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2 © 2009 IBM Corporation2 © 2011 IBM Corporation
Banking is Experiencing a Drive towards Client Centricity
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3 © 2009 IBM Corporation3 © 2011 IBM Corporation
All Hail Customers…
Banking NewsBank of America drops debit card feesCiting customer concerns and a "changing competitive marketplace," Bank of America said it won't charge customers a fee for using their debit cards."We have listened to our customers very closely over the last few weeks and recognize their concern with our proposed debit usage fee," said David Darnell, co-chief operating officer. "Our customers' voices are most important to us. As a result, we are not currently charging the fee and will not be moving forward with any additional plans to do so."
Source: USA Today Nov 1, 2011
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4 © 2009 IBM Corporation4 © 2011 IBM Corporation
Banks will need to counter customers’ mistrust in order to improve lagging loyalty and retention
• Customers’ trust in banks is low– Past focus on developing new products and
product profitability – Customer relationship and profiling made more
complex through proliferation of channels– Uncoordinated service and untargeted marketing
led to loss of customer loyalty
• Customer satisfaction is slowly improving, but not significantly in Europe– On average, customer satisfaction rates at the 17
leading European banks have improved at an annual rate of just 0.1 percent since 2000
– In the US customer satisfaction scores are increasing slowly (at an annual rate of 2%) after reaching a low point at the end of the 1990’s
• “Consumer champions”, such as retailers are entering financial services and are threatening to lure customers away– According to one survey of under 35s, customers
would rather switch their bank accounts than their supermarkets
Source: Forrester Research, Deloitte; American Customer Satisfaction Index, University of Michigan; UK MORI Survey; IBM Institute for Business Value
69%
64%
60%
55%
55%
53%
44%
43%
36%
33%
29%
29%
21%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Retail
Consumer packaged goods
Movies
Fast food
Consumer electronics
Computers
Prescription drugs
Autos
Banks
Telephone manufacturers
Mutual funds
Wireless phones
Credit cards
Base: 470 responses from PlanetFeedback.com members
Overall Level of Trust in Product AdsPercentage who "trust somewhat" or "trust completely"
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5 © 2009 IBM Corporation5 © 2011 IBM Corporation
Banking CEOs & CIOs increasingly focus on Client Centricity
Banking CIO focus over the next 5 years
Insight and intelligence
Client intimacy
People skills
Internal collaboration & Communications
Risk management
Enterprise model changes
Industry model changes
Revenue model changes
72%
62%
72%
44%
32%
48%
Source: 2010 CEO Study Q13: “Which of the following dimensions will you focus on more to realize your strategy in the new economic environment over the next 5 years?” (n=1,523); 2011 CIO Study, Q13: “Where will you focus IT to help your organization’s strategy over the next 3 to 5 years?”; Global sample (n=3,018); Banking (n=311)
Financial Services CEO focus over the next 5 years
Getting closer to customer
People skills
Insight and intelligence
New or differentchannels
Enterprise model changes
Revenue model changes
Industry model changes
83%
53%
47%
43%
89% 78%
77%
71%
67%
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6 © 2009 IBM Corporation6 © 2011 IBM Corporation
10
1312
2
4
3
1
75
116
Bank’s Market Chiefs’ Top Concerns
50
60
70
40
20 40 600
89
Financial constraints
Global outsourcing
Emerging market opportunities
ROI accountability
Decreasing brand loyalty
Customer collaboration and influence
Privacy considerations
Regulatory considerations
Corporate transparency
5
6
7
8
9
10
11
12
13
Data explosion1
Social media2
Growth of channel and device choices3
Shifting consumer demographics4
Mean
Global Marketing Priority Matrix
Factors impactingmarketingPercent of CMOs selecting as ‘Top five factors’
UnderpreparednessPercent of CMOs reportingunderpreparedness
Source: 2011 CMO Study, Q7 Which of the following market factors will have the most impact on your marketing organization over the next 3 to 5 years? n1=1733; Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years? n2=149 to 1141 (n2 = number of respondents who selected the factor as important in Q7)
Too muchdata!
Too manyvoices! Too many
channels
Too manychanges!
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From Complexity to Client Centricity
Source: IBM Institute of Business Value, From Complexity to Client Centricity
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8 © 2009 IBM Corporation8 © 2011 IBM Corporation
Understanding client needs and transforming channels are key to better customer experience
73%
42% 36% 33% 33% 30% 24%9%
63%
34% 32% 27%18%
38% 41%
21%
65%
36% 35%24% 25%
52%
29%
11%0%
10%
20%
30%
40%
50%
60%
70%
80%
Unders
tandin
g clie
nt ne
eds
Inves
ting i
n cha
nnels
Holisti
c view
of th
e clie
nt
Captur
ing cl
ient in
formati
on
Better
pricin
g sys
tems
Unders
tandin
g risk
Trainin
g clie
nt-fac
ing pe
rsonn
el
Impro
ving c
ompla
int re
solut
ionAttributes of Better Client Experience, 2010
Note: Question asked:. 5. What are the most important steps for banks to improve client experience? Select up to three.
