F500 Financial Services Scorecard for CDI

Section A - ABOUT YOUR ORGANIZATION

A1. Contact information. To receive your "2005-06 Financial Services CDI Scorecard" research report from The CDI Institute.

A2. Which of the following best describes your company's/division's PRIMARY BUSINESS?









A3. What is the number of CUSTOMERS in your primary business line?







A4. What are the PRIMARY PRODUCTS offered by your business?



















A5. Is there a stated corporate target to REDUCE “LEVEL OF INFRASTRUCTURE INVESTMENT”?





A6. How important is “CUSTOMER DATA INTEGRATION” considered to REDUCE “LEVEL OF INFRASTRUCTURE INVESTMENT”?







Section B. ABOUT YOUR CUSTOMER DATA INTEGRATION (CDI) INITIATIVE(S)

B1. How do you RANK your company's DESIRED STRATEGIC RESULTS resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Corporate alignment
Increased profitability
Increased customer retention/satisfaction
Increased operational efficiencies
Market dominance

B2. How do you RANK your company's DESIRED "CORPORATE" RESULTS resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Centralize privacy preference management
Improve risk management by aggregating credit risk exposures
Increase sales productivity by modeling corporate hierarchies & organizational structures of corporate customers.
Manage compliance, i.e. duplicate records are a business risk
Streamline routine customer maintenance, I.e., change of address.


B3. How do you RANK your company's DESIRED “MARKETING” OUTCOMES resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Enable product bundling
Enable solution selling
Evolve to real-time marketing campaign management
Simplify / expedite time-to-market of new products
Systematize analytics to determine customer, segment, bundle, and product line profitability

B4. How do you RANK describe your company's DESIRED “SERVICE” OUTCOMES resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Enable end-to-end ("once and done") customer data management
Enable universal queue via ”blended agents”
Enhance customer churn management
Increase customer data quality
Self-directed customer care

B5. How do you RANK your company's MAJOR TECHNOLOGY CHALLENGES resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Business process/workflow integration
Database/data model integration
Legacy application integration
Scalability
Service-oriented architecture for business services infrastructure

B7. How do you RANK your company's MAJOR TECHNOLOGY BENEFITS resulting from CDI? (1 = most important to 5 = least important)
most important least important
1 2 3 4 5
Call center consolidation
Data center consolidation
Server hardware consolidation
Service-oriented architecture for future infrastructure buildout
Software license consolidation

Section C. ABOUT YOUR CDI INITIATIVE(S)

C1. What is the CURRENT NUMBER of MASTER CUSTOMER DATABASES?








C2. What is the TARGETED NUMBER of MASTER CUSTOMER DATABASES during the next 18-24 months?







C3. How would you best describe your company's LEVEL OF “CUSTOMER MASTER” INVESTMENT?









C4. How would you best DESCRIBE your company's PLANNED USE OF A “CUSTOMER MASTER” ACROSS YOUR COMPANY?






Section D. ABOUT YOUR CDI BUSINESS DRIVERS

D1. How would you best RANK your company's BUSINESS DRIVERS to JUSTIFY your CDI BUSINESS CASE?
most important least important
1 2 3 4 5
Achieve competitive advantage
Forecast & increase customer retention
Identify & reduce customer fraud
Increase customer satisfaction via end-to-end business processes
Integrate customer & product master databases resulting from M&A to support business continuity

D2. Which organization / Who is RESPONSIBLE for CDI PLANNING?



















D3. Who would be the PRIMARY BUDGET SPONSOR(s) for such CDI initiative?



















Section E. ABOUT YOUR ANTICIPATED 1st YEAR CDI BUDGET (note - assume $1 = US$1 = €1)

E1. What is your TOTAL CDI BUDGET for the first year?







E2. What is your CDI SOFTWARE BUDGET for the first year?







E3. What is your INCREMENTAL CDI HARDWARE BUDGET for the first year?







E4. What is your INTERNAL CDI STAFFING BUDGET for the first year?







E5. What is your EXTERNAL CDI STAFFING / CONSULTING BUDGET for the first year?







E6. What is your INTERNAL CDI-RELATED DATA ACQUISITION & CLEANSING BUDGET for the first year?







E7. What is your EXTERNAL CDI-RELATED DATA PURCHASE BUDGET for the first year?







Section F. ABOUT YOUR CDI TECHNOLOGY CHALLENGES

F1. How would you best RANK your TECHNICAL OBJECTIVES?
Most important Least important
1 2 3 4 5
Deliver rigorous cleansing, matching, linking & identification of master data
Develop enterprise-wide customer & product data models
Extend use of legacy master customer info file (CIF) to incorporate new info sources
Increase flexibility to add new processes via service-oriented architecture (SOA)
Manage federated metadata or reference data allowing business line autonomy


F2. How would you best DESCRIBE your ARCHITECTURAL PREFERENCE?










