Collaborating in ContextBryan Sachdeva, P.Eng PMPSenior Director, Financial Services Solutions

NexJ Systems

• Benefits of Collaboration• Barriers to Effective Collaboration• Context While Collaborating in Symphony• Starting Collaboration Quickly in NexJ CRM• Institutionalizing Collaboration• About NexJ

Agenda

… banks havechallenging matrix organizations

thatrequire collaboration

acrossproduct, client segment, regional, and functional

boundaries …

What can CollaborationDo for You?

IncreaseShare of Wallet

• Increase cross-sell and up-sell of products

• Identify more opportunities• Act on more referrals

DecreaseBarriers to Profit

• Decrease client onboarding time

• Eliminate wasted or duplicated effort• Improve efficiency and effectiveness

A Real Example

Account Planning Account Plan – ABC Bank Limited

Account Plan Example 1 from www.GetSellingIT.com

OUR ACCOUNT TEAM Account Manager David Jones Solution

Specialist Harvey McPhee

Sales Manager John Smith Technical

Account Manager Chris Evans

Partner Account Manager(s) Don Jolly, IBM Ivor Tunn, Oracle

ACCOUNT PLAN DETAILS Customer Details Parent Company ABC Banking Corp. (USA) Our revenue last year £200k

Turnover £650m Forecast for this year £500k Profit £50m Customer since 2005

Employees 4,000 (UK) Location(s) London, Manchester Year-end March Contract in place? Yes

Perception of Us Positive Contract Owner John Smith

Business Overview Customer’s

Core Business ABC Banking Corporation has headquarters in New York and hundreds of office locations globally. ABC sites range from thousands of employees in several large locations, to hundreds of employees in several regional. Additionally, it manages thousands of ATM machines worldwide. Growth by acquisition has led to the bank maintaining 6 data centres around the world, including London.

Attention to customer service is paying off. The bank is growing at 15% per year via a combination of organic growth and ongoing acquisitions. Critical to ABC’s mission is the availability and performance of its worldwide IP network that supports all internal systems as well as the key customer-facing online banking and ATM systems. Significant regulatory activity affecting the banking industry worldwide, including both Sarbanes Oxley and Payment Card Industry Data Security Standards (PCI DSS) put additional burdens on the bank to ensure reliable and secure network operations.

A third area of critical importance to the bank is cost control. Although the bank continues to invest in new technologies, such as replacing its aging Frame Relay service with new MPLS connectivity, and to make strategic acquisitions to grow its presence worldwide, the IT budget faces constraints today that are forcing IT operations to look for reductions in capital and operating expenses that just a few years ago faced little or no scrutiny.

Mission

Statement ABC strives to be globally recognised as a financial services provider delivering consistently superior services by anticipating and surpassing the needs of customers, investors, employees, partners and communities where it does business. ABC is committed to using technology to make banking more readily available to its customers, and managing costs to maximise shareholder value.

Competitive Landscape

Banking has always been a competitive industry. But recent economic conditions that affect the bank’s ability to generate profits from its loan portfolio, a trend toward pricing flexibility for loans to both consumers and businesses in order to maintain customer loyalty, new competition from non-financial institutions that are

Account Plan – ABC Bank Limited

Account Plan Example 2 from www.GetSellingIT.com

entering the banking business and pervasive regulation puts pressure on ABC’s management team to operate more efficiently and profitably. To achieve its goals, ABC is committed to superior customer service to prevent customer churn, highly reliable network operations to ensure a high degree of customer satisfaction and stringent financial management to maintain profitability and shareholder confidence.

Budgetary Sign-off Process

Final decisions for all major purchases that impact ABC’s business are the CEO and CFO. The CIO, IT Operations Manager and IT Infrastructure Manager all influence decisions that are deemed critical to IT and networking services that ABC’s businesses rely on. Also involved in IT decisions are line-of-business managers, such as online banking and ATM operations.

Business & IT Initiatives Business Initiatives IT Initiatives 1. Continue consistent growth and expansion.