Source: IBV EIU Business Analytics in Banking Survey 2010, N=234
Universal Bank
National and Multinational Bank
Specialized and Regional Bank
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Rating of Satisfaction Against Advocate Status
Some banks found that being a customer advocate pays off
Source: Forrester Research; IBM Institute for Business Value
What is the rate for non-advocates?
Cross-Selling Potential Against Advocate Status
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“Both banks and their customers expect face-to-face channels to focus predominantly on sales and advice in the future, while transactions will be handled almost exclusively via electronic means.”
“Mobile banking could be the catalyst in markets that have been slow to develop electronic habits.”
Electronic Channel Transformation is Inevitable: Europe Overall
Source: FACE-to-FACE: A €15-20Bn Multichannel opportunity, McKinsey & Co and EFMA, April 2011
9% 43%!!
16% 59%!!
11% 28%
4% 10%
12% 47%!!
Increase of % in direct channel usage
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“The distribution landscape in Eastern Europe is currently largely branch-based. While transactions will increasingly move out of the branch, the branch is expected to remain relevant for most products and purchasing decisions in the future. The majority of banks expect an increase in the branch network, a reduction in the average number of FTEs per branch, and an increasing branch focus on complex products and high-value customers.”
Electronic Channel Transformation is Inevitable: Eastern Europe
Source: FACE-to-FACE: A €15-20Bn Multichannel opportunity, McKinsey & Co and EFMA, April 2011
Sales by channel2010 2015
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12 © 2009 IBM Corporation12 © 2011 IBM Corporation
Progression Roadmap to Client Centricity
Uni
que
valu
e de
liver
ed
Value realized
Enhanced Client Centricity
Front Office Transformation
Planning and Data Visibility Improvements1 2 3
• Consistent view of disparate client data
• Fast access to both structured and unstructured data
• Assessment and transformation strategy for improved client insight and channel effectiveness
• Single view of client relationship and integration of information
• Enhanced online banking experience
• Differentiated client experience
• Dynamic, predictive cross-selling and offers
• Consistent and customized client experience
• Deposit growth• Reduced operations costs• Growth roadmap
• Revenue growth through cross-sell and up-sell
• Improved customer service• Improved employee productivity
• Profitable revenue growth• Market share growth• Improved customer satisfaction
and loyalty
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IBM’s Framework for Banking Customer Care & Insight
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IBM’s solutions to help banks achieve client centricity are organized in the CC&I domain of banking framework
The core banking transformation domain allows you to modernize and renovate the legacy applications that support core banking functions while aligning with the changing needs of the business
The customer care and insightdomain enables the integration of disparate customer information and development of deeper insight for better customer experience, improved revenue and lowered operational cost.
The integrated risk management domain supports taking a holistic approach to managing financial risk, financial crimes, operational and IT risk, and compliance
The payments and transaction services domain helps you progressively transform your payments operations to become more flexible and efficient
IBM Banking Industry Framework
Core Banking Transformation
CustomerCareand
Insight
Payments andTransaction Services
Integrated Risk Management
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Building Blocks of CC&I
Information Foundation
1. KYC = Know Your Customer
Insight
Multi Channel Transformation
• Master Data Management• SOA• Banking Process & Service Models
• Data Warehousing• Information Integration
• Data Quality• Channel Integration• External Data Integration
Customer Analytics• Segmentation• Customer Profitability• Predictive Analytics• Channel & Communication Preferences
Business Insight • Channel Performance• Product Profitability• Business Performance Mgmt• Social Monitoring
Business ProcessesMarketing & Campaign Sales & Advisory Service & Care
Branch Contact Center Self ServiceInternet Mobile
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Interactive MarketingSales and Advisory TransformationProjects
Onboarding & Origination OptimizationCustomer Care and Servicing
Projects
AuthoritativeCustomerInformation
Insightful Customer Understanding
InsightPredict & Act
Sense & Respond
InformationPervasive & Quick
Access to Trusted Data
Single View of CustomerCustomer Data WarehouseProjects
Customer AnalyticsBusiness Performance Analytics
Projects
INTERACTION Projects
InteractionFace-to-Face, Online,
Voice, Self Service
Multi-Channel TransformationProjects
EngagingCustomerExperience
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Relevant & personalizedto individual needs
Engaging --memorable, compelling,moments of truth
Portable --consistent experienceswhen & where needed
Trustworthy: Delivered with reliability, security, consistency
Customer Expectations
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Challenges and optimization
Transform Channels to increase revenue, enhance customer experience and raise staff productivity
Branch Challenge• Long queues
