C-R-M

2020, AZ ÚJ ÉV!

Ahhoz, hogy közelebb kerülhessünk (a 25 éve adatbázis marketingből kinőtt és azóta digitálisan is kuszává vált) CRM-hez, fontos néhány alapfogalmat ismét felidézni. 

1. pont:

Emlékszik még valaki a marketing tankönyvek 4P jelszavára? Remélem, hogy már mindenki elfelejtette! Nem a Product -> hanem a Customer, nem a Price -> hanem a Cost, nem a Place (XXI.században vagyunk!) -> hanem a Convenience, nem a Promotion -> hanem a Communication.

4P->4C

2. pont: 

Termékmarketing vs. szolgáltatás marketing

3. pont:

Customer Lifetime Value három alapkérdése:

- hogyan tudom csökkenteni az ACQUSITION  költségeit? hogyan tudok minél célzottabban, minél kisebb költséggel célcsoportokat elérni? hogyan tudom az érdeklődő (PROSPECT) ügyfeleket minél inkább becsatornázni és kezelni az értékesítési/ügyfélkapcsolati folyamat kezdetén? hogyan lesz a PROSPECT-ből NEW CUSTOMER?

- hogyan tudom a megszerzett ügyfeleimet megtartani (RETENTION/ATTENTION)? miként növelhető - termék és szolgáltatásfejlesztésekkel, a megfelelő időben/helyen adott ajánlatokkal az ügyfél elégedettsége? miként fog újabb termékeket vásárolni (XSELL),  vagy magasabb értékű szolgáltatásra/termékre váltani (UPSELL)? 

- hogyan és mely ügyfélcsoportokra kell kiemelt figyelmet fordítani, hogy "a legértékesebb" ügyfeleket megőrizzük? elégedettségük, ajánlások miként fog újabb ügyfeleket bevonzani? hogyan és kikre dolgozzunk ki LOYALTY programot, mely etikusan - hosszabb távon is fenntartható, hosszabb távú elköteleződést jelent mindegyik partner részéről. 

4. CRM - mint stratégiai szemlélet

CRM - egy stratégiai szemlélet. Aminek fókuszában az ügyfél áll, technológiával támogatott, többcsatornás ügyfélkapcsolat  - mely hosszútávon , jövedelmezően fenntartható. 

minden szó fontos!

ügyfél - nem a termékhez keresem az ügyfelet, hanem az ügyfél megszerzése, megtartása érdekében fejlesztek új termékeket/szolgáltatásokat

technológiával támogatott - természetesen lehet papíralapon is (és néha többet ér, mint a drága technológia , mely mögött nincs átgondolt stratégia, vagy szemléletváltás). mindenesetre a többcsatornás ügyfélkapcsolat kezelés  miatt valóban elképzelhetetlen technológia nélkül 

többcsatornás - személyes találkozók helyett/mellett, internet, facebook, instagram és mindenmás

hosszútávú szemlélet - nem (csak) az ügyfél jelenlegi "állapota" érdekel, hanem a lehetőség, a POTENTIAL , ami benne van. / nosztalgikus arra gondolni, amikor először fejlesztettünk termékeket a junior korosztálynak, arra gondolva, hogy néhány év múlva  ők lesznek az ügyfeleink. vagy hosszútávú szemléletre vall, ha hiszünk abban, hogy a gyerekek/családok bevonzásával lesznek 5-10 év múlva hűséges múzeum látogatóink/

jövedelmezően fenntartható - micsoda remek világ lenne, ha mindenkinek a létező  legmagasabb szintű szolgáltatást tudnánk nyújtani, most, azonnal. valójában mindenkinek az adott igényéhez igazodó, a számára legjobb következő ajánlatokat kell felkínálni. 

5. Hányféle a CRM?

analitikus CRM

operatív CRM

kollaboratív CRM

(lásd  a korábbi blogbejegyzéseket)

6. És hogyan induljunk?

Az első lépés - a stratégia. Felismerni, hogy egy ügyfélérték mátrixban hol és hány ügyfelünk helyezkedik el. ...

