NASA FINS Partner Summit Greta Krupetsky Group Vice President, NASA FSI Sales October 23,2008.
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Transcript of NASA FINS Partner Summit Greta Krupetsky Group Vice President, NASA FSI Sales October 23,2008.
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NASA FINS Partner SummitGreta KrupetskyGroup Vice President, NASA FSI SalesOctober 23,2008
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FY09 GTM Plan
FY09 Strategic Initiatives
1. Growth through Industry Focus
2. Drive a Solutions Based Business
3. Differentiate through Transformation
4. Leverage Industry Specific GBU ( Financial Services and Insurance)Solutions Footprint to expand Customer Portfolio of Oracle Solutions
5. Grow CRM Hybrid Market Share
6. Expand and Partner Ecosystem through
1. Identified Value Solution Sets
2. Transformation Initiative
Growth through Industry Focus
Investment in “Less Effected” Markets
• Manage industry portfolios and corporate resources on a deeper sub vertical basis
• Market opportunities and trends very widely by sub vertical sector• Focus sales and FINS Supporting teams to maximize “wallet share” in the
sectors that are expected to “outspend” the industry average• With that difference in growth trajectory, the Green Sectors/Customers will
continue to have an increasing impact on overall business
Drive a Solutions Based Business
Portfolio of High - Value Solution Sets offerings
Reshaped our portfolio offering to focus on strategic high-value Solution Sets
( leveraging the GBU offerings) Incorporated the GBU products to create solution offerings that add unique
value to both customers and the channel Aligned
New Industry Drivers Top Market opportunities Value Solution Sets
Maximize our ability to capture more of the strong growth
Differentiate through Transformation
Transformation
Targeted focus on driving Transformation opportunities in select NASA FINS accounts Target a sub-set of accounts (based on defined criteria) to position
Transformation Initiative, that drive ELA opportunities Drive a Value Selling approach to Transformation positioning
Synchronize a set of shorter term demand generation activities with Strategic Transformation Initiatives
Map Executive Sponsors to target accounts
Leverage Industry Specific GBU Solutions Footprint to expand Customer Portfolio of Oracle Solutions
Integration & Collaboration: Insurance Application Integration and Architecture, Business Process Bus
Technology Foundation: Database, Fusion, BPEL, Security, etc
InsuranceCRM &
Distribution Manage-
ment
InsuranceCRM &
Distribution Manage-
ment
New Business
&Underwriting
Desktop
New Business
&Underwriting
Desktop
InsuranceRating &
Illustration
InsuranceRating &
Illustration
Policy AdminPolicy Admin
InsuranceBilling
InsuranceBilling
Insurance Claims
Insurance Claims ERPERP
Customer Communication Management: Applications, Industry Forms, Policy Issuance, Client Communications, & Claims Correspondence
Platform Solutions:
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Oracle Insurance Applications
Insurance Data Exchange: Data Exchange between Carriers, Distributors, & Service Providers
General Agency: BGA Office Automation
MDM BI Compliance EPM
Apps. Unlimited Solution Areas Other Dev. Groups
Expand and Partner Ecosystem through Value Solution Sets
Partner Leverage
• Partner Lead Engagements to help rationalize Customers Current State and drive Standardization of Future State Road Maps
• Partner Driven Leverage around:• Transformation• Value Based Solution Sets• Sub Vertical and/or Customer Focused
• PIP Development by Sub-vertical• Partner Executive Bridging