• Much administrative work for customer facing staff• Green screens and multiple application sign-ons
• ‘Telling’ not selling
Optimized Branch• Little non value-add or non-customer facing work
• Integrated teller desktop applications with single sign-on for productivity improvement and error reduction
• Automated sales prompts to assist sales• Personalized customer offers at low counter to
improve take-up rates
E-Banking Challenge• Limited functionality
• Poor user experience • Insecure or overly secure
• Providing little more than browsing and simple transaction with little value-add
Optimized E-Banking• Personalised content and offers to improve customer
experience and campaign response rates• More traffic to broaden reach to customers where
branch coverage is thin, or better penetration to certain segments
• High conversion rate from clicks to sales
Contact Centre Challenge• Extremely low success rate at selling/cross-selling
• Basic functionality• Not integrated with other channels for case
management or leads identification
Optimized Contact Centre• Contact center transformed from cost center to a
marketing and sales center• Optimized call routing to improve staff productivity and
increase cross-sell success rate
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Channel Integration
Social Networking
a. Branch and Self-Service Kiosks
MobileInternetContactCenterBranch
SelfService
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ING Direct’s focus on Customer Experience
Source: Bank Systems & Technology, 11/11/2010; The Financial Brand.com, 11/8/2010
Case Study
“What does the cafe have to do with banking? Nothing! The bottom line: great customer experience is everything.” - Arkadi Kuhlmann, ING CEO
- Free coffee coupons issued to attract customers- The cafés primary purpose is to reassure
consumers and build the brand.- No teller-based cash transactions - Staff can advise on bank products- Guests can open an account online using ING
computer terminals- Drinks and various merchandise are sold at
counter like a supermarket.- ING sponsors financial seminars at Cafes
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Reception
Self ServiceArea
Meeting Area
WaitingArea
Service Area
Customers are greeted and identify themselves and their desired transaction at the queuing devicesBank staff with handheld device acting as line buster to trigger and/or complete simple transactionOtherwise customers get routed to service or self service according to profile and desired transactionCustomers receive information on estimated waiting time and targeted tips on how to pass the waiting timeAnd have the choice of waiting in the branch or being paged on their mobile phone
Customers have Internet Access at every table and are automatically logged in using their chip cardsCan either use the banks interfaces or surf the InternetBranch staff will approach with handheld device to complete simple transaction
Teller workstations with integrated applications and single sign-onAutomated leads and referrals to low counterMeans improved productivity and sales performanceNo teller lines, and no division between bank and customerShared screens Integrated desktop for staffStand-up service stations Video conferencing & collaboration technology for remote assistance or advice
For more discreet or work-intense customer interactions with raisable partitions for maximum privacyAll tables equipped with computers for collaboration using shared interface InternetTrade booth for in-branch events, campaigns, or exhibitions
Universal self service kiosks providing the full range of services (cash, cheque, transfer, payment, etc.)Video conferencing & collaboration technology for remote assistance or adviceTransactions confirmed using biometrics technology (e.g. finger print reader)Targeted sales according to customer profile and recent interactionsRemote assistance and advice enable complete self service
Non value adding/non customer facing work is eliminated or removed from the branch
Total transformation of branch: Optimized location, logical floor design, innovative technologies, efficient processes and a customer focused experience
Assets, Products & Offerings
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Definition & Function• Quick access to information, tools and support needed to
serve, advise, close sales• Comprehensive customer information helps staff understand
and service customers• Collaborative tools help create relationship teams to meet
the broad range of customer needs
Business Proposition• Increased sales through better customer service and advice• Productivity improvements yield capacity to handle more
customers or spend more quality time with customers• Consistent role/channel interface for multi-skilling and
shorter training times
Technology Impact• Portal or workplace technology to aggregate applications
and content, provide single sign-on• Workplace technologies for collaboration/referrals/leads
management• Applications linked to multi-channel CRM systems• Integrated customer information system
Integrated Teller Desktop: Unlocking potential without major surgery
EnablingTechnology
Integrated, role based desktop accesses data through integrated front-end applications to equip staff with a productive working environment and the tools to maximise service & sales effectiveness
Assets, Products & Offerings
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For applications not involving cash, even more flexibility can be achieved using IBM integrated solutions based on custom Kiosks.
