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CRM Implementation in Citibank

Submitted by Group 6
Alex, Nikhil Gandhi, Rahul Raj, Fatma Ahmed, Sanjeev Singh

1 Citibank CRM Implementation Great Lakes Institute of Management


Table of Contents
CRM implementation in banks ................................................................................................................. 4
INTRODUCTION ................................................................................................................................... 4
CRM Critical Success Factors ................................................................................................................ 5
CRM: Implementation Issues ............................................................................................................... 8
Core Areas of Business Transformation .......................................................................................... 10
Conceptual framework for CRM strategy ........................................................................................... 11
Citibank ................................................................................................................................................. 12
Early history ...................................................................................................................................... 12
Merger .............................................................................................................................................. 13
Automated banking card ............................................................................................................. 14
Credit card business .................................................................................................................... 14
Automatic teller machines ........................................................................................................... 14
Nationwide expansion .................................................................................................................. 14
Citi Field ...................................................................................................................................... 15
Recent losses and cost cutting measures ......................................................................................... 15
Salesforce.com ...................................................................................................................................... 17
Origins ............................................................................................................................................... 17
Current status.................................................................................................................................... 17
Acquisitions ....................................................................................................................................... 18
Criticisms ........................................................................................................................................... 18
Foundation ........................................................................................................................................ 19
Products and Services ........................................................................................................................ 19
Customer Relationship Management ............................................................................................. 19
The Sales Cloud.............................................................................................................................. 19
Outlook Integration ....................................................................................................................... 19
The Service Cloud .......................................................................................................................... 20
Force.com platform ....................................................................................................................... 20
Chatter .......................................................................................................................................... 20
AppExchange ................................................................................................................................. 20
Customization................................................................................................................................ 20
Web services ................................................................................................................................. 21

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Mobile support .............................................................................................................................. 21
Languages...................................................................................................................................... 21
Other ............................................................................................................................................. 21
The Challenge ........................................................................................................................................ 22
Talisma.................................................................................................................................................. 24
The developer: .................................................................................................................................. 25
Product description: .......................................................................................................................... 25
Key feature: ....................................................................................................................................... 25
Talisma architecture .......................................................................................................................... 26
Talisma benefits for customers: ......................................................................................................... 26
Talisma CRM ........................................................................................................................................ 27
Serving constituents on their terms .................................................................................................... 27
Campaign Management..................................................................................................................... 28
Effectively manage campaigns using powerful workflow features ...................................................... 28
Talisma Chat ...................................................................................................................................... 28
Optimize communications with instant text dialogue and collaboration .............................................. 28
Talisma Knowledgebase..................................................................................................................... 29
Greatly reduce routine constituent service inquiries............................................................................ 29
Talisma Personalized Messaging ........................................................................................................ 30
Segment high-value prospects to reduce printing and postage costs .................................................... 30

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CRM implementation in banks

INTRODUCTION

Customer relationship management (CRM) is heralded by some as the new paradigm of


marketing [see, for example, Avlonitis and Panagopoulos, 2005; Bhaskar, 2004; Chan, 2005;
Chen and Popovich, 2003; Karakostas et al., 2004; Lenskold, 2004; McGovern and Panaro,
2004; Payne and Frow, 2004; Zablah et al., 2004]. The recent rush of publications in the area
may give rise to the impression that CRM can be applied in any context, yet there is little
empirical evidence to support this. Using technology and human resources to understand the
behavior, values and attitudes of customers is the basic idea of CRM. If it works as hoped, a
business can provide better customer service, increase customer satisfaction and help sales staff
close deals faster, to name a few of its benefits (Cho et al., 2002; Gupta and Shukla, 2001).

However, this doesn’t happen automatically by getting software and installing it. To have a
successful CRM, organizations need to find out first what type of customer information is
needed and what they are going to do with that information. Undoubtedly, traditional marketing
approaches have tended to utilize macro and micro segmentation techniques. However, given the
unpredictability of customer buying behavior, traditional marketing, especially in information-
rich sectors like banks, is fast giving way to one-to-one marketing; its aim is to individualize the
marketing effort. CRM was invented because customers differ in their preferences and
purchasing habits. If all customers were alike, there would be little need for CRM. Mass
marketing and mass communications would work just fine [McKim and Hughes, 2000]. CRM is
becoming a priority due to very powerful economic, technological, and social forces that have
effectively made the traditional business models irrelevant in the contemporary business and
technological environment [Karkostas et al., 2004].

The CRM approach improves organizations’ abilities to understand the current needs of their
customer, their previous behavior in the past, and how they are going to behave in the future.
According to Xu et al. (2002).

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CRM Critical Success Factors
CSFs can be defined as areas where things must go right for the business to flourish [Butler and
Fitzgerald, 1999; Digman, 1990; Eid et al., 2006; Guynes and Vanecek, 1996]. Oakland [1995]
viewed them as those critical areas where the organization must succeed to achieve the
organization’s mission through examination and categorization of the impacts. In terms of CRM,
they can be viewed as those activities and practices that should be addressed in order to ensure
its successful implementation. These practices would need to be nurtured if they already existed
or be developed if they were still not in place. Based on the literature, CRM has become one of
the critical driving forces for business success. A number of authors have conducted in-depth
studies to understand those factors that are needed to enhance CRM implementation .They
conclude that organizations need to understand how to identify the critical factors that affect the
implementation process and address them effectively to ensure that the promised benefits can be
realized and failures can be avoided. Therefore, the need for a more systematic and deliberate
study on the critical success factors for implementing CRM is crucial. Ignorance and oversight of
the necessary factors will be likely to hinder an organization’s effort to realize its full benefit. In
fact, successful CRM system implementation is complex and difficult. Implementing a CRM
package system can cause vast change that needs to be managed carefully to get the full
advantage of CRM software. It is really a mistake to view CRM project implementation as an IT

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project [Chen and Popovich, 2003; Davenport and Short, 1990; Johnson, 2004; McKenzie 2001;
Porter, 1987].