Let' s start it!

Mivel kedveljük a hárombetűs rövidítéseket, lássuk csak: DOT

right distribution channel

right offer

right time

... avagy hogyan működik az ügyfélkapcsolat-management a kulturális szférában?

Még egyszer érdemes felidézni, hogy mit is jelent a 4P-> 4C szemléletváltás!

A hagyományos marketing 4 P szemlélete ( a termékre-product, az árra - price, a helyre - place és a promócióra építi a stratégiáját). Ehelyett - lassan 20-25 éve! - az adatbázis alapú marketing szemlélettel együtt a P-k helyett a C-k világa jött el: 

A termék helyett az ügyfél kerül a fókuszba, azaz leegyszerűsítve - megfordul a folyamat: már nem a gondosan kifejlesztett, kreatív elmékből kipattant termékekhez keressük a vásárlót (akinek el lehet adni), hanem az ügyfelek ismerete alapján történik maga a termék, az ár, a kapcsolódó kommunikáció és kommunikációs csatorna kiválasztása. PRODUCT -> CUSTOMER

A gondosan felmért piackutatások és versenyelemzések jelentősége bár megmarad, de az ár helyett sokkal inkább a hatékonyság, az alacsonyabb költséggel előállított, hatékonyabb módon értékesített és így alacsonyabb marketing költségekkel járó megoldások preferáltak. PRICE -> COST

Amíg a múlt században az értékesítési hely (a bolt!) meghatározó volt a marketingben - egy belvárosi üzlet, tágas portáljának ma már másodlagos szerepe van. A fizikai megjelenés helyett a kényelem, a 24 órás elérhetőség, a digitális jelenlét a legfontosabb - az a csatorna, ami leginkább szolgálja az ügyfél kényelmét. PLACE -> CONVENIENCE/CHANNEL

És itt  kedvencünk! A  hajdanán kitalált terméket, ha másképp nem, mindenféle promócióval (pld. extra utazási nyereményekkel) el lehetett adni, a vásárlót be és el lehetett csábítani. Aztán legfeljebb kiderült, hogy tévedett és többet nem vásárolta meg a terméket. Ma az egyszeri vonzó promóciók helyett a folyamatos és korrekt kommunikáció a kulcs a hosszú távú ügyfélkapcsolatban. PROMOTION->COMMUNICATION

Microsoft is reporting big financial institution wins for its Dynamics CRM business. At the Sibos global financial services event in Dubai on Tuesday, Redmond announced several global financial institutions are modernizing business operations on the Dynamics CRM platform as they shift from transaction-based businesses to customer-centric businesses.
Prioritizing customer service is the key competitive differentiator for Metro Bank, Great Britain's first new bank in more than a century. Microsoft Dynamics CRM, combined with Microsoft devices and services, is the foundation of Metro Bank's customer-first strategy.

"As the first new high street bank in the U.K. for over 100 years, our unique, customer-focused model is reinventing the rules of retail banking," said Paul Marriott-Clarke, commercial director at Metro Bank. "Microsoft Dynamics CRM helps us enhance our customers' experiences, combining traditional face-to-face service in our stores with amazing technology to ensure our customers receive the very best in service and convenience."

Measuring CRM Results

Microsoft Dynamics CRM promises financial institutions a powerful solution to drive proactive interactions with end customers, provide deep client insight, and deliver intelligent offers and custom-built experiences. In the banking world, the results are often improved customer retention, adding new customers and improving advisor productivity.

MKB Bank, the second-largest bank by equity in Hungary, chose Microsoft Dynamics CRM to steer all customer-related processes in the bank and keep up with growth. The results: MKB improved customer service times by 25 percent, decreased customer churn by 5 percent and increased profit earned on the primary banking customer segment by 20 percent in the same period.

"Customer service is our top priority, and Microsoft Dynamics CRM gave us a comprehensive view of customers and integrated access to all channels," said Laszlo Kiraly, head of CRM and E-Channels at MKB. "Our CRM-driven front-end system has become the core application for our business. It is now our primary platform for collaboration, better efficiency and a superior multichannel experience."

