Microsoft Corp. announced at Asian Banker Summit 2010 that the Singapore operations of Maybank, the financial services group in Malaysia, has been able to meet major banking customer challenges through key business benefits from the implementation of Microsoft Dynamics CRM.
The key objective of Maybank Singapores customer relationship management (CRM) system implementation was to establish a single view of customer information and automate workflow processes to improve service fulfillment, sales/campaign operations and incident management across the bank.
The implementation of a CRM system in Maybank Singapore is a key capability to help drive business excellence by improving key processes and service offerings that enhance the customer experience and operational efficiency. The most distinguishing feature of this Microsoft Dynamics CRM implementation is its collaboration capability that enabled the bank to effectively harness the operational synergy between various units to improve sales and service standards.
The implementation of Microsoft Dynamics CRM helped Maybank Singapore address a number of front-end sales and service process challenges. These challenges included the manual distribution and tracking of sales leads and marketing lists assigned to front-end sales personnel and an inconsistent view of customers as front-liners and middle-office users had access to different systems for customer information. The bank also needed the visibility for the escalation and tracking of customer service requests, which could cause long turnaround times for inter-department investigation and resolutions relating to user inquiries or feedback.
With the implementation of its C-Portal for Microsoft Dynamics CRM, Maybank Singapore was able to address these challenges. Microsoft Dynamics CRM helped the bank achieve its single-customer view objective by establishing real-time as well as synchronized batch-integration of critical customer and account data from its bank-wide customer information file and core-banking systems. The bank also was able to improve collaboration and reduce turnaround time between front- and middle-office units for service fulfillment through the implementation of automated service-request workflows and escalation capabilities. In addition, improved incident management capabilities of the bank through efficient and visible incident reporting, escalation and follow-up reduced the turnaround time for investigation and resolution of reported incidents.
D.C.