Smart Kiosk
Assets, Products & Offerings
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Channel Integration
BranchSelf
Service
b. Internet
Social Networking
ContactCenterMobileInternet
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The key for financial institutions is how to lower the cost per account, and not necessarily focus on the cost per transaction. Driving customer behavior to the low-cost channel may make sense, yet the real objective is to lower the cost of that relationship, or even better, increase the revenue opportunities. This cost reduction does not become automatic by simply offering low-cost channels.
IDC Financial Insights: Business Strategy : Results from the 2009 Channel Preference Survey
Bank channel cost comparison: Electronic channels have significant cost advantage
$4.50
$4.00$3.50$3.00$2.50$2.00$1.50$1.00$0.50$0.00
Celent Report, March 2010: Are Banks from Mars, Mobile Banking Vendors from Venus? In US Dollars
$4.00 $3.75
$1.25$0.85
$0.17$0.08
Avg
Tra
nsac
tion
/ Int
erac
tion
Cos
t
Branch Call Center IVR ATM On-Line Mobile
Source: IDC Financial Insights: Business Strategy : Results from the 2009 Channel Preference Survey
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Characteristics of Effective E-Banking
Personalization
Visualization
The Experience
Collaborative Customer Care
Social Networking
The Interaction
Convenience of Payments
Wealth Management
The Basics
Integrated Marketing
Branding
Behind the Scenes
N-N Ability Security Intelligence Mobility
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Channel Integration
BranchSelf
Service
c. Mobile
Social Networking
ContactCenterInternet Mobile
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Corp Banking
Unique Banking Functionality on Smartphones
Source: Bank Systems and Technology, Apr 2011
Case Study
Location-Based Services Handy Tools Checkbook
Bill Reminder Expense Tracker
Multiple WaysTo Contact Bank(Call-out, call-back,social, etc)
Integration with Social
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Unique Banking Functionality on Smartphones (cont.)
Source: Bank Systems and Technology, Apr 2011
Budgeting and
ExpensesMarket
Info
InvestingCards & Reward Program
Case Study
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Security
Source: Tower Group, An Evaluation of Authentication Options (2005)
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IBM’s Point of View on Mobile Banking1. Mobile Banking is not “Internet Lite”. It’s a unique channel.
• Do not simply make mobile “Internet Banking Lite”. Mobile has many unique features that are not provided by internet banking.• Do not require internet banking registration in order to use mobile banking. Not all customers register for internet banking (only 30% of
all banking customers). Some customers prefer to use mobile without internet (7% of all banking customers).• Do not focus on converting internet banking users to mobile banking. Instead, banks should focus on converting customers of attended
channels for higher ROI.• Do not plug mobile banking into internet banking for back-end integration. Doing so reduces reliability and limits future expansion of
mobile banking. A better way is to go through a channel integration layer (e.g., WMBTT) or reuse the same services on ESB.• Do not make mobile banking development someone’s part-time job (e.g., existing internet banking team). The business model and
speed of evolvement is vastly different from how traditional channels (incl. internet banking) are built.
2. Have a clear business model with features unique to mobile:• Business model should exploit smartphone features such as GPS/location awareness, integration with voice/phone calls, integration
with address book, integration with calendar, NFC.• Business model should exploit the always-on and persistent communication characteristic of mobile phones. Customers use mobile for
simpler tasks but more frequently compared to internet banking.• Penetration into Gen Y• Consider mobile marketing. Banks must be cautious about privacy (opt-in basis), time, frequency and relevancy of offers and
consistency across channels.• Consider mobile payment. However mobile payment development is country specific and banks may not have a profitable business
model.
3. Have a few cool features to create the “wow factor”• For example: RDC, P2P, etc.
4. Offer all three mobile modalities (app, web and SMS) with consistent look-and-feel5. Reduce complexity with a channel integration layer
• To ensure consistency of data and logic.• To shorten time-to-market with higher reusability.
6. Focus on converting non-internet banking customers to mobile banking• To reduce complexity and ensure consistency of data and logic.• To shorten time-to-market with higher reusability.
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d. Social Networking
MobileInternetBranchSelf
ServiceContactCenter
Channel Integration
Social Networking
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34 © 2009 IBM Corporation34 © 2011 IBM Corporation
The Interaction – Social Banking
JPMC –Community Giving
ASB – Virtual Branch
Wells Fargo -On Facebook ING Direct – Online Saver’s Community
Case Study
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35 © 2009 IBM Corporation35 © 2011 IBM Corporation
Social Networking Use Cases
Sentiment MonitoringAggregates Web commentary to reflect overall sentiment about the financial services institution
Social Media AnalyticsCalculates and reports traffic on individual Web sites and identifies influencers and detractors
Social Networking EngagementProvides capabilities to manage conversations occurring on multiple Web sites
Source: TowerGroup
Philanthropy
Marketing and Brand Messaging
Feedback Generation
CustomerService
Case Study
“As banks push customers towards direct channel banking, social media provides a valuable resource to make the consumer feel closer to the bank and identify with it.”