Powering Entire Banks

And at the end of the day, to become customer-centric organizations, banks must first start thinking from their customers' perspectives. They need tools, technologies and processes that allow them to address customer inquiries anywhere, anytime. Banks need tools that provide complete and holistic views of their customers and enable them to reach out with intelligent and timely offers.

Volkskreditbank AG (VKB) tapped Microsoft Dynamics CRM to help it become one of the most customer-oriented banks in Austria. The bank reports a 32 percent boost in sales productivity, an 18 percent increase in customer service quality and a 95 percent decrease in the time needed to provide analyses and reports, giving managers and executives a near-real-time view into the health of the business.

"We needed a CRM solution to power our entire bank, not just a single division or set of products," said Michael Reifetshamer, IT manager at VKB. "Our experience with Microsoft Dynamics CRM shows that we made the right choice."

Finally, ABN AMRO Bank NV improved customer service by implementing Microsoft Dynamics CRM and connecting it to its asset management system to provide a single view of each customer account.

"Dynamics CRM is a robust solution tool," said Su Kia Tan, head of Process & Project Management for ABN AMRO Bank. "We use it to support our end users in managing business growth and productivity improvement with necessary controls built on customized and streamlined workflows."

http://www.cio-today.com/article/index.php?story_id=033003ZL0HT6

Microsoft CRM – Leading by Example with Financial Services Case Studies
*Updated February 23 2014 to include Natwest*

Continuing with the financial services theme I wanted to write about some of the most successful case studies in the industry. Rather than just provide you a link to the case studies I have tried to pull out the salient points in two to four bullet points. If you want further detail then I have also included the full case study should you wish to read on.

I try to stay on top of the latest projects and CRM implementations in the financial services industry, keeping current with the latest trends and best practises is a key part of my job. I keep in regular contact with existing and previous clients and regularly catch up with people in the field to find out what they are doing in the client management arena. With so much going on it can be quite a challenge, fortunately Microsoft also maintains a site dedicated to case studies, If you use the advanced find you can filter by industry and product. Below are some of the ones I use most frequently, there are many, many more.

Some of the largest and most successful financial institution in the world use Microsoft Dynamics CRM unfortunately we can’t name them publicly! One such organisation is a major bank here in the UK, they went live in a matter of a few short months and are delivering new business processes to the organisation every week! Their CRM project is in fact so successful and cost effective that many other departments are looking to deliver their projects on the Microsoft CRM platform. A quite unexpected and good problem for the CRM delivery team! I hope to be able to share more information on this later in the year. In the meantime here are plenty of other great stories!

Citi

Citi Private Bank deploys Microsoft Dynamics CRM. Citi Private Bank is part of Citigroup and delivers private banking services to ultra-high net worth customers across the world. Three years ago, the company launched Project Sheen – an initiative focused on delivering an optimal client experience across all touchpoints.

Approximately 1,000 Citi Private Bank employees are using Microsoft Dynamics CRM. Implemented across locations in Asia in November 2012 and the full roll out across all regions worldwide was completed by August 2013. “Ease of implementation was important for us. We had already experienced the challenge of trying a new CRM system that didn’t work and so it was important that the switch was seamless – and it was,”
Citi wanted to ensure that customer information is held in a logical and ordered way that enables bankers to best evaluate clients’ portfolios and to identify investment opportunities.
“our technology team considered Microsoft Dynamics CRM and found that it was everything we wanted and more. Most importantly, it could serve as a global solution and integrate with the platform we were currently using.”
“Another factor we found to be positive with Microsoft Dynamics CRM was the ability to be compliant with regulatory requirements in each jurisdiction,”
We can deliver solutions to our clients in a much more relevant way because we understand their needs,”. “We know what they’re interested in and what their preferences are, which means we can target them better.”

natwest

Natwest. Natwest has a long history, now a part of the Royal Bank of Scotland, NatWest joined one of the largest financial services groups in the world, with more than 3,600 branches of its own.

