Group 6_Citi Bank

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1 Citibank CRM Implementation Great Lakes Institute of Management

CRM Implementation in Citibank

Submitted by Group 6

Alex, Nikhil Gandhi, Rahul Raj, Fatma Ahmed, Sanjeev Singh


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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 doesnt happen automatically by getting software and installing it. To have asuccessful 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 andtechnological 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 andFitzgerald, 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

organizations 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 berealized 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 organizations 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 teams 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 anotherimplementation 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 managements 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 rightcustomer 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 companys 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 processesstrategy development, value creation, multi-channel integration,

information management, and performance assessmentit 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, Paynes study summarizes the barriers to CRM implementation as:

Lack of skills Inadequate investment

Poor data quality

Failure to understand the business benefits

Functional boundaries

Lackof 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 shouldbe 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 protg ofJohn 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

Bankof 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 and1902 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 ofJohn D.) branch. In 1960, his second cousin, David Rockefeller,

became president ofChase Manhattan Bank, National City's long-time New York rival for

dominance in the banking industry in America.
http://en.wikipedia.org/wiki/Moses_Taylorhttp://en.wikipedia.org/wiki/John_Jacob_Astorhttp://en.wikipedia.org/wiki/Samuel_Osgoodhttp://en.wikipedia.org/wiki/National_Bank_Acthttp://en.wikipedia.org/wiki/National_City_Bank_Buildinghttp://en.wikipedia.org/wiki/National_City_Bank_Buildinghttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Shanghaihttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Charles_E._Mitchellhttp://en.wikipedia.org/wiki/Great_Depressionhttp://en.wikipedia.org/wiki/Pecora_Commissionhttp://en.wikipedia.org/wiki/Pecora_Commissionhttp://en.wikipedia.org/wiki/Carter_Glasshttp://en.wikipedia.org/wiki/Wall_Street_Crash_of_1929http://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Italian_anarchisthttp://en.wikipedia.org/wiki/Severino_Di_Giovannihttp://en.wikipedia.org/wiki/Sacco_and_Vanzettihttp://en.wikipedia.org/wiki/James_Stillman_Rockefellerhttp://en.wikipedia.org/wiki/Rockefeller_familyhttp://en.wikipedia.org/wiki/William_Rockefellerhttp://en.wikipedia.org/wiki/William_Rockefellerhttp://en.wikipedia.org/wiki/John_D._Rockefellerhttp://en.wikipedia.org/wiki/David_Rockefellerhttp://en.wikipedia.org/wiki/Chase_Manhattan_Bankhttp://en.wikipedia.org/wiki/Chase_Manhattan_Bankhttp://en.wikipedia.org/wiki/David_Rockefellerhttp://en.wikipedia.org/wiki/John_D._Rockefellerhttp://en.wikipedia.org/wiki/William_Rockefellerhttp://en.wikipedia.org/wiki/William_Rockefellerhttp://en.wikipedia.org/wiki/Rockefeller_familyhttp://en.wikipedia.org/wiki/James_Stillman_Rockefellerhttp://en.wikipedia.org/wiki/Sacco_and_Vanzettihttp://en.wikipedia.org/wiki/Severino_Di_Giovannihttp://en.wikipedia.org/wiki/Italian_anarchisthttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/Wall_Street_Crash_of_1929http://en.wikipedia.org/wiki/Carter_Glasshttp://en.wikipedia.org/wiki/Pecora_Commissionhttp://en.wikipedia.org/wiki/Pecora_Commissionhttp://en.wikipedia.org/wiki/Great_Depressionhttp://en.wikipedia.org/wiki/Charles_E._Mitchellhttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Shanghaihttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Argentinahttp://en.wikipedia.org/wiki/Buenos_Aireshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/National_City_Bank_Buildinghttp://en.wikipedia.org/wiki/National_City_Bank_Buildinghttp://en.wikipedia.org/wiki/National_Bank_Acthttp://en.wikipedia.org/wiki/Samuel_Osgoodhttp://en.wikipedia.org/wiki/John_Jacob_Astorhttp://en.wikipedia.org/wiki/Moses_Taylor


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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

ofUSD certificates of deposit in London marked the first new negotiable in market since 1888.

