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Customer Relationship Management is a key factor in acquiring new customers and retaining the loyalty of existing customers. Customers are our most valuable asset and expect to receive due care and attention.

Customers also expect to be treated as individuals. The growth in database technology has made this possible. The issue now is for the financial services market to realise the potential of this managed data.

This unique event will bring together key figures in the financial services industry. It is your chance to learn directly from the experts who have already implemented successful customer centric programmes. Here a few of the speakers confirmed for this event:

· Jim Knox, CRM Programme Manager, Lloyds TSB

· Andrew Davies, Policy Manager, Barclays

· Ian Woods, Head of Customer Data Information, The Woolwich

· Deirdre Hannigan, Director of Retail Strategy, Bank of Ireland

· Chris Chamberlain, Clientele Database Manager, Standard and Poors Fund Services

· Mary Cannon, Customer Contact Manager, AIB Bank

· Mark Bradford, Data Warehouse Business Manager, Scottish Widows

· Gary Shaughnessy, Managing Director, UK Retail, M & G

Can you really afford to miss out on this opportunity? You can be certain that your competitors will be there.

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Natalie Blunn

Natalie Blunn, Management Consultant, CRM Practice, PricewaterhouseCoopers

9:10 OVERVIEW OF CUSTOMER CENTRIC MANAGEMENT

Ricardo Fernandes

Ricardo Fernandes, Product Marketing Manager, AIT Group

  • Identification of the key issues within CRM for financial services
  • The benefits of eCRM to both the organisation and the consumer
  • Multi-channel integration across the Internet, WAP, iTV, contact centre and branch
  • The latest research into consumer attitudes towards financial services
  • 9:40 CASE STUDY - THE WOOLICH OPEN PLAN

    Ian Woods

    Ian Woods, Head of Customer Insight, Woolwich

  • Open Plan - reacting and adapting to changing conditions
  • Developing a segmentation strategy
  • Generation of customer intelligence
  • Viewing and analysing collective information about the customer
  • Structuring the Woolwich around the segmentation strategy
  • Outcome and future opportunities
  • 10:20 CASE STUDY - DATA WAREHOUSING TO GENERATE CUSTOMER INFORMATION

    Mark Bradford

    Mark Bradford, Data Warehouse Business Manager, Scottish Widows

  • The need for a data warehouse system
  • Criteria for sourcing a customer management system
  • Challenges to meet internal requirements
  • Overcoming the obstacles and problems
  • Processes and features of the data warehouse
  • 11:00 Morning Coffee

    11:20 MEASURING CUSTOMER PROFITABILITY

    Andrew Davies

    Andrew Davies, Senior Policy Manager, Barclays

  • The key questions surrounding customer risk profiling credit
  • Customer based metrics
  • How risk based systems can deliver marketing and operational value
  • Designing Pre-Approved Mortgage Limits (PAML)
  • The credit risk data warehouse
  • Success of Barclays PAML
  • 12:00 CUSTOMER KNOWLEDGE INFORMATION

    David Roscoe

    David Roscoe, Managing Director, Prophit Share

  • Driven by data warehousing
  • Allowing technology to be applied more effectively
  • Metrics to establish customer assessment
  • Identifying customer profitability to meet growth and performance objectives
  • Areas supported by the warehoused data
  • Rewards of investing in a data warehousing strategy
  • 12:40 Lunch

    13:40 A GLOBAL CRM SYSTEM

    Chris Chamberlain

    Chris Chamberlain, Clientele Database Manager, Standard and Poor's Fund Services

  • The need for a CRM system
  • Criteria for a CRM system
  • Features
  • The downside
  • The upside
  • The future ideal
  • 14:20 CASE STUDY - UNDERSTANDING CUSTOMER VALUE

    Dr Rory MacLeod

    Dr Rory MacLeod, Research Fellow, NCR Knowledge Lab

  • Strategic investment
  • Segmenting customers
  • Tailoring communications programmes
  • Pay back from the customer focused systems
  • Providing a range of key management skills throughout the project
  • The lessons and outcome
  • 15:00 IMPROVING YOUR STRATEGY AND MARKETING OPERATIONS VIA DATA WAREHOUSING

    Duncan Painter

    Duncan Painter, General Manager (EMEA), Sand Technology

  • Exploiting data warehouse technology for one-to-one marketing
  • Expected levels of added value from a warehouse for a bank
  • Lessons from other vertical sectors
  • Integrating weblog clickstream into a CRM strategy
  • 15:40 Afernoon Tea

    16:00 APPROACHING CUSTOMER CENTRIC KNOWLEDGE MANAGEMENT

    Don Ross

    Don Ross, Director, Business Development, Knowledge Management Software

  • Shifting the paradigm from a technology focus to a customer focus
  • Accessing the total intellectual capital of the organisation
  • Keeping a handle on your customer’s needs
  • Approaches to sharing information in a financial CRM environment
  • Bottom line benefits
  • 16:30 THE FUTURE OF TECHNOLOGIES TO MAINTAIN RELATIONSHIPS WITH CUSTOMERS

