【正文】 C Insurance Credit Card Finance Companies . Banks Non . FSP Other . Financial Services Companies Small Banks Medium Banks Large Banks Affinity Orgs Major Employers Portals Banks Other F/S Non F/S . Non Financial Services Market Segments: InAble Framework 31 Market Facing Solution Strategies Consulting International Broadening FS Peration eMerging Solutions Sales Framework Operations and Delivery Account Aggregation InAble Global Strategies Project inAble has identified several global strategies that require anizationwide or global coordination across solutions. The anizational design team is addressing the design issues related to Sales, Operation and Delivery (Shared Services), and Consulting. Global Strategies Addressed by Organizational Design Project 32 CEO Headquarters (Administrative) Corporate Development Shared Operations Legal Accounting Procurement Human Resources Methodologies and Best Practices Innovation / Incubation Research (Ramp。 Presentment Customized Solutions Financial Account Processing BPO Trust amp。 however, it will bring a new set of tensions across the management team. Although other alternatives may be less challenging to implement, they will reinforce many current silo attitudes and will be less effective internally and for clients. 20 Solution /Product Solution /Product CEO Headquarters (Administrative) Corporate Development Shared Operations Solution /Product Business Development Client Management Sales ClientCentered Organization Model The core focus of this model is centralizing the client management and sales function under the business development group. Pr os Cons Int e r de pe nde nc ies? Sal es force respons i v eness to t he market? Li mi ts s al e s and marketi ng red un danci es? Enabl es the est abl i s hment of c onsi s tent proces s es andadherence to t hem? Redu c es the need fo r sal es management? T rea ts c l i ent as c orp ora te as s et? Market foc used appr oach? Al l ows f or l everagi ng of resources ac ross s ol uti ons? Sy ner gy betwee n c l i ent rel ati onshi p amp。 Management The research, development, creation and management of technology and service solutions. Internal Infrastructure The internal processes, functions and structure, which are critical enablers to a successful anization. A process model analysis defined a framework to categorize the key Metavante anizational ponents Internal Infrastructure 18 CEO Headquarters (Administrative) Corporate Development Shared Operations Legal Accounting Procurement Human Resources Methodologies and Best Practices Innovation / Incubation Research (Ramp。 Relationship Management Clientcentric processes within the anization to attract, maintain and manage client relationships. Operations amp。 Development: In order to achieve the new strategies, Ramp。 Investment Technology Electronic Funds Transfer Card Solutions East Point Online Banking Document Composition (CSF) Cash Management (ACH) Customers Forever Services Electronic Commerce Solutions Life Insurance Trust Companies Brokerage Mutual Funds DeNovo Virtual Startup Credit Unions Pamp。 there must be a forum for discussion and negotiation Be prepared to skip some areas of the business altogether Good SLAs are simple and few Motivate staff and align performance measures to encourage behavior to enforce SLAs Connect SLAs to customer satisfaction Offer different levels of products and services for different prices All bets are off when the business really wants or needs something The only viable defense against unreasonable demands on business units time is to monitor the use of resources as closely as you do the SLAs SLAs require constant vigilance and maintenance Shared service performance requirements are typically set through SLAs. These agreements between the business units help define accountabilities and expectations that ensure the desired level of service is ultimately met. Shared Services Discussion and Design 8 Shared Services Design Detailed Approach Design Objectives ? Develop a detailed design of how the support anizational structures operate Approach T ime ? Prioritize Components 8:45 9:00 ? Design of Shared Component (Walkthrough with Large Group) 8:45 9:15 ? Identify future customer requirements ? Map requirements to 2 X 2 matrix ? Determine shared activities ? Determine business unit activities ? Articulate Service Level Agreement and measures ? Assess current state and transition strategy ? Additional Design of Shared Components (Small Groups) 9:15 10:45 Client Care Discussion 10 Client Care Guiding Principles Ultimate goal of client care is to provide cost appropriate service Common databases across all Call Centers and client touchpoints should be implemented to enable effective management of client contact history and information Critically evaluate how much can be pushed down to the CSR the skill level required of the client service representatives (CS R) What skill level is required (., college degree) Are client issues unique or can they be fielded by any CSR? Should the CSR be tasked with crossselling or strictly focus on lead generation? Implement best of breed technologies IVR, ACD Skill based routing Client identification and prioritization tools Attempt to create a homogeneous nonsegment approach to fully capture call center efficiencies Utilize call center manager to conduct client QA to ensure service efficiencies and