NASA FINS Organizational Alignment
NASA FINS is segmented by Product Pillar and by Industry Vertical
F rank Ir iza rryA rea V ice P res id en t C RM
N ew Y o rk , NY
B ryan K e lleyA rea V ice P resid ent E RP
N ew Y o rk , NY
K ev in F ayR eg ion a l V ice P res id en t E P M /BI
N ash u a , NH
M arko Z a jecB u s iness Deve lop m en t M an ag er
B u rlin gto n, M A
G re ta K ru pe tskyG ro up V ice P res id ent
N ew Y o rk , NY
All Regional Managers – Vertically Focused
Banking
Capital Markets
Insurance
Healthcare Payer
FSI Partner SummitNASA FSI CRM Sales
Frank IrizarryArea Vice President
FY09 Financial Services CRM
C h a n d a H o w e llA d m ins tra tive A s sis ta n t
N e w Y o rk , N Y
G le nn W a lla ceR e g io n a l M a na g er
In su ra n ce
Je ff Lo ve llB ra nch M a n aa g er
H e a lth c a re
K e lli T ow n s e ndR e g ion a l V ice P re sid e n t
E l S e g un d o , C A
Jo sep h V e n tu raR e g io n a l M a na g er
N e w Y o rk , N Y
F ra n k Iriz a rryA re a V ic e P re sid e n t
N e w Y o rk , N Y0 A S 0
FY09 Financial Services CRM Insurance
AFLAC
ING
Lincoln Financial
BCBS NC
Unum Provident
Fannie Mae
AIG
Liberty Mutual
NY Life
GMAC
Travelers
Metlife
Marsh
Cigna
Nationwide
GHI-HIP
M e gh a n S ch n e id er A S M
A tlan ta , G A
R ya n R ad d ingA S M
A tlan ta , G A
D a v id B a k erA S M
B o s ton , M A
R ic h D iG a n g iA S M
N e w Y o rk , N Y
D a n M a ticaA S M
B o s ton , M A
C h rista S ta n u laA S M
C h a rlo tte , N C
G le nn W a lla ceR e g io n a l M a na g er
C h a rlo tte , N CS B 62
Mass Mutual
Aetna
Hartford
UHG
Well point
BoA
BCBC FL
AXA
Chubb
FDC
Prudential
FY09 Financial Services CRM Health Insurance
CBC
Humana
Amerigroup
Highmark/Independence BCBS
Coventry
Independence BCBS
Horizon
D ave L eeW e st H ea lth In su ra n ce
S a lt L a ke
M a rk B ra d leyE a s t H e a lth In su ra n ce
A tlan ta
E rica R a bbA S MW e st
S a n F ra n , C A
B e th H ug h esA S M
C h ica go
Je ff Lo ve llB ra n ch M a n a ge r, H e a lth C a re
S a n F ra n , C AS B 61
Premera
Healthnet
Delta Dental
BSCA
HCSC
NW Mutual
Kaiser
Farmers (Zurich)
Schwab
Franklin
WAMU
Wells Fargo
All State
AON
USAA
Aegon
State Farm
Manpower
E d na K a m a raA S M
N e w Y o rk , N Y
T B HA S M
N e w Y o rk , N Y
L e e K e lle ttA S M
B e rw yn , P A
J ill La u te rb a chA S M
C in c in na ti, O H
Jo h n D e lV ecch ioA S M
B u rlin g ton , M A
H o w a rd S h e arm anA S M
A tlan ta , G A
Jo sep h V e n tu raR e g io n a l M a na g er
N e w Y o rk , N YS B 62
Citicorp
JPMC
Credit Suisse
Lehman
eTrade
NASDAQ
AM. STK Exchg
Goldman Sachs
UBS
Fidelity
AMEX
MasterCard
State Street
PNC
BONY/Mellon
Vanguard
Morgan Stanley
Merrill Lynch
Fifth Third
Key Bank
Nat City
US Bank
Ameriprise
Kelly Services
FY09 Financial Services CRM Banking/Capital Markets
Wachovia
BB&T
SunTrust
Regions
Capital One
FSI CRM Industry Solution Sets
Industry Trends
1. Need to manage profitability
2. Increased competition from traditional and new providers
3. Increased dependence on organic growth
4. Customer’s increasing expectations and decreasing loyalty
5. Need to improve expenses control and efficiency
6. Need to mitigate current and emerging risk
7. Increased regulatory pressures
8. Industry consolidation
9. Consumer’s adoption of electronic channels and payments
10. Consumer’s concerns about security and privacy
11. Increasing global competition
12. Real time business intelligence
(*) Sources: © Financial Insights and TowerGroup
Banking Trends1. Soft Market – Financial Crisis
2. Growth – Time to Market
3. Talent Shortage
4. Visibility
5. Straight Through Processing
6. Improve Service
7. Ease of Doing Business
8. IT Environment Simplification
9. Expense Control
