The World’s Leading Provider of eBusiness Applications Software Achieving a competitive advantage through the customer-driven enterprise Best Practices in Customer Relationship Management
Oct 28, 2015
The World’s Leading Provider of eBusiness Applications Software
Achieving a competitive
advantage through the
customer-driven
enterprise
Best Practices in CustomerRelationshipManagement
The CRM Market Leader
Today’s organizations understand that their ability to deliver a superior customer
experience defines the next frontier of competitive advantage. To acquire, retain,
and grow customer wallet and mind share, organizations recognize that they
must become customer-driven enterprises. They must continuously improve and
optimize their customer-facing business processes that drive customer acquisition
and retention. As a result, customer relationship management (CRM) is a top
spending priority of organizations globally.
Siebel Systems is a leading provider of CRM software—and the only
CRM software company to have consistently gained market share over
the past five years. Siebel Systems’ share of the CRM software market has
steadily grown from 49 percent in 1997 to 76 percent today. During this same
period, other enterprise applications vendors have either lost share or failed to
gain meaningful share in the CRM software market, which many leading industry
analysts forecast to be the largest segment of the enterprise applications
software market through the balance of this decade. Siebel Systems is by far
the CRM market leader.
Integrating systems and processes
External customer service/relationship management
Enabling/enhancing eCommerce
Knowledge management/integrating intellectual assets
Implementing data securityand privacy measures
Automating/optimizing the supply chain
Implementing new technologies,such as wireless
Extending systems globally
Other
Source: CIO Magazine, September 2002.
61%
49%
39%
35%
33%
32%
26%
21%
8%
CRM Is a Top Priority
What will be the top three strategic, IT-driven priorities as we emerge from the recession?
Mar
ket
Sha
re 50%
60%
70%
80%
30%
40%
10%
20%
1997
Siebel SystemsSAPVantive/PeopleSoftOracleClarify/AmdocsBaan
38%0%
27%0%
22%13%
1998
57%1%9%9%
15%8%
1999
66%5%6%
13%10%0%
2000
76%8%9%7%0%0%
20010%
Worldwide CRM Applications Market Share
Source: SEC Filings, analyst estimates, and Siebel estimates.
56%0%
17%0%
16%11%
Table of Contents
Achieving a competitive
advantage through the
customer-driven
enterprise
Best Practices in CustomerRelationshipManagement
The Customer-Driven Enterprise 1
Barriers to Becoming a Customer-Driven Enterprise 2
The Siebel Solution: Enabling the Customer-Driven Enterprisethrough CRM Best Practices 3
Cross-Industry Best Practices
Sales Best Practices 6
Call Center Best Practices 8
Service Best Practices 10
Marketing Best Practices 12
Customer Order Management Best Practices 14
Partner Relationship Management Best Practices 16
Employee Relationship Management Best Practices 18
Industry-Specific Best Practices
Best Practices in Automotive 20
Best Practices in Communications and Media 22
Best Practices in Consumer Goods 24
Best Practices in Finance 26
Best Practices in High Technology and Manufacturing 28
Best Practices in Insurance and Healthcare 30
Best Practices in Life Sciences 32
Best Practices in the Public Sector 34
Best Practices in Retail 36
Best Practices in Travel and Transportation 38
Best Practices in Utilities, Oil and Gas, and Chemicals 40
Universal Application Network: Enabling Cross-Application Business Processesin Support of Best Practices 42
Implementation Best Practices: Ensuring Customer Success 43
Siebel 7.5: Best-in-Class CRM Solution 45
1
The Customer-Driven Enterprise
Today’s organizations increasingly recognize that to achieve a sustainable competitive advantage, they must
become customer-driven enterprises. Their business processes must be designed with the customer in mind,
making it easy for customers to do business with the organization. By becoming customer-driven enterprises,
organizations more effectively acquire, retain, and grow customer wallet and mind share.
