Introduction to CRM :

Comprehensive: CRM does not belong to just sales or marketing. It is not the sole responsibility of customer service group or an IT team; i.e. CRM must be a way of doing business that touches all the areas. Approach:-an approach is broadly a way of treating or dealing with something.CRM is a way of thinking about and dealing with the customer relationship. we use strategy because crm involve clear plan. Customer relationship: In todays world where do business with individuals or groups with whom we may never meet and hence much less know in person to person sense.CRM is about creating the feel of comfort in this high tech environment. Above three terminology is combined then make a CRM definition. CRM definition:Customer relationship management is a comprehensive approach for creating, maintaining and expanding customer relationship.

DESCRIPTION ABOUT BOB

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Type Traded as

Public BSE: 532134

Industry Banking, Financial services Founded Headquarters Area served Key people 1908 Vadodara, India Worldwide M. D. Mallya (Chairman & MD)

Product Creditcard consumer banking, corporate banking, finance and insurance, investment banking, mortgage loans, private banking, private equity, wealth management Revenue 25,800 crore (US$5.68 billion) (2011) Net income 4,433 crore (US$975.26 million) (2011) Total assets 355,826 crore (US$78.28 billion) (2011) Website www.bankofbaroda.com

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BACKGROUND OF BANK OF BARODA Bank of Baroda (BOB) (BSE: 532134) is the third largest bank in India,
after the State Bank of India and the Punjab National Bank and ahead of ICICI Bank. BOB is ranked 763 in Forbes Global 2000 list. BOB has total assets in excess of Rs. 3.58 lakh crores, or Rs. 3,583 billion, a network of over 3,409 branches and offices, and about 1,657 ATMs. It plans to open 400 new branches in the coming year. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries and affiliates in the areas of investment banking, credit cards and asset management. Its total business was Rs. 5,452 billion as of June 30. As of August 2010, the bank has 78 branches abroad and by the end of FY11 this number should climb to 90. In 2010, BOB opened a branch in Auckland, New Zealand, and its tenth branch in the United Kingdom. The bank also plans to open five branches in Africa. Besides branches, BoB plans to open three outlets in the Persian Gulf region that will consist of ATMs with a couple of people. The Maharajah of Baroda, Sir Sayajirao Gaekwad III, founded the bank on 20 July 1908 in the princely state of Baroda, in Gujarat. The bank, along with 13 other major commercial banks of India, was nationalised on 19 July 1969, by the government of India.

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BANK OF BARODA

BOB Bank of Baroda in India one of the largest bank and global financial services organization with assets of US$5.68 billion. BOB Bank of Baroda more than 11 million personal and commercial banking customers through 1,300 retail branches, more than 4,800 ATMs, telephone and Internet banking, and point-of-sale terminals. It provides personal and commercial banking, credit card services, wealth management services, insurance, corporate and investment banking, and transaction processing on a global basis. Business Objectives
Unlike most banks, BOB Bank of Baroda has well understood the need to leverage the economic value of customer information for many years. Since the late 1970s, the bank has searched for and found innovative ways to use its customer data to improve its business performance and better serve clients. In fact BOB Bank of Baroda was one of the first to realize the powerful capabilities of data warehousing and by the early 1990s it had implemented a first-generation data warehousing solution. The data warehouse effectively captured millions of daily client transactions, and performed broad client segmentation, but BOB, always on the leading edge, sought new ways to assess and manage customer relationships at the individual client level. BOB emerging CRM vision was confirmed by a 1997 study that challenged conventional thinking that key differentiating factors for banks amounted to a 24/7 call center and a branch on every corner. The study revealed that customers wanted a banking relationship where they were well understood, their needs anticipated and their business was valued. In this

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environment, mass marketing to huge customer segments simply wouldnt work.

Vision of BOB Bank of Baroda

Always earning the right to be our clients' first choice

Goals
To be a leading INDIA financial services organization, recognized as: The undisputed lead provider of integrated financial services in INDIA A best in class provider of personal and business financial services in the Other Countries A premier provider of selected global financial services

Strategic Priorities
Superior client experience Strong fundamentals North American expansion Cross-enterprise leverage

Values
Excellent service to clients and each other Working together to succeed Personal responsibility for high performance Diversity for growth and innovation Trust through integrity in everything we do

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BOB - Global Private Banking (GPB) Private Client Services

Global Private Banking is the private banking and wealth management arm of Bank of Baroda with some $ 94.2 billion assets under administration. Global Private Banking has offices in 24 financial centres around the world and clients in over 100 countries making it the largest INDIAN provider of international private banking services. The prime objective of Global Private Banking is to help individuals and corporations make the most of their wealth. They accomplish this objective through sound investment strategy, global expertise and a range of products and services to meet the financial needs of any individual or corporation. Their products and services can be categorized into three broad areas: International Banking, International Investment Management and Trust and Custody. One principal advantage GPB offers its clients can be described as "local access-global presence". It means that clients are able to enjoy seamless service and local access to GPBs entire range of offices. This leveraging of global expertise and combining it with local knowledge gives GPB and its clients an important edge in the world of wealth management.