A broad range of factors that can influence the success of CRM implementation has been
mentioned in the literature. For example, Cho et al. [2002] noted that an effective CRM strategy
has a critical role to play in the CRM systems implementation if the appropriate training is
provided. However top management team’s support is one of the keys to integrate the previously
existing systems with the CRM plan [Pushmann and Alt, 2001]. Bose [2002] agreed that correct
planning for training sessions, management support and staff awareness programmers are
important to CRM implementation.

Central to this literature is considerable discussion on the importance of the


human dimension, that is, employee involvement and the role of technology as an enabler, not
the driver of CRM implementation A realistic CRM implementation schedule, benchmarking and
customer satisfaction are critical factors for successful implementation of CRM [Bose, 2002;
Cho et al., 2002; Ocker and Mudambi, 2003].

Brown (2000) claims that CRM has several advantages over traditional mass-media marketing.
Some of them are:

• Reduces advertising costs;


• Makes it easier to target specific customers by focusing on their needs;
• Makes it easier to track the effectiveness of a given campaign;
• Allows organizations to compete for customers based on service, not
prices;
• Prevents overspending on low-value clients or under spending on
high-value ones;
• Speeds the time it takes to develop and market a product (the customer
relationship lifecycle)
• Improves the use of customer channel, thus making the most of each
contact with a customer.

Similarly, Xu and Walton (2005) have put forward some reasons for which
companies implement CRM. These are:

• Improving the customer satisfaction level


• Retaining the existing customers
• Enhancing the customer lifetime value
• Providing better strategic information to sales, marketing, finance, etc.

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• Attracting new customers, and
• Cost savings

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CRM: Implementation Issues
The number of CRM implementations in different companies has grown drastically in recent
years. However, studies on the issues associated with the implementation of the concept appear
to be very fragile. In recent years, organizations have identified the need to become more
customer-oriented with the increase in global competition. As a result of this, CRM has taken a
front seat in the agenda of many organizational strategies. Payne and Frow (2005) advocate that
for the proper implementation of CRM, there is a great need to re-conceptualize CRM. They
emphasize that CRM should be cross-functional and process-oriented which position CRM at the
strategic level. They propose a holistic approach to manage customer relationships to create
shareholder value. The holistic approach puts CRM at the heart of the organization with
customer-oriented business processes and the integration of CRM systems (Girishankar, 2000).
According to Bull (2003), CRM involves business process change and the introduction of new
technology. Here the leadership is very important because they set the strategic vision of the
organization in respect of the external environment of the organization. Moreover, they will act
as motivators for the key employees associated with the process. Sourcing is another
implementation issue for CRM. Many organizations revert to outsourcing the CRM solutions by
selecting the most appropriate vendor for the business. Brown (2000) states that the issue lies in
the functional alignment of the vendor/supplier with the company and the cross-functional needs
and ways of managing the vendors.

As pointed out by Bohling et al. (2006), top management’s support is essential for the success of
CRM implementation. They also identified that CRM success was more strongly associated with
CRM ownership being at the corporate level. Another success factor for CRM is the alignment of
the CRM goals and objectives with that of the key stakeholders, viz., employees, customers, and
shareholders. Newell (2000) states that CRM is a successful tool for identifying the right
customer groups and targeting the profitable ones. But Clemons (2000) argues that there is a big
difference between the most profitable customers and the average ones. He advocates that one
method of identifying customer groups is the idea of distinguishing between transactional
customers and relationship customers. The focus should be on the relationship customers. This
view is also supported by Peck et al. (1999). So the job of CRM should be to identify the
transactional customers so that the organization can respond adequately.

According to Galbreath and Rogers (1999), for CRM implementation, a vision or strategic
direction for the project is very essential, otherwise the project will fail. Payne (2006) confirms
his view by stating that a business vision should be an enduring statement of purpose behind the
CRM project. He further emphasizes that a company’s business vision should reflect the shared
value systems which are held within the organization. It will provide a framework to enable the
diverse staff of the organization to work together in a coordinated manner towards the overall
objectives and philosophy of the enterprise. Light (2001) states that CRM involves business
process change in order to align with the entire organizational system. Another important issue is

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the selection of the appropriate project team (Bull, 2003). He also emphasizes the integration of
CRM systems as well as the selection of a suitable software package which integrates well with
other enterprise applications. Peppard (2000) in his study on CRM implementation in the internal
services puts forward those customers
should not have to deal with the complexities of the companies and CRM should make things
easier for the customers. Payne (2006, pp. 346) opines that as the enterprise addresses each of the
key CRM processes—strategy development, value creation, multi-channel integration,
information management, and performance assessment—it needs to consider the change
management implications of them. He states that in order to implement CRM on a large scale
and set off complex CRM initiatives, companies need to undergo substantial organizational and
cultural changes. So a critical element in any large CRM program is an effective change
management program within the organization.

Therefore, Payne’s study summarizes the barriers to CRM implementation as:


• Lack of skills
• Inadequate investment
• Poor data quality
• Failure to understand the business benefits
• Functional boundaries
• Lack of leadership and top management involvement, and
• Inadequate measurement systems

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CRM STRATEGY

By combining these nine steps the bank could listen to each and every customer individually in
real time.