To consistently deliver an exceptional customer
experience that drives customer acquisition and
retention, organizations must apply best practices
in every aspect of managing relationships with
their customers. This means, for example, doing
business in any way that customers want—
anytime, anywhere, and through any commu-
nication channel. It means personalizing every
interaction and offering customers only those
products and services that uniquely meet their
needs. And it means delivering exceptional post-
sales support.
The benefits of providing exceptional customer
experiences are clear. Satisfied customers:
• Become more loyal customers
• Buy additional products and services
• Respond to cross-sell and up-sell offers
• Provide strong referrals
• Are generally less price-sensitive than
other customers
Recognizing the bottom-line benefits of
being customer-driven, today’s chief executives
are focusing their IT investments on customer
relationship management (CRM) applications—
the technology that enables organizations to
deliver a superior customer experience.
While best practices in customer-facing
processes—sales, marketing, and service—are
essential to success, it takes extensive experience
to identify and document best practices. The
CRM applications that organizations select to
support their customer-facing processes should
reflect best practices and, therefore, must be
based on a proven track record of experience
and customer success.
Demand Ranking
1. Security Software
2. CRM Software
3. Storage Software
4. Security Hardware
5. Storage Networking Switches
6. Desktop OS Software
7. Server OS Software
8. Enterprise Portal Software
9. NT Servers
10. ERP
CRM is a top priority for organizationsworldwide. Source: Goldman Sachs ITSpending Survey, July 2002.
At most financial services companies, for
example, a long-standing customer in one line of
business—checking accounts, for instance—is not
recognized when she contacts the mortgage-
lending line of business to apply for a home loan.
The bank is not able to provide the personalized,
differentiated service that the customer expects.
Instead, she has to explain who she is and how
long she has done business with the bank and fill
out multiple forms to provide information that
she would expect the bank to already have.
Four key factors prevent organizations from
delivering an optimal customer experience:
1. Information SilosCustomer data is scattered throughout the
organization in information silos based on
product, line of business, or communication
channel—leaving companies with a highly
fragmented and incomplete view of their
customers. Unable to coordinate customer
interactions across these disconnected silos,
companies cannot conduct personalized,
ongoing dialogues with their customers.
2. Business Processes That Do Not Reflect Best PracticesProcesses have not been designed with
customer needs and preferences in mind. For
example, a telecommunications firm designed
its billing cycle to optimize back-office
efficiency rather than to maximize the
customer’s ease of doing business with the
company: Once the system had assigned a
specific cycle—based on the customer’s phone
number—the company’s service agents were
unable to change the cycle in response to the
customer’s request.
3. Inability to Deploy Cross-Application Business ProcessesDue to the cost and complexity of enterprise
application integration, companies are unable
to deploy business processes that seamlessly
span multiple applications. This inability
frequently causes problems such as service
delays, incorrect orders, unavailable products,
and billing inaccuracies, resulting in
customer frustration.
4. Lack of Real-Time IntelligenceCompanies lack real-time intelligence about
their operational performance, market
conditions, and customer preferences and
requirements. As a result, they are unable to
respond swiftly to changes in customer
behavior and market trends.
2
Barriers to Becoming a Customer-Driven Enterprise
Most organizations recognize that they are not customer-driven and, as a consequence, are not operating at
their full potential to acquire, retain, and grow customer wallet and mind share. They are keenly aware that their
customers are not consistently having meaningful and satisfying experiences when doing business with them.
The Siebel Solution: Enabling the Customer-DrivenEnterprise through CRM Best Practices
Siebel Systems offers best-in-class applications software for customer, partner, and employee relationship
management. Derived from more than 3,500 customer deployments and nearly ten years of product
development, Siebel Systems has documented hundreds of industry-specific best practices and embedded
them directly into Siebel eBusiness Applications.
3
Siebel Systems has embedded business
processes based on best practices into
Siebel eBusiness Applications. A business
process is a structured series of documented
activities organized to achieve a specific
business objective. An example is Sales
Forecasting. A best practice is a proven
methodology for consistently and effectively
achieving a business objective. An example
is Triangulated Forecasting.
