approach to MRM– Know who you are - tailor MRM to suit our

needs

– Know what you’re passionate about: - we’re great at building relationships - MRM had to enhance what we already do well

– Know your economic engine - understanding profitability while balancing it with members needs

MRM - Our Fundamentals

• MRM is simply a component of our Retail Delivery Strategy

– Introducing tools & procedures to enable staff to grow our our members lives

– Organization wide

MRM - Our Fundamentals

• NCU’s approach has always been:– Modest - resist high investment and long

term payback– Integrated - took the time to understand the

needs of all stakeholders– Build on best practices - use existing

platforms where applicable (ACE), and build only where there are “real” business gaps (Profitability)

– Staged - Introduce components in a phased approach

MRM - Member Relationship Management

MRM - NCU’s Architecture

Con

tact Man

agemen

t

Our Business Model

Profita b

ility

Hou

sehold

ing

Seg m

entation

MRM

MRM - NCU’s Architecture

Contact M

anagement

Our Business Model

Profitab

ility

Hou

s ehol d

ing

Se gm

entatio n

MRM

Contact Management

• Seamless Communication between channels • “Sharing” of member information

• Electronic “trail” of conversations

• Simplify/automate referrals across the organization

• Automates reporting

MRM - NCU’s Architecture

Householding

• Groups members according to joint relationships

• Allows for staff assignment

• Simplifies communication

• Enables quick and accurate view of member data that includes a “loyalty view” - the full relationship

Contact M

anagement

Profitab

ility

Hou

s ehol d

ing

Se gm

entatio n

MRM

Our Business Model

MRM - NCU’s Architecture

Profitability

• “Relative”

• Member Level

• Household Level

• Product Level

• Enables good pricing decisions

Contact M

anagement

Profitab

ility

Hou

sehold

ing

Se gm

entatio n

MRM

Our Business Model

MRM - NCU’s Architecture

Segmentation

• Segments linked to brand

• Based on members life-stage

• Simplifies sales conversations

• Allows for targeted marketing materials and products based on life-stage

Contact M

anagement

Our Business Model

Profitab

ility

Hou

sehold

ing

Se gm

entatio n

MRM

• At NCU, we know who we are, we know what we’re great at, and we know where we’re going

• We have solid Brand and Delivery Strategies that houses MRM as a key component - not as the driver

• Our investment in MRM is modest, and responsible

• Our implementation is staged, to ensure benefit from each phase of development

• We’re excited about “Growing Lives”, and MRM will help us do an even better job

In closing ….

MRM

Thank You!

Case Study # 3 Member Savings Credit Union

“Member Connect 2002”

Presented by: Sharon Kent

General Manager

Background

Assets = $53 million Members = 5,800

- 75% LCBO Employees- 15% Honeywell Employees- 2% AT&T Employees- 2% Shell Employees- 6% Other

Branches = 3- Main Branch (LCBO Head 0ffice)- Honeywell Plant & AT&T Office

Employees = 14 Full Time

Back to square one…

Fall 2001 – Redefined our Mission

Why would someone choose Member Savings?

How would we achieve success?

How would we measure success?

Why choose Member Savings Credit Union?

Superior products?

Lowest cost provider?

Superior service?

Superior Member Experience

How?

UNDERSTAND and ANTICIPATE individual member needs.

How do we measure success?

High member satisfaction

Profitable growth

Primary FI

What next??? Member Prospective

• June 2002 - Launched “Member Connect 2002”

– Comprehensive survey sent to all members.

– Survey objective …. Understand member’s perspective and identify significant differences among members.

– $1,000 cash prize = received 17% response rate

Ongoing activity…

• Member Profiles– Survey results provided basis for profiling and

segmenting members

– Survey provided insight into the significant difference among members.

• Internal Assessment– Business insights being gained

Immediate Plans…

Member Intelligence - Updating main data system from all new loan apps. (Income, Year and Make of Car, Mortgage Info, etc.)

Enhance Member Communication - Dedicated MSR to contact all new accounts as well as inactive accounts.

Increase Profitability - Flag the accounts identified as unprofitable for specific marketing campaigns.

Increase Training – Better communicate business goals and objectives with entire team. Get them involved… Reward success!!!

A work in progress…

Redefined Roles- Sales Development Associates- Updating Existing Compensation Plans

Information Flow & Work Process- Will detail the process to be supported by the CRM technology

Technology- Investigational at this time- Interim solution possible

Case Study # 4 St. Willibrord CU

Provided by St. Willibrord CU

Presented by Dean Wasylyk

Case Study # 4 - St. Willibrord CU

• St. Willibrord has been an early adopter of a customer centric model. Relationship banking model first adopted in 1988.

• Enterprise Goal– St. Willibrord “Mission Statement” describes a CU

who’s value add is the relationships that it builds with its owners.

• Quote from St. Willibrord “As a part of core strategy, CRM results in an ‘above and beyond’ service culture and the development of more intimately relevant relationships with member-owners – the glue that keeps them satisfied and loyal for the long term.”

St. Willibrord CU

• Owner/Member Perspectives– Owner Surveys

– Internal Market Research

– Proactively asking for feedback

• Owner/Member Profiles– Segmentation of owner/member base. Segments include Select,

Premier and Commercial accounts. Also Urban, Rural differentiation.

St. Willibrord CU

• Owner Centric Strategies Include:– Contact Centre implemented.

– Proactive sales capability developed.– Marketing to segments & sub-groups based on

demographics, behavioral profiles, profitability, other criteria.

St. Willibrord’s Sales Capability

• Roles and Incentive of Staff: – Tele Service Reps staffing contact centre

• Leads provided and product sales.

– Financial Service Reps managing “Select” owners• Product sales and customer satisfaction.

– Relationship Managers managing “Premier” owners.

– Account Manager managing “Commercial” accounts• sales, portfolio growth, portfolio profitability, customer satisfaction,

loan performance, internal development, etc.

– All sales staff involved in proactive “prospecting”.

St. Willibrord CU

• Success linked to “Owner Centric” strategy– Owner Satisfaction 8.84 /10

– Owner profitability continually increasing.

– Increased asset size 1987 > 2002 …. 400% increase.

– Increased membership 10.3% last year.

• Technology– ACE product developed to support owner centric business

model. • Quote: “ACE provides the infrastructure to enable St Ws business model run

effectively and efficiently providing seamless service across all channels to all owners”.

Questions?

Where credit Where credit union union

managers managers connectconnect

20022002Don’t Don’t

gamble with gamble with your futureyour future

CCUUMMAA

ConferenceConference