Gained more than 95% user adoption
Deployment of Microsoft Dynamics CRM at NatWest took only four months, with the solution going live to 3,000 users in April 2013
Consolidated view of all customer touch points and streamline processes to free up employee time to better focus on those customers.
Drives cross-selling opportunities through value-added customer interactions
CRM helps them delvier a personalized service which supports customers in achieving their ambitions
Metrobank

Metro Bank. Metro Bank is Britain’s first new High Street bank in over 100 years. They offer banking focused on the customer through high levels of service and convenience.

UK Retail bank using CRM online, Office 365, SharePoint, Yammer, Lync etc.
“Fans not customers and a culture that is based around the customer”. “surprise and delight”
“Be there when the customer wants them”
Chose Microsoft CRM over SalesForce
“Microsoft CRM is our customer platform“
RaymondJames

Raymond James provide broker services, capital markets and fixed income products. All about personalised financial planning.

6,000 Financial advisors across the world
4,000,000 Clients
20,0000 -30,000 transactions updates every day with updates to CRM in real time
Full back office integration that improves advisor efficiency and enables them to provide a personalised service
Knowledge is held in once place so that they can proactive personalised services
Access to information remotely wherever they are on mobile devices.
henderson

Henderson Global Investors. £65 billion in assets under management. Employing 1,000 people across 15 locations worldwide

Automated marketing
Mobile access
Better quality data & better reporting
Comprehensive view of their investors
russelinvestments

Russell Investments. Founded in 1936 and having over 580 independent distributor partners Russell Investment has $237.3 billion under management

50 % cost saving compared with the leading on-demand competitor
Solution based on Microsoft CRM Online
Integration to other Microsoft technologies deployed like Lync, SharePoint, and Office
Expect the go-to-market time for new capabilities and vertical workloads like wealth management will be cut in half,
alianz

Allianz is one of the world leading Insurance organisations and is active in life and non-life, health, personal, and commercial insurance.

Reduced quote time by 30%
Significantly improved the quality of its distribution relationship management of brokers
Brokers are getting new product information to their customers faster and taking advantage of better management from our relationship managers
ing

ING Bank (wanted to improve its market position by investing in CRM for the Salesforce) – Video Case Study http://youtu.be/W-ULdT3jkC4

4 Month implementation
Maximise direct opportunities with customers
More productive sales time
Streamline the sales process
LVE

LV is the UK’s largest friendly society and has 5500 employees working in 17 offices. It provides investment and insurance services to more than 5 million members and customers

66 % reduction in sales administration
Centralised, secure data repository which is easily accessible by both in-house and on-the-road sales teams
Automation of previously manual tasks, while management have much greater visibility of profitability and are easily able to meet their compliance and auditing commitments
sunnationalbank

Sun National Bank (Wanted to be faster and more effective, and easy to implement and bring to market quickly)

Increased cross selling by 20%
Increased Loan profitability
Reduces time to approve loans by 80%
Reduces time-to-market by 67%, cost by 75%
mkb

MKB Bank (Improve the customer experience and marketing and sales force efficiency)

Customer service times improved by 25%
Customer churn decreased by 5%
Migration of customers to higher value segments takes on average 20% less time

Dubai Bank (Single customer view for service agents)

Quicker time to revenue through faster account opening
Reduction of service agent applications from eight to one
bancatrans

BancaTransilvania (Increase growth and adopt new business automation process and handle increasing volume of multi channel interactions )

Increase call centre productivity by 30%
Internet banking subscriptions processing is 75 % faster
Greater control on the productivity and efficiency of the users and the business
sasfin

Sasfin Bank (Increase revenue, improve risk analysis with single view of the customer)

Reduce costs associated with gathering customer data and determining risk exposure
Provide easier approach to meet customer-satisfaction benchmarks
Streamline customer portfolio management
oshadabank

Oschadbank (Respond efficiently and effectively to a very large call volumes)

Implementation of Call Center across 6000 branches
Multi Channel (calls, SMS, e-mail), to attract, retain and service with minimum time and effort for both parties.
garanti

Garanti Pension. Garanti Pension provides life insurance services in Turkey, with a net asset value of US $1.8 billion and second place in overall market share.

