budapest, 2012. március 6 e-banking summit 2012 invisible banks, invisible client, e-banking...
Post on 25-Dec-2015
222 Views
Preview:
TRANSCRIPT
Budapest, 2012. Március 6
E-Banking Summit 2012Invisible Banks, Invisible Client, E-
Banking
Business Process Outsourcing 2.0
2© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
Retos y Objetivos
Retos y Objetivos
Retos y Objetivos
Retos y Objetivos
Challenges & Objectives for Banks in the E-Banking Era
BPO 2.0 - Operating Model in the e-Banking Era
Success Stories
AGENDA
Retos y ObjetivosBusiness Process Outsourcing
3© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Operating Model in the e-Banking Era
Challenges & Objectives for Banks in the E-Banking Era
Success stories
Business Process Outsourcing
4© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
What is BPO?
The delegation of business processes to an external provider that, in turn, administrates and manages the selected processes based on defined and measurable performance metrics. Some examples of business processes includes finance and accounting, logistics, procurement, HR, CRM, or other administrative or customer-facing business functions
The worldwide business process outsourcing (BPO) market is forecast to grow > 4% yearly in the next three years.
Business Process Outsourcing
5© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO & HP Business Services Portfolio
INDUSTRY SOLUTIONS
BPO SERVICES
Health and Life
Sciences Services
Financial Services
Transportation Services
Communications, Media & Entertain. Services
Government Services
Customer Relationship Management
Finance & Administration
HRO & PayrollDocument Processing
1.5 billion cheques
8 million contactless Payment cards
More than 25,000 professionals are dedicated specifically to helping clients in the financial services industry improve performance and increase profitability Thousands of professionals manage
our customers’ business processes in the Financial Services Industry, helping them to improve their performance and increase their profit.
5 billions of credit cards transactions
managed
1500 millions checks
managed
0,8 millions
mortgages managed
45 millions credit cards
accounts managed
2.5 millions
consumer loans
managed
SIGNIFICANT PRESENCE
#2 Multi-services Global BPO Provider
NelsonHall 2011
LeaderEverest 2011 FAO Annual
Report
#2 US Healthcare Payer BPO Provider
NelsonHall 2010
Major PlayerIDC 2010
Contact Center Services
MarketScape
6© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
Best-ShoreBangalore (2), Chennai (2), Pune (2), Mumbai*, Costa Rica, Wroclaw
• $2.7B in revenue
• Over 300 clients in 26 countries
• Thousands of service professionals
• 30+ years experience in BPO
• 65 shared centers.
• More than 48 languages supported.
• Technology Platform based on our industry standards.
• Different delivery alternatives: On-, near-, and off-shore, with flexibility for workforce balance across different centers.
• Work teams with broad knowledge in Financial sector.
Local CentersDes Moines, Ocala, Guadalajara, Barcelona, Bucharest, Budapest, Singapore, Dalian, Mitterteich, Sao Paulo, Buenos Aires, Australia, New Jersey*, London*
Global Governance Model
HP a leader in Business Process Outsourcing
Maturity in talent and resource management
Integrated and consistent model
7© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Operating Model in the e-Banking Era
Challenges & Objectives for Banks in the E-Banking Era
Success stories
Business Process Outsourcing
8© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
Challenges & Objectives for Banks in the E-Banking Era
HP Strengths:• Technology leader.
• BPO leader in the Financial Market.
• Demonstrated capability in BPO Services (Front and Back Office) with locations On, Near and Off shore.
• End-to-end capability (ITO, Apps and BPO).
“Partner” Relation• Establishment of a trusting long-term strategic relation allow to collaborate on:
Reducing operating costs associated with these services ,estimated in some cases in up to 30%.
Minimizing the impact of project start-up costs by anticipating efficiencies.
•Our price-oriented approach will have a cost aligned with the business development.
HP Solution:• Highly consolidated
locations to run BPO Financial Services On, Near and Off shore.
• Service transfer with minimum risk and without detriment to quality or effectiveness.
• Use of proven methodologies and best practices.
• Use of technologies and tools specifically designed for BPO services.
• People transition.
Main objectives of the Banks:
• Operating cost reduction.
• Service quality improvement.
• Service scalability and flexibility.
• Increase knowledge about the final customer.
9© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Operating Model in the e-Banking Era
Challenges & Objectives for Banks in the E-Banking Era
Success stories
Business Process Outsourcing
10© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
Subsidiary / Join Venture / Own Company
Technology Partner
Managing Partner
Subsidiary / Join Venture / Own Company
PROPERTY MODELS
RIS
K A
ND
CO
MPLE
XIT
Y L
EV
EL
RELATION LEVEL WITH PROVIDERS (internal / external)
2000s90s80s 2010s
Service oriented to tasks
• Customer systems
• FTE invoice model
• Platform oriented to service management by product
• Invoice model by product
Service oriented to business (BPO 2.0)
• Specialized suppliers
• Invoice model variable for operation
Service oriented to process
•Operations Centralization in Head Office
•Creation of the Operations areas
• First initiatives of process automation
•Outsourcing of independent processes
• Lack of Outsourcing model
• New services
• Knowledge outsourcing
• Control of the shared process
Centralization Creation of the Operations areas Basic Outsourcing Advanced
Outsourcing
•Process Control by supplier•Industrialization
Process Control Centre
BPO 2.0 – Operating Model Evolution
E-Banking development
11© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
EFICIENCY
V -
BPO 2.0 – Understanding the environment: Value Map
Traditional Back Office
VA
LUE
E-Banking: CRM Inbound
E-Banking: CRM Inbound Call Reduction
Shared Services Centers
Document Handling
Scanning &
Printing
E-Banking: CRM
Outbound
Industrialization
12© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
Respond to rapid changes in business conditions
Ability to add new services and absorb activity growth or reduction
Business Requirements BPO Challenges
Mitigate risk and ensure complianceQuick introduction of Models and Technologies BPO Services to support changes in business needs
Predict, manage and reduce costs
Improve the productivity of the workforce
Fast integration in mergers and acquisitions
Reduce complexity by standardizing and automating processes.Change to a model of BPO services
Create job security and flexibility, allowing teams to work according to the demands of work and priorities
Allocate adequate resources to quickly make a safe transition and transform the services according to current and future business needs
BPO 2.0 - Requirements and Challenges
Increase Knowledge about final customers
Ability to use any contact to obtain relevant information.
13© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 : Economic Model
Period 1 Period 2 Period 3 Period 4 -10
Pri
ce (
€)
Transition•Costs aligned to the volumes•Service Transition•Start the transformation: Investments•SLA•Efficiency from the
day 1
Transformation•Efficiency achieved through increased use of BPO tools and team organization• Increased capacity of service
Optimization•Common infrastructure, rationalized•Reduction by operation•Time to Market (products and features) - income generation potential•Risk management improvement
Operation•Continuous improvement•Lower cost per transaction•Continuous innovation•New services / products
Total Initial Cost
Price, achieving savings from day 1 through our funding
Price, achieving savings from day 1
14© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
HP VALUE
Banks Objectives:
• Cost vs. Quality• Unification of Management• Using Best Practices• Maintaining Business Knowledge • Benefit from the best technology• Improve controls• Increase flexibility and release capital• Increase transparency