Integrate infrastructure management solutions to reduce complexity of disparate tools for network management.

Centralised operations where appropriate; distribute regional management as necessary where appropriate.

2. Ensure service availability of critical banking operations.

Provide visibility into services impacted by performance and fault issues through introduction of CMDB.

Introduce ITIL version 3 processes and supporting tools.

3. Achieve industry-leading customer and employee satisfaction.

Improve end-to-end response time for customer-facing applications.

Provide IT management tools to IT operations to reduce rote tasks and increase time for new, career (and satisfaction)-enhancing projects.

4. Contain increases in Capital Expenditures and Operating Expenses to 5%.

Automate routine IT tasks to improve OPEX.

Re-negotiate supply agreements for hardware, software, consultancy services and maintenance.

Key Contacts Role Name Title Comments Sponsor Ian McEwan Infrastructure Manager Our key supporter Decision Maker Gordon Black Chief Executive Little contact Decision Maker Mike Nutt Chief Information Officer Hard but fair Approver Pat Cash Chief Financial Officer Needs strong business case Influencer Peter Rush Network Manager On our side Procurement Isaac Hunt Purchasing Manager Lives up to his name

Account Plan – ABC Bank Limited

Account Plan Example 3 from www.GetSellingIT.com

Competitive Solutions Installed Solution Customer Perception XP Service Desk Concerned about upgrade strategy Network Nodule Manager Looking to replace

Opportunities 1 2 3 Requirement Replace Service Desk

and implement CMDB Improve end-to-end response time

Business Driver ITIL Version 3 Customer service Timescales September December Potential Value £200k £100k Sponsor Ian McEwan Peter Rush Decision Maker Mike Nutt Pat Cash Threats Incumbent supplier Out to tender

Action Plan Action Owner Target Date Status Complete whitespace assessment David Jones May In progress – almost complete

Influence Service Desk/CMDB requirements David Jones June Meeting arranged

Take Mike Nutt/Pat Cash to lunch John Smith July PA arranging

Discover key metrics and drivers for customer service project

David Jones July Meeting requested

Engage partners for customer service project

Harvey McPhee August Partner assessment under way

Set up Proof-of-Concept environment Chris Evans August Not started

Why Can’t We Collaborate Effectively?

What are we trying to accomplish and why?

What have we done with them so far?

Who are we talking about?

Customer

?

?

?

Because we lack context.

Because we lack connected & efficient tools.

Why Can’t We Collaborate Effectively?

Corporate IT

What’s theSolution?

+

Enterprise CRM meets Secure Messaging

Add Context to Chat• When I chat with someone, what do I need to know about that person?

• If we’re chatting about something, how do I know that context right away?

• What do I need to know about that thing?• Customer• Deal / Opportunity• Product or Account

• How do I find out more about this thing?

• When I learn something new about this person or that thing, how can I quickly update CRM?

Quickly Start Collaborating from CRM• When I’m looking at someone, how do I quickly initiate a chat with them?

• Or, How do I quickly initiate a chat with a colleague about something?

• Who else is chatting about this same thing?

• What are other people saying about this thing?

• How can I join the conversation?

Institutionalizing Collaboration

• Make users net receivers of information, getting more out than they put in

• Roll out best practices through configurable, automated workflows

• Allow users to track status of outcomes and deliverables

• Monitor and tailor compensation strategy to incentivize collaboration

Copyright 2016 © NexJ Systems Inc.

Enterprise Customer Management

18

Enable collaboration across countries, regions, and teams

Customer Relationship Management(CRM)

Integrated customer view for advisors, bankers, and agents

Client onboarding with KYC & AML for regulatory compliance

Customer ProcessManagement(CPM)

Support digital transformation and customer analytics

Customer DataManagement(CDM)

Configurable SmartForms, Workflows, and Approvals

Operationalize customer data across enterprise systems

! !

Thank You.

For more information, visit us nexj.com!