A customer centric strategy and the role of CRM in supporting it. The National Australia Bank experience

Transcription

1 A customer centric strategy and the role of CRM in supporting it The National Australia Bank experience 1

2 Purpose of this presentation > Outline NAB s change program to become more customer centric > Provide high level insight into NAB s CRM capability and its recent development and an insight to future developments > Slides are incomplete without verbal commentary > Some restrictions on what can be discussed due to competitive sensitivity 2

3 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Questions 3

4 Introduction Gerd Schenkel, General Manager Star Direct, NAB Australia Joined NAB ~2 years ago Formerly responsible for Market Research, Customer Strategy, CRM and Cross- Marketing for NAB Australia Prior to NAB: Director Strategy, Citigroup Australia Head of Business Development & Strategy, BankWest / HBOS Australia Management Consultant, The Boston Consulting Group, Sydney, Los Angeles, New York 4

5 Introduction Mark Quartermaine, Head of CRM & National Leads Responsible for ongoing development and leverage of CRM capabilities at NAB Joined NAB ~9 months ago Prior to NAB: Head of Marketing Services Royal Bank of Scotland UK Corporate Banking Head of Marketing Euler Trade Indemnity, a specialist trade credit insurer Various other senior marketing positions, predominantly in the UK general insurance sector 5

6 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Questions 6

7 NAB Australia turnaround plan CRM a key enabler CRM focus Share of wallet Service Retention Cross-marketing 7 Source: NAB Market Update

8 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Questions 8

9 History of CRM at NAB 1988 Designed first formal system to support relationship banking 1989 Developed relationship management and customer profitability system 1990 Implemented relationship banking system for Business Banking 1994 Included Investment Products in platform 1996 Began joint development of Relationship Optimiser (RO) 1999 Implemented customer data warehouse Installed sales leads system National Leads based on RO 2000 Deployed Siebel front-end 2003 Installed CRM-3 campaign manager 2005 Commenced re-vamp of National Leads in line with turnaround plan 2006 Re-engagement of bankers through National Leads re-launch and establishment of Distribution Support Team Expanded system capacity 9 Source: NAB, Towergroup

10 CRM focussed on lifting banker and customer acceptance Traditional focus of CRM at NAB Focus of re-design Capability + Impact = ROI Technology Campaign Execution People Banker acceptance Customer acceptance 10 Source: NAB

11 Capability: Technology - Simplified system architecture Customers Tellers Phone Bankers Bankers Mobile Bankers Teller system Siebel front-end Mail-house Campaign Manager (Teradata) Dedicated Customer Database Teradata GDW Customer Analytics SAS Analytics datamart Source: NAB 11 Source Systems

12 Capability summary 15 years experience developing CRM experienced campaign management - leader in event triggers world class analytics team ~8,300 front line users ~5,000 in Australia Running several hundred campaigns p.a. - Delivering ~2-3 million Leads p.a. Multiple international awards: Source: NAB Best CRM Strategy & 2003 Gold Excellence Award CRM Excellence Award 2004 FINALIST Best Customer Segmentation

13 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Questions 13

14 Core elements of National Leads re-design Re-engagement of the sales-force Generated feedback loop to support capability enhancement Usability improvements to system interface Improved quality of leads Removed marginal campaigns Developed many new event triggers Launched quarterly review sessions Improved measurement and reporting Measuring sales out comes clearly linked to banker lead actioning Providing sales management lead reports New channels Launched new channels to support sales management 14

15 Improved measurement and reporting: Weekly Management report 15

16 Sales force engagement > Use the language of the sales force > Align CRM development to sales processes and training > Answer what s in it for me? > Make them feel it is their tool, not something imposed by Head Office > Demystify analytics > Replicate best practise of sales force in opportunity identification > Measurement is key > Identify advocates use them to spread the word > Keep things simple do not get carried away with technology/ functionality 16

17 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Discussion / Questions 17

18 Results: Sales opportunities through National Leads Weekly # of sales opportunities created by National Leads - Consumer Banking (INDEX) CRM redesign /10/ /10/ /10/ /11/ /11/ /12/ /12/ /01/ /01/ /02/ /02/ /03/ /03/ /04/ /04/ /05/ /05/ /05/ /06/ /06/ /07/ /07/ /08/ /08/

19 Agenda Introduction NAB background NAB CRM system: National Leads - Capabilities NAB CRM system: National Leads - Recent changes Results Questions 19