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36 © 2009 IBM Corporation36 © 2011 IBM Corporation
e. Channel Integration
Social Networking
MobileInternetBranchSelf
ServiceContactCenter
Channel Integration
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37 © 2009 IBM Corporation37 © 2011 IBM Corporation
Why Channel Integration? How many channels do you have?
MobileInternetBranchSelf
ServiceContactCenter
•Retail Branches•WM/VIP Branches•SMB Branches•Corporate Banking•Private Banking Centers•Brokerage•etc
•ATM•Passbook Update Machine•Queuing Machine•Pre-processor•etc
•For Retail•For SMB•For Corp Banking•For VIP•For Overseas•etc
•SMS•Web•Tablet•Smartphones
•iOS•iOS4•iOS5
•Android•V2.2•V2.3
•Blackberry•Windows Mobile•etc
•For Retail•For VIP•For Credit Card•For Mortgage•For SMB•For Corp Banking•For Brokerage•etc
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38 © 2009 IBM Corporation38 © 2011 IBM Corporation
Multi-Channel Integration
Multi-channel integration “The operational and technological integration of information,
functionality, and services across the five delivery channels: branch, ATM, contact center, online banking, and mobile banking.
Goal: Providing a consistent and uncomplicated customer experiencewhile minimizing the operational and IT costs to the bank.”
Source: TowerGroup
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Customers look for seamless cross-channel experience
“Customers increasingly expect a seamless cross-channel experience to mirror those seamless experiences in other industries.” - IDC
“This cross-channel experience could take the form of a consumer inquiring about a rate with a mobiledevice, then completing most of a loan application online before heading to the branch. Once the consumer is at the branch, a bank employee uses an iPad to complete the application and obtain signatures and complete the loan application. This optimization of the customer experience at the
point of contact will be essential for leading financial institutions.”
Source: IDC, 2011, Worldwide Financial Services 2011 Top 10 Predictions: Beginning to RebuildSource: IDC, 2011, Worldwide Financial Services 2011 Top 10 Predictions: Beginning to Rebuild
Europe’s View• Mobile banking will be a key focus for all European banks, and will concentrate on extending Internet banking capabilities.• Banks eliminate bottlenecks by investing in collaborative tools to increase internal efficiencies and meet customer demands in order to deliver more interconnected delivery channels.• Customer experience across the network becomes a main focus, with many banks revamping Internet banking to add new rich Internet applications. These Web services are then deployed internally for better cross-channel delivery.
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40 © 2009 IBM Corporation40 © 2011 IBM Corporation
Enterprise Services Bus
DEPOSITS LOANS PARTNERS
Information Integration
BRANCHFull ServiceSupermarket
Mobile Bankers
SELF SERVICEATMKiosk
IVR VRU
ELECTRONICWeb
Wireless
CALL CENTERInbound
Outbound
PARTNERS
User Interface
Business Components
Security & Access Services
Business Processes
Silos Multichannel
DEPOSITS LOANS PARTNERSCREDITCARDS XXXXX
BRANCHFull ServiceSupermarket
Mobile Bankers
SELF SERVICEATMKiosk
IVR VRU
ELECTRONICWeb
Wireless
CALL CENTERInbound
Outbound
Multi-Channel Transformation
What is MCT
Duplicatedfunctions
No SingleCustomer
View Long time-to-market
Expensiveto maintain
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41 © 2009 IBM Corporation41 © 2011 IBM Corporation
Multi-channel architecture overviewDevelopment InfrastructureDevelopment InfrastructureDesktop
DesignPresentation
Services DesignEvents/Rules
DesignProcess Modeling
Services Design
Cha
nnel
s
3rd partyInformationProviders
Enterprise Service Hub
BusinessIntelligence& Analytics
Data Integration/Information Services
Core Systems
Eventsand Rules
Business ProcessServices
Physical Infrastructure
Infrastructure, Management & Monitoring
Rich Client
Web Client
Web 2.0 Client
Other
Desktop Integration
Application Infrastructure
UI Desktop Components
Navigation FlowsUI Components
Invo
kers
Client Operations
Context Formats
Web 2.0 Desktop
Service List
AJAX Engine