10. AIG Failure
Insurance Trends1. Industry consolidation
2. Need to manage profitability and growth of assets under management
3. Increased competition from traditional and new providers
4. Focus on Organic growth
5. Focus on Customer relationships
6. Customer’s increasing performance expectations and decreasing loyalty
7. Need to mitigate current and emerging risk
8. Collaboration - Effective communication to clients and organizationally (internally)
9. Technology to support consistent customer interactions through any channel
10. Consumer’s concerns about security and privacy
11. Increased needs for Real time business intelligence
Capital Markets Trends
Industry Initiatives
1. Data management & , Information management (Client, Portfolio, Product offerings, Market data)
2. Simplify Infrastructure - data and application integration
3. Cross Sell and Up Sell
4. Technology Refresh
5. IT Governance for standards, compliance and re-use
6. Real-time workflow and BPM systems (On Boarding)
7. Risk Management
8. Predictive Analytics
9. Mobile solutions
10. Getting to Customer Centricity
11. Communication (Collaboration/Portal)
Cap Mkts Initiatives1. Improve U/W Results
2. Reduce Expenses
3. Reduce Fraud/Leakage
4. Data cleaning and Consolidation
5. Data Access
6. Account Level Data Consolidation
7. Compliance
8. Process Simplification
9. Manual / Duplicate Process Elimination
10. BPM
11. Customer Retention / Satisfaction Initiatives
12. Legacy System Consolidation / Replacement
13. SOA Initiatives
14. Improve Product Rollout
Insurance Initiatives1. Information Management
2. Technology Refresh
3. Data Security
4. Business Process Management
5. Risk Management
6. Predictive Analytics
7. Mobility
8. Core Banking renewal
9. Risk Adjusted Profitability and Performance Management
10. Getting to Customer Centricity
Banking Initiatives
Trends in Healthcare Insurance
(*)IDC
Business Trends Initiatives Solutions
1. Growth in new markets
2. Industry Consolidation realization of cost savings
3. Enabling Consumerism
4. Ongoing Medical Cost Pressure
5. Electronic Health Records
6. Supply chain management improvements
7. Product Life Cycle Management
8. Improvement of Core Operations
9. Increased regulations
1. Commercial Sales Solution for Healthcare
2. Hybrid back-office sales solution
3. End to End Sales Solution
4. Integrated Population Management
5. Regional Medical Records Initiatives
6. Pharmacy Management
7. Product Life Cycle Management
8. Core Applications Modernization
9. Risk and Compliance
1. OnDemand for Commercial Sales
2. Lead to Enrollment Hybrid Model
3. Siebel integration into Skywire
4. Integrated Disease Management
5. Healthcare Transaction Base
6. Mail Order Pharmacy
7. Agile for Healthcare Payer
8. SPL and edoc’s integration
9. GRC for Healthcare
Banking
• M&A Optimization: UCM/MDM
• Rapid Enterprise CRM
• Sub Vertical OnDemand
Capital Markets
• Registered Investment Advisor Workstation (RIA)
• Mutual Fund Wholesaling
• Asset and Wealth Management
Insurance
• Next Generation Claims
• Value Centric Call Center
• Channel Enablement
Health Insurance - Payers
• OnDemand for Commercial Sales
• Lead to Enrollment: Hybrid
• Siebel/Skywire Integration
NASA FSI CRM Target Industry Solution Sets
Bill Of Materials
• Universal Customer UCM• Master Data Mangement
MDM/DRM• OBI EE – Customer Master Data
Management (Need FSI Enhancements sized)
Implications / Competitors
• As of Q3 2008, Oracle’s Siebel UCM product has been ranked in the Leaders category by every major analyst firm
• The Siebel platform, toolset, rich industry schema, metadata driven processes and service-enablement make UCM the lead Oracle CDI product.
