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Corporate Banking growth engine
Bringing insight through analytics
to increase revenue growth through
cross sell and up sell
Using analytics…
…to inform your client
managers…
…and drive
revenue growth
Why
Maximising the potential of your corporate customers
•Providing insight on your existing customer base to inform planning a future sales strategies
•Using new analytical techniques to compliment and inform your client managers relationships
•Maximising the potential revenue of your existing clients through cross sell and up sell
•Bringing revenue growth to existing accounts
•Incentivising your sales force with tailored client insights together with modified sales process and total reward
What
Bringing together data, analytics, process design and our business insights to maximize revenue growth
•The inputs required: your current corporate banking strategy, a current state review of your business, internal
and industry data sources and our corporate banking experience
•The analysis undertaken: an iterative and refined model taking into account all available data
•The levers required to create an integrated sales system: analytics, the sales system, technology
and change management
•The outputs: client segmentation, segment pen portrait, tailored client relations team, next best product
recommendations, revised planning process and commission structure, project management and an operational
dashboard to support increase sales opportunities
Inputs
Analysis
Integrated design
Outcomes
Inputs from the bank,
clients and the market to
feed the cross-sell system
An iterative and refined
model taking into account
all available data
A fully designed cross-sell system
to deliver the capabilities
for the pilot and support
for subsequent phases
An approach
designed to realise
the following outcomes
1. Business strategy
Analysis of business
performance, strategy,
strengths and
opportunities. Identifying
key drivers and demands
of the cross-sales system
2. Current state review
Analysis of as is business
processes and structures
for current cross sell and
how internal support
functions support this
3. Data
Identifying client data
sources from Internal
data and external data
to build a tactical single
customer view
4. 0ur experience
Integrating
global corporate
banking analytics and
sales process best practise
and hypotheses
People
5. Analytics
Using client characteristics
and metrics to create a segment
with similar needs, sub segmenting
on business maturity and developing
predictive models to define needs based
next best product
6. Cross sales
Using the cross sales maturity
model and Sberbank as-is
assessment findings to develop
the optimised target state for people,
process, products and finance
Products
Technology
Sales
process
Analysis
7. Technology
Developing a tactical data
infrastructure and single customerview
to enable a model & front end tool
for the pilot. Specifying the functional
requirements or the system
to be deployed bank wide
8. Change Management
Developing training materials
and supporting documents
for the target state sales process
and developing feedback
mechanisms to allow test and learn
throughout the pilot
•A segmentation of your clients
into granular segments split
by 3 levels of maturity
•A pen portrait forthe segment
including key metrics such
as asset revenues & size
of opportunity
•The right client manager based
on the client need
•The next best product based
on lifecycleand need,
prioritised based on propensity
•Target product number
and mix per segment
•Target product balance
per segment
•A revised planning
process accompanied
by a new commission
structure
•Product management
and financial reporting
to support cross sales
Corporate Banking growth engine Bringing insight through analytics to increase revenue growth through cross sell and up sell
3
To feed the model and create solid outcomes, we need the following inputs and levers to create the growth engine
Inputs
Business strategy
Current state review
Data
Our experience
How
Assessing your current business
performance and your current and future
strategies to identify areas of strength
and opportunities for improvement.
We will identify key drivers and demands
of your sales system.
Analysis of your current as-is sales
system including your cross-sell
and up-sell processes, your organisational
structure including an in-depth review
of your ‘Client Service Team’. In addition
to a review of your current internal
arrangements and motivation structures.
Identifying your key data sources as well
as external ones to build a tactical single
customer view of ‘golden variables’
to create one accurate record of each
client to feed the analytical model.
Integrating global corporate banking,
analytics and sales system best practices
to create an integrated solution
with tangible results.
Analytics
Sales system
Technology
Change
Management
Leavers
Using client characteristics and metrics
to create a segment with similar profile
and needs, sub segmenting on business
maturity and developing predictive
models to define needs based next
best product recommendations.
Using our cross/up sales maturity
model and as-is assessment findings
to develop the optimised target state
for people, process, products and
motivaton.
