Tag Archives: house-holding
In recent conversations, I’ve been asked whether line of business executives are getting involved in master data management (MDM), or whether MDM is still mostly an IT initiative.
From our experience at Informatica, the business is absolutely involved! In fact, it’s often a high-impact business event that triggers the alarm that a company needs MDM and data quality to deliver trusted and complete data. Many times, the root cause of these business problems is inconsistent, incomplete and duplicated customer data. Two examples:
1) An $8 billion technology manufacturer implemented Informatica MDM after its IT team couldn’t quickly and accurately respond to an executive’s request for a list of the company’s top 400 B2B customers. It took IT six weeks to assemble the information because it was scattered across applications, and many large customers had complex hierarchies with multiple subsidiaries that all had to be reconciled by hand. Next step, focus on the next 400 customers. (more…)
Improving your company’s ability to attract and retain customers requires that you take your customer relationship management (CRM) system to the next level of effectiveness—regardless of whether it’s a Software-as-a-Service (SaaS) application like salesforce.com or on-premise such as Siebel CRM or a custom-built application. (more…)
If you mention master data management (MDM) to sales, marketing or customer service personnel in a bank, their eyes might glaze over. After all, MDM sounds like something for the IT folks to worry about—not something that can help customer-facing staff and managers do their jobs better.
But show them this new online demo on the business benefits of MDM, and you’d get a different reaction … quite possibly, “When can we have this up and running?”
This six-minute business-focused demo, Customer Centricity in Financial Services, gives you a step-by-step look at how sales, marketing and customer service in the banking industry can use Informatica MDM and Informatica Data Quality, to get a single view of each customer (also known as the single customer view), including which products and services they are using, and customer relationships (also known as house-holding). This information helps customer-facing employees improve customer acquisition and retention by identifying relevant cross-sell and up-sell opportunities to increase customer share of wallet, and by delivering better customer service because they have visibility into a customer’s full relationship with the bank. (And, it helps IT maximize the value of their customer relationship management (CRM) investment). This demo shows how easy it is to create three levels of customer views:
1) Single customer view: Creating golden records by reconciling names, addresses, emails, phone numbers, and other data from disparate sources for a single view of a customer.
2) 360-degree customer view: Expanding the single customer view to include the customer’s products across lines of business (checking, mortgage, IRA, car loan, etc.)
3) Extended customer view: Expanding the 360-degree customer view to reflect the customer’s network of people, business, and product relationships and help customer teams pursue long-term, multigenerational value. (more…)
One of the world’s largest financial services providers assessed the workload and productivity of its 16,000 financial advisors, and the results were not pretty. This Fortune 50 firm found that its customer-facing representatives were spending:
- 70% of their time searching for and reconciling data on customers and products
- 30% of their time on revenue-generating activities, such as cross-sell and up-sell
That’s a pretty poor ratio, and it hurt the bottom line with subpar productivity and lost revenue opportunities. Unfortunately, it’s not uncommon in financial services and other industries. And experience has shown that whatever you think your company’s ratio is, the reality is probably worse.
But it’s also a solvable problem, as you can find in our new white paper, “Get on the Fast Track to Maximizing Customer Value.”
For this financial services firm, the root cause of the problem was that business-critical data about customers, their products and services was spread across account-centric system silos, which prevented them from gaining a customer-centric view. Financial advisors were unable to readily identify which clients had which products. Without that insight, they couldn’t effectively cross-sell and up-sell the right products to the right customers. So they were forced to spend excessive time manually pulling information from all these separate systems into a spreadsheet.
To make matters worse, advisors couldn’t accurately measure each client’s value to the institution. The firm couldn’t tailor service levels to customer profitability, meaning that expensive services might be provided to customers of marginal profitability—while high-value customers didn’t receive the attention they deserved.