To Industry Trends
• Increased competition from traditional and new providers
• Increased dependence on organic growth
• Customer’s increasing expectations and decreasing loyalty
• Need to improve expenses control and efficiency
• Industry consolidation
• Real time business intelligence
Top Industry Initiatives
• Information Management
• Getting to Customer Centricity
Challenges
• Consolidating organizations struggle with building singe customer repository post acquisition. Increases Cost, delays operational consolidation, limits revenue based initiatives
• Data Fragmentation: Business processes break down at the applications boundaries due to the data inconsistencies
Solution
• UCM/MDM to enable Rapid Acquisition Consolidation
Consolidate shared customer information into a trusted, global," single source of truth” master repository
Maintain a high quality customer profile using state of the art data quality and governance tools
• Consolidate information into a single master repository
• Cleanse and enrich data centrally• Synchronize data for a consistent
enterprise view• Leverage master data to improve
customer/Customer and product-centric business processes and analytics
Revenue Potential*
FY09
FY10
FY11
3 Yr Total:
UCM/MDM Merger & Acquisition Optimization
Banking CRM
NASA FIN - Plan On a Page Solution Set
NASA FIN - Plan On a Page Solution Set
Bill Of Materials
Siebel for Insurance RTD CCA UCM OBIEE BPM
Implications / Competitors
• Insurers are risk adverse at the best of times, recent market turbulence may make them wary of large projects
• Weak demo environment makes us vulnerable to competition
• SAP
Top Industry Trends
▪ Soft Market – Financial Crisis▪ Growth – Time to Market▪ Talent Shortage▪ Visibility▪ Straight Through Processing▪ Improve Service▪ Ease of Doing Business▪ IT Environment Simplification▪ Expense Control
Top Industry Initiatives
▪ Reduce Expenses▪ Data cleaning and Consolidation▪ Data Access▪ Account Level Data
Consolidation▪ Process Simplification▪ Manual / Duplicate Process
Elimination▪ BPM▪ Customer Retention /
Satisfaction Initiatives ▪ SOA Initiatives▪ Improve Product Rollout
Challenges
▪ Being silo based, insurers don’t have a single view of the client which impedes their ability to service the client and improve account penetration
▪ The need to grow is being hampered by systems that cannot support growth initiatives
▪ The industry is facing a shortfall in staffing, both new talent and talent with skills to support aging technology. Insurers are being forced to upgrade to mitigate internal risk
Value Centric Call CenterInsurance + Health CRM
Solution
▪ A single solution to provide A single solution to provide access to all core systems access to all core systems required for customer supportrequired for customer support
▪ Central view of all client Central view of all client information and tools to support information and tools to support client information and decision client information and decision processesprocesses
▪ Tools to enable growth, both Tools to enable growth, both geographic and product basedgeographic and product based
Revenue Potential
FY09
FY10
FY11
3 Yr Total:
Bill Of Materials
CRM/On Demand R15 Web 2.0 Social networking tools Athene Data Objectives Integration of
“Books & Records” Integration with 3rd Party solutions Oracle Sales Assistant
Implications / Competitors
• Loss of market opportunity with no identified leader.
• Potential competition with partnerships between CRM and planning tool providers (NorthStar)
• Competitor: No major identifiable competitor – convergence of CRM, financial planning, market data providers
To Industry Trends
▪ Need to manage profitability (Growth in Assets under Management)
▪ Customer’s increasing expectations and decreasing loyalty
▪ Industry consolidation▪ Increasing needs for Real-time
business intelligence▪ Collaboration - Effective
communication to clients and organizationally (internally)
▪ Increased competition from traditional and new providers
Top Industry Initiatives
▪ Data Management & Information Management (Client, Portfolio, Product offerings, Market data)
▪ Predictive analytics▪ Getting to customer centricity▪ Communication
(collaboration/portal)▪ Cross Sell and Up Sell▪ Real-time workflow and BPM
systems (On Boarding)
Challenges
Not able to obtain an accurate view of the customer relationship due to inconsistent data model
Lacking tools and accurate data to determine the best product and service mix at the right price and overall profitability.