Later to become part ofMasterCard, the bank introduced its First National City Charge

Service credit card popularly known as the "Everything Card" in 1967.

In 1976, under the leadership ofCEO 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 hadbecome 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.
http://en.wikipedia.org/wiki/First_National_Bankhttp://en.wikipedia.org/wiki/US_dollarhttp://en.wikipedia.org/wiki/Certificates_of_deposithttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/MasterCardhttp://en.wikipedia.org/wiki/First_National_City_Charge_Servicehttp://en.wikipedia.org/wiki/First_National_City_Charge_Servicehttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Walter_B._Wristonhttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Ohiohttp://en.wikipedia.org/wiki/Cleveland,_Ohiohttp://en.wikipedia.org/wiki/National_City_Corp.http://en.wikipedia.org/wiki/National_City_Corp.http://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/PNC_Financial_Serviceshttp://en.wikipedia.org/wiki/Subprime_mortgage_crisishttp://en.wikipedia.org/wiki/Subprime_mortgage_crisishttp://en.wikipedia.org/wiki/PNC_Financial_Serviceshttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/National_City_Corp.http://en.wikipedia.org/wiki/National_City_Corp.http://en.wikipedia.org/wiki/Cleveland,_Ohiohttp://en.wikipedia.org/wiki/Ohiohttp://en.wikipedia.org/wiki/Holding_companyhttp://en.wikipedia.org/wiki/Walter_B._Wristonhttp://en.wikipedia.org/wiki/Chief_Executive_Officerhttp://en.wikipedia.org/wiki/Credit_cardhttp://en.wikipedia.org/wiki/First_National_City_Charge_Servicehttp://en.wikipedia.org/wiki/First_National_City_Charge_Servicehttp://en.wikipedia.org/wiki/MasterCardhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Certificates_of_deposithttp://en.wikipedia.org/wiki/US_dollarhttp://en.wikipedia.org/wiki/First_National_Bank