Widgets
Browser Engine
Browser Engine
Web Pages
HTTP
HTTPS
HTTP
HTTPS
HTTP
HTTPS
XML
JMS HTTP/S
XML
HTTP/S
Legacy 3270 Support
IIOP, SOAP, JMS, MQ, HTTP
IIOP, SOAP, JMS
IIOP, SOAP, JMS, JCA
BP Access Svcs
Rule Repository
Message Transformation
Service Registry & Repository
Access Services
External Services Gateway
Service MonitoringSecurity Services
Virtualization ServicesDR Services
Availability Services
Storage ServicesPlatform Services
Master Data Management
WarehousingAnalytics
Content Operational
Transactional Services
IMS/CICS
WS EJB WS EJB JMS JCA
IIOP, SOAP SOAP, IIOP, JMS, JCA
Data Access ServicesWS EJB JMS
Business Processes
SOAP, IIOP, JMS, JDBC
Core Applications
(Accounts, Cards, Payments, Business Management, CRM,
Campaigns, …)
Rule Access Svcs
WS EJB
SOAP, IIOP, JMS
JMS Java
Event Monitoring
Process Monitoring
Access Svcs
Channel Independent
Logic
IIOP, SOAP JMS Java
Channel Dependant Logic
Java
MC Access
Services
Cha
nnel
Han
dler
sR
eque
st H
andl
er
Property Broker
Access Control
Session Manager Event Manager
Logging Help Manager
Context Manager Externalizers Mappers
Channel Manager Invokers
Presentation Handlers
Presentation Processor
Navigation Flows
UI Libraries
Operations
JSP/JSF Pages
Formats
Themes & Styles Manager
Layout Manager Service Manager
Event Manager
Logging
Invocation Handlers
Context Manager
Mappers
Adapters & Invokers
Operation Flows
Single Operations
Java, IIOP,
SOAP, JMS
3rd Party Access Svcs
WS
Multichannel Layer
Channel Specific Business Logic
Channel
Operations
File
CILMCI
Dev
ice
Han
dler
s
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42 © 2009 IBM Corporation42 © 2011 IBM Corporation
Multi-channel architecture overviewDevelopment InfrastructureDevelopment InfrastructureDesktop
DesignPresentation
Services DesignEvents/Rules
DesignProcess Modeling
Services Design
Cha
nnel
s
3rd partyInformationProviders
Enterprise Service Hub
BusinessIntelligence& Analytics
Data Integration/Information Services
Core Systems
Eventsand Rules
Business ProcessServices
Physical Infrastructure
Infrastructure, Management & Monitoring
Rich Client
Web Client
Web 2.0 Client
Other
Desktop Integration
Application Infrastructure
UI Desktop Components
Navigation FlowsUI Components
Invo
kers
Client Operations
Context Formats
Web 2.0 Desktop
Service List
AJAX Engine
Widgets
Browser Engine
Browser Engine
Web Pages
HTTP
HTTPS
HTTP
HTTPS
HTTP
HTTPS
XML
JMS HTTP/S
XML
HTTP/S
Legacy 3270 Support
IIOP, SOAP, JMS, MQ, HTTP
IIOP, SOAP, JMS
IIOP, SOAP, JMS, JCA
BP Access Svcs
Rule Repository
Message Transformation
Service Registry & Repository
Access Services
External Services Gateway
Service MonitoringSecurity Services
Virtualization ServicesDR Services
Availability Services
Storage ServicesPlatform Services
Master Data Management
WarehousingAnalytics
Content Operational
Transactional Services
IMS/CICS
WS EJB WS EJB JMS JCA
IIOP, SOAP SOAP, IIOP, JMS, JCA
Data Access ServicesWS EJB JMS
Business Processes
SOAP, IIOP, JMS, JDBC
Core Applications
(Accounts, Cards, Payments, Business Management, CRM,
Campaigns, …)
Rule Access Svcs
WS EJB
SOAP, IIOP, JMS
JMS Java
Event Monitoring
Process Monitoring
Access Svcs
Channel Independent
Logic
IIOP, SOAP JMS Java
Channel Dependant Logic
Java
MC Access
Services
Cha
nnel
Han
dler
sR
eque
st H
andl
er
Property Broker
Access Control
Session Manager Event Manager
Logging Help Manager
Context Manager Externalizers Mappers
Channel Manager Invokers
Presentation Handlers
Presentation Processor
Navigation Flows
UI Libraries
Operations
JSP/JSF Pages
Formats
Themes & Styles Manager
Layout Manager Service Manager
Event Manager
Logging
Invocation Handlers
Context Manager
Mappers
Adapters & Invokers
Operation Flows
Single Operations
Java, IIOP,
SOAP, JMS
3rd Party Access Svcs
WS
Multichannel Layer
Channel Specific Business Logic
Channel
Operations
File
CILMCI
Dev
ice
Han
dler
s
Channel Integration
Layer
InternetBanking
Mobile Banking
Desktop
For Device
Lotus Expeditor
Adaptor for Mobile
BTT
BTT Web 1.0/2.0 F’work
BTT
BTT RCP & BIC
BTT
Lotus Expeditor
Server Multi-Channel
BTT
Lotus Forms
Portal
Unified Comms
Rapid Development & IntegrationBusiness Modeler Integration DeveloperBTT IDE RSA / RSD
IBM InfoSphereMDM Server
Information Management
Master Data Management IBM Enterprise
Content Management
Information Management
Encapture
InfoSphere QualityProfile/DataStage
Information Management
Information Management
RulesEngine iLog
Enterprise Service Bus Enterprise
Service Bus / DataPowerService Registry
& Repository
Process Manager
ProcessServer
Lombardi TeamWorks
Business & ProcessMonitoring Business Monitor
EventMgmt Business
Events IBM Information Framework
Information Management
BDW Data Model
IBM Information Framework
Information Management
IBM COGNOSSuite
Information Management
Business Intelligence
Assets, Products & Offerings
Let’s build a smarter planet
43 © 2009 IBM Corporation43 © 2011 IBM Corporation
IBM Bank Multichannel Transformation Toolkit (BTT)
Let’s build a smarter planet
45 © 2009 IBM Corporation45 © 2011 IBM Corporation
The best alternative to pure Buy and Build
Buy a Package?No competitive advantage, inflexibility, inhibitor for innovationcreating silos, etc
Build in-house?Laborious efforts, pull attention away from user experienceetc.
A Toolkit approach brings:Control, Shorter Time-to-Market and Richness of Functionality
Let’s build a smarter planet
47 © 2009 IBM Corporation47 © 2011 IBM Corporation
Enterprise Services Bus
DEPOSITS LOANS PARTNERS
Information Integration
BRANCHFull ServiceSupermarket
Mobile Bankers
SELF SERVICEATMKiosk
IVR VRU
ELECTRONICWeb
Wireless
CALL CENTERInbound
Outbound
PARTNERS
User Interface
Business Components
Security & Access Services
Business Processes
Silos Multichannel
DEPOSITS LOANS PARTNERSCREDITCARDS XXXXX
BRANCHFull ServiceSupermarket
Mobile Bankers
SELF SERVICEATMKiosk
IVR VRU
ELECTRONICWeb
Wireless
CALL CENTERInbound
Outbound
BTT Positioning
What is MCT
Duplicatedfunctions
No SingleCustomer
View Long time-to-market
Expensiveto maintain
A full function Java workbench which helps significantly accelerate multi-channel application development and deployment.
GWS + ESB
Let’s build a smarter planet
48 © 2009 IBM Corporation48 © 2011 IBM Corporation
Banking Front-End Development
User Interface design to capture
data
Validate data entry
Data format transformation
Back-end integration
Transaction posting and
result processing
Tooling to generate
operations from web services
Tooling to generate user
interface pages
Tooling to compose
transaction flow
Tooling to compose
business logic
Tooling to enhance and modify user
interface
Traditional Approach
BTT’s Accelerated Approach
Errorprone
Time consuming
Let’s build a smarter planet
49 © 2009 IBM Corporation49 © 2011 IBM Corporation
End-to-end tooling accelerates development
Tooling to generate
operations from web services
Tooling to generate user
interface pages
Tooling to compose
transaction flow
Tooling to compose
business logic
Tooling to enhance and modify user
interface
Let’s build a smarter planet
50 © 2009 IBM Corporation50 © 2011 IBM Corporation
Presentation Layer
MBTT Channel Access Layer
Client Layer
MBTT Swing Client
MBTT HTML(JSP) Client
XML Client
MBTT Rich Client
Eclipse RCP
XML UI
Navigator
Layout Mgr
Application Wrapper
C/S Connect
Invoker
Validate
MBTT Web 2.0 WorkspaceWeb 2.0 Core
Service List
Widget
Layout Mgr
Widget Container
AJAX Connect
DWR
Event
Mobile Native Client
RCP Handler
JavaHandler
HTMLHandler
XMLHandler
MobileHandler
Web 2.0Handler& Data Collector
SMS Handler
Business Layer
MBTT Data Model
Data Element Type POJO
Presentation Flow
Session Management
BusinessOperation
BusinessFlow
Formatter
Logging
Services
Host XML JSON
Event &Handler
MBTT Invocation Layer
MQ Connector
JDBC Service
JCAConnector
WS Invoker
EJBInvoker
JMS Invoker
Back‐end System
Mainframe
Database
Process Server
WESB
Rule Engine
User Behavior DB
Web Service/JMS/EJB
Existing MBTT contentsNon‐MBTT contents
Tooling GUI Beans Web UI XUI Editor Transaction Editor
Formatter Simulator
Client/Svr Monitor
Mobile SMS
OtherHandler
MBTT 7 new contents
MBTT Multichannel Management
Channel Policy
Transaction Policy
MBTT User Behavior Collection
Channel User Model
Transaction User Model
MBTT Channel Layer
Architecture
Let’s build a smarter planet
52 © 2009 IBM Corporation52 © 2011 IBM Corporation
Building a Standard-Based Universal Front-End Platform
Lotus Expeditorfor rich client integration