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Your Own Private World

Bank of Baroda Global Private Banking units are expressly concerned with helping their clients to broaden their involvement in international markets and jurisdictions and showing them how the strategic use of financial products and services outside their country of residence could play a significant part in the following key areas of planning: The Preservation of Wealth The Security of Estate The Management of Investments The Retention of Business Interests The Transfer of Assets to Heirs

A World of Specialized Planning

The design of capital preservation, estate and investment plans can all benefit from the specialised analytical processes and advisory relationships extended to private clients. BOB confers with its clients and advisors on a regular basis in order to determine how Global Private Banking's experts can contribute, resulting in a closer understanding of their clients situation and financial expectations.

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A World of Products and Services International Investment Services

GPB investment strategy is driven by the collective capability of its BOB Investment Strategy Committee comprised of investment managers, portfolio specialists and multi-disciplined teams located in important financial centres around the world.

International Trusts
An increasing number of individuals and corporations use an international trust as a cornerstone of their financial strategy.

International Company Formation and Administration

Estate and tax planning frequently involve the use of private companies incorporated in offshore financial centres.

International Banking Services

GPB Bankers assist their clients to access a wide range of banking services specifically designed to meet their international financial needs. The customized private banking products and services may include any or all of the following:

Multi-currency banking services Unique private banking client card Unlimited chequing Platinum or equivalent Visa* in either CDN or US dollars Funds transfers between accounts Overdraft protection Consolidated account reporting Foreign currency cheque handling
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 Interac e-mail money transfers, two monthly Travellers cheques Money orders and drafts Regular-size safe deposit box ATM machine usage Internet and telephone banking Flexible short- and long-term investment vehicles Residential and investor mortgages.

Overall CRM Strategy of BOB

BOB has been developing its CRM strategy to improve customers experiences and involvement with the Bank. Central to its approach has been the development of new metrics and analytical techniques to allow it to offer a more one-to-one service. Having begun to collect customer data in 1978, the first steps towards one-to-one marketing were taken in 1992. BOB Bank went on to formulate a CRM strategy, which had several drivers. The most important was the need to be increasingly responsive and customer-focused in an aggressively competitive environment one characterized by increasing sophistication of both clients and Bank competitors, and the levelling effect of evolutions in technology and regulatory frameworks. Like most Banks, BOB Bank has reached the conclusion that differentiation depends on its ability to realize CRM, and to build a unique relationship with each individual client.

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Becoming Customer-focused
The first segmentation of the customer base by profitability was carried out in1992 with the goal of aligning sales and service staff, and to improve retention. The analysis of client profitability assigned average product values to each individual and segmented the customer base in three, simply named A, B and C. Cathy Burrows, senior manager of relationship marketing says: The goal was to segment by average contribution in a simple way. It was a useful first step to align sales with customer variables. The segmentation was used by both back-office functions, such as marketing, credit, and front office, such as branch-based sales staff. New metrics were introduced to monitor the number of high-value segment customers acquired and any reduction in the low-value segment. The client profitability segmentation was in use by marketing, product management, finance, costing, risk, treasury, service delivery, and network management. However, the Bank realized that: the system was not precise enough for relationship pricing it did not provide a measure of potential value it could not be used as a performance measure. A gap analysis among the Banks customer base in 1997 revealed that there was a highly positive view of the Bank, especially its multiple access channels which allow banking to be
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conducted whenever and wherever the customer chooses. However, it also revealed that BOB was not delivering what clients really wanted to be treated as individuals, to have their needs anticipated and to have the value of their business reflected. It therefore targeted a new approach that would improve its ability to meet these goals. Under the first system, profitability measures were taken by aggregating customer transactions into the general ledger and then apportioning profit to customer segments, products and the organization as a whole. A start was made on building a sample profitability prototype using spreadsheets this helped to produce a clear vision of what was needed. At the same time, the Bank adopted an integrated test-and-learn culture, driven by its data warehouse. This ensured that marketing, account decisions, credit management, customer retention and debt recovery were all working from a consistent view of the client. This is a looped process, which defines strategies, executes them at the point of customer contact, gains feedback and then uses this to inform future planning. The main focus was on marketing to six-life stage segments through direct mail and telemarketing, together with testing and learning more about the sales process via the personal bankers in branches. An important early step in developing this process was to establish the direct marketing budget as being customer-focused, rather than assigned to individual product lines. Managing the budget involved regular meetings of representatives of different channels and product groups to decide common goals and the most effective way to deploy the budget. Burrows admits: that this involved a struggle or what might more politely be described

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as a change management process to achieve. The business strategy and business rules were built into the decision support engine within the IT infrastructure. The results from each direct marketing campaign were run through the system to set the following months goals and objectives. Having made this move towards CRM and client value modelling, BOB began to examine how to evolve further. It identified a requirement for a behavioural- based solution focused on the customer and account. The approach had to be flexible, allowing profitability to be aggregated to user-defined levels typically, these would be: product and product group customer segment geography channel.

