Transcript PRESENTACION - Central European Business Centre
E-Banking Summit 2012 Invisible Banks, Invisible Client, E-Banking Business Process Outsourcing 2.0
Budapest, 2012. Március 6
AGENDA
Retos y Objetivos Challenges & Objectives for Banks in the E-Banking Era Retos y Objetivos BPO 2.0 - Operating Model in the e-Banking Era Retos y Objetivos Success Stories Retos y Objetivos 2 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Business Process Outsourcing Challenges & Objectives for Banks in the E-Banking Era BPO 2.0 - Operating Model in the e-Banking Era Success stories 3 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Business Process Outsourcing
What is BPO? The delegation of business processes to an external provider that, in turn, administrates and manages the selected processes based on defined and measurable performance metrics. Some examples of business processes includes finance and accounting, logistics, procurement, HR, CRM, or other administrative or customer-facing business functions The worldwide business process outsourcing (BPO) market is forecast to grow > 4% yearly in the next three years.
4 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
BPO & HP Business Services Portfolio
BPO SERVICES Customer Relationship Management INDUSTRY SOLUTIONS Health and Life Sciences Services Finance & Administration Financial Services HRO & Payroll Document Processing Transportation Services Communications, Media & Entertain. Services Government Services 5 billions of credit cards transactions managed 1500 millions 1.5 billion 0,8 millions mortgages managed Payment 45 millions credit cards More than 25,000 professionals are dedicated managed increase profitability consumer managed services industry improve performance and Thousands of professionals manage our customers’ business processes in the Financial Services Industry, helping them to improve their performance and increase their profit.
SIGNIFICANT PRESENCE #2 Multi-services Global BPO Provider NelsonHall 2011 Leader Everest 2011 FAO Annual Report #2 US Healthcare Payer BPO Provider NelsonHall 2010 Major Player IDC 2010 Contact Center Services MarketScape 5 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
HP a leader in Business Process Outsourcing
• • • • • • • • •
$2.7B in revenue Over 300 clients in 26 countries Thousands
of service
professionals 30+
years experience in BPO
65 shared centers
.
More than
48 languages
supported.
Technology Platform
based on our industry standards. Different delivery alternatives: On-, near-, and off-shore, with
flexibility
for workforce balance across different centers.
Work teams with broad
knowledge in Financial sector.
Global Governance Model Maturity in talent and resource management Integrated and consistent model
Best-Shore
Bangalore (2), Chennai (2), Pune (2), Mumbai*, Costa Rica, Wroclaw 6
Local Centers
Des Moines, Ocala, Guadalajara, Barcelona, Bucharest, Budapest, Singapore, Dalian, Mitterteich, Sao Paulo, Buenos Aires, Australia, New Jersey*, London* © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Business Process Outsourcing Challenges & Objectives for Banks in the E-Banking Era BPO 2.0 - Operating Model in the e-Banking Era Success stories 7 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Challenges & Objectives for Banks in the E-Banking Era
Main objectives of the Banks:
• Operating cost reduction.
• Service quality improvement.
• Service scalability and flexibility.
• Increase knowledge about the final customer.
8
HP Strengths:
• Technology leader.
• BPO leader in the Financial Market.
• Demonstrated capability in BPO Services (Front and Back Office) with locations On, Near and Off shore.
• End-to-end capability (ITO, Apps and BPO).
HP Solution:
• Highly consolidated locations to run BPO Financial Services On, Near and Off shore.
• Service transfer with minimum risk and without detriment to quality or effectiveness.
• Use of proven methodologies and best practices.
• Use of technologies and tools specifically designed for BPO services.
• People transition.
© 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
“Partner” Relation
• Establishment of a trusting long-term strategic relation allow to collaborate on: Reducing operating costs associated with these services ,estimated in some cases in up to 30%.
Minimizing the impact of project start-up costs by anticipating efficiencies.
• Our price-oriented approach will have a cost aligned with the business development.