F3. How would you best RANK your TECHNICAL EVALUATION PRIORITIES (1 = most important to 5 = least important)?
Most important Least important
1 2 3 4 5
Business Services
Data Management
Data Model
Identity Management
Integrated Analytics
Business Services – Business process/transactions supporting primary customer lifecycle events (add name, identify unique customer, retire customer, et al); increasingly implemented as web services within framework of service-oriented architecture
 real-time, near real-time, & batch; additionally, pre-packaged integration processes & templates for connectivity to major application suites (CRM, ERP, SCM)
 Data Management – Robust database capabilities to support large-scale scalability with the addition of consolidation/survivorship rules, definition/management of privacy rules, & data cleansing; additionally, audit trails for privacy & merge/purge operations
 Data Model - Modeling of the complex many-to-many & hierarchical relationships between the enterprise, its business & consumer customers, as well as any intermediaries & other parties such as suppliers & brokers/distributors
 Identity Management - Matching/search capability with cross-referencing capability for “entity resolution”; additionally, the ability to centrally generate & manage “universal” master keys across the various systems using the CDI identity management capability
 Integrated Analytics – Batch, online & inline business intelligence to close the loop between operational & analytical processes; additionally, data profiling to manage the “degree of trust” associated with a given master customer data source (e.g., completeness, uniqueness, accuracy, & lineage/history)

Section G. ABOUT YOUR ANTICIPATED 1st YEAR CDI ENVIRONMENT

G1. What is the RANKED PRIORITY of the INITIAL CDI PROJECTS? ?
Most important Least important
1 2 3 4 5
Centrally manage privacy preferences
Increase sales
Enhance fraud detection/prevention
Enable merger & acquisition strategies
Migrate from legacy systems

G2. What is the number of CUSTOMER / PARTY DATA ENTITIES targeted for the first year?







G3. Which PRIMARY CALL CENTER APPLICATIONS will INTEGRATE WITH THE CDI solution during the first year?














G4. Which PRIMARY ENTERPRISE BANKING APPLICATIONS will INTEGRATE WITH THE CDI SOLUTION during the first year?

















G5. Which PRIMARY DATA ENRICHMENT APPLICATIONS will INTEGRATE WITH THE CDI SOLUTION during the first year?






















G6. Which PRIMARY DATABASE MARKETING APPLICATIONS will INTEGRATE WITH THE CDI SOLUTION during the first year?






























G7. Which ENTERPRISE “BUSINESS INTELLIGENCE” APPLICATIONS will INTEGRATE WITH THE CDI SOLUTION during the first year?

















G8. What is the projected number of BUSINESS UNITS SHARING MASTER CUSTOMER DATA?







G9. What is the projected number of PEAK MATCH / MERGE RATE (transactions per second)?







G10. What is the projected MAXIMUM # OF MASTER CUSTOMER RECORDS processed annually (unique customer IDs)?









G11. What is the projected number of 3rd PARTY DATA SOURCES TO AGGREGATE?







G12. What is the projected number of UNIQUE FIELDS KEPT IN CENTRAL CUSTOMER MASTER?







G13. How well do you UNDERSTAND YOUR CLEANSE / MATCH / MERGE RULES?






G14. Do you foresee MANAGING RELATIONSHIPS INSIDE THE CDI HUB?
(e.g., B2C householding, B2B hierarchies)?






G15. Do you expect the hub to MONITOR / MANAGE TRANSACTIONS FROM END-TO-END?
(e.g., "complex financial transactions" - not merely "address changes")






H. ABOUT YOUR NEXT STEP

H1. WHEN do you expect to make your CDI SOFTWARE PURCHASE DECISION?







H2. Which SYSTEMS INTEGRATORS are most likely to assist in your EVALUATION PROCESS?
























H3. Which SYSTEMS INTEGRATORS are most likely to assist with your IMPLEMENTATION?
































H4. Which CDI SOFTWARE SOLUTIONS are most likely to be on your SHORT LIST?










































H5. How would you RANK your SOURCES OF CDI ADVICE?
Most important Least important
1 2 3 4 5
Management consultants - e.g., BCG
Systems integrators - e.g., Accenture
Research advisory firms – e.g., CDI Institute, Gartner Group
Technical trade publications, - e.g., Billing World, DM Review
Managerial publications, e.g., CIO Magazine


THANK YOU for your invaluable time in contributing to the industry's understanding of this hot topic.

You should receive your industry scorecard and analysis within 3-4 weeks (possibly longer if we do not have a sample size of 20+ vetted enterprises for your specific industry).

Aaron Zornes
 Chief Research Officer
 The CDI Institute
500 Airport Boulevard
 Suite 100
 Burlingame, CA 94010
 aaron.zornes@tcdii.com
T +1 650.743.2278
F +1 650.651.1526
www.the-CDI-Institute.com