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  1. Introduction
  2. CRM in retail banking
    1. Focusing on organic growth
    2. Seeking out and better serving emerging customer segments
    3. Creating deep business insight into customer preferences
    4. Responding to intensifying competition through revitalized offerings
    5. Responding to intensifying competition through revitalized offerings
    6. Safeguarding customer information
  3. Reaping the benefits of a CRM solution
  4. CRM implementation in Standard Chartered Bank (SCB)
    1. The SAS banking intelligence solution
    2. Customer analytics components interactions
    3. Banking intelligence architecture
  5. SAS banking intelligence solutions: Architectural overview
    1. SAS customer segmentation for banking
    2. SAS cross sell and Up sell for banking
    3. SAS customer retention for banking
  6. The benefits of SAS banking intelligence solutions
    1. Proven infrastructure framework
    2. Integrated analytic intelligence
    3. Rapid 'Decision to Action' deployment
  7. SAS in Standard Chartered Bank
  8. Realizing the information needs
  9. The power of analytics
  10. Future plans
  11. The solution up close
  12. The customizable CRM solution
  13. References

Traditional marketing strategies focused on the four Ps (price, product, promotion, and place) to increase market share. The main concern was to increase the volume of transactions between seller and buyer. Volume of transactions is considered a good measure of the performance of marketing strategies and tactics.

In the current era of intense competition and demanding customers, relationship marketing has attracted the expanded attention of many scholars. Marketing scholars are studying the nature and scope of relationship marketing and developing conceptualization regarding the value of cooperative and collaborative relationships between buyers and sellers as well as the relationships between different marketing actors, including suppliers, competitors, distributors and internal functions in creating and delivering customer value.

?CRM is a business strategy that goes beyond increasing transaction volume. Its objectives are to increase profitability, revenue, and customer satisfaction. To achieve CRM, a company wide set of tools, technologies, and procedures promote the relationship with the customer to increase sales?. [Sweeney Group, 2000]

[...] A financial institution using its greatest asset?knowledge of the customer?can turn the customer relationship into a key competitive advantage by retaining those customers who represent the highest lifetime value and profitability. Financial institutions develop customer relationships across a broad spectrum of touch points?branches, kiosks, ATMs, Internet, electronic banking, smart cards, call centers, and phones. The shift of focus to all aspects of customer interaction has brought demand for systems that range from marketing and lead generation, to sales process automation, customer information systems, and customer service management. [...]

[...] The detailed data store (DDS) is constructed using pre-built logical and physical data models, along with pre-set metadata definitions, which help banks quickly organize customer data. Extraction, transformation and loading (ETL) logic loads and prepares customer data, based on each bank's specific requirements, for analysis in analytic data marts. These data marts provide data structures for the segmentation, cross-sell or retention analysis that will occur when queried or scheduled by the interface. To view and control the analysis that SAS performs, the customer analytics modules of SAS Banking Intelligence Solutions include customizable, Web- based interfaces that enable business users to view the most important information for particular types of analysis. [...]

[...] SAS Solutions form a central part of the bank's customer relationship management strategy. It is easier to run targeted campaigns and elicit substantially higher returns since profit modeling for each account, which enables micro-segmentation. Using analytics and a test and learn culture, the likelihood of customers to take on a new product. For, e.g. it is easy to track card members who more likely to take an auto loan resulting in more focused marketing campaigns and reduced costs with improved customer satisfaction. [...]

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