Developing a tactical data infrastructure
and single customer view to enable
a model & client manager tool.
Combining stakeholder assessment,
conversion plans, a champion’s
network and training materials
to embed the new ways of working
within the business.
Using segmentation and analytics to define the client’s needs and predict the next best product
opportunities.
Inputs are taken from the following three areas to help develop a profile of each segment based on clients
with similar characteristics and needs:
•Client attributes
•Business maturity
•Relationship with the bank
A share of wallet analysis is then undertaken and the tailored ‘Next Best Product’ recommendations for each
client are generated, using a business prioritisation matrix to govern the product allocation and insure is in line
with the business strategy.
4
Sub-segmentation
Сегментация по
взаимоотношениям
Sub-segmentation
Client attribute
segmentation
Сегментация по
взаимоотношениям
Assessment
criteria
Product, product
revenue, product
mix, risk weighting,
segment mix
Client
Attributes
sh
ba ip
nk
Needs
Next Best
Product
Share of wallet
Inputs
B
m us
at ine
ur s
ity s
Outputs
на каждом из которых их
Product, product revenue,
потребности значительно
Tenure, No of products,
product mix, risk weighting,
Developed
Next Best Product
product,
complexityразличаются. Данный
prediction and business priority
segment mix
for each client
анализ позволяет выявить
клиентов со схожим
профилем зрелости и,
Outputs
как результат, схожими
Share of wallet
Analysis of target product
needs for sub segments
Inputs
•Assets
•Net profit
•Loans
•Capital
•Employees
Client attribute
segmentation
Inputs
Sub-segmentation
Overlay business maturity lenses
Share of wallet
Develop
needs-based
Target product set
segments
with multivariate
analysis
Assessment
criteria
Outputs
•Growing
•Starting out
•Mature
Sub-segmentation
Зрелость бизнеса
Клиенты анализируются
Сегментация
по
с точки
зрения зрелости
взаимоотношениям
бизнеса, в результате чего
они группируются по этапам
развития (начинающий,
Assessment
criteria
растущий и зрелый бизнес),
потребностями.
•Acquisition
R
w elat
•Development
ith io
Например,
продукты
по
•Management
th nsh
e b ip ликвидностью
управлению
an
пользуются
k особенным
спросом среди недавно
созданных компаний.
Assessment
criteria
Product, product revenue,
product mix, risk weighting,
segment mix
Assessment
Inputs
Client Attributes
Developing a multivariate
analysis of key client attributes
by using both internal and
external sources to identify
Взаимоотношения с банком
attributes
wouldс пониманием
Группировка
клиентовthat
в соответствии
качества взаимоотношений клиента с банком,
support the business strategy
длительность взаимоотношений, количество
и тип продуктов,
клиентом, — все эти
and its используемых
target markets
Product counts per
criteria
product
group
•Industry
•Gross profit
•Capital
•Loans
•Employees
Product,
Outputs
product
revenue, product
Segment
mix,output
risksetweighting,
Client product holdings
segment mix
within a segment
Needs
Outputs
Потребности клиента и инструмент «Наилучшее
продуктовое предложение»
technology, chemical,Каждый клиентский сегмент обладает профилем со своими
индивидуальными особенностями по сравнению с другими
legal, energy
Inputs
сегментами. Наш подход заключается в независимом анализе
каждого
из сегментов.
•Assets
Sub-segmentation
•Net profit
Developed Next Best Product
•Loansприменению ряда статистических методов
prediction and business priority
Благодаря
for each client
•Capital
Overlay business maturity lenses
мы строим
модель, которая рассчитывает наилучшее
•Employees
продуктовое предложение, соответствующее потребностям
каждого конкретного клиента.