Core Areas of Business Transformation


• Business Focus
• Organizational Structure
• Business Metrics
• Marketing Focus, and
• Technology
Business Focus
Elements included in business focus are: (a) product; (b) sales; (c) channel;
(d) marketing; (e) service; and (f) customer. Organizational Structure
The elements covered under organizational structure are: (a) product
management; (b) place management; (c) promotion management
(d) Channel management; (e) contact management; and (f) customer management.
Business Metrics
The elements included in business metrics are: (a) product performance;
(b) place performance; (c) program performance; (d) customer revenues;
(e) customer patterns and profitability; and (f) customer life time value and loyalty.
Marketing Focus
The elements included in marketing focus are: (a) mass advertising; (b) sales
promotion; (c) marketing campaigns; (d) integrated marketing communications;
(e) segment specific marketing; and (f) CRM.
Technology
The elements covered under technology are: (a) transaction processing; (b) data maintenance; (c)
data access; (d) data warehouse; (e) data marts; and (f) customer touch point systems.
The CRM action plan is in consonance with the CRM strategic framework as
proposed by Payne (2006) where he states that the five cross functional CRM processes should
be integrated for the success of any CRM

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Conceptual framework for CRM strategy

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Citibank

Early history
Founded in 1812 as the City Bank of New York, ownership and management of the bank was
taken over by Moses Taylor, a protégé of John Jacob Astor and one of the giants of the business
world in the 19th century. During Taylor's ascendancy, the bank functioned largely as a treasury
and finance centre for Taylor's own extensive business empire. The first president of City Bank
was Col. Samuel Osgood, born in North Andover, MA.
In 1863, the bank joined the U.S.'s new national banking system and became The National City
Bank of New York. By 1868, it was considered one of the largest banks in the United States, and
in 1897, it became the first major U.S. bank to establish a foreign department.
National City became the first U.S. national bank to open an overseas banking office when its
branch in Buenos Aires, Argentina, was opened in 1914. Many of Citi's present international
offices are older; offices in London, Shanghai, Calcutta, and elsewhere were opened in 1901 and
1902 by the International Banking Corporation (IBC), a company chartered to conduct banking
business outside the U.S., at that time an activity forbidden to U.S. national banks. In 1918, IBC
became a wholly owned subsidiary and was subsequently merged into the bank. By 1919, the
bank had become the first U.S. bank to have US$1 billion in assets.
Charles E. Mitchell was elected president in 1921 and in 1929 was made chairman, a position he
held until 1933. Under Mitchell the bank expanded rapidly and by 1930 had 100 branches in 23
countries outside the United States. The policies pursued by the bank under Mitchell's leadership
are seen by historical economists as one of the prime causes of the stock market crash of 1929,
which led ultimately to the Great Depression. In 1933 a Senate committee, the Pecora
Commission, investigated Mitchell for his part in tens of millions dollars in losses, excessive
pay, and tax avoidance. Senator Carter Glass said of him: "Mitchell more than any 50 men is
responsible for this stock crash."
On December 24, 1927, its headquarters in Buenos Aires, Argentina, were blown up by
the Italian anarchist Severino Di Giovanni, in the frame of the international campaign
supporting Sacco and Vanzetti.
In 1952, James Stillman Rockefeller was elected president and then chairman in 1959, serving
until 1967. Stillman was a direct descendant of the Rockefeller family through the William
Rockefeller (the brother of John D.) branch. In 1960, his second cousin, David Rockefeller,
became president of Chase Manhattan Bank, National City's long-time New York rival for
dominance in the banking industry in America.

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Merger
Following its merger with the First National Bank, the bank changed its name to The First
National City Bank of New York in 1955, and then shortened it to First National City Bank in
1962.
The company organically entered the leasing and credit card sectors, and its introduction
of USD certificates of deposit in London marked the first new negotiable in market since 1888.
Later to become part of MasterCard, the bank introduced its First National City Charge
Service credit card – popularly known as the "Everything Card" – in 1967.
In 1976, under the leadership of CEO Walter B. Wriston, First National City Bank (and
its holding company First National City Corporation) was renamed Citibank, N.A. (and Citicorp,
respectively). By that time, the bank had created its own "one-bank holding company" and had
become a wholly-owned subsidiary of that company, Citicorp (all shareholders of the bank had
become shareholders of the new corporation, which became the bank's sole owner).
The name change also helped to avoid confusion in Ohio with Cleveland-based National City
Bank, though the two would never have any significant overlapping areas except for Citi credit
cards being issued in the latter National City territory. (In addition, at the time of the name
change to Citicorp, National City of Ohio was mostly a Cleveland-area bank and had not gone on
its acquisition spree that it would later go on in the 1990s and 2000s.) Any possible name
confusion had Citi not changed its name from National City eventually became completely moot
when PNC Financial Services acquired the National City of Ohio in 2008 as a result of
the subprime mortgage crisis.