Sales Team Efficiency Increased by 25 Percent
Call handling per day increased 50 percent
Contributions per customer increased 85 percent since 2007
Average resolution time reduced by 75 percent
BP

BP Energy Trading. P has one of the largest and most successful energy trading organisations in the world, known as Integrated Supply & Trading (IST). As the single trading face of international oil and gas company BP, IST does business in over 140 countries and has a global portfolio of around 12,000 customers and suppliers.

Organisation wide collaboration
Using Dynamics CRM to meet high client demands and expectations
3000 employees, BP’s Energy Trading business is also known as Integrated Supply & Trading (IST). 80% of BP Group’s turnover flows through this supply and trading business
“Basically, if you can manage your Outlook e-mail you can start using some of the functionality in Dynamics CRM without much effort. I believe this makes a huge difference when it comes to successful organisation-wide adoption.”
This post was originally published on https://markmargolis.wordpress.com. This posting is provided “AS IS” with no warranties, and confers no rights.

 https://markmargolis.me/2013/09/09/microsoft-crm-leading-by-example/

http://download.microsoft.com/download/2/5/8/25851AF8-5564-4077-A8A5-E1BBA47A2B5F/Relationship%20Banking%20-%20Datasheet.pdf

“Experts of Microsoft Consulting Services worked with business and IT professionals of the Bank at the team level. This efficient communication also contributed to establishing such a good system which is also accepted by the user side.” Krisztina Schay, Director of the CRM Department MKB Bank

Marketing success requires integrated campaign and data management

Organizations are collecting an increasing amount and variety of client data, which can be challenging to manage and confusing when used to devise marketing campaigns. In order to maintain consistent strategies, firms can focus on integrating and sharing information from all analytics systems through a centralized data management platform.

Smart Data Collective contributor Julie Hunt asserted that more enterprises are capitalizing on marketing automation’s benefits for identifying opportunities for membership and revenue. The key to a successful marketing campaign, according to Hunt, is ensuring a positive multi-channel client experience, which can be difficult with the adoption of so many new communications platforms and technologies. Improving member relations demands the most advanced campaign management software to constantly measure and improve marketing by analyzing previous efforts.

Hunt explained that client data is at the core of effective marketing, and managing information demands an integration of multiple internal and external sources. By ensuring that information is up-to-date and accurate, organizations can more effectively segment and classify clients so that marketing strategies are customized to fit their unique preferences. She reported that it is imperative for marketing management and customer relationship management (CRM) systems to constantly interact and share information regarding clients’ needs and desires. This information, which has been collected on the organization’s social media channels and campaign management systems, can reveal members’ habits and values so that firms can better predict their future interests.

Data integration is particularly important for creating a more elaborate map of the member journey, which Hunt explained is crucial to ensuring that marketing content is relevant to each individual’s particular stage of membership.

Fostering long-term relationships
Forbes reported that the banking industry has already been making the integration of data analytics a priority to create a seamless client experience and more meaningful interactions that drive loyalty. In a hyper-competitive market, banks require a holistic understanding of clients across every channel. Forbes explained that MKB Bank utilized CRM to better understand clients and make more personalized offers for more valuable exchanges.

By integrating CRM and business intelligence (BI) solutions with existing data systems, the bank was able to reduce branch service times by 25 percent, decrease customer turnover by 5 percent and increase the most valuable customer segment profit by 20 percent.