Assessment
Outputs
criteria
В ходе анализа принимается во внимание целый ряд
•Growing
Product,
product revenue,
факторов, имеющих различный вес:
•Starting out
product mix, risk weighting,
• Набор
банковских продуктов, используемых
•Mature
segment клиентом,
mix
и доля кошелька клиента
• Вероятность продаж продукта (дополнительных или кросс-)
• Потенциальная ценность, получаемая от продаж продукта
• Стратегические цели клиента
• Внешние рыночные факторы
факторы являются ключевыми показателями того,
как должна выстраиваться стратегия клиентского
обслуживания и продаж. Понимание этого служит
ключом к эффективной сегментации клиентов.
For example business
strategy is to increase take
Например: при анализе клиента, который уже
давно up
обслуживается
но пользуется
of tradeбанком,
finance
products
услугами банка нерегулярно, клиентский менеджер
the
largest
segment,
скорееwithin
предпочтет
стратегию
поддержки,
нежели
стратегию развития взаимоотношений.
therefore key attributes would
include foreign economic
activity and client has an
existing credit line in place.
Sales strateg y
Organisation
structure and sizing
Customer
segmen tation
Inputs
Share of wallet
Target product set
Product counts per
Обзор
product
group системы
Account
planning and
management
Territory
management
Customer
database
management
Customer
contact
management
Account
creation and
credit check
Leads and
pipeline
management
Bid and solution
sales
Pricing, quoting
and offer
process
Negotiation
Inventory
management
and delivery
Billing and
collection
overview
Provision
management
Personal
performance and
targets
Customer
satisfaction
review
Sales and Ops
planning
Tangible
recognition
and reward
Intangible
recognition
and reward
Roles and
responsibilitie s
Workforce
planning
Base
compensation
Bonus and
performance
compensation
Competency
development
Leadership
alignment and
development
Performance
evaluation
Coaching and
feedback
Learning and
development
Career
planning
Promotion
Succession
management
Talent
acquisition/
recruitment
Sales tools
Comms
Change
management
UsabilityI
ntegration
Data and
contact
management
Data quality
and integrity
Reliability and
IT support
Order
completion
and billing
Flexible
3
2
Tools and technology
Share of walletProcess
Sales goals and
objectives
automation
B
m us
at ine
ur s
ity s
Performanc e
measurement and
analysi s
Inventory
and stock
control
Next Best
Pipeline
Product
management
Sales reporting
Developed Next Best Product
prediction and business priority
for each client
•Employees
Share of wallet
Target product set
Assessment
Developed Next Best Product
prediction and business priority
for each client
на каждом из которых их
потребности значительно
различаются. Данный
анализ позволяет выявить
клиентов со схожим
профилем зрелости и,
как результат, схожими
потребностями.
Segment output set
Client product holdings
within a segment
Sales system review
Sales managemen t
Customer
segmen tation
Value
propositio n
• Внешние рыночные факторы
даж
A process heat map of key areas highlighted
for improvement is created and all areas are scored
тояния
итике мы осуществляем
against industry best practice to demonstrate strengths
текущего состояния
основе модели and weaknesses across the end to end sales process.
Sales managemen t
Sales processes and execution
лойта». Данный анализ
дение ряда встреч
са продаж с целью
Reengineered
о состояния процесса.
Value
propositio n
Organisation
structure and sizing
Account alignment
and allocatio n
Customer
contact
management
Channel
experience
alignment
Account
planning and
management
Territory
management
Account
creation and
credit check
Leads and
pipeline
management
Bid and solution
sales
Pricing, quoting
and offer
process
Negotiation
Inventory
management
and delivery
Order capture
and invoicing
Provision
management
Billing and
collection
overview
Customer
satisfaction
review
Sales and Ops
planning
Personal
performance and
targets
Sales
support
Customer
database
management
Tools and
technology
Organisation
structure and sizing
Account alignment
and allocatio n
For example start up
businesses require cash
management products.