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Automated banking card
Shortly afterward, the bank launched the Citicard, which allowed customers to perform all
transactions without a passbook. Branches also had terminals with simple one-line displays that
allowed customers to get basic account information without a bank teller. When automatic teller
machines were later introduced, customers could use their existing Citicard.
Credit card business
In the 1960s the bank entered into the credit card business. In 1965, First National City Bank
bought Carte Blanche from Hilton Hotels. However after three years, the bank (under pressure
from the U.S. government) was forced to sell this division. By 1968, the company created its
own credit card. The card, known as "The Everything Card", was promoted as a kind of East
Coast version of theBankAmericard. By 1969, First National City Bank decided that the
Everything Card was too costly to promote as an independent brand and joined Master Charge
(now MasterCard). Citibank unsuccessfully tried again in 1977–1987 to create a separate credit
card brand, the Choice Card.
John S. Reed was selected CEO in 1984, and Citi became a founding member of
the CHAPS clearing house in London. Under his leadership, the next 14 years would see
Citibank become the largest bank in the United States, the largest issuer of credit cards and
charge cards in the world, and expand its global reach to over 90 countries. [5]
As the bank's expansion continued, the Narre Warren-Caroline Springs credit card company was
purchased in 1981. In 1981, Citibank chartered a South Dakota subsidiary to take advantage of
new laws that raised the state's maximum permissible interest rate on loans to 25 percent (then
the highest in the nation). In many other states, usury laws prevented banks from charging
interest that aligned with the extremely high costs of lending money in the late 1970s and early
1980s, making consumer lending unprofitable. Currently, there is no maximum interest rate or
usury restriction under South Dakota law when a written agreement is formed. [6]
Automatic teller machines
Citibank was one of the first U.S. banks to introduce automatic teller machines in the 1970s, in
order to give 24-hour access to accounts. Customers could use their existing Citicard in this
machine to withdraw cash and make deposits, and were already accustomed to using a machine
with a card to get information that previously required a teller.
In April 2006, Citibank struck a deal with 7-Eleven to put its automated teller machine (ATMs)
in more than 5,500 convenience stores in the United States. In the same month, it also announced
it would sell all of its Buffalo and Rochester, New York, branches and accounts to M&T Bank.
Nationwide expansion
Citibank's major presence in California is fairly recent. The bank had only a handful of branches
in that state before acquiring the assets of California Federal Bank in 2002 with Citicorp's

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purchase of Golden State Bancorp which had earlier merged with First Nationwide Mortgage
Corp.
In 2001, Citibank settled a $45 million class action lawsuit for improperly assessing late fees.
Following this Citibank lobbied the United States Congress to pass legislation that would limit
class action lawsuits to $5 million unless they were initiated on a federal level. Some consumer
advocate websites report that Citibank is still improperly assessing late fees.
In August 2004, Citibank entered the Texas market with the purchase of First American Bank
of Bryan, Texas. The deal established Citi's banking presence in Texas, giving Citibank over 100
branches, $3.5 billion in assets and approximately 120,000 new customers in the state. First
American Bank was renamed Citibank Texas after the take-over was completed on March 31,
2005.
In 2008, Citibank was crowned Deal of the Year – Securitisation Deal of the Year at the 2008
ALB Japan Law Awards.[7]
Citi Field
It was announced on November 13, 2006, that Citibank would be the corporate sponsor of the
new stadium for the New York Mets. The stadium, Citi Field, opened in 2009.
Recent losses and cost cutting measures
Citi reported losing $8–11 billion several days after Merrill Lynch announced that it too had
been losing billions from the subprime mortgage crisis in the United States.
On April 11, 2007, the parent Citi announced staff cuts and relocations. [8]
On 4 November 2007, Charles Prince quit as the chairman and chief executive of Citigroup,
following crisis meetings with the board in New York in the wake of billions of dollars in losses
related to subprime.
Former United States Secretary of the Treasury Robert Rubin has been asked to replace ex-CEO
Charles Prince to manage the losses Citi has amassed over the years of being over-exposed to
subprime lending during the 2002–2007 surges in the real estate industry.
In August 2008, after a three-year investigation by California's Attorney General Citibank was
ordered to repay the $14 million (close to $18 million including interest and penalties) that was
removed from 53,000 customers accounts over an 11-year period from 1992–2003. The money
was taken under a computerized "account sweeping program" where any positive balances from
over-payments or double payments were removed without notice to the customers.
On November 23, 2008, Citigroup was forced to seek federal financing to avoid a collapse, in a
way similar to its colleagues Bear Stearns and AIG. The U.S. government provided $25 billion
and guarantees to risky assets to Citigroup in exchange for stock. This was the latest bailout in a
string of bailouts that began with Bear Stearns and peaked with the collapse of the GSE's,
Lehman, AIG and the start of TARP.

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On January 16, 2009, Citigroup announced that it was splitting into two companies. Citicorp will
continue with the traditional banking business while Citi Holdings Inc. will own the more risky
investments, some of which will be sold to strengthen the balance sheet of the core business,
Citicorp. The idea behind splitting into two companies is so Citigroup can dump "the dead
weight" on Citi Holdings, allowing the prime assets of Citicorp to operate away from that of the
toxic assets.

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Salesforce.com

Origins
Salesforce.com was founded in March 1999 by former Oracle executive Marc Benioff, Parker
Harris, Dave Moellenhoff, and Frank Dominguez as a company specializing in software as a
service(SaaS). Harris, Moellenhoff and Dominguez, three software developers previously at
Clarify, wrote the initial sales automation software.
In June 2004, the company went public on the New York Stock Exchange under the stock
symbol CRM, raising US$110 million.[7] Marc Benioff and Magdalena Yesil were the initial
investors and board members. Other early investors include Larry Ellison, Halsey Minor, Mark
Iscaro, and Igor Sill of Geneva Venture Partners.

Current status
Salesforce.com is headquartered in San Francisco, California, with regional headquarters
in Dublin (covering Europe, Middle East, and Africa), Singapore (covering Asia Pacific less
Japan), and Tokyo(covering Japan). Other major offices are in Toronto, New
York, London, Sydney, and San Mateo, California. Salesforce.com has its services translated
into 16 different languages and currently has 82,400 customers and over 2,100,000 subscribers.
Following the federal takeover of Freddie Mac and Fannie Mae in September 2008, the S&P
500 removed the two mortgage giants after trading on September 10, 2008, and
added Fastenal and Salesforce.com to the index two days later.
In January 2011, salesforce.com was recognized as one of Fortune's 100 best companies to work
for in 2011, receiving the 52nd spot.