Business Process Outsourcing Challenges & Objectives for Banks in the E-Banking Era BPO 2.0 - Operating Model in the e-Banking Era Success stories 9 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 – Operating Model Evolution
80s 90s 2000s
E-Banking development
Centralization •Operations
Centralization
in Head Office 2010s Service oriented to tasks Service oriented to process Service oriented to business
(BPO 2.0
) • Customer systems • FTE invoice model Creation of the Operations areas • Creation of the
Operations areas
• First initiatives of process
automation
• Specialized suppliers • Invoice model variable for operation Basic Outsourcing •Outsourcing of
independent processes
•
Lack of Outsourcing model
Advanced Outsourcing •
New services
•
Knowledge
outsourcing •
Control of the shared process
•
Platform
oriented to service management by product • Invoice model by product Process Control Centre • Process
Control
supplier •
Industrialization
by 10
PROPERTY MODELS
RELATION LEVEL WITH PROVIDERS (internal / external) Technology Partner Subsidiary / Join Venture / Own Company Subsidiary / Join Venture / Own Company Managing Partner © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 – Understanding the environment: Value Map Industrialization
E-Banking: CRM Inbound Call Reduction
Traditional Back Office Shared Services Centers
E-Banking: CRM Inbound
Document Handling Scanning & Printing
V
-
EFICIENCY
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The information contained herein is subject to change without notice 06/03/2012
E-Banking: CRM Outbound
BPO 2.0 - Requirements and Challenges
Business Requirements
Increase Knowledge about final customers Respond to rapid changes in business conditions Mitigate risk and ensure compliance Predict, manage and reduce costs Improve the productivity of the workforce Fast integration in mergers and acquisitions 12 © 2012 Hewlett-Packard Development Company, L.P.
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BPO Challenges
Ability to use any contact to obtain relevant information.
Ability to add new services and absorb activity growth or reduction Quick introduction of Models and Technologies BPO Services to support changes in business needs Reduce complexity by standardizing and automating processes.
Change to a model of BPO services Create job security and flexibility, allowing teams to work according to the demands of work and priorities Allocate adequate resources to quickly make a safe transition and transform the services according to current and future business needs 06/03/2012
BPO 2.0 : Economic Model
Transition
• Costs aligned to the volumes • Service Transition • Start the transformation: Investments • SLA • Efficiency from the day 1
Transformation
• Efficiency achieved through increased use of BPO tools and team organization • Increased capacity of service
Optimization
• Common infrastructure, rationalized • Reduction by operation • Time to Market (products and features) - income generation potential • Risk management improvement
Operation
• Continuous improvement • Lower cost per transaction • Continuous innovation • New services / products Total Initial Cost Price, achieving savings from day 1 through our funding Price, achieving savings from day 1 Period 1 Period 2 13 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice Period 3 06/03/2012 Period 4 -10
BPO 2.0 – Service Excellence + Industrialization
1 5 4 Service Excellence 2
HP VALUE
Banks Objectives:
• Cost vs. Quality • Unification of Management • Using Best Practices • Maintaining Business Knowledge • Benefit from the best technology • Improve controls • Increase flexibility and release capital • Increase transparency
3 1. OPERATION
• Business Process Reengineering • Quality • Talent Management • Security • SLA / KPI / Metric • Continuous Improvement • Risk Mitigation 14