продаж
Sales strateg y
Sales managemen t
Sales processes and execution
Organisation
structure and sizing
Customer
segmen tation
Account alignment
and allocatio n
Value
propositio n
Sales
support
Channel
experience
alignment
Account
planning and
management
Territory
management
Account
creation and
credit check
Leads and
pipeline
management
Bid and solution
sales
Pricing, quoting
and offer
process
Order capture
and invoicing
Provision
management
Billing and
collection
overview
Customer
satisfaction
review
Roles and
responsibilitie s
Channel
strategy
Base
compensation
Bonus and
performance
compensation
Competency
development
Leadership
alignment and
development
Performance
evaluation
Coaching and
feedback
Promotion
Succession
management
Talent
acquisition/
recruitment
Sales tools
all the
other
segments
as a result our approach is to analyse
Каждая
область
процесса
сравнивается
с примерами
лучшейsegments
практики для
выявления With the application
each of those
independently.
сильных
слабых сторон.
В результате
анализа
of aиnumber
of statistical
techniques
we are able to build a
создается
диаграмма,
на которой
modelлепестковая
that provides
a tailored
set of ‘Next Best Products’.
указаны основные области, требующие
As part of our analysis we take into account a number of
улучшения.
Performanc e
measurement and
analysi s
•Client strategic objectives
Corporate Banking growth engine
•External market factors
UsabilityI
ntegration
Data and
contact
management
Inventory
and stock
control
Data quality
and integrity
Reliability and
IT support
Order
completion
and billing
5
Sales processes and execution
Customer
contact
management
Sales
support
Channel
experience
alignment
Account
planning and
management
Territory
management
Account
creation and
credit check
Leads and
pipeline
management
Bid and solution
sales
Pricing, quoting
and offer
process
Negotiation
Inventory
management
and delivery
Order capture
and invoicing
Provision
management
Billing and
collection
overview
Customer
satisfaction
review
Sales and Ops
planning
Personal
performance and
targets
Customer
database
management
Sales managemen t
process and
methodolog y
Roles and
responsibilitie s
Sales goals and
objectives
Performanc e
measurement and
analysi s
2
Sales strategy
4
3
2
Tools and
technology
Sales
management
1
Base
compensation
Bonus and
performance
compensation
Tangible
recognition
and reward
Intangible
recognition
and reward
Competency
development
Leadership
alignment and
development
Performance
evaluation
Coaching and
feedback
Learning and
development
Career
planning
Promotion
Succession
management
Talent
acquisition/
recruitment
Sales tools
Comms
Change
management
Pipeline
management
Pricing and
quoting
Sales reporting
Sales force
mobility
Flexible
Workforce
planning
People
Sales
management
As-is
Process
automation
UsabilityI
ntegration
Data and
contact
management
Inventory
and stock
control
Data quality
and integrity
Reliability and
IT support
Order
completion
and billing
To-be
Process
Indust ry best prac tice
0
Base
compensation
Bonus and
performance
compensation
Tangible
recognition
and reward
Intangible
recognition
and reward
Competency
development
Leadership
alignment and
development
Performance
evaluation
Coaching and
feedback
Learning and
development
Career
planning
Promotion
Succession
management
Talent
acquisition/
recruitment
Sales tools
Comms
Change
management
process maps streamlining your sales process and minimising hands off are then created. This enables us to develop clearly defined
roles and responsibilities for you sales force and to form the basis of the subsequent change management activities.
Channel
strategy
Roles and
responsibilitie s
Flexible
Workforce
planning
People
Performanc e
objec tives setting
есса сравнивается
практики для выявления
рон. В результате анализа
я диаграмма, на которой
ласти, требующие
Tools and technology
Sales goals and
objectives
Performanc e
measurement and
analysi s
As-is
Process
automation
UsabilityI
ntegration
Data and
contact
management
Pipeline
management
Pricing and
quoting
Inventory
and stock
control
Data quality
and integrity
Reliability and
IT support
Order
completion
and billing
Sales reporting
Sales force
mobility
To-be
Process
Indust ry best prac tice
ся процессные карты, содержащие описание процесса продаж и вовлеченных лиц. Это позволяет разработать
роли и обязанности для команды клиентских менеджеров и продуктовых специалистов и заложить основу
оведения мероприятий по управлению изменениями.