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Acquisitions
The following is a complete list of known acquisitions by salesforce.com:

 Sendia (April 2006) for US$15 million in cash – now Force.com Mobile
 Kieden (August 2006) – now Salesforce for Google AdWords
 Kenlet (January 2007) – Original product CrispyNews used at Salesforce
IdeaExchange and Dell IdeaStorm. Now relaunched as Salesforce Ideas.
 Koral (March 2007) – now Salesforce Content
 Instranet (August 2008) – now rebranded to Salesforce Knowledge
 GroupSwim (December 2009) – now part of Salesforce Chatter
 Informavores (December 2009) – now re-branded to Visual Process Manager
 Jigsaw Data Corp. (April 2010) , the proposed deal is expected to close in the second quarter
of its fiscal year 2011.
 Sitemasher (June 2010)
 Activa Live Chat (September 2010)
 Heroku (December 2010)
 Etacts (December 2010)
 Dimdim (January 2011)
 Manymoon (February 2011)

Criticisms
In November 2007, a successful phishing attack compromised contact information on a number
of salesforce.com customers, which was then used to send highly-targeted phishing emails to
salesforce.com users. The phishing breach was cited as an example of why the CRM industry
needs greater security for users against such threats as spam.
The service has suffered some downtime; during an outage in January 2009 services were
unavailable for at least 40 minutes, affecting thousands of businesses.

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Foundation
The Salesforce Foundation is the company's charitable enterprise. It aims to donate employee
time, software, and equity to charities and non-profit organizations.

Products and Services

Customer Relationship Management


Salesforce.com's CRM solution is broken down into several broad categories: Sales Cloud,
Service Cloud, Data Cloud(including Jigsaw), Collaboration Cloud (including Chatter) and
Custom Cloud (including Force.com).

The Sales Cloud


This application runs in the cloud, so the user can access it anywhere through an Internet-enabled
mobile device or a connected computer. The Sales Cloud includes a real-time sales collaborative
tool called Chatter, provides sales representatives with a complete customer profile and account
history, allows the user to manage marketing campaign spending and performance across a
variety of channels from a single application, tracks all opportunity-related data including
milestones, decision makers, customer communications, and any other information unique to the
company's sales process. Automatic email reminders can be scheduled to keep teams up to date
on the latest information
Other activities can be done on the Salesforce cloud. These include using the Jigsaw business
data to access over 20 million complete and current business contacts from right inside
Salesforce CRM, and designing and automating any process in Salesforce CRM.

Outlook Integration
Salesforce.com provides an integration component for Microsoft Outlook called Salesforce for
Outlook supporting Outlook 2007 (32-bit), Outlook 2010 (32-bit), Windows XP (32-bit),
Windows Vista (32-bit) and Windows 7 (32-bit and 64-bit).The Salesforce release notes,
however, suggest that only Windows 7 32-bit is supported as of v1.2.148.
Salesforce for Outlook replaces the older Outlook Connector. Unlike previous versions
of Outlook Connector which run as Outlook add-ins the new software also has a system tray
configuration component. Whilst offering many features not present in the original product the
latest release does NOT support 64-bit Office software. There is no official date for when this
problem will be resolved. In addition salesforce.com has silently dropped email integration from
some lower-end CRM editions. Email support is still available with the Outlook Connector but
no longer in all editions when using Salesforce for Outlook and Microsoft Office 2010.
Salesforce.com has not commented publicly on why this change has been made.

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The Service Cloud
The Service Cloud provides companies with a call centre-like view that enables companies to
create and track cases coming in from every channel, and automatically route and escalate what’s
important. The Salesforce CRM-powered customer portal provides customers the ability to track
their own cases 24 hours a day, includes a social networking plugin that enables the user to join
the conversation about their company on social networking websites, provides analytical tools
and other services including email services, chatting tools, Google search, and access to
customers' entitlement and contracts.

Force.com platform
Salesforce.com's PaaS product is known as the Force.com Platform. The platform allows
external developers to create add-on applications that integrate into the main salesforce.com
application and are hosted on salesforce.com's infrastructure.
These applications are built using Apex (a proprietary Java-like programming language for the
Force.com Platform) and Visualforce (an XML-like syntax for building user interfaces in
HTML, Ajax orFlex).

Chatter
Chatter, released in June 2010,[37] is a real-time collaboration platform that brings together
people and data in a secure, private social environment. It was designed to be the "Facebook for
the enterprise." Rather than making people search for the data and documents they need to do
their job, information is proactively fed to them via a real-time news stream. Users can follow
co-workers and important data to receive broadcasted updates about, for example, the status of
an important sale or what a co-worker is working on. Additionally, users can form groups and
post messages on each others' profiles to collaborate on projects. Chatter was more publicly
recognized when it was advertised in the Super Bowl XLV halftime show in 2011. These
advertisements consisted of two commercials, both depicting cartoon versions of the Black Eyed
Peas and more specifically Will.i.am using the Chatter service on his Smartphone.

AppExchange
Launched in 2005, AppExchange is a marketplace for cloud computing applications built for the
salesforce.com community and delivered by partners or by third-party developers, which users
can purchase and add to their salesforce.com environment. As of October 2010, there are over
900 applications available from over 450 independent software vendors. All salesforce.com
partners can distribute applications and solutions on the AppExchange. Applications created on
the Force.com platform are installed by salesforce.com customers.

Customization
Salesforce users can customize their CRM application. In the system, there are tabs such as
"Contacts", "Reports", and "Accounts". Each tab contains associated information. For example,

20 Citibank CRM Implementation Great Lakes Institute of Management


"Contacts" has standard fields like First Name, Last Name, and Email. Customization can be
done on each tab, by adding user-defined custom fields.
Customization can also be done at the "platform" level by adding customized applications to a
Salesforce instance, that is adding sets of customized / novel tabs for specific vertical- or
function-level (Finance, Human Resources, etc.) features.

Web services
In addition to the web interface, salesforce.com offers a SOAP Web service API that enables
integration with other systems.

