MDM Banking1

MDM for Banking Industry
Serene Corporation
January,2012
2012 Serene Corporation | All rights reserved.
Business Objectives
Increase Customer
Profitability
Acquire Customers
With Better Business Potential
Improve TCE
(Total Customer Experience)
Provide Single View of
Customer to Business Units
Accurately Track Customer
information for improved Auditing
capability
Execute Steps based on customers

behavior over time
Identify potential customers worth
acquiring for cross sell and up sell
opportunities
Identify Customers specific needs
and interests
Improve understanding of the
Customer improved decisions
Efficient Risk Management &
Compliance Conformance
Efficient adaptability to Mergers &

Acquisitions
2012 Serene Corporation | Smart IT, Smart Business All Rights Reserved pg 2
Challenges
Fragmented customer data across different business units

Sharing of customer data across competing Business Units
Creating a gold copy and preserving Business Unit specific
sensitive Customer information
Different processes and techniques for data synchronization
leading across multiple heterogeneous systems
Ongoing Data Governance with clearly defined roles and
responsibilities
Conformance to Compliance, Security and Privacy
requirements that vary across geographies and changes with
time
Business Goals
For Banks and Financial Institutions
Offer common set of customer data across business units

Effectively mine customer data for identifying cross-sell/ upsell opportunities
Provide Targeted offers based on customer needs
Meet Regulatory Compliance
Improved Risk Management
Business Drivers for MDM
Enterprise
Achieve Higher Revenue, Reduce Cost and Increase Compliance through efficient Data Management
Provide answer to often painful Data questions
Define an information management strategy
Maximise value of products through optimal and robust life cycle management of intellectual
property
Revenue
Highly Reliable Forecasting and Business Intelligence

360 degree views of Data allowing better cross-sell and up-sell
Cost
Increased Efficiency of Supply Chain Management

Improved Decision Making e.g. Stop Drug Projects, Better Campaign Management
Reduced Cost of new Initiatives
Improved Externalization by centralizing Master Data and Business Rules that can be easily available
for subscribing systems and also can be quickly modified
Compliance
More transparency of Information across the organization

Increased compliance with all major industry standards
Technology
Enable creation of a pool of shared services

Create the foundation for the adoption of SOA within the organization
Creation of an Enterprise wide skilled pool of Data Experts
Solution Overview
Customer Master and Associated Systems
Distribution Channels
Other Systems
CRM and BackOffice
Branch
Operational
Systems
Customer Portal
KYC
Banking
Credit Bureau
Credit Cards
Customer
Master
Credit Decisioning
Wealth
Management
Fraud Management
Insurance
Business Intelligence
Risk and
Compliance
Data Warehouse
Reporting
Legacy Customer
Master
Analytics
Customer Master
Key Entities and Information
Customer Master / Customer Information File
Customer
and
Household
Information
Ratings,
Credit Scores
Background
(demographic
, lifestyle
characteristic
s)
Customer
Master
Customer
Preferences
(Communicat
ion, Security)
Customer
Survey Data
Purchase
Behavior
Customer to
Product
Linkages
Solution Architecture
KO8
Business Unit Apps

Retail
Bank
Business
Bank
Credit
Cards
Wealth
Mgmt
Analytical Apps (BI)
Insurance
Others
Mktg/
Sales
Finance
& MFG
Service
Other
G&A
Partner
Publishing Layer
Real-Time and Batch
RealCentralized Services
Data Quality Firewall
External
Reference
Data
Reference Data 1
Master Data
Reference Data 2
Reference Data 3
As Captured Master Data Flow

Clean Master Data Flow
Reference Data n
Slide 8
KO8
For the Analytical Apps, you'd probably want to choose some that are more banking specific. For example, I would remove MFG and
replace with FP&A (Financial Performance and Analysis) or EPM (Enterprise Performance Management). Service could be replaced with
Predictive Analytics.
Kelle O'Neal, 2/14/2012
Scenarios
Customer and Product Data Synchronization
Customer Master
Integration Layer
Customer Information
Customer Customer Relation
Customer Product Linkages
Customer Product Details
KO7
KO6
Operational Systems
Core Banking
Credit Cards
Wealth
Management
Insurance
Slide 9
KO6
I would say "Core Banking" rather than just banking because it tends to mean more of their back office systems. Unless of course that
is an American term that doesn't resonate elsewhere.
KO7
I'm not sure if you want "Insurance" since not all banks are also insurance companies. What about Asset Management? Or something
about a Product System?
Scenarios
Single Customer View
Distribution Channels
CRM
Branch
Customer Portal
Intermediary Portal
Get Single Customer View
Integration Layer
3
Get Customer Information

Get Customer Product Linkages
Get Customer Relationships
Get Product Details
Customer Master
KO4
Operational Systems
KO5
Core Banking
Credit Cards
Wealth
Management
Insurance
Slide 10
KO4
I'm not sure if you want "Insurance" since not all banks are also Insurance companies. What about Asset Management? Or something
about a Product system?
KO5
I would say "Core Banking" rather than just Banking because it tends to mean more of the Back Office systems. Unless of course Core
Banking is more of an American term.
MDM Strategy
Outcome
Assess
Aware
Executive Sponsorship
Clear MDM Vision
Business Readiness
Success Criteria
Business Concern
Vision
Completeness
Scope
Stakeholder Identification and

Accountability
Accuracy
Establish Data Governance

Roadmap
Security
IT Concern
Scalability
Program Plan
Gap Analysis
IT Readiness
Document business rules for
Data Quality
Risks, Dependencies and