Organizations can capitalize on new opportunities for enhanced marketing tactics by integrating CRM solutions and deploying more advanced data management systems. These practices aid firms in nurturing stronger client relationships by empowering more personalized interactions from greater insight into analytics.

https://personifycorp.com/resources/blog/2013/marketing-success-requires-integrated-campaign-and-data-management/

FEB 28, 2013 @ 11:26 AM 11,023
When Banks Use CRM Technology, Customer Service Improves

The halcyon days of big banks with big, multi-year IT projects and loyal-to-a-fault customers are gone. Post financial crisis, a much tougher, leaner, and competitive banking environment has emerged, with more mature and sophisticated customers. In today’s new normal, banks not only have to meet stringent compliance requirements, but they also need to provide a more seamless customer experience and meaningful interactions to retain existing customers and increase wallet share. Ultimately, banks need tools that help them drive more profitable customer relationships in this hyper-competitive world.

But to do that, banks need a holistic view of customers across all channels. They need to understand their customers from all angles and be able to deliver more personalized products and services. Imagine, for instance, if when serving a customer, you could instantly know his or her risk profile, which of your colleagues that customer has spoken with or worked with at the bank, and the specific banking products that customer already owns. Maybe all of this information even feeds a marketing profile, which prompts you to offer the customer a tailored promotion, such as a credit card. Now we’re talking not just about speed-of-service , but also about customer satisfaction and retention, all with the goal of growing wallet share.

While these concepts may seem straightforward, implementing such a change is anything but. Technology can help aggregate customer data and automate key processes but at the end of the day it all starts with adoption. Simply put, bank staff and managers want tools that work the way they do and that are compatible with tools they already use in their daily work environment.

We think one way to banks can achieve this is through a CRM solution that is familiar and flexible. With a good solution, bank representatives should be able to leverage the powerful capabilities of CRM through tools and devices they already use every day, like Microsoft MSFT -0.54% Outlook or a mobile phone. They should be able to view CRM data in CRM and then slice and dice data in their favorite spreadsheet program—and have any changes made automatically reflected in the CRM solution. Likewise, CRM data should be accessible to approved users through real-time communications tools like Lync or via the document management capabilities of SharePoint to foster increased collaboration or streamline offers. The ability to use CRM in a familiar interface with other everyday tools is key to truly unleashing the power CRM.

That is exactly what MKB Bank did by using Microsoft Dynamics CRM. They were able to use the powerful yet familiar capabilities to reduce branch service times by 25%, decease customer churn by 5% and increase the profit of the most valuable customer segment by 20%.

As important as customer profitability is, compliance is emerging as another top concern for banks. And, in some cases, meeting compliance requirements can actually mean undermining the very productivity that drives the business. To meet the myriad compliance requirements, banks need solutions that are flexible and provide multiple delivery options (cloud, on premise, and hybrid).

To more fully enable improved customer profitability and successful compliance, a good CRM system should also include robust process automation capabilities; for example, a workflow that streamlines the customer onboarding process or automatically transfers calls of preferred customers to more senior staff. Sun National Bank did exactly that, using Microsoft Dynamics CRM robust workflow capabilities to increase cross-selling rates by 20%, reduce time to approve loans by 80%, and reduce time to market for new products by 67%.

https://www.forbes.com/sites/microsoftdynamics/2013/02/28/banking-driving-more-profitable-customer-relationships-by-using-crm/#55779e792c43

Why Microsoft Dynamics CRM is Winning Big with Banks
​To become customer-centric organizations, banks must first start thinking from their customers’ perspectives. Banks need tools that provide complete and holistic views of their customers and enable them to reach out with intelligent and timely offers. Microsoft Dynamics CRM is such a tool, said an ABN AMRO Bank exec at the Sibos 2013 event.

Microsoft Relevant Products/Services is reporting big financial institution wins for its Dynamics CRM Relevant Products/Services business. At the Sibos global financial services event in Dubai on Tuesday, Redmond announced several global financial institutions are modernizing business operations on the Dynamics CRM platform as they shift from transaction-based businesses to customer Relevant Products/Services-centric businesses.
Prioritizing customer service is the key competitive differentiator for Metro Bank, Great Britain’s first new bank in more than a century. Microsoft Dynamics CRM, combined with Microsoft devices and services, is the foundation of Metro Bank’s customer-first strategy.

