Post on 01-Jan-2016
Management Information System 2006, Spring
Shinhan Bank’s CRM
Seong Yun MoPark Ji YongOh Chang Hyup
MIS Term Project #1
IME 20071253IME 20080891 IME 20090934
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Contents
1. Shinhan Bank
2. Importance of Customer for Bank
3. What is CRM?
4. History of Shinhan Bank’s CRM
5. Shinhan Bank’s CRM(1) SRM(2) CROSS(3) G-CRM(4) Reorganization of CRM
6. Performance of SRMS
7. Conclusion
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1. Shinhan Bank
High AssetsQualityEfficiency
High Standards ofCustomer Service
1982: Shinhan Bank began operation
1989: It was listed on the Korea Exchange
It has 864 branches over 10752 employees
CustomerSatisfaction
Shinhan Bank has a reputation as one of the most progressive commercial banks
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2. Importance of Customer for Bank
Financial Product
Intangibility
Inseparability
IndividualMarketingSystem
Lack of SpecialIdentity
GeographicalDispersion
Growth must Be Balanced
With Risk
Customer is important factor for Bank
(Source: Arthur Median)
Customer isImportant
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3. What is CRM?
A business strategy which relate to techniques and methods for attracting and retaining customers with three components
Managing valuable customer in a long-term view
Create a Database
Analysis
Customer Selection
Customer Targeting
Relationship Marketing
Privacy Issues
Metrics
CRM Framework
CRM
People
Process
Technology
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4. History of Shinhan Bank’s CRM
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
SRMS (CRM)
– Shinhan Relationship
Management System
G-CRM
– Geographic Information
System + CRM
CROSS(Integrated group CRM)
- Customer Relationship
Optimization System for
Shinhan group
-EDW
Building up CROSS
2001 2002 2005 2008 2010
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5. Shinhan Bank’s CRM(1) SRMS
SRMS – Shinhan Relationship Management System
S R M S
Catching Symptom of Customer Secession
Scheduling for Salespeople
Customized Portfolio
(Source: 성공적인 CRM 추진전략과 구축 방안에 관한 연구 )
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS
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5. Shinhan Bank’s CRM(1) SRMS
Back-end Office System Middle Office System Front Office System
Data Collecting and Auditing
MiningDB
AnalysisCRM Mart
CRMDB
InternalData
ExternalData
VisualizedAnswer tool
Visualized Campaign Evaluating tool
Visualized Campaign Design tool
Data MiningSystem
OLAPSystem
CampaignManagement
System
Call Center
Branch
Internet Banking& E-mail
CD / ATM
TM DMI
Customers
CustomerInformation
CampaignInformation
SamplingTransformationTransmission
(Source: 금융업계 사례연구 , 신한은행 , Teradata)
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS
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5. Shinhan Bank’s CRM (2) CROSS
Shinhan Bank
Shinhan Stock
Shinhan Card
Jeju Bank
Shinhan Gruop
Integrated campaign
Integrated Process
Inte-grated
Call-cen-ter
Business Office
(Source: 금융지주 모델에서의 그룹 CRM 전략과 운용 , 신한은행 )
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS
CROSS – Customer Relationship Optimization System for Shinhan group
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5. Shinhan Bank’s CRM (2) CROSS
(Source: 금융지주 모델에서의 그룹 CRM 전략과 운용 , 신한은행 )
Shinhan Bank DW
Shin-han
Bank DW
Shinhan Stock DW
Shin-han Card DW
Shinhan Group DW(EDW)
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS
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Strategic Marketing with regionalism
Discovering a Potential Customer
Optimization of Channel Strategy
Man to Man Support Service for Customer
5. Shinhan Bank’s CRM (3) G-CRM
G-CRM – Fusion of GIS and CRM
Expected effectiveness of G-CRM
Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS
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Introduction of SRMS
Building up G-CRM
Reorganization of CRM
Building up CROSS5. Shinhan Bank’s CRM
(4) Reorganization of CRM
Event Based Customer Management(EBCM)
Sales opportunities management
System for recommendation of optimal prod-uct
Reorganization of integrated customer man-agement
CRM monitoring system
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6. Performance of CRM
Staff can focus their original task
Target marketing is available
United customer managing is available
Result of Shinhan’s CRM
United performance of evaluation is available
Establishing strategy in customer’s view is available
(Source: 성공적인 CRM 추진전략과 구축 방안에 관한 연구 )
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6. Performance of CRM
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Operating Income 799 -103 -690 170 608 1920 2937 1906 1233 2256
-750.00
-250.00
250.00
750.00
1,250.00
1,750.00
2,250.00
2,750.00
3,250.00
Operating Income
Bil
lio
n W
on
StartingCRM
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6. Performance of CRM
By Korea Consumer Forum, Grand prize in bank sector for the 7th year straight
By Korea Standard Association, Ser-vice Quality Index 1st for the 8th year straight
By Korea Management Association, Most admired company in bank sec-tor for the 8th year straight
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7. Conclusion
Shinhan’s SIS gives Shinhan strategic advan-tage!
G-CRM
SRMSCROSS
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Reference
• 성공적인 CRM 추진전략과 구축 방안에 관한 연구 – 금융산업을 중심으로 ,
김종순 , 2003
• 금융업계 사례연구 , 신한은행 , Teradata, 서춘석 , 2002
• CRM 주요 성공 전략과 신한금융지주 GDW/CRM Project, 신한은행 , 이인규
• 금융지주 모델에서의 그룹 CRM 전략과 운용 , 신한은행 , 백홍근
• Framework for CRM, Harvard Business Review
• Shinhan Bank Site http://www.shinhanbank.com