Solution
Integrated “Advisor Desktop”:• Oracle OD CRM • Integration with 3rd Party
Financial Planning Tools- “EISI NaviPlan”
• Integration with 3rd party Asset Custodian- “Advent”
• Integration with sponsor Brokerage & Trading systems
• Mobile CRM Solutions
Revenue Potential
FY09
FY10
FY11
3 Yr Total:
Registered Investment Advisors Workstation
Capital Markets CRM
NASA FIN - Plan On a Page Solution Set
NASA FIN - Plan On a Page Solution Set
Bill Of Materials
OnDemand- Sales Force OnDemand- Sales Force Automation Automation
OBIEEOBIEE Marketing Marketing
Implications / Competitors
• Leading with an OnDemand Leading with an OnDemand Model initially may be giving Model initially may be giving competition an opportunity competition an opportunity
• Limited number of market Limited number of market segmentations for the Healthcare segmentations for the Healthcare Insurance marketInsurance market
• SalesForce.comSalesForce.com
Challenges
▪ By leading with OnDemand By leading with OnDemand many of our current customers many of our current customers are viewing this as stepping are viewing this as stepping away from their OnPremise away from their OnPremise solutions solutions
▪ SalesForce has mind share in SalesForce has mind share in the OnDemand Space the OnDemand Space
▪ Many Healthcare Plans have Many Healthcare Plans have currently custom built solutions currently custom built solutions which integrated into their back-which integrated into their back-end legacy systemsend legacy systems
Solution
▪ OnDemand model for the OnDemand model for the commercial sales organization commercial sales organization and depending on the plan size and depending on the plan size establishing a migration path to a establishing a migration path to a Hybrid model based on Siebel Hybrid model based on Siebel On PremiseOn Premise
▪ Solution includes On-Demand for Solution includes On-Demand for sales and brokers which are sales and brokers which are focused on the Commercial focused on the Commercial market market
▪ Analytics across the OnDemand Analytics across the OnDemand and legacy systems to deliver and legacy systems to deliver real time insight into the process real time insight into the process
Revenue Potential
FY09
FY10
FY11
3 Yr Total:
Healthcare Insurance CRM
To Industry Trends
• Growth in New Markets• Industry Consolidation• Consumerism• Medical Cost Pressure• Electronic Health Records• Supply Chain • Product Life Cycle • Core Operations• Increased Regulations
Top Industry Initiatives
▪ Commercial Sales Commercial Sales ▪ Hybrid Sales Solution Hybrid Sales Solution ▪ End to End Sales SolutionEnd to End Sales Solution▪ Integrated Population Integrated Population
ManagementManagement▪ Regional Medical RecordsRegional Medical Records▪ Pharmacy Management Pharmacy Management ▪ Product Life Cycle MgmtProduct Life Cycle Mgmt▪ Core Applications Core Applications
ModernizationModernization▪ Risk & Compliance Risk & Compliance
AutomationAutomation
On Demand for Commercial Sales
FSI Partner SummitNASA FSI EPM/BI Sales
Kevin FayRegional Vice President
Lisa Chu-de SeveASM
New York, NY
Jason FitzgeraldASM
New York, NY
M aureen M cCarthyASM
Boston, M A
Bob OsborneASM
Atlanta, GA
Stephen ByrnesRegional M anagerM inneapolis, MN
Kevin FayRegional V ice President
Nashua, NH
BlackrockBloomberg
ChubbCitigroup
Credit SuisseDiscoverE*Trade
Fannie MaeGenworth Fin.
HCSCLehman Bros
ManpowerMasterCard
Merrill LynchNew York Life
PrudentialState Farm
USAAWellpoint
FY09 Financial Services Coverage BI/EPM
AIGAmerican ExpAmerigroup
AXABCBS MI
Capital BCCapital One
GMACGoldman Sachs
HealthnetHumana
JPMCKaiser
Kelly ServicesMarsh McLennan
MetlifeMorgan Stanley
Nasdaq/AmericanPremeraTravelers
UBSUHG
AegonAetna
AllStateAmeriprise
AONBSCACigna
CoventryDelta Dental
FidelityFirst DataHartfordLiberty
Mass MutualNW Mutual
SchwabState Street
US BankWAMUWells
Western Union
AFLACBank of New York
BB&TBCBS FLBCBS NCBCBS TN
BOAFarmers/Zurich
Fifth ThirdFirst FranklinIBC Highmark
INGKey Bank
Lincoln FinancialNational CityNationwide
PNCRegions
Sun TrustUnum Provident
VanguardWachovia
David Jubb
Felicia Wilson
John Bridges
Keith Gatewood
Michael Biliouris
Trish Juarez
Open
FY09 Financial Services Coverage EPM
D an ie l Ju bbA S M
C o lu m b ia , M D
F e lic ia W ilsonA S M
S ta m fo rd , C T
Jo hn B r idg esA S M
S ta m fo rd , C T
K e ith G a te w o odA S M
C o lum b us , O H
M ch ae l B ilio u r isA S M
B ur ling ton , M A
T r ish Ju arezA S M
C h ica go , IL
T B HA S MW e s t
S tep h en B y rn esR eg ion a l M an ag erM inn ea p o lis , M N
BB&T
BOA
Capital One
Fannie Mae
Genworth Financial
ING