Constraints
Workable Project Plan
Data Governance Organization
established along with the first
set of foundational Deliverables
Data Quality Rules for Cleansing,
Standardizing and Deduplication formed with
governance rules for updating
and modifying the same.
Benefits
Consumer banks can ensure a consistent customer experience, whether
online, onsite, or by mobile phone
Understanding the 360-degree view of Customer as an individual and/or
part of an Organization leading to improved customer handling
Commercial lenders can connect clients into meaningful hierarchies, to
better identify and manage credit risks
Wealth management organizations can craft targeted product bundles and
promotional offers to meet the needs of priority customer segments
Financial institutions can support compliance with Know Your Customer
requirements, anti-money laundering statutes, privacy requirements and
other regulations
Bank holding companies can speed systems rationalization projects after
mergers and acquisitions
Reduced data management costs reduces time and effort to collect and
report on data from different systems
National Australia Bank
Case Study : Banking and Financial Services Provider

Multi-Platform Implementation with OCH, DRM, and CRMOD
Client
The Solution
National Australia Bank is a financial services organisation

with over 40,000 employees and 1,800 branches and
service centres across Australia, Asia Pacific, the UK and
USA.
Serene was part of a large project team implementing a wide variety of integrated
Oracle platforms to replace outdated, stagnant, and costly legacy technology.
NAB provides high quality banking and financial services,

and relationships built on the principles of comprehensive
financial guidance and advice.
NAB is one of the top-20 banks in the World, and consists
of numerous brands with offerings across Business,
Consumer, and Wholesale Banking, Wealth Management,
and Insurance.
Oracle Customer Hub was deployed as the customer master data management
solution, creating a future single source of truth and enabling customer 360
views
Customer online registration and origination processes were tied into the MDM
hub to help prevent the creation of duplicate data and improve overall data
quality
The CRM On Demand platform was leveraged to create a consolidated Banker
Workbench which serves as the single, central point for customer servicing
Clients challenge
Fusion Middleware and AIA framework was deployed to create robust

integrations
The client faced significant issues with customer satisfaction,

compliance and risk management, and customer retention
due to numerous disparate systems and processes for
managing customer information. Key issues included:
Extensive integration to legacy and downstream systems along with MDM and
data quality tools ensures that master data is as accurate and reliable as possible,
and that up-to-date information is available to all systems and down-stream
processes
Varying levels of customer satisfaction
Result
Employee frustration at the wide variety and complexity of

systems and processes
Data quality is vastly improved and duplicate data has been reduced significantly,
which, along with standardised processes and a unified platform, enables to fully
understand their customers and deliver consistent, high quality customer service.
Difficulty in acting on opportunities due to integration

costs
Aging and outdated risk and finance control systems
Enhanced business agility and competitiveness as a result of better operational

and management visibility, further enabling adaptation and market
competitiveness
Inadequate customer information and insight reporting
Ability to cross-sell and up-sell through improved understanding of banking clients
Lack of competitiveness due to poor understanding of

customers and lack of a single source of truth.
Better employee effectiveness and satisfaction through simple processes &

platform
Many manual processes with rekeying of data and errors.
Ability to meet or exceed compliance, fraud reporting, and risk management

requirements and goals
Suggested Technology
Customer Master
Informatica (Siperian)
Oracle Customer Hub (UCM)
Data Quality Engine

Informatica Data Quality
Trillium
DataFlux
Datanomics
Data Governance and Business Glossary

Collibra
IBM Infosphere Business Glossary
Why Serene?
TRACK RECORD
PROCESS
o Recognized Boutique
Player
o Customer Centric
Delivery Model
o 100+ Successful
Engagements
o Collaborative &
Result-Oriented
o Value Added Services

through Strategic
Partnerships
o Qualitative &
Quantitative
Checkpoints
EXPERTISE
o Strong Emphasis on
Quality, Experience,
and Expertise
o Niche in specialty
areas
o Culture of Meeting
Expectations

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MDM for Banking Industry

2012 Serene Corporation | All rights reserved.

Execute Steps based on customers

Efficient adaptability to Mergers &

Fragmented customer data across different business units

Offer common set of customer data across business units

Business Drivers for MDM

Highly Reliable Forecasting and Business Intelligence

Increased Efficiency of Supply Chain Management

More transparency of Information across the organization

Enable creation of a pool of shared services

Business Unit Apps

Analytical Apps (BI)

Data Quality Firewall

As Captured Master Data Flow

Get Single Customer View

Get Customer Information

Get Product Details

Stakeholder Identification and

Establish Data Governance

Risks, Dependencies and

National Australia Bank

Case Study : Banking and Financial Services Provider

National Australia Bank is a financial services organisation

NAB provides high quality banking and financial services,

Fusion Middleware and AIA framework was deployed to create robust

The client faced significant issues with customer satisfaction,

Varying levels of customer satisfaction

Employee frustration at the wide variety and complexity of

Difficulty in acting on opportunities due to integration

Enhanced business agility and competitiveness as a result of better operational

Inadequate customer information and insight reporting

Ability to cross-sell and up-sell through improved understanding of banking clients

Lack of competitiveness due to poor understanding of

Better employee effectiveness and satisfaction through simple processes &

Many manual processes with rekeying of data and errors.

Ability to meet or exceed compliance, fraud reporting, and risk management

Data Quality Engine

Data Governance and Business Glossary

o Value Added Services

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