Mobile support
In April 2009, salesforce.com released a slimmed down version of their application for
subscribers with BlackBerry, iPhone, and Windows Mobile devices. In January 2010,
salesforce.com started to promote the use of 2D Barcodes (SPARQCode) for exporting contact
information to mobile handsets.

Languages
The Salesforce application, along with online help and training documentation, are available in
sixteen languages: English, Dutch, Spanish, German, French, Finnish, Swedish, Japanese,
Italian, Portuguese, Korean, Russian, Thai, Danish, Simplified Chinese and Traditional Chinese.
Also, end user languages available are Hungarian, Czech, Turkish, Polish, Lithuanian, Latvian
and Estonian.

Other
Other technologies allowing more advanced customization of Salesforce interfaces are Resin
Application Server, and the in-house technologies Apex (a Java-like programming language and
programming platform) and S-controls (Salesforce widgets - these are predominantly based
on JavaScript). S-controls are now deprecated as of March 2010. It is possible to edit and use
existing controls, but no new ones can be created.

21 Citibank CRM Implementation Great Lakes Institute of Management


The Challenge
Citibank Needed an Electronic Approach to CRM to Launch its Customer Service into
Overdrive.

Citibank India processed millions of pieces of paper mail every month for years. Then, in
October of 2000 it decided to offer customer support through electronic channels. The first
frontier they approached was e-mail and it proved to be great differentiator in a highly
competitive market. Adding this channel served a two-fold purpose. First, it provided a channel
of communication for the large number of their customers, who had extensive access to the
Internet. Second, it diverted more and more customers, who typically contacted the bank via
telephone and letter, to using e-mail, a support media far less expensive and more efficient than
any other. The First Hurdle: Build a solution? Or buy?
Once committed to supporting e-mail inquiry this key decision. Citibank India had rarely, if ever,
purchased enterprise scale software from external vendors. While small point solutions were
purchased often enough for use by specific departments, the bank had never purchased software
that was deployed across the entire organization. Whenever a need arose for large-scale software
deployment, Citibank utilized the services of their associate companies specializing in building
software solutions. However, they realized quickly enough that it would take an extremely long
time for their in-house company to develop this CRM tool. And, they urgently needed to have
the solution in place. Before other financial institutions—the technology savvy banks, the bank
faced.
Citibank evaluated a number of vendors but most offered only patchy solutions that required
significant customization to meet their specific needs.
Only Talisma Service Suite fit their requirements, having all the features Citibank desired—right
out-of-the-box. Furthermore, Talisma was a full-service provider with a worldwide presence and
a complete line of products, which would enable Citibank to offer new value-added customer
services over time. And finally, the fact that Talisma developed its own software and employed
an experienced research and development team, as well as a top-notch professional services staff,
meant quick completion of any future system expansion or integration.
Talisma Delivered Intrinsic Benefits and Powerful Features to Achieve Citibank’s CRM Goals
and Ensure Rapid ROI.
Talisma product design underscored ease and power at every opportunity, featuring open
architecture for greater extensibility, exposed APIs to speed integration, and an extremely
intuitive user interface (UI), enabling on-the-fly configuration by each user—a concept Talisma
calls ―use-based evolution.‖ Features key to Citibank’s CRM success included:

• Product deployment—Talisma E-Mail installed in five days and the Citibank customer service
team also went live in just days—not the weeks or months of a typical CRM deployment.
• Ease-of-use—Customer care representatives (CCR) have found it very easy to learn the
Talisma user interface, navigate screens, and complete tasks.

22 Citibank CRM Implementation Great Lakes Institute of Management


• Scalability—E-mail volumes have grown more than forty fold, from 700 e-mail messages per
month in October 2000, to 30,000 pieces per month today. During this jump from 23 e-mail
messages to more than 1000 per day, Talisma has not required any additional hardware or
configuration change as it copes effortlessly with the ever-increasing load.
• Unparalleled product support—Talisma customer support teams truly respond and deliver on a
24x7x365 basis.
• Response templates—The response template feature has proved to be a key productivity
booster for Citibank customer care reps. Close to 50 percent of all incoming e-mail deals with
very common issues, which can be answered using highly personalized, prepared answers, thus
freeing CCRs to spend quality time addressing more complicated problems or requests for
which the assistance of multiple product teams may be required.
• Auto and manual categorization—Categorization of e-mail is another powerful feature
frequently used by the CCRs. Having Talisma instantly categorize all incoming e-mail allows
reps to quickly pull up a profile of the types of issues they most frequently encounter.
• Personalized workspaces—Creating distinct workspaces for pending, resolved, or open
interactions or cases ensures customer care reps have a very friendly, non-cluttered interface
from which to do their daily work.
The Result: Talisma is an Integral Part of the Future of Citibank Customer Service.
Citibank estimates that in less than a year, it has recovered nearly all of its investment in Talisma
E-Mail. Furthermore, they are delighted that more and more customers are choosing e-mail
communication with gusto, thus minimizing costs of their traditional mail and phone support
channels.
Citibank has found that the Talisma customer support teams consistently deliver on the Talisma
tagline ―Relationships Made Easy‖ irrespective of the time of the day they are contacted.
Response times have been excellent and the quality of problem resolution exceptional. Citibank
has also been pleased with Talisma’s commitment to proactive communication with customers.
Given the substantial benefits of working with a vendor committed to quality customer
relationships, Citibank acknowledged that the return on investment has been particularly high
with Talisma.

23 Citibank CRM Implementation Great Lakes Institute of Management


Talisma

Talisma provides true Customer Relationship Management across sales, service, and marketing
functions, and enables organizations to quickly, effectively, and accurately communicate with
customers at any time. With Talisma, organizations have the means to accelerate and sustain
growth by creating personalized experiences.