Back-end A
pps
ESB
Multi-Channel Platform
Integration on the Glass
BTT for developing transaction processing applications (e.g., teller)
WebSphere Portal for web-based client integration
Let’s build a smarter planet
53 © 2009 IBM Corporation53 © 2011 IBM Corporation
References
• Fortis Belgium, using BTT for– Cross-channel customer view– Miscellaneous daily branch teller
operations – Cross-channel daily banking
application– Cross-channel daily insurance
application– Branch banking Sales Workstation
application– Cross-channel Savings and
Investment application– Cross-channel Credits application– A number of applications characterized
as “Short Development Cycle” applications
– Internet Banking application• 450,000 transactions a day
– Phone Banking applications– Self-banking / ATM applications
• One of the largest bank in China– Retail internet banking
• 107 million registered users• 100-200 million transactions a
day– Corp internet banking– Overseas internet banking– 23 other front-end applications– Mobile banking in pilot
Let’s build a smarter planet
54 © 2009 IBM Corporation54 © 2011 IBM Corporation
Business Value of BTT
Let’s build a smarter planet
55 © 2009 IBM Corporation55 © 2011 IBM CorporationSmarter Banking - Multi-channel Bank Transformation Toolkit
BTT supports focus on developing high impact user experience
Reach more customers through customers’ preferred channels
Generate and capture cross-sell opportunities with targeted messages re-enforced across multiple channels
Better user experience and broader customer reach generate more revenue
Let’s build a smarter planet
56 © 2009 IBM Corporation56 © 2011 IBM Corporation
Business flows can be quickly composed using BTT’s visual tools
Easier to
Compose business flows using graphical editor
Linking user interactions, operations
Integrating with back office systems
Understand the business flow for customization and maintenance
Let’s build a smarter planet
57 © 2009 IBM Corporation57 © 2011 IBM Corporation
Attractive user interfaces are assembled without laborious coding
Composing user interface using a WYSIWYG visual tool requires no programming skills.
Business analysts and junior programmers become productive very quick
Further enhancement a focus of usability team for better user experience
Supports rich user experience with web 2.0 features
Let’s build a smarter planet
58 © 2009 IBM Corporation58 © 2011 IBM Corporation
BTT makes integration with back office systems easier
BTT simplifies integration with back office systems through reusable codes and tools
BTT provides tools that automate back office system integration using open standards
BackOffice
Systems
Open Standard
Based Messages
BTTIntegration
Tools
System operations are automatically
generated
Back Office System
Operations
ChannelApplication
Pages
Channel application pages are automatically generated from system
operations
Channel Application
Deploy
Let’s build a smarter planet
59 © 2009 IBM Corporation59 © 2011 IBM Corporation
Optimized use of skills reduces development cost
BTT supports applying the right resources to the right tasks
Technical and programming resources focus on the advanced capabilities, while business analysts and interface designers focus on using those capabilities to deliver the functions to the end users
ProjectPlan
Let’s build a smarter planet
60 © 2009 IBM Corporation60 © 2011 IBM Corporation
Lower Cost (Demo Page)
Business logic is reused across multiple channels
Many screen components and system operations are reused
BTT reduces development cost by reusing componentsLower Cost
Rob: Switch left side and right side; add descriptions to components
Let’s build a smarter planet
61 © 2009 IBM Corporation61 © 2011 IBM Corporation
Integrated end-to-end development covers all aspects of building a banking channel application
Let’s build a smarter planet
62 © 2009 IBM Corporation62 © 2011 IBM Corporation
BTT is designed for high volume transactions
Scalable for high volume banking transactions with high performance
One of the world's larger banks trusts BTT to support over 100 million registered customers and tens of trillions of dollars in transactions each year.
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