    Dr Rory MacLeod

    Dr Rory MacLeod, Research Fellow, NCR Knowledge Lab

  • How well do you really know your customers now?
  • What really makes a relationship?
  • Technological trends that are reshaping relationships
  • Finding out more about your customers
  • Respecting your customers privacy
  • Becoming lifestyle engineers
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Brian Jopling

    Brian Jopling, Director, Customer Consulting

    9:10 MERGING RELATIONSHIP MARKETING WITH OPERATIONAL E-CUSTOMER RELATIONSHIP MANAGEMENT

    Jim Knox

    Jim Knox, CRM IT Programme Manager, Lloyds TSB

  • Selecting the right infrastructure provider
  • Managing the alliance
  • Technology to allow customers' data and processes to be shared
  • Facilitating a new degree of personalisation
  • Being responsive to the customers' needs
  • Implementing the joint solution
  • 9:40 CUSTOMER CENTRIC STRATEGIES AT BANK OF IRELAND

    Deirdre Hannigan

    Deirdre Hannigan, Director of Retail Strategy, Bank of Ireland

  • Customer focus at Bank of Ireland
  • New demands on sales and marketing systems
  • Approaching a CRM project
  • The roles people play in making CRM successful
  • Lessons learnt and future directions
  • 10:20 CASE STUDY – ROMANCING THE CUSTOMER

    Martin Trott

    Martin Trott, Marketing Director, its4me

  • Understanding the power of relationships in business
  • Brands are important but service more so
  • Forget financial services
  • Why big doesn’t necessarily mean beautiful
  • Organising for CRM – creating short fat people
  • Building a new e-business around relationships
  • 11:00 Morning Coffee

    11:20 PLACING OUR CUSTOMERS AT THE HEART OF OUR BUSINESS

    Mary Cannon

    Mary Cannon, Customer Contact Manager, AIB Bank

  • The changing customer - a new era of wealth and knowledge
  • How are we responding in AIB bank?
  • Developing a systematic approach to CRM
  • Co-ordinated customer management
  • "One voice" across all channels
  • Continuity of Customer Relationship Management
  • 12:00 IMPLEMENTING CUSTOMER CENTRIC TECHNOLOGIES

    Dr Ivan Roche

    Dr Ivan Roche, Principal Business Consultant, Lagan Technologies

  • Design specifications for project
  • Defining the function of the CRM system
  • Redesigning the business processes
  • Important factors for effective project management of customer centric technology
  • Training requirements and challenges
  • Reviewing and evaluating the project
  • 12:40 Lunch

    13:40 WHY DON'T MY SALES FIGURES RECONCILE?

    Mr Michael Bonaventura

    Mr Michael Bonaventura, Research Analyst, DecisionPoint Applications

  • Customer Profitability: What is Revenue? What is Margin?
  • Business Forces that Influence Revenue
  • Revenue Analysis & Reconciliation
  • Implications for Data Warehousing: end-to-end closed loop business processes
  • 14:00 EUROPEAN CRM CAPABILITIES AND RESOURCES

    Dr Tony Gandy

    Dr Tony Gandy, Head of Faculty, E.commerce, Chartered Institute of Bankers' and Director Technology Planning and Strategy

  • A more demanding and technically competent customer
  • Building brands in new and established media
  • Data warehousing capabilities
  • Highlighting the online dangers
  • Devoting more resources to improve customer relationships
  • Conclusion
  • 14:40 OPPORTUNITIES FOR MAXIMISING SHAREHOLDER VALUE

    Peter Taylor

    Peter Taylor, Director, The Petra Partnership

  • What do shareholders want? What do customers want?
  • Customer-focused decisions
  • The right decisioning frame-work for financial services
  • Case study - Halifax plc
  • 15:20 Afternoon Tea

    15:40 INTERACTIVE CALL CENTRES

    Kevan Williams

    Kevan Williams, General Manager, Business Development, BT Syncordia Solutions

  • Where have we come from
  • Customer drivers
  • The new e-conomy
  • Interactive communication centres
  • CRM deliverables
  • The known future
  • 16:20 DELIVERING THE CUSTOMER EXPERIENCE

    Alison Read

    Alison Read, Director, Setanta Performance International

  • Translating CRM strategies into tangible activities for front line staff
  • Converting customer data into meaningful dialogue with customers
  • Delivering the ultimate customer centric experience
  • Realising your investment and generating results
  • 17:00 Chairman's Closing Remarks and Close of Conference

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    Workshops

    CRM Systems - Implementing Strategic and Operational Change
    Workshop

    CRM Systems - Implementing Strategic and Operational Change

    The Hatton, at etc. venues
    16th May 2001
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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