Talisma offers a unified customer view through blended multi-channel support. Numerous
productivity tools are available that increase response quality through automated functions,
knowledge-enhanced solutions, and an organized, single window view. Management gains
access to both in-depth tactical dashboards and big-picture strategic reports, driving consistent
improvements.

 Analyze customer trends for effective marketing campaigns


 Cultivate profitable relationships through intelligent selling
 Create unique customer experiences for seamless service

24 Citibank CRM Implementation Great Lakes Institute of Management


Vertical solutions give customers a choice of channels, allowing instant communication
whenever and however they prefer. Talisma scales to meet the needs of large and small
businesses with diverse customer bases, and reliably withstands stringent SLAs (service level
agreements). Businesses gain real control, as Talisma measures, monitors, and forecasts critical
information.

The developer:

Talisma, a leading end-to-end CRM solutions company that provides integrated full customer
lifecycle management products. Talisma solutions allow for businesses to create a 360degree
view of customer interactions and information across a company or organization that can be
leveraged for enhanced customer service as well as prospecting and sales.

Talisma offers a flexible, enterprise-class interaction management platform designed to drive


state-of-the-art customer communications across Email, Web, Chat, Collaboration or Phone/CTI
channels.

Product description:

Talisma is a highly mature enterprise-class CRM solution. Its integrated, scalable, and robust
infrastructure has been proven to raise efficiencies, lower costs and increase customer
satisfaction. It enables companies of any size to effectively monitor, manage, respond to, and
leverage information gathered from electronic interactions. Sophisticated features help
companies respond quickly and appropriately to the rising flood of customer inquiries.

In addition, Talisma effectively integrates all the electronic customer interactions throughout the
organization, giving a comprehensive, consistent view of the user. Talisma’s campaign
management and prospect management solutions allow companies to manage the entire customer
life-cycle in an integrated manner.

Key feature:

Talisma is an integrated suite of CRM functionalities--that provides an integrated interaction


management engine (allowing multiple channels of communication), specific modules to support
the customer life cycle stages of acquisition (Marketing), sales engagement (Sales Force
Automation) and Retention (Customer Service/ Support module).

Talisma unique features include the e-mail documentation block/trap to record all interactions
with the customer be it over phone, e mail, web forms, fax or face to face so that all ―Customer
Conversations‖ are trapped and are propagated to the various stake holders in the enterprise.

25 Citibank CRM Implementation Great Lakes Institute of Management


Talisma is a solution that has been built ground up from a Single Database (which is accessed by
all the applications) and this allows a single Customer Relationship Repository (CRR). This CRR
can be accessed by the Marketing, Sales and Service applications, providing end users and
stakeholders a 360° view of customer interactions and information across a company.

Talisma’s easy to use CTI module can integrate Talisma core CRM system with the telephone
infrastructure (ACD) seamlessly. Talisma CTI supports ready-made connectors with all the
leading infrastructure vendors like Avaya, Siemens, Nortel and Ericsson.

Talisma architecture

Talisma is highly modular in its design and approach and allows a phased implementation
methodology. Also, the accent in Talisma is on quick implementation time frames so that
organizations can derive quick benefits from the system.

Customer base:Talisma is targeted at segments include Banking Financial Services (BFSI),


Contact Centers and BPO, and Consumer Durables. Talisma’s base of within the CRM segment
in India covers more than 60 customers. These include Citibank, HDFC Bank, Prudential ICICI,
Aviva Insurance, IDBI Bank, Sony, Samsung, amongst others.

Talisma benefits for customers:

 a)Talisma is a powerful, yet easy-to-use, integrated solution, that can provide superior
service, marketing, and sales, at all touch points by automatically capturing preferences,
interactions, and other data and leveraging that knowledge in every department
throughout the company.
 b) Talisma helps to increase opportunities to market and up-sell through multiple touch
points—phone, e-mail, fax, chat, VoIP, Web self help, or Web form. It allows routing of
interactions intelligently and efficiently from any touch point with user-designed routing
rules, raising the lifetime value of each customer
 c) Talisma’s Internet-friendly design helps to increase rep productivity and accuracy with
Canned responses, AutoCategorization, AutoText, and other features that eliminate hours
of daily manual entry.
 d) Organizations can raise customer satisfaction—and sales—through timely, relevant,
personalized interactions. Talisma allows individuals to quickly customize elements of
the user interface with drag-and-drop ease and add custom fields, categories, and
properties with a few simple clicks. It also enables creation of user-defined filters to
effectively segment data to show only the information that the user needs.
 e) Talisma features sophisticated queuing, routing, and threading, as well as rules and
workflow to tie together the various customer interactions into a unified and useful
metaphor.

26 Citibank CRM Implementation Great Lakes Institute of Management


 f) Organizations can design powerful traditional and electronic marketing campaigns with
an easy-to-use, graphic workflow tool and create custom reports and in-depth analyses
using an integrated analytic engine.
 g) Talisma frees scarce IT resources for other mission critical projects by offering
service, marketing, and sales as ASP hosted solutions. Talisma Online Service offerings
include e-mail management, phone logging, electronic direct marketing (EDM) and
campaign management, live collaborative chat, web self-help, and trend reporting.