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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 19771987 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 early1980s, 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 ofCalifornia Federal Bankin 2002 with Citicorp's
http://en.wikipedia.org/wiki/Passbookhttp://en.wikipedia.org/wiki/Computer_terminalhttp://en.wikipedia.org/wiki/Bank_tellerhttp://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/Diners_Club#Carte_Blanchehttp://en.wikipedia.org/wiki/Hilton_Hotelshttp://en.wikipedia.org/wiki/The_Everything_Cardhttp://en.wikipedia.org/wiki/BankAmericardhttp://en.wikipedia.org/wiki/MasterCardhttp://en.wikipedia.org/wiki/Choice_(credit_card)http://en.wikipedia.org/wiki/John_S._Reedhttp://en.wikipedia.org/wiki/CHAPShttp://en.wikipedia.org/wiki/Clearing_house_(finance)http://en.wikipedia.org/wiki/Citibank#cite_note-Citibank-4http://en.wikipedia.org/wiki/Citibank#cite_note-Citibank-4http://en.wikipedia.org/wiki/Citibank#cite_note-Citibank-4http://en.wikipedia.org/w/index.php?title=Narre_Warren-Caroline_Springs&action=edit&redlink=1http://en.wikipedia.org/wiki/South_Dakotahttp://en.wikipedia.org/wiki/Interest_ratehttp://en.wikipedia.org/wiki/Consumer_lendinghttp://en.wikipedia.org/wiki/Citibank#cite_note-South_Dakota_Statutes-5http://en.wikipedia.org/wiki/Citibank#cite_note-South_Dakota_Statutes-5http://en.wikipedia.org/wiki/Citibank#cite_note-South_Dakota_Statutes-5http://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/7-Elevenhttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/M%26T_Bankhttp://en.wikipedia.org/wiki/Californiahttp://en.wikipedia.org/wiki/California_Federal_Bankhttp://en.wikipedia.org/wiki/California_Federal_Bankhttp://en.wikipedia.org/wiki/Californiahttp://en.wikipedia.org/wiki/M%26T_Bankhttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/7-Elevenhttp://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/Citibank#cite_note-South_Dakota_Statutes-5http://en.wikipedia.org/wiki/Consumer_lendinghttp://en.wikipedia.org/wiki/Interest_ratehttp://en.wikipedia.org/wiki/South_Dakotahttp://en.wikipedia.org/w/index.php?title=Narre_Warren-Caroline_Springs&action=edit&redlink=1http://en.wikipedia.org/wiki/Citibank#cite_note-Citibank-4http://en.wikipedia.org/wiki/Clearing_house_(finance)http://en.wikipedia.org/wiki/CHAPShttp://en.wikipedia.org/wiki/John_S._Reedhttp://en.wikipedia.org/wiki/Choice_(credit_card)http://en.wikipedia.org/wiki/MasterCardhttp://en.wikipedia.org/wiki/BankAmericardhttp://en.wikipedia.org/wiki/The_Everything_Cardhttp://en.wikipedia.org/wiki/Hilton_Hotelshttp://en.wikipedia.org/wiki/Diners_Club#Carte_Blanchehttp://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/Automatic_teller_machinehttp://en.wikipedia.org/wiki/Bank_tellerhttp://en.wikipedia.org/wiki/Computer_terminalhttp://en.wikipedia.org/wiki/Passbook


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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 consumeradvocate 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

ofBryan, 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 $811 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 20022007 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 19922003. 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 Benioffand 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 16different languages and currently has 82,400 customers and over 2,100,000 subscribers.

Following the federal takeover ofFreddie 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 ofFortune's 100 best companies to workfor 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 fromsome 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 whats

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 " Facebookfor

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.compartners 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,
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"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.
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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 firstfrontier 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 institutionsthe 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 anda 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 Citibanks 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 usera concept Talisma

calls use-based evolution. Features key to Citibanks CRM success included:

Product deploymentTalisma E-Mail installed in five days and the Citibank customer service

team also went live in just daysnot the weeks or months of a typical CRM deployment.

Ease-of-useCustomer care representatives (CCR) have found it very easy to learn the

Talisma user interface, navigate screens, and complete tasks.


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ScalabilityE-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 supportTalisma customer support teams truly respond and deliver on a

24x7x365 basis.

Response templatesThe 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 categorizationCategorization 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 workspacesCreating distinct workspaces for pending, resolved, or openinteractions 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. Citibankhas also been pleased with Talismas 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.


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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


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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. Talismas 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 ForceAutomation) 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.


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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.

Talismas 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. Talismas 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 superiorservice, marketing, and sales, at all touch points by automatically capturing preferences,

interactions, and other data and leveraging that knowledge in every departmentthroughout the company.

b) Talisma helps to increase opportunities to market and up-sell through multiple touchpointsphone, 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) Talismas Internet-friendly design helps to increase rep productivity and accuracy withCanned responses, AutoCategorization, AutoText, and other features that eliminate hours

of daily manual entry.

d) Organizations can raise customer satisfactionand salesthrough timely, relevant,personalized interactions. Talisma allows individuals to quickly customize elements ofthe 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 andworkflow to tie together the various customer interactions into a unified and useful

metaphor.


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f) Organizations can design powerful traditional and electronic marketing campaigns withan 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 offeringservice, 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 andservices 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


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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 chatsession transcripts are automatically logged and added to the customers 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.


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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 customers 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.


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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 fromdocuments 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

Group 6_Citi Bank

Documents

Transcript of Group 6_Citi Bank