Sales Force Management Through Intranet SeUGI 19 Florence, May 30 2001 Speaker: Jan Maly
Authors: Jaroslav Kafka Anna Surova Jan Maly
Ceska pojistovna - general info z z z z z z z z z
Founded in 1827, seated in Prague Czech market leader, 50% market share Life and non-life products Premium income reaches € 1 bio Technical reserves € 2.6 bio Policies under administration > 10 mio 8 regions with 72 branches 6,500 employees 3,500 sales people www.cpoj.cz
Ceska Pojistovna - Group CP finance group Ceska pojistovna a.s. CP Financni servis a.s. eBanka
Internet bank
Home Credit
Consumer loans
CP Leasing
Leasing company
KIS
Invest company
CP ZDRAVI
Health insurance
Ceska zivotni
Life insurance
Penzijni fond CP
Pension fund
CP Direct Pojistovna
Call centre
Expanding & Changing Industry z Deregulation z Privatisation z Economic
upheaval z New market opportunities z Foreign Insurances Competitors z Historical kinds Insurance Products
Ceska Pojistovna - Strategy z Change
from Product strategy to Customer Oriented z Imposing synergy effect Insurace – Bank – Pension Fund – Consumer Credits (Home Credit) z Focusing to profitable Market Segments z Expansion to foreign countries (Slovakia, Russia)
Business Issues for DW implementation z Strategy
Change – New Approach to Customer z Request for One Information Resource – Smashed data in Operational Systems – Data Quality, historical terminology difference
Concept of Information Delivery in CP Business functions
Distribut. Channels
CRM
BSC
Process Quality
Finance Management
Human Resources
New Distribution Channels (WEB)
Information Integration and Consolidation - DW
Controlling Business (KOS) (APIS)
Risks
Marketing
Business (Ind. Ins.)
Business (APO) (KDP)
ERP (FI,CO,HR)
Operational/technology Integration
Org. Unit - Ceska Pojistovna
Reasons for SAS z Data
Scanning and Transformation from Various Resources z Implementation Speed z Platform Independence z Solution Scalability (from Win to Mainframe) z Global Solution z Strong Analytical Environment
SAS Professional Services z High
Qualified Consultants z Technical Know-How Transfer z Architecture Design z Strong Analytical Knowledge z Local Support
Sales Force Management Our Needs z Improve the activities of Sales Force z Increase the performance of Sales Force z Monitoring the underwriting policies and the fulfilment of the plan z Unified and accurate outputs = one true result z Sales Force Manage Tools
Sales Force Management Objectives of Project z
CP Sales MIS Solution
z
Strategic and Operative Management Information Cycle
z
New Practices in Production Monitorship over Enterprise Information
z
z
z
New Quality Reports based on SAS Products in Intranet Environment Information Availability with different Permission Levels with good Response time Relevant Information Access for many Users from the whole company
Sales Force Management Fast Implementation Time Continuance z
Project Start - September 1999 – Unification Solution Proposition, Cleaning and Scanning different Data Resources – Application Design and Project Realization
z
Operation Test - December 1999 – Application Open with data from 1999 – Functionality Test and Report Validation
z
Production - January 2000 – Data mart fulfilment in stages (Data from 2000)
Architecture of SAS Environment Sales Force Management Operational Systems
Datawarehouse Management and ETL Processes
Client Cards
Development Client Development server Development Client for JAVA Env
KDP Central Clients Repository
KOS Thin JAVA Client Application Server for Sales Force Management
…….
SAP R/3
Access to SAP R/3
Mainframe Data transformation
Analytical Client
Sales Force Management Critical Bottlenecks of Project z z z z z z
Number of Users, Net Capacity, Performance Accurate Definitions from Users Site „ What is simply for Developers is difficult for Users “ Internal Solution Sales Users Training and Continual Contact with Users Opening Users Scepticism for Reports – Data Quality Proof
Sales Force Management Solution Outputs Productions Indicators Production by
Production by
regions, agencies
z z z z
products
Production by
Production by
Production by
time frame
dealers
source channels
21 Dimensions - high variableness XECT views 6 Hierarchies – Data aggregation and Different Levels Dimension Break-ups 6 Analytical Variables – Monitored Values Next Entries – Detailed Data List
Sales Force Management Benefits z Business
Benefits
• Performance Enhancement for Sales Force • New Portfolio Production Regulation • Quality MTPL Portfolio
z Process
Quality Enhancement
• 10% Delivery shortening to CP for New Production
z Fraud
Detection
• First Year Get out of Value 4 mio EUR
Sales Force Management Benefits for users Users are satisfied with flexibility and on-line access to information against fixed paper form tables before : z z z z z z z z z
Immediately respond to business activity results Concentration to data analysis not searching information on paper Monitor and evaluate more indictors than formerly Easier and Rapidly Exception, Extremes, Details and Error Evaluation Possibility Create Own Data Views More Filter and Report or Table Layout Scenarios One Database for whole CP Environment Report Consolidation Predefined Report Offer for Low Level Users
Return of investment z ROI
< 1 YEAR z Side Benefits • Recognition Processes Quality • Sales agents Activism • Decrease of damage %
Other SAS projects in CP Selected Projects : z Register of Partners (clients) z Fraud analysis z Financial management (profitability) on the top SAP R/3 z Internal Process Quality Parameters Analysis
Future Plans z Performance
Management - KPI z CP Group - Financial Consolidation z CP Group – cross-selling z Campaign Management z Client Segmentation