Best Practices Embedded in
Siebel eBusiness ApplicationsSiebel Systems has codified and incorporated
hundreds of industry-specific best practices in
customer-centric business processes, which are
embedded in Siebel eBusiness Applications.
Through cross-application integration
via Universal Application Network,
Siebel eBusiness Applications support
complex multistep business processes that
CustomerMaster
LegacyMfg. OSS HRBilling
Siebel eBusiness Applications enable organizations to apply a consistent set of best practices across theextended enterprise.
4
span multiple applications, such as service
provisioning in communications, formulary
management in pharmaceuticals, and trade
promotions and funds management in
consumer goods. In addition, Siebel Systems
has built these business processes into
the Siebel implementation plan—part of
Siebel Systems’ proven implementation
methodology—for faster and easier
configuration, allowing organizations to take
advantage of embedded best practices to
quickly and cost-effectively deliver superior
customer experiences.
Best Practices Based on Proven
Customer SuccessBest practices can be derived only from
extensive experience in deploying CRM
systems with proven success. Based on
experience with more than 3,500 CRM
deployments, Siebel Systems has a far deeper
understanding of CRM best practices than any
other software vendor. While vendors that
have recently entered the CRM market from
other areas such as ERP may claim to know
CRM best practices, they do not have the
proven, extensive experience required to
identify and codify best practices in selling,
marketing, and service.
Industry-Specific Best Practices Based
on Experience with Industry LeadersIn addition to codifying best practices for
sales, marketing, and service processes that are
common across all industries, Siebel Systems
has identified and modeled business processes,
embedding best practices for more than
20 specific industries and industry segments.
No other software provider approaches the
depth and breadth of these business processes.
Siebel Systems has derived these industry-
specific best practices through extensive
experience in providing CRM solutions to
many of the world’s leading companies across
multiple industries.
Best Practices Drive Maximum Return
on Investment and Reduce Risk and
Cost of OwnershipOrganizations achieve maximum business
impact from their CRM implementation
only if the system enables them to apply
best practices to their CRM processes. Otherwise,
the organization will end up merely automating
suboptimal processes. By embedding CRM
best practices, Siebel eBusiness Applications
enable organizations to deploy optimal
CRM processes that reflect best practices,
thereby ensuring a significant return
on investment.
And by providing prebuilt business processes
based on industry-specific best practices for
more than 20 industries and industry segments,
Siebel Industry Applications enable organizations
to accelerate their deployment and reduce the
total cost of ownership.
5
Siebel Production Users
1997
20,857
1998
57,000
1999
190,000
2000
590,000
2001
1,000,000+
Siebel Systems has more than 1 million production usersof its CRM applications worldwide.
Best Practice: Priority-Based Lead
Qualification and DistributionPriority-Based Lead Qualification and
Distribution drives efficiency, accuracy, and
quality in the lead management process. Enhanced
lead data and automated lead scoring enable
companies to prioritize and focus on those leads
that have the highest-potential immediate value,
ensuring that organizations are continually
improving all aspects of their lead management
capabilities, from campaign execution to lead
assignment and deal closure.
Many companies today have a serious pipeline
deficiency. However, at the same time, sales
representatives are typically inundated with
low-quality leads. In general, these leads are
ignored by sales representatives because the
vast majority of them are deemed to have little
potential. As a result, even the solid leads created
through well-conceived marketing campaigns
frequently fall through the cracks. In addition,
feedback on the quality of the leads and the
associated campaigns is often not considered
in marketing planning, leading to marketing
organizations communicating incorrect
marketing messages to the wrong customers at
the wrong time.
In contrast, with Priority-Based Lead Qualification
and Distribution, high-potential leads are
distributed automatically to telesales representatives
for further qualification and interest generation.
Those leads that merit less immediate attention,
but are deemed to still have potential, are routed to
the “lead nurturing” process, which leverages email,
the Web, and other technologies to provide low-
cost follow-up marketing. All of this information is
continuously fed into an analytics engine, allowing
marketing departments to determine campaign
success and sales departments to understand the
effectiveness of the lead management process.
