"The Moscow credit bank" updated CRM for conducting corporate business

2019: Updating of CRM for corporate business

On February 28, 2019 it became known that the Moscow Credit Bank (MCB) updated a management system (CRM) for corporate business and also completed implementation of additional tools on performance management.

System implementation began in September, 2018 and came to the end in February, 2019. Initially in bank planned a vector of development and defined three strategic projects, however at assessment of offers the bank faced the high implementation cost of an analytical part both quite modest and inconvenient engine of visualization. Therefore the decision to form analytics behind perimeter of CRM on other platform was made.

"Having held several meetings with integrators, the bank made the decision to finish the solution by own efforts for two reasons. The first – remained only 6 months on implementation, and with external contractors it seemed impracticable. The second – there was a wish to increase competences inside. Half a year of work allowed to enter in 2019 with the updated CRM system for corporate business which completely replaced the tables Excel in the course of pre-sales of corporate business. According to the results of the project managers fix potential transactions on all products in CRM, specify keyword parameters of a banking product (the expected interest rate, the commission, placement term and so forth), implementation probability. Within the transaction different activities are planned: meetings and calls which depending on result move the transaction on stages of a funnel of sales. The functionality of tasks within transactions allows to create instructions for adjacent divisions and to control the course of their execution, for example, to prepare the presentation or the commercial offer, to request a document package from the client". Murad Agalarov, associate director of development department of corporate business of MKB

In a large corporate segment the sales cycle on average lasts up to 6 months. Process of maintenance by client managers using tables of Excel or even personal notepads has huge number of minuses: the customer interaction history is not fixed, there is no planning of further actions, there is no management tool for heads for identification of bottlenecks of commercial process and measurement of efficiency of each manager.

Active development phase began in July, 2018. As a result the monolithic CRM platform integrated with the product systems and other services via the corporate bus turned out. So, CRM is a master system on client data for bpm in which credit process is implemented. On the other hand, CRM is integrated with the external platform which sends leads directly to a funnel of sales, reducing decision making time.

The analytical data storage exchanges data with CRM at the level of the database. In it the client, product and financial analytics automatically is calculated. Data are visualized in the form of interactive panels on the BI platform and integrated in the form of frames directly into CRM. Top managers have access to analytics 24/7 on mobile devices.

Annually managers of large corporate business together with product managers create the individual development plan for business with each key client then prepare the presentation and protect it on collegiate organ. Earlier it took away a large number of time. It was required to collect the actual indicators on products from the different systems, to enter planned financial performance on products and to draw the presentation with diagrams. With implementation of process in CRM it was succeeded to reduce time three times. The client manager sees in the single interface all information for planning at once: on the client, potential transactions in work ready material with diagrams for inclusion in the presentation can also download the actual indicators.

Process of control of execution of the plan also became simpler – CRM monthly calculates deviations from the plan by a financial performance and for instructions within the action plan.

Analytical tools are implemented at all levels: from the first deputy chairman of board to the client manager. They daily calculate accomplishment of personal KPI of each employee and department and also help to reveal deviations.

Implementation allowed to configure hourly data loading from CRM, show-windows of management accounting and the product systems in KHD of Bank, with the subsequent creation of business data marts, with a necessary set of metrics. An analytical OLAP cubes and interactive panels for client managers and top management of bank work at their basis. OLAP CUBES allow to monitor quickly process of accomplishment of personal KPI, to see deviations on clients by each product. Analysts of the corporate block use the expanded version of a cube for deep analytics of the customer base in search of opportunities for increase in profitability.

According to information for February, 2019, introduction of the management tool efficiency based on BI and CRM increased transparency and sales management. The number of meetings with clients increased by 34%, average monthly growth rates of the customer base increased by 4%.^[1]

2013: Implementation of SAS Real-Time Decision Manager

From August, 2012 to June, 2013 in the Moscow Credit Bank SAS Enterprise Miner, SAS Credit Scoring (the first stage) and SAS Real-Time Decision Manager (the second stage) as bases for creation of the credit pipeline were implemented.

In June, 2013 a system was brought into trial operation which should come to the end in October. Upon termination of test process the solution will be replicated for use across all territory of presence of bank.

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