2. SERVICE MANAGEMENT.
• Multiple locations • Centralization • Multi-Languages • Business Continuity / Disaster Recovery • Talent Pool
3.PERFORMANCE MANAGEMENT
• Six Sigma Plus • Talent management • Regulatory Compliance
4. CENTRES
• Facilities / Infrastructure Sharing • Equipment Operation Support Resource Management • Resource allocation according to needs / efficiencies • Technology / investments amortized © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
5. TECHNOLOGY
• Intelligent Scan / Workflow tools • Specific tools for the process • IP technology • Information and Communications Security • Business Control Center (CNN)
From Contact to Knowledge Center in the e-Banking Era
Customers
CONTACT CENTER = KNOWLEDGE CENTER Multiple contact channels
Call
Virtual Assistant
Mail Chat Socia l net
COMPREHENSIVE KNOWLEDGE MANAGEMENT
Knowledge Database VRU Management Improvement proposals Room in the user’s Intranet
Quality Contact Manager integrated with CTI
15
Telephony Platform
© 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 – Back Office: Transformation Tools
• Saving time and improving productivity and efficiency, through the
automation
of business processes • Improved process control through the
standardization
of working methods • Process
improvement
, greater flexibility according to business needs •
Optimizing
the flow of internal information with customers and suppliers • Integration of business processes •
Image cleaning
: removing background color, auto orientation, automatic cropping, and • alignment ...
Extract information
from printed and handwritten text, bar codes and checkboxes marked • paper and electronic documents, structured (forms) or unstructured • Allows
separation
and automatic
classification
of documents
Online Learning
: Training of data from the documents • Valuable organizational information is shared through the organization structure • Reduced training time for new employees • Retention of Intellectual Property of the work after the employee leaves the company •
Optimize workforce
allowing managers to make better decisions and take effective action • Reduce staff costs • Increase productivity • Improve employee satisfaction 16 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
BPO 2.0 - Business Control Center (CCN)
The Business Control Center is the result of an integrated vision control information: • Defining
alarms
on defined
PKI‘s
for targets tracking.
• Generating
information tailored to different levels
of management.
• Combining
data from different sources
and formats for analysis.
• Getting
consolidated data
that provides an
overview of the business
.
• Establishing a
graphical representation
of historical evolution.
CCN Objective:
Provide in
real-time
a comprehensive, clear and quantitative view of the efficiency of the operations, increasing the ability of business managers to make decisions based on real time information.
17 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Business Process Outsourcing Challenges & Objectives for Banks in the E-Banking Era BPO 2.0 - Operating Model in the e-Banking Era Success stories 18 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Success Story #1 Target: Transformation of the Branch Support Service +50% call reduction
• • An internal consulting study of the Operations departments in Head Office concluded that those departments received
146.000 calls per month
about Financial operations from the office network
A pilot process done by HP
in 50 branches stated that the total number of calls was around
74.000 per month
• Some
users in the office network called directly to Head Office
when they had doubts • • • •
Know the real number of calls Call reduction Call tabulation Centralization
of the calls in the
Branch Support Centre
• • • • Current number of calls: 35.000,
Head Office was released Control of the Service Level and Quality Typified Calls -50% reduction in the number of calls
from the CRM tasks (resolution of operations doubts) : Integrated ticketing system in the telephony solution that opens tickets for each • • call and follow up and define their type
Operating procedures updated Quality Control
: Control system of formal and perceived quality of content 19 © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012
Success Story #2 Target: Back Office Centralization + Outsourcing = Cost Savings
Cost Reduction +20% •
Front office
services in
Head Quarters
• • •
Back office
services
decentralized in offices
• • Some
services outsourced
based on
specialization of tasks
(multi-vendor)
Knowledge
leveraged in
internal employees Inability
to
High cost predict operating costs
of maintenance on the
control of suppliers and knowledge management
• • • • • • Quantify and classify
calls users and set reduction plan Core activity in the office: Commercial Unify back-office activities
in processes, streamline, document and update
Reduce costs and make them variable Create an information system
for control and monitoring of service levels
Continuous improvement / technology investment
20 • • Creation of
Call Center operational offices Implementation of CRM tools
, system of direct queries. (Faq's, Intranet),
proactive systems
to reduce inputs •
Grouping of all back office processes
and establishment of a plan of
industrialization
• Implementation of a
management tool for operational and business,
both internally and at suppliers •
Savings of more than 20%
in all processes managed front and back • The drop in revenue caused by reduced dynamism of economic activity, with the
cost variabilization
has allowed costs to fall in proportion © 2012 Hewlett-Packard Development Company, L.P.
The information contained herein is subject to change without notice 06/03/2012