Lincoln Financial
NASDAQ
Regions
Sun Trust
Vanguard
Wachovia
American Express
Blackrock
Citigroup
Credit Suisse
E Trade
MasterCard
Merrill Lynch
PNC
UBS
AIG
AXA
Bank of New York
Bloomberg
Chubb
JP Morgan Chase
Lehman Bros
Marsh McLennan
MetLife
New York Life
Prudential
AFLAC
Ameriprise
Fifth Third
Key Bank
National City
Nationwide
Travelers
Unum Provident
US Bank
Aetna
Cigna
Fidelity
Goldman Sachs
Hartford
Liberty
Mass Mutual
Morgan Stanley
State Street
Aegon
AllState
AON
Discover
GMAC
Kelly Services
Manpower
NW Mutual
State Farm
USAA
Farmers/Zurich
First Data
First Franklin
Schwab
WAMU
Wells
Western Union
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NASA FINSERV Organizational ChartsBryan Kelley, Area Vice President
FY09 NASA FINS Regional Organizational ChartERP Org
A m a nd a D e w eyS r A A
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Jo e La zarA S M
W a rren P a rtiA S M
B o b K ub iakA S M
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Ja ck ie C o yneA S M
Je ff G o lds te inA S M
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A l M u cc iA S M
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M ich a e l M cD o n a ldA S M
K e v in M cD o n a ldA S M
C h u ck S ta ckp o leA S M
T B H - A S MO H IO
M a rty Z a b ie lskiR V P
M itch To m p k insA S M
F re d W Illia m sA S M
T B H - A S MS o uth E a st
M ike M u rp hyB ra n ch M n gr
B rya n K e lleyA V P
FY09 NASA FINS Regional Organizational ChartERP
F irs t D a taW e s te rn U n ionU S A A Ins
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D e n ver
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FY09 NASA FINS Regional Organizational ChartERP
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B u rlin g ton
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A E T N AF M R C o rp(F id e lity)S ta te S tre e t
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FY09 NASA FINS Regional Organizational ChartERP
B o fAB B & T
T B HA S M
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A tlan ta
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F re d W Illia m sA S M
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FY09 NASA FINS Regional Organizational ChartERP
D a n a Tra in orS r A A
F a nn ie M aeJP M CM e rrill L yn ch
K e v in M cD o n a ldA S M
N e w Y o rk
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B a n k o f N Y/ M e llonG M A CP N C
D a ve M o rrisA S M
B u rlin g ton
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C h u ck S ta ckp o leA S M
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T a rryto w n , N Y
F ifth T h ird (D M )K e lly S e rv ice s (M M )K e y B a n k (M M )N a tio n a l C ity (M M )
T B H - A S MO H IO
M a rty Z a b ie lskiR V P
N e w Y o rk
3) Execution Plan – Field Enablement
• IBU “Plans on a Page” (Midtbo, Smedley, Winner, King)• Targeted at addressing top industry concerns/issues• Prioritized by Rev. Potential
• RMs to validate; 10/31• Focus Areas
• Financial Transparency • Expense Reduction• Talent Management • Enterprise Risk/Embedded GRC
• Incorporated into existing programs• Transformation / Standardization (Graetz / Lowery)• Insight (Sowa)
Bill Of Materials
FSAH PSFT (US) EBS OBI BAM/BPEL IRM HFM, Essbase, Financial Data Quality
Management
Implications / Competitors
• Consolidation opens the door for SAP at tier 1 organizations
• Weak business case for G/L only transformations, stagnant market
• Market will require PSFT integration
• SAP
To Industry Trends
Soft Market – Financial Crisis
Visibility
IT Environment Simplification
Expense Control
AIG Failure
Top Industry Initiatives
Reduce Expenses
Data cleaning and Consolidation
Data Access
Legacy System Consolidation / Replacement
Challenges
▪ Insurance, although highly regulated today, is continuing to foster a tighter regulatory market with Solvency II and proposed NAIC regulation. The current banking meltdown and failure of AIG will bring greater scrutiny on insurers and require additional financial transparency
▪ Internal risk management processes will need to be reviewed, adjusted and implemented.
Solution
▪ A Financial Supply Chain of Information to improve control and transparency
▪ Deliver a Scalable Solution that provides institutions a competitive advantage in acquisitions
▪ Automate Manual Accounting Tasks lowering costs
▪ Deliver Push BI and Exception Handling improving accuracy
Revenue Potential
FY09 $ 2.0 m
FY10 $ 3.0 m
FY11 $ 5.0 m
3 Yr Total: $ 10.0 m
Financial TransparencyInsurance ERP Owner: TBD
NASA FIN - Plan On a Page Solution Set
What’s the answer?
•$9,638,000
•$28,914,000
•What percentage of that number is yours?