The Priority-Based Lead Qualification and
Distribution best practice is embedded in
Siebel Sales. In turn, seamless integration between
Siebel Marketing, Siebel Telesales, Siebel Sales,
and Siebel Analytics allows departments to work
collaboratively toward effective lead management
through multiple channels, including the Web,
telesales, telemarketing, field sales, and partners.
6
Sales Best Practices
Siebel Systems has codified best practices in every aspect of the sales function—from Sales Management
and Sales Execution to Sales Fulfillment—and has embedded these best practices into a consistent set of
integrated sales business processes.
Customer
TeleAgent
Marketing
Fulfillment Vendor
Automated Response Scoring/
Segmentation
Contact Prospect Qualify Lead
Fulfill Collateral Request
Update Lead ProfileSend
Collateral?
Eliminate Lead
Qualified Lead?
Yes
Ana
lyze
C
ampai
gn
Res
u lts
Provide Feedback to Marketing
Opti
miz
ed
Lea d
D
istr
ibut
ion
&
Acc
e pta
nceNo
Yes
Share Information
Nur
ture
Lea
d
No
Enriched Response Capture
Automated Lead Scoring
Future Lead?
Yes
No
High Potential?
Opti
miz
ed
Lea d
D
istr
ibut
ion
&
Acc
e pta
nce
Yes
Qualified Lead?
Yes
Future Lead?
NoEliminate
Lead
No
No
Yes
Start
Priority-Based Lead Qualification and Distribution provides scripted assessment guides that enable agents to qualify leadseffectively, accurately, and consistently.
Additional Sales Best Practice Examples:
• Integrated Customer Order
Management—Automates the
order management workflow,
including designing a customer
solution, developing a detailed
product configuration, applying
the correct pricing and contract
terms, entering the order, and
ultimately shipping the order.
This increases the efficiency
and effectiveness at each
stage of the process, leading
to reduced order processing
time, decreased inventory
carrying costs, and highly
satisfied customers.
• Target Account Selling (TAS)—
A methodology that provides
the tools for salespeople and
sales management to identify,
qualify, and create winning
plans for closing critical sales
opportunities. Supported by
embedded analytics and
powerful opportunity
management functions in
Siebel Sales, TAS creates the
competitive difference that is
imperative today.
• Enterprise Selling Process
(ESP)—A proven methodology
that offers robust account
management and analytical
capabilities to enable a
proactive and coordinated
approach to identifying
“white space” opportunities,
providing global account level
visibility into critical information
and dramatically increasing
wallet share within complex
global accounts.
Best Practice:
Triangulated ForecastingTriangulated Forecasting utilizes multiple
forecasting perspectives to increase forecast
accuracy. This best practice enhances the typical
bottom-up field assessment with two additional
perspectives: the pipeline assessment, which
summarizes the total pipeline at each sales stage,
and the analytical assessment, which applies
historical trend data against the field rollup
and pipeline assessment to calculate a more
accurate forecast.
In contrast to Triangulated Forecasting, most
companies use only a bottom-up field assessment
to forecast revenue, relying solely on rollups of
forecasts from each sales representative. This
approach typically produces a forecast with
relatively low accuracy, often resulting in product
overruns or stock-outs.
Siebel Sales embeds Triangulated Forecasting in the
Create Sales Forecast business process. Siebel Sales
pipeline management functionality enables
organizations to develop the pipeline assessment by
monitoring the pipeline at any time and level, from
the individual sales representative to the entire sales
organization. Siebel Analytics can then draw data
from any source and analyze trends to
automatically generate the analytic assessment.
Siebel Sales can also integrate the forecasting
process with third-party applications via
Universal Application Network. For example, a
manufacturing organization can leverage the
subprocess Export Forecast Data to send detailed,
product-specific forecast data to a production
planning system.
7
SalesManagement
Sales
SalesOperations
Finance/Planning
Executives
Mfg.