Corporate Banking growth engine Bringing
Corporate Banking growth engine Bringing insight through analytics to increase revenue growth through cross sell and up sell
S
Bringing insight through analytics to in
People
Sales managemen t
process and
methodolog y
Tangible
recognition
and reward
Process
automation
5
Tools and technology
1
Flexible
factors that can be weighted accordingly, such as:
Performanc e
objec tives setting
3
m
S
People
Sales managemen t
process and
methodolog y
0
Sales strategy
4
Бла
мы
про
каж
В хо
фак
• Н
и
• В
• П
• С
• В
People
Channel
strategy
5
Пот
про
Каж
инд
сегм
каж
Next Best
Product
Developed Next Best Product
prediction and business priority
for each client
Sales strateg y
Customer
segmen tation
Outputs
Segment output set
Client product holdings
within a segment
Потребности клиента и инструмент «Наилучшее
продуктовое предложение»
Каждый клиентский сегмент обладает профилем со своими
индивидуальными особенностями по сравнению с другими
сегментами. Наш подход заключается в независимом анализе
каждого из сегментов.
Next Best
Product
A current state review
Благодаря применению ряда статистических методов
мы строим модель, которая рассчитывает наилучшее
In addition to the analytics a thorough
review
продуктовое
предложение, соответствующее потребностям
Например: при анализе клиента, который уже
каждого конкретного клиента.
давно обслуживаетсяof
банком,
но пользуется
your
current sales processes is conducted.
услугами банка нерегулярно, клиентский менеджер
В ходе анализа принимается во внимание целый ряд
скорее предпочтет стратегию поддержки, нежели
факторов, имеющих различный вес:
This involves conducting a series of targeted
process
стратегию развития взаимоотношений.
• Набор банковских продуктов, используемых клиентом,
и доля кошелька клиента
interviews in order to create a base line
of
how
• Вероятность продаж your
продукта (дополнительных или кросс-)
• Потенциальная ценность, получаемая от продаж продукта
sales are currently conducted.
• Стратегические цели клиента
Sales strateg y
Product counts per
product group
пользуются особенным
спросом среди недавно
Outputs
компаний.
Corporate Banking growth engine Bringing insight through analytics to increase revenue созданных
growth through
cross sell and up sell
Взаимоотношения с банком
Группировка клиентов в соответствии с пониманием
качества взаимоотношений клиента с банком,
длительность взаимоотношений, количество
и тип продуктов, используемых клиентом, — все эти
факторы являются ключевыми показателями того,
как должна выстраиваться стратегия клиентского
обслуживания и продаж. Понимание этого служит
ключом к эффективной сегментации клиентов.
Assessment
criteria
Product, product revenue,
product mix, risk weighting,
segment mix
•Current
client product
holdings
of wallet
Далее
разрабатываются
процессные
карты,/ share
содержащие
описание процесса продаж и вов
ofроли
a product
sale (cross-sell
or up-sell)
четко•Probability
определенные
и обязанности
для команды
клиентских менеджеров и продукт
для последующего
проведения
мероприятий
•Potential value
of a product
sale по управлению изменениями.
criteria
рабатываются процессные карты, содержащие
описание процесса
продаж и вовлеченных лиц. Это позволяет разработать
Assessment
•Growing
Product, product revenue,
criteria
•Starting out
product mix, risk weighting,
для
команды
клиентских менеджеров и продуктовых специалистов
и заложить
основу
Например, продукты
по
•Mature
segment mix
юделенные роли и обязанности
Product counts per
управлению ликвидностью
product group
дующего проведения мероприятий по управлению изменениями.
ми
е
•Growing
•Starting out
•Mature
Performanc e
objec tives setting
Process
Indust ry best prac tice
Sales force
mobility
Inputs
Inputs
Share of wallet
Target product set
Assessment
criteria
Outputs
Sales goals and
objectives
Pricing and
quoting
Share of wallet
Analysis of target product
needs for sub segments
To-be
Sub-segmentation
Overlay business maturity lenses
Tools and technology
с точки People
зрения зрелости
As-is
•Assets
•Net profit
•Loans
•Capital
•Employees
Each client segment has a statistically different profile from
Next Best
Product
Sales
management
key differentiating factors in the way
they
needчего
бизнеса,
в результате
они группируются по этапам
to be treated, serviced and sold to.