Developing Customer Value Management (CVM)

The breakthrough in BOBs move towards Customer Value Management (CVM) was its implementation of a new software application called Value Analyser. Value Analyser is a foundation application for understanding and assessing clients information, behaviors and relationships. Client value assessments were evaluated on a monthly cycle, with a rolling 12-month and annual total value being calculated. The application is a bottom-up way of assessing customer value based on individual accounts. It uses transactional data to produce a value metric for each account, allowing this measure to be used not only for individual customers but also at every level of the enterprise. Aggregation to product or channel level is easy to carry out but remains consistent across the Bank because individual identifiers are attached to each account or set of events, which have been used to generate the base value metric.
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The application was championed in the first instance as a way to start improving the segmentation process. Product managers quickly saw great value in the resource in financial terms. They now have consistent product-related profitability measures that Value Analyser produces, in addition to customer-based profitability. It is also seen as a boon to risk management, which uses historical models but had not been able to analyse the impact of their decisions on a portfolio of customer relationships. A report has now been written into the system, which shows the impact at a customer level, not just at a gross profit level. Says Burrows, the system will become common data. It has opened unexpected doors. Because of the CRM process already in place in BOB, it was recognized that the Bank needed to be able to look at client profitability at a transaction and account level, not using averages. It also needed to understand the dynamics of its customers and see what the impact was on the customer profile of discretion at branch and delivery channel level. A three-dimensional profit metric is now used within the Bank. At an organizational level, it is able to deliver financial statements on the following: assets, liabilities and equity income and expenses contingencies inter-company transfers. These can be examined by total bank, non-bank subsidiaries, and shareholder. Product level metrics are taken on the same financial dimensions across each product line loans, savings, accounts, insurance, etc. The customer-level segments the financials by personal account, with corporate and small business accounts under development.
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One of the difficulties initially encountered in determining profitability on a product such as customer loans was to disaggregate the financial data into meaningful values at a customer level. Previously, this information had been averaged out. This was where the processing power of Value Analyser proved its worth, because it allowed individual transactional and event records to be examined. The system has also made it possible to develop improved activity-based cost drivers and assign these to individuals and events. As a result, it was recognized that some previous assumptions were faulty. For example, many of the Banks younger customers operate a savings account with low balances and few transactions and no bank card.

Inputs into CVM

Five areas of cost have been used as inputs into the client value metric produced by Value Analyser:

1. Net interest revenue income derived from interest paid on

outstanding credit balances and loans.

2. Event costing using ABC and transactional costing to

understand profit by channeland activity.

3. Non-interest revenues these show the fees paid by customer.

This information can often be buried in an operational system, such as within credit card balances onthe data warehouse. Where it is not directly available, it can be modelled to assign a value, which provides an indicator of the actual income derived from a customers activity.

4. Risk provision dynamic risk scores are used to understand the

level of risk a customer represents compared to profitability.

5. Indirect costing allocation this assigns an element of

organizational overhead,such as marketing, to each customer appropriate to the level of activity a customermight be subject to. These five measures allow the company to see customer profitability and what drives it, as well as return versus assumed risk, channel costs and
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whether channels are profitable.CVM has allowed the Bank to become more sophisticated than before in its analysis of profitability. The Bank had been storing transactional data for more than five years in its data warehouse because it recognized that a customers value to the organization is affected by the type and frequency of event, the balance of their accounts and their channel usage. This account level information is associated with customer files from BOBs marketing system.However, work on costing some products still remains to be done: Burrows explains: "One of the difficulties initially encountered in determining profitability on a product such as customer loans was to disaggregate the financial data into meaningful values at a customer level. Previously, this information had been averaged out. This was where the processing power of Value Analyser proved its worth, because it allowed individual transactional and event records to be examined. The system has also made it possible to develop improved activity-based cost drivers and assign these to individuals and events. As a result, it was recognized that some previous assumptions were faulty. For example, many of the Banks younger customers operate a savings account with low balances and few transactions and no bank card. Says Burrows: We are looking at the costs they are being assigned it was a full allocation of the ATM and point of sale costs, which was effectively over-assigning costs to these accounts.

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Current and Future Needs Assessment

The complexity of profit measurement being used is plotted by NCR on a continuum, in order to allow Value Analyser to be customized to the Banks requirements. This proved to be pivotal to the success of the project because it helped to locate current practice and future goals. As Burrows says: It pushed us. We actually ended up further along the continuum from where we initially thought wed be.

New Marketing Strategies

One area of strategy change has been the re-evaluation of low value, low potential customers with a view to repricing opportunities. On some deposit accounts, the Bank has had to redefine its pricing because clients were not paying any fees. Burrows explains: So we are looking at ways to reprice or reduce so we are not losing as much money. Internal reporting has also developed and become more sophisticated. BOB has started creating income statements and balance sheets for customers and portfolios of customers. That is important for the development of the customer view in the organization: Burrows admits: We can see net income after the cost of capital, essentially consistent with product-level reporting. It has also built credibility for our customerdriven strategy. CVM has not been completely adopted at an individual level, however, we are looking at segment level, and still using product profitability.

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