UniversalApplication
Network
Third-PartyApplication
StartCreate/ReviseForecastingMethodology
GeneratePipeline
Assessment
GenerateField
Assessment
TriangulateForecast
CommitForecast
GenerateHistorical
Assessment
ExportForecast Data
ProvideAuto
Forecast
ExportForecast
Data
CreateForecast
PerformDemandPlanning
Sales and Ops Planning
Meeting
DisaggregateConsensusForecast
PublishConsensusForecast
End
Triangulated Forecasting generates more accurate forecasts through the use of multiple perspectives.
Siebel Sales, the market-leading sales application suite,enables organizations to maximize revenue by focusing theright people on the right deals at the right time.
• Driving Motivation and Focus
through Multichannel Sales
Compensation—Automates
the sales planning process of
defining territories, quotas, and
compensation, while providing
management and sales
representatives with clear
visibility into past performance
and future potential. The
integration of compensation
tools and opportunity
management provides
immediate feedback to
salespeople on the impact that
various sales strategies will
have on their compensation,
thereby aligning sales
representative behavior with
corporate strategies.
• Results-Driven Sales
Productivity Measurement and
Management—Provides an
integrated set of analytical
tools and execution strategies
coupled with Managing
Sales Productivity (MSP), a
proven best-practice sales
methodology, to maximize
the effectiveness of both
the sales manager and the
sales representative.
Best Practice:
Value-Based Service CoverageValue-Based Service Coverage optimizes the
assignment of service agents and resources based
on a customer’s long-term value to the company
in order to maximize profitability across the
customer base.
Often, organizations do not have a clear picture
of the current value of customers to their
business. Even when customer value is understood,
leveraging this information to optimize resource
assignment and service delivery remains a
challenge. Typically, interactions segregated by
communication channel are routed and assigned
through simple service queues. As a result, many
companies are unable to offer premium service
to their most valued customers, making each
customer’s overall experience with the company
across multiple channels disjointed
and unsatisfying.
With Value-Based Service Coverage, companies
are able to minimize service costs while maximizing
the level of service provided to customers.
Siebel Call Center supports the best practice of
Value-Based Service Coverage through the Manage
Inbound Call business process. With Siebel Call
Center, service organizations have an accurate view
of customer value based on real-time predictive
analytic measures and data-driven rules. Customer
value can be determined based on the rich
customer profile and historical information that
resides in the Siebel eBusiness repository, as well as
information gleaned through integration with
complementary systems throughout the enterprise
via Universal Application Network.
With Siebel Universal Queuing, service managers
can readily model and define rules for customer-
centric routing strategies based on value, required
skills, and real-time agent availability across
all communication channels. Customer value
information is instantly available, enabling
customer requests to be routed to the agent best
suited to address the specific needs and capable
of providing a level of service commensurate with
the company’s value segmentation strategy. This
ensures that high-value customers receive the
appropriate service level while providing customers
with a seamless and consistent overall experience
across all channels and interactions.
8
Call Center Best Practices
Siebel Systems has codified best practices in every aspect of the service function in the contact center—from
Customer Interaction Management and Service Delivery to Customer Satisfaction Management—and has
embedded these best practices into a consistent set of integrated service business processes.
Customer
CustomerService End
Start
Universal Application
Network
Predictive Modeling
Application
Billing Application
Universal Customer Master
Gather Customer Information
Match with Existing
Customer Data
Customer Retrieved?
Access Customer
Profile/History
Yes
Yes
Score Customer
Determine Agent Skills
Route Interaction to
Best AgentNotify Agent
No
Identify Service Task
Assess Customer
Value
Verify Entitlement
Route toSelf-Service?
Initiate IVR Session
Determine Value Tier(if Known)
Determine Agent
Availability
Present Profile and Value
Information to Agent
No
Conduct Personalized Self-Service
Requires live assistance?
Yes
No
IVR, Web, Direct, Email
Input
Customer Information
Generate Score
Retrieve Billing/collections
info
Match Customer
Retrieve Billing Information
Import Customer
Score
Value-Based Service Coverage ensures that an organization’s highest-value customers are routed to the most-qualified agents.