Understanding
развития (начинающий,
растущий
и зрелый бизнес),
this is key to effectively segmenting
clients.
Performanc e
objec tives setting
•Capital
mix, risk
weighting,
Needs
ласть
процесса
сравнивается
•Loans
segment mix
•Employees
ми лучшей практики для выявления
Outputs
слабых сторон. В результате анализа
Transport,
technology,
chemical,
лепестковая
диаграмма,
на которой
legal, energy
Inputs
новные области, требующие
•Assets
Sub-segmentation
ки
•Net profit
•Loans
.
•Capital
Overlay business maturity lenses
Outputs
Sales strategy
1
Share of wallet
Analysis of target product
needs for sub segments
Inputs
Обзор текущего состояния
В дополнение к аналитике мы осуществляем
Segment output set
всесторонний анализ текущего состояния
Client product holdings
within a segment
процессов продаж на основе модели
зрелости продаж «Делойта». Данный анализ
подразумевает проведение ряда встреч
с участниками процесса продаж с целью
Client needs and ‘Next Best Product’
определения текущего состояния процесса.
4
Tools and
technology
Share of wallet
Outputs
0
Channel
strategy
Client
Attributes
Product, product
revenue, product
Channel
experience
alignment
Needs
Outputs
Transport,
technology, chemical,
legal, energy
Assessment
criteria
People
Sales managemen t
process and
methodolog y
k
•Industry
•Gross profit
Sales
support
Order capture
and invoicing
Account alignment
and allocatio n
Value
propositio n
an
5
Sales processes and execution
Sales managemen t
Product, product
revenue, product
mix, risk weighting,
segment mix
Developed Next Best Product
prediction and business priority
for each client
Share of wallet
Analysis of target product
needs for sub segments
темы продаж
Sub-segmentation
ущего состояния
Сегментация по
ние к аналитике мы осуществляемвзаимоотношениям
Assessment
ний анализ текущего состояния
Inputs
criteria
Relationship with the bank
продаж на основе модели
Product, product revenue,
Tenure, No of products,
product mix, risk weighting,
product, complexity
Understanding the relationship you have
segment mix
родаж «Делойта».
Данный анализ
Client attribute
segmentation
with your clients and grouping them accordingly.
вает проведение
ряда встреч
Develop needs-based
Outputs
segments with multivariate
analysis
The tenure of a client’s relationship
with you,
ами процесса
продаж с целью
•Acquisition
R
Зрелость бизнеса
w elat
•Development
ith io
Assessment
ия текущего
состояния
процесса. the bnship •Management
Inputs
анализируются
the number and type of products Клиенты
they hold
are all
criteria
•Industry
•Gross profit
•Capital
•Loans
•Employees
Business maturity
Over laying a business
maturity lenses to identify
Взаимоотношения с банком
Группировка
клиентов в соответствии
с пониманием
clients that
are starting
Next
Best
качества
Product взаимоотношений клиента с банком,
out, количество
growing or are
длительность взаимоотношений,
и тип продуктов, используемых клиентом, — все эти
maturing. The needs
факторы являются ключевыми показателями того,
как должна выстраиватьсяof
стратегия
клиентского
clients
at different
обслуживания и продаж. Понимание этого служит
stages of
the business life
ключом к эффективной сегментации
клиентов.
Developed Next Best Product
cycleкоторый
are very
Например:
анализе клиента,
уже different.
prediction and
businessпри
priority
forдавно
each client
обслуживается банком, но пользуется
This analysis helps identify
услугами банка нерегулярно, клиентский менеджер
скорее предпочтет стратегию
поддержки,
clients
thatнежели
have a similar
стратегию развития взаимоотношений.
maturity profile and
as a result similar needs.
Share of wallet
Next Best
Product Transport,
Assessment
criteria
Например: если в рамках
бизнес-стратегии требуется
увеличить долю продуктов
по торговому финансированию
в сегменте крупных клиентов,
то ключевыми характеристиками
клиента будут являться наличие
внешнеэкономической
деятельности и открытой
кредитной линии.
B
m us
at ine
ur s
ity s
Inputs
•Industry
•Gross profit
•Capital
•Loans
•Employees
Transport,
technology, chemical,
legal, energy
•Acquisition
•Development
•Management
R
w elat
ith io
th n
e
Client
Attributes
и в рамках
ии требуется
ю продуктов
инансированию
пных клиентов,
характеристиками
вляться наличие
ической
открытой
ии.
Outputs
Outputs
•Acquisition
•Development
•Management
R
w elat
ith io
th nsh
e b ip
an
k
Inputs
B
m us
at ine
ur s
ity s
Develop needs-based
segments with multivariate
analysis
вного анализа
арактеристикам
умевает
внутренних
чников
целью
арактеристик,
для реализации
ии и фокусировки
нках.
Характеристики клиента
Осуществление
мультивариативного анализа
по ключевым характеристикам
клиента подразумевает
использование внутренних
и внешних источников
информации с целью
определения характеристик,
необходимых для реализации
бизнес-стратегии и фокусировки
на целевых рынках.
Product, product revenue,
product mix, risk weighting,
segment mix
Tenure, No of products,
product, complexity
ки клиента
Develop needs-based
segments with multivariate
analysis
Assessment
criteria
Inputs
Client attribute
segmentation
Assessment
criteria
Product, product revenue,
product mix, risk weighting,
segment mix
Client
Attributes
With
Inputs
Tenure, No of products,
product, complexity
5
insight through analytics to increase revenue growth through cross sell and up sell
5
Results
Beyond
In addition to the financial benefits of the pilot there are several key deliverables developed:
• 8-22% growth in product sales
• Four key project deliverables
1. Management information dashboard
•A single view of your corporate portfolio
•Areas of opportunity clearly highlighted
•Up to date key performance indicators to follow
2. Sales process redesign
• New sales processes for key areas requiring
improvement
• Supporting training material to embed new processes
3. Segment pen portraits
• A single view of clients in the same segment
• Key similarities and needs assesment of clients
in your portfolio
4. Next Best Product Tool
• Tailored product recommendations for each client
• Value indicators for up-sell and cross-sell
opportunities
• This tool can also be developed in future stages
to meet the needs of differing audiences such
regional managers or planning departments.
In addition to the key deliverables above there are various
deployment options available including integration with
an operational CRM platform and mobility solutions.
Ipad app
•Complete integration with you CRM system
•Real time updates to your data
•Real time decisioning available to your sales force
6
The team
Bringing together individuals with expertise across the end to end sales system.
Val Draggeim
Partner, Head of Technology Integration group
+7 (910) 449 88 60
[email protected]
Val is a Partner in the Deloitte CIS Management Consulting department. He has
deep subject matter expertise in Information Management area, with special focus
on analytical CRM, Business Intelligence and Enterprise Content Management.
Experience:
Val has joined Deloitte in 1996 in Los Angeles. From 2001 he was located
in Germany, from 2007 relocated to Russia. In Russia Val leads Technology Integration
Practice. Val has extensive experience in leading large programs and strategic
projects in financial services industry, managing large projects in technology,
business transformation and change management areas for leading Russian,
German and U.S. Banks.
Boris Rabinovich
Senior Manager
+7 (915) 361 54 16
[email protected]
Boris is a Consulting Senior manager in the Technology integration (TI) group
in Deloitte CIS. He has over nine years of consulting experience in Russia.
Experience:
Boris is an expert in data warehouse development including enterprise data
integration, corporate and management reporting development, data mining and data
analytics, including cross sales system and Next Best Offer solutions development.
Among recent Boris’s projects – international cross functional project for one
of the largest Russian banks for analytical CRM solution implementation based on SAS
software with a focus on up-sell and cross-sell increase where Boris was in charge
for the project management.
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