Talisma CRM
Serving constituents on their terms
Students, alumni, donors, patients, families, patrons. They expect access to information and
services anytime, anywhere, using any device. With Talisma CRM, you not only know their
preferred communications channel, you know them. You achieve a 360 degree view of each
constituent, their unique histories, preferences, goals, interests, and challenges. You build
lifetime relationships with constituents through a deep understanding of their experiences with
your institution or organization. With Talisma CRM, you can:

 Create targeted and effective marketing campaigns and events


 Measure results and fine-tune campaigns in real-time
 Empower constituents through Web-based self-service and integrated communications
 Enable constituents to locate answers instantly through a dynamic knowledgebase
 Connect with constituents through phone, email, chat, SMS text, Web portals, and print and
maintain a comprehensive record of service across touch points

Talisma CRM for Multichannel Communications

With Talisma CRM products, constituents can engage your organization and services using their
preferred communication channels, whether they are digital channels (like email, Web portal,
SMS text , or chat), or traditional channels (like phone, face-to-face interactions, and letters).
The key to effective service is having a complete history of interactions across these touch points
whenever a student, parent, donor, patient, alumnus, or patron contacts you.

Talisma CRM Products That Grow With You

Campus Management can rapidly deploy Talisma CRM to serve the most pressing needs of
higher education, foundations, and nonprofit organizations. The product's robust capabilities also
address the wide-reaching, long-range challenges facing student services, academics, alumni and

27 Citibank CRM Implementation Great Lakes Institute of Management


foundations, as well as IT's call for more open software applications that can work across the
organization

Campaign Management

Effectively manage campaigns using powerful workflow features


With its intuitive graphical user interface, Talisma Campaign Management makes it easy for
users to visually design and manage complex workflows for personalized, dynamic, and
multistep communication plans.

 Test campaigns and offers prior to rollout


 Schedule campaigns in advance and automatically activate them
 Monitor campaign progress in real-time at each stage
 Associate cost at each step to calculate campaign ROI
 Define and record follow-up actions
 Move targets to future steps or other campaigns based on actions or lack of response

Greatly reduce postage and printing expenses


Talisma Campaign Management is a powerful outbound marketing multimedia tool designed to
help organizations manage communication plans and create campaigns, newsletters, and surveys.
An integral part of the Talisma CRM solution, campaign management improves efficiency and
reduces operational costs related to marketing and communication efforts through email, printed
materials, and telephone activity.

Talisma Chat

Optimize communications with instant text dialogue and collaboration


Talisma Chat enables organizations to communicate in real-time with online visitors, providing
a dynamic way to answer questions, offer immediate assistance, or proactively engage visitors on
the Website. Website visitors can initiate a chat session from a Website link, or your staff can
initiate the chat invitation based on predetermined visitor data attributes or actions. All chat
session transcripts are automatically logged and added to the customer’s unique contact record.
For added security, the tool encrypts sensitive information, such as credit card details and Social
Security numbers. Chat management supports real-time text conversations and enables
collaborative browsing to facilitate optimum communication, online Web form completion, and
problem resolution.

28 Citibank CRM Implementation Great Lakes Institute of Management


Enhance staff productivity and improve customer satisfaction
In addition to built-in routing and assignment strategies, staff have 24x7, single-click access to a
unified view of all previous customer interactions from any communication channel. Employees
can quickly respond to inquiries using a knowledgebase of FAQs, response templates, Web links,
and documents. As needed, employees can conference individual or multiple staff members into
a chat conversation.

Chat using the customer’s preferred language


The tool is designed for multilingual interactions across all channels and products with Unicode
compliance, including those using double-byte characters.

Supervise employees for consistently high levels of service


Train and supervise staff by auditing chat sessions, seamlessly taking over a chat session if
necessary, or ―whispering‖ information to the employee that is invisible to the customer.
Supervisors have a special chat workspace to view current queue status and chat session reports
to monitor employee performance and load levels.

Ensure customers and prospects have a positive chat experience


Set expectations by displaying queue position and wait times. Encourage a continued connection
by notifying each party when the other is typing information.

Talisma Knowledgebase

Greatly reduce routine constituent service inquiries


The Talisma Knowledgebase tool is a powerful and robust system that enables constituents to
instantly locate correct answers to their specific questions 24x7 via your Website.

Increase constituent satisfaction


Talisma Knowledgebase offers an intuitive user interface and flexible workflow experience that
supports individual problem-solving approaches, improving first-time resolution rates. Inquiries
are easily answered, as the solution actually opens the appropriate document and highlights the
respective answer.

Use employee time more effectively


By automatically routing service-oriented phone calls to the Web where constituents serve
themselves, staff can concentrate on fundraising or advancement efforts and answer more
complex questions by phone. Of course, if a visitor needs additional assistance beyond the
knowledgebase, it is easy to escalate from the knowledgebase to live, employee-assisted service
via email, chat, or phone.
29 Citibank CRM Implementation Great Lakes Institute of Management
Customize knowledgebase to fit unique needs
Talisma Knowledgebase integrates with other leading text search engines and takes full
advantage of valuable knowledge that already exists throughout the organization. When coupled
with the solution's Natural Language Processing (NLP) Engine, it can deliver answers from
documents in any of 225 formats, including text, PDF, HTML, Microsoft Office file types such
as Word and Excel, and other common options.

Gain insight through in-depth reporting


Talisma Knowledgebase tracks and reports on the questions asked, articles and FAQs accessed,
response times, satisfaction levels, and more. It logs detailed information about each interaction,
storing that data to be available for reporting. With more than 50 standard reports available,
including escalation rate reports, institutions can improve processes and enhance their
knowledgebase while finding and filling the gaps in constituent services.

Talisma Personalized Messaging

Segment high-value prospects to reduce printing and postage costs


Talisma Personalized Messaging allows you to segment constituents based on data attributes so
you can reserve your premium printed materials for high value, likely-to-act candidates and
prospects. The campaign workflow will automatically filter other constituents through less
expensive email and SMS text messaging channels to significantly reduce marketing and
fulfillment costs.

 Personalize letters, brochures, and view-books


 Automate printed materials, including name badges and mailing labels
 Export data to your outsourced printer of fulfillment house

30 Citibank CRM Implementation Great Lakes Institute of Management

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