Additional Call CenterBest Practice Examples:
• Dynamic, Data-Driven Call
Resolution—Leverages
experienced agents’ knowledge
and decision-making logic to
enable service organizations to
provide more consistent
service. Improved service
efficiency and quality are
achieved by monitoring real-
time statistics and making
immediate changes to
call scripts.
• Multidimensional Service
Operations Analysis—Enables
three-dimensional service
business analysis, providing
companies with holistic insight
into their service operations,
and drives positive, proactive
behavior by facilitating analyses
of employee performance and
productivity, operational and
process efficiency, and
customer/channel interaction.
• Needs-Based Customer
Service Request Routing—
Employs natural language
categorization to analyze the
customer’s underlying intent
and to route the customer’s
inquiry accordingly, enabling
companies to increase
customer satisfaction
while generating new
revenue opportunities.
Best Practice:
Real-Time Loyalty ManagementReal-Time Loyalty Management supplements
direct customer interactions with intelligence
regarding customer flight risk, allowing
organizations to increase retention by taking
corrective actions while they are engaged with
the customer.
In engaging in direct service interactions,
organizations typically have an ideal opportunity to
proactively manage customer retention. However,
companies often fail to capitalize on these
opportunities because they are not able to identify,
in real time, any loyalty risk associated with the
current customer. As a result, the service
representative conducting the interaction cannot
present and execute appropriate corrective action to
prevent the customer from leaving the company.
Siebel Call Center incorporates the best practice
of Real-Time Loyalty Management in its Manage
Customer Loyalty business process. Customer
value and loyalty scoring is available for routing
decisions, and the information can be used to
augment service agent interactions with targeted
retention offers. Value and loyalty scores as well as
rich customer profile information can then be
presented automatically to the service agent at the
start of a direct interaction, facilitating a smooth,
valuable exchange. Targeted retention offers—
resulting either from formalized loyalty campaigns
or from generally available offers—can be presented
to the service agent in rank order based on
customer attributes such as value, asset portfolio,
or other considerations. These targeted and
prioritized offers are typically provided to agents
via dynamic scripts and are tailored to the
customer to ensure consistent delivery and
effective execution of the offer.
By combining rich customer profile and
interaction history data from multiple channels
with real-time analytic capabilities available
through Siebel Analytics, service organizations can
intelligently drive customer satisfaction and loyalty.
By employing Real-Time Loyalty Management,
organizations can reduce costs associated with
customer churn and drive increased revenue from
loyal, satisfied customers.
9
Customer
CustomerService
End
Start
Universal Application Network
Predictive Modeling
Application
Billing Application
UniversalCustomerMaster
Gather Customer Information
Match with Existing
Customer Data
Customer Retrieved?
Access Customer
Profile/History
YesScore
Customer
No
Yes
No
Yes
No
Assess Customer
Value
Route toLoyalty Group?
IVR, Web, Direct, Email
Input
Retrieve Billing/Collections
Information
Match Customer
Retrieve Billing Information
RetrieveValue Score
Retrieve Churn Score
Query Customer
Generate Value Score
Route
Interaction to
Best Agent
Identify
Service Task
Loyalty/Churn
Generate Loyalty/Churn
Score
Potential
Issue?
Determine and Rank Loyalty
Offers
Identify
Service Task
Route Interaction to
Best Agent
Present Profile,
Value, and
Loyalty Scoring
to Agent
Present Loyalty
Offers to Agent
Execute Appropriate
Loyalty Offer
Resolve Service Issue
Interactive Offer
Dialogue
Real-Time Loyalty Management drives retention and long-term customer value.
Siebel Call Center enables agents to provide solutions thatconsistently meet customer needs, thereby dramatically improvingservice effectiveness and decreasing the operational costs of customerservice and support operations.
• Intelligent Issue Recognition
and Resolution—Provides
service agents with ranked
solutions from previous
customer requests as
determined by natural language
search interpretation. