1999 2006

2015 2016

eCRM Overview

CRM Imperatives:

• Keep the Customer at the Center

• Manage Customer Communications

• Improve Banker’s Experience

CRM Focus Areas:

• Sales, Service, Marketing, Communications

• Technology Enablement and Standardization

• Governance of Processes and Tools

CRM solution leveraging two platforms

• Simple products, individual selling, high volume

and short sales cycles (~25k users)

• Highly complex deals, team based selling , low

volume and long sales process (~7k users)

Keys to CRM Success - Chunk, Chunk, Chunk It Up!!

Involve It All

Governance It All

Feedback From Everyone!

Operationalize It

Now

Innovation +

Gamification

Reward the Cool and the Fool

Show It Off

Starting Strong Out of the Gate

Keys for Execution Throughout the Effort

Continuous Improvement

2 Align the

Universe

Customer Experience +

Process Focus

It is NOT Rocket

Science

eCRM Governance – Nothing More Impactful

Executive Sponsors

Executive Steering Committee

Digital Officer Customer Experience Head of IT

LOB 1 LOB 2 LOB 3

LOB 4 LOB 5 LOB 6

Advisory Committee (Chief Data Office / Risk / Compliance / Finance)

Program Stakeholder Board 20 Members

Next Level Down from the ESC

Enterprise CRM Program Office

Spans all LOB x CRM Projects

Co-Chair Co-Chair

eCRM Functions vs Business Unit Functions

CRM Strategy and Roadmap

Best Practice Transfer

CRM Process Synchronization

Signoff on Significant Process

Prior to Capex

Alignment with Data Governance

Cross-business Coordination

CRM Health Assessments

(e.g., Adoption, Data Quality)

Technology Standardization

CRM Expense Optimization

(enterprise pricing)

KPI development & tracking

Enterprise CRM Governance Functions

Business Line 1

Business Requirements &

Process Mapping

Business-unit Specific Project

Governance

Change/Release Management

New Functionality Testing

Reporting & Measurement

End User Training &

Support

Business-Unit Specific Functions User On-Boarding/Termination &

related process

Ongoing Support Model

Environment Management

Business Line 2 Business Line 3 Business Line 4

From Capabilities to Business Value

CCRM Capabilities

Sales Enablement

Marketing Automation

Opportunity & Pipeline Enablement

Referral & Prospect Enablement

Contact & Relationship

Management

Team & User Enablement

Product & Services Management

Document Management

Activity & Collaboration Enablement

Service Management

Mobility Enablement

Onboarding

Key Business Values

Revenue Generation Improved Lead Tracking and Reduction in Loss Leads

Improved Velocity of the Sales Process

Enhanced Referral Management

Improved Coverage/ Opportunity Team Collaboration

Pipeline Visibility and Reaction Time

Productivity and Efficiency Reduction of Manual Reporting

Workflow and Approval Management

Mobility Solutions for the Sales Professionals

Relationship and Opportunity Team Management

Elimination of redundant data entry

System Integrations (Examples: KYC / Email)

Improved Knowledge Management 360 degree Customer View

Improved data coverage and consolidation

Risk Management Reduction in Technical Risk (Siebel)

Consolidation of CRM capabilities

Improved ability to track and audit

CRM Investments - Timeline CRM-related capex investments:

• Approved to Date $xx MM • CRM-specific Pending Approval $xx MM • CRM-related Pending Approval $xxMM

Execution Management: Program Portfolio Management

Ongoing alignment to business strategy and CRM

capability roadmaps and dependencies across work-

streams/projects

Risk profile and mitigation plan for in-flight and planned

initiatives across project/programs, considering program

dependencies

Investment synergies across initiatives to reduce

redundant spend by improving reusability, and accelerate

delivery of selected initiatives

End state technology architecture for CRM capabilities and

alignment of project architectures with the portfolio

solution architecture

On-going implementations and investments adjustments

to reflect changing priorities and delivery capabilities

Holistic reporting to senior executives on program

spend, progress to strategic aspirations and P&L impact,

consistent and timely communications to all stakeholders

A

B

C

D

Artifacts and Processes Required for CRM Portfolio Mgmt.

E

Business

Capability

Alignment1

Quality

Assurance

Resource

Management

Vendor

Management

Technology

Architecture

Alignment 1

G

H I

J

A

B

C

E

D

Investment

Synergy

Executive

Change

Management

Executive

Communication

Management

Risk

Mgmt. &

Mitigation

Progress

Tracking

& Financial

Reporting

F

F

*Critical need for strategic oversight

Portfolio Execution Management

Program Portfolio Management

Focus areas

eCRM Highlevel

Customer Facing App

IVR & Dialer

Online Banking

Email

SMS + Push

Chat/KM Video Conferencing

Social Media

Marketing Direct Mail + Servicing Mail

Universal Banker App

MS Dynamics UI

ATM

Mobile

Customer Facing Channels

Branch Phone

Call Center Banker Facing

Universal Banker App

Marketing

Platform

Campaigns

Offers

Alerts

Leads List

Accounts

Interaction

History

Transaction

History

Preferences

Campaign Management, Next Best Action, Predictive Analytics, Content

Testing & Optimization

Customer Journey Builder

Communications Management

Customer Relationship

Platforms

Enterprise

Customer Data

Call Center Phone

Branch Banker Facing

CRM & Communications

Strategies

Omni-

channel

Enterprise

Customer

Experience

* Detail strategy development in progress

Enterprise

Strategies

Next Best Action

Customer 360 View*:

Customer Contact Profile

Customer Service*:

Knowledge Management

Lead Management

CRM Tools Strategy

Refresh

Customer Communications

Strategy Framework

Advanced Telephony

Interactions*

CRM Governance

Campaign/Offer Strategy

Enhancements

Alignment with Enterprise Strategies

Email Management

Chat & Cobrowse*

Video conferencing*

Social Media*

Right People / Right Role / Right Time

System Implementer

159

Users

Where am I now and Where am I going?

Group Business Line Current Solution Target Solution

24 HR Banking Sales

24 HR Banking Servicing

Retail Branch – Sales

Bankers & Tellers

Salesforce.com

Siebel/Orion

Siebel / Fusion

24 HR Banking

Internet & Mobile Salesforce.com

Small Business

Salesforce.com

Private Client Reserve /

Ascent / USBI Consumer

Mortgage

Siebel (Compass)

Private Client Group No CRM

Salesforce.com

Corporate Trust

Siebel

(Commercial CRM)

Corporate Payment Systems

Institutional Trust & Custody No CRM

Salesforce.com Pilot

Fixed Income & Capital

Markets

Commercial Banking

Elan – ATM & Debit

National Corp Banking &

Depository Fin Institute

Public & Non-Profit Finance

Commercial Real Estate

National Corporate

Specialized

Global Treasury

Community Banking

Retail Branch & 24 Hour Banking* --

Target Segment: Consumer

Transactions: Simple, High volume,

Relationships: Simple

~25k+ Users

Mortgage, Wealth Management & Small

Business –

Target segment: Consumer

Transactions: Complex, Low Volume

Relationships: Complex (families, individuals

and trust, custom sales/service teams) ~4k

users

Commercial Business** --

Target segment: Business (different

sales/service processes than consumer)

Transactions: Highly Complex, Low

Volume, includes contract management

Relationships: Complex (business account

based - need to consider Business

hierarchy and customer relationships,

custom sales/service teams)

~3k Users

Inbound Telephony ●

Salesforce - Oppty Mgmt, Lead Process ; Integration with Hogan

Outbound Telephony ● ▲

Dialer - Additional integration is planned for additional capabilities

Social/ Collaboration/Chatter

● ▲ Siloed within IMCG. Limited use for Chatter

Mobile ▬

Email ● ▬

Text ● ▬

Portal ● ---

Referral hub ● Not Connected for Leads/Referrals

Customer Express ● User base are sales not

service focused

US BANK LOB xxx CRM Type / Version Salesforce Review Date

Executive Sponsor Steve Daniels # CRM Licenses /

Mobile Licenses 898

TOS Manager # CRM Users

Business Value Metrics ● ▲ Metrics are challenging to

determine..

CRM Roadmap ● ▬

Focus is on revenue and align to roadmap where value makes sense to integrate to roadmap

Program Governance ● ▬

Well thought out business strategy and future planning

Release Management ● ▬

In place, schedule published

Exec. Sponsor ● ▬ Jen Brusa

Org Strategy ● ▲ Many liasons between IMCG & other BU

Business Processes ● ▲

Complex business processes cross multiple business lines

Training ● ▲ Training is managed by the user business line

Implemen-tation ● ▲

Last Health Check ▬

A L I G N M E N T PRODUCT

Healthy Potential for improvement Needs improvement N/A or not a priority

Major change or review needed

PLATFORM ADOPTION

C

h

a

n

n

e

l

e

C

R

M

See notes for supporting information

eCRM

capabilities used

% ●

Share leads with MAD

# of shared

service

transaction

▲

Number of Logons

▲

W2L enabled ● ▬ Integrated batch (hourly)

Cases ▬

Mobile Licenses ● ▬ None - all call center users

Internet Mobile Channel ● ▬ Aligned to mobile/internet

strategies

Document Management ● ▲ No formal tools planned -

leverage SFDC for storage

Service Uptime Last 6 Months ●

LOB X Health Assessment – Checking the Pulse!

Sales

Call Center

CRM Wholesale

CRM

Other

CRM #2

Marketing

Marketing Platform

Analytics

Platform

Customer of Record

Master / Customer

Data Files

US Business Master

File

US Consumers

Master File

ExecuReach

(B2B2C) Prospect & Hygiene

Prospect & Hygiene

Real Time Signals

Warm Leads

Real-time Connector

Marketing Suite

Customer Generator

Market Intelligence

Suite

Landing Zone

4

3

2

1

6

7

8

10

5

Data Provider

Real Time Processes

Batch Processes

Email Marketing &

Servicing /Alerts 9

11

How Many Partners?

Total Benefits

$1M

$2M

$3M

$4M

$5M

$5M

$10M

$15M

$20M

$25M

$30M

$35M

40M

Qualitative Program Benefits

Streamlined Program Governance

Identified High Level Program/Project Dependencies

On-going Sharing of Best Practices Across the CRM Enterprise

Implementation of Comprehensive Issue Tracking/Resolution

On-going Comprehensive Program Status Reporting/Tracking

Development of Change Management and Business Line Participation

Quantitative Program Benefits Benefits

Negotiated License Price and Sequencing To Leverage $XM

Cost Avoid Due To Contract Negotiations (17%) $XM

Reused Capability X from LOB 1 for LOB 2 $XM

Total $XM

Additional Opportunities Not Realized

May Remove Sandbox cost line item - ~$1.0M

Renegotiation of the 4,100 Existing Licenses @$1,065 to $680 or Better

Renegotiation of Existing Shield/Data.com add-ons Due To Higher License Count

May Renegotiate Contracts Once 7,000 Enterprise Licenses Are Attained

eCRM Program Management – Benefit Tracking