“As the first new high street bank in the U.K. for over 100 years, our unique, customer-focused model is reinventing the rules of retail banking,” said Paul Marriott-Clarke, commercial director at Metro Bank. “Microsoft Dynamics CRM helps us enhance our customers’ experiences, combining traditional face-to-face service in our stores with amazing technology to ensure our customers receive the very best in service and convenience.”

Measuring CRM Results
Microsoft Dynamics CRM promises financial institutions a powerful solution to drive proactive interactions with end customers, provide deep client insight, and deliver intelligent offers and custom-built experiences. In the banking world, the results are often improved customer retention, adding new customers and improving advisor productivity.

MKB Bank, the second-largest bank by equity in Hungary, chose Microsoft Dynamics CRM to steer all customer-related processes in the bank and keep up with growth. The results: MKB improved customer service times by 25 percent, decreased customer churn by 5 percent and increased profit earned on the primary banking customer segment by 20 percent in the same period.

“Customer service is our top priority, and Microsoft Dynamics CRM gave us a comprehensive view of customers and integrated access to all channels,” said Laszlo Kiraly, head of CRM and E-Channels at MKB. “Our CRM-driven front-end system has become the core application for our business. It is now our primary platform for collaboration, better efficiency and a superior multichannel experience.”

Powering Entire Banks
And at the end of the day, to become customer-centric organizations, banks must first start thinking from their customers’ perspectives. They need tools, technologies and processes that allow them to address customer inquiries anywhere, anytime. Banks need tools that provide complete and holistic views of their customers and enable them to reach out with intelligent and timely offers.

Volkskreditbank AG (VKB) tapped Microsoft Dynamics CRM to help it become one of the most customer-oriented banks in Austria. The bank reports a 32 percent boost in sales productivity, an 18 percent increase in customer service quality and a 95 percent decrease in the time needed to provide analyses and reports, giving managers and executives a near-real-time view into the health of the business.

“We needed a CRM solution to power Relevant Products/Services our entire bank, not just a single division or set of products,” said Michael Reifetshamer, IT manager at VKB. “Our experience with Microsoft Dynamics CRM shows that we made the right choice.”

Finally, ABN AMRO Bank NV improved customer service by implementing Microsoft Dynamics CRM and connecting it to its asset management system to provide a single view of each customer account.

“Dynamics CRM is a robust solution tool,” said Su Kia Tan, head of Process & Project Management for ABN AMRO Bank. “We use it to support our end users in managing business growth and productivity improvement with necessary controls built on customized and streamlined workflows.”

Thanks to: http://www.newsfactor.com/story.xhtml?story_id=10300A9SPEAU

http://immix.co.za/microsoft-dynamics-crm-winning-big-banks/

and the next step: CUSTOMER EXPERIENCE MARKETING." (2017)

RELEVANCE

RESPONSIBILITY

RESULT

megjelent:

MKB Bank (Hungary): Implementing CRM to support business strategy

"In traditional banking the legacy account management system was at the centre of operations. What about the front-office, the financial advisors and the relationship managers? Their main goal is to acquire prospect clients, deepen the relationship with the existing clients and enhance their value by identifying needs and offering suitable services. We believe that our CRM front-end solution is filling the gap, and  it is rightfully becoming the core application for business...."

www.bankszovetseg.hu

• Szegmentáció - Bankszövetség e-hírlevél 2004/4.sz.
• Az ügyféljövedelmezőség mérésének lehetőségei - Bankszövetség e-hírlevél 2004/5-6.sz.
• Keresztértékesítés a pénzügyi szektorban - Bankszövetség e-hírlevél 2004/7.sz.
• Ügyfél megtartás, elvándorlás elemzés - Bankszövetség e-hírlevél 2004/8-9.sz.
• Marketingkampányok menedzselése - Bankszövetség e-hírlevél 2004/10.sz.

A SZEMLÉLETVÁLTÁS ALAPPILLÉREI:

PRODUCTS -> CUSTOMER

PRICE-> COST

PLACE -> CONVENIENCE

PROMOTION -> COMMUNICATION