BPO 2.0 – Service Excellence + Industrialization
1. OPERATION2. SERVICE MANAGEMENT.
3.PERFORMANCE MANAGEMENT 4. CENTRES 5. TECHNOLOGY
• Business Process Reengineering
• Quality• Talent Management• Security• SLA / KPI / Metric• Continuous
Improvement• Risk Mitigation
• Multiple locations• Centralization• Multi-Languages• Business Continuity
/ Disaster Recovery• Talent Pool
• Six Sigma Plus• Talent management• Regulatory
Compliance
• Facilities / Infrastructure Sharing
• Equipment Operation Support Resource Management
• Resource allocation according to needs / efficiencies
• Technology / investments amortized
• Intelligent Scan / Workflow tools
• Specific tools for the process
• IP technology• Information and
Communications Security
• Business Control Center (CNN)
ServiceExcellence
1
2
4
3
5
15© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
From Contact to Knowledge Center in the e-Banking Era
Virtual Assistant
Call
Multiple contact channels
Contact Manager integrated with CTI
MailCha
tSocial net
Telephony Platform
COMPREHENSIVE KNOWLEDGE
MANAGEMENT
VRU Management
Improvement proposals
Room in the user’s Intranet
KnowledgeDatabase
Quality
Customers
“ONE ANSWER = ‘N’ USERS”
CONTACT CENTER = KNOWLEDGE CENTER
16© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 – Back Office: Transformation Tools• Saving time and improving productivity and efficiency, through the automation of business processes• Improved process control through the standardization of working methods• Process improvement, greater flexibility according to business needs• Optimizing the flow of internal information with customers and suppliers• Integration of business processes
Work
flow
M
an
ag
er
• Image cleaning: removing background color, auto orientation, automatic cropping, and alignment ... • Extract information from printed and handwritten text, bar codes and checkboxes marked paper and electronic documents, structured (forms) or unstructured• Allows separation and automatic classification of documents• Online Learning: Training of data from the documents
Inte
lligent
data
re
cog
nit
ion
• Valuable organizational information is shared through the organization structure• Reduced training time for new employees• Retention of Intellectual Property of the work after the employee leaves the company
Know
ledg
e B
ase
•Optimize workforce allowing managers to make better decisions and take effective action• Reduce staff costs• Increase productivity• Improve employee satisfactionW
ork
forc
e
Man
ag
er
17© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Business Control Center (CCN)The Business Control Center is the result of an integrated vision control information:• Defining alarms on defined PKI‘s for targets tracking.• Generating information tailored to different levels of management.• Combining data from different sources and formats for analysis.• Getting consolidated data that provides an overview of the business.• Establishing a graphical representation of historical evolution.
CCN Objective:
Provide in real-time a comprehensive, clear and quantitative view of the efficiency of the operations, increasing the ability of business managers to make decisions based on real-time information.
18© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Operating Model in the e-Banking Era
Challenges & Objectives for Banks in the E-Banking Era
Success stories
Business Process Outsourcing
19© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
• An internal consulting study of the Operations departments in Head Office concluded that those departments received 146.000 calls per month about Financial operations from the office network
• A pilot process done by HP in 50 branches stated that the total number of calls was around 74.000 per month
• Some users in the office network called directly to Head Office when they had doubts
• Know the real number of calls• Call reduction• Call tabulation• Centralization of the calls in the Branch Support Centre
• Current number of calls: 35.000, -50% reduction in the number of calls• Head Office was released from the CRM tasks (resolution of operations doubts)• Control of the Service Level and Quality• Typified Calls: Integrated ticketing system in the telephony solution that opens tickets for each call and follow up and define their type• Operating procedures updated• Quality Control: Control system of formal and perceived quality of content
+50% call
reduction
Success Story #1
Target: Transformation of the Branch Support Service
Init
ial
Sit
uati
on
Ob
ject
ive
Resu
lts
20© 2012 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice 06/03/2012
• Front office services in Head Quarters• Back office services decentralized in offices• Some services outsourced based on specialization of tasks (multi-vendor)• Knowledge leveraged in internal employees• Inability to predict operating costs• High cost of maintenance on the control of suppliers and knowledge
management
• Quantify and classify calls users and set reduction plan• Core activity in the office: Commercial• Unify back-office activities in processes, streamline, document and update• Reduce costs and make them variable• Create an information system for control and monitoring of service levels• Continuous improvement / technology investment
• Creation of Call Center operational offices• Implementation of CRM tools, system of direct queries. (Faq's, Intranet),
proactive systems to reduce inputs• Grouping of all back office processes and establishment of a plan of
industrialization• Implementation of a management tool for operational and business, both
internally and at suppliers• Savings of more than 20% in all processes managed front and back• The drop in revenue caused by reduced dynamism of economic activity, with the
cost variabilization has allowed costs to fall in proportion
Init
ial Sit
uati
on
Ob
ject
ive
Resu
lt
Target: Back Office Centralization + Outsourcing = Cost Savings
Success Story #2 Cost Reduction
+20%
KÖSZÖNÖM SZÉPEN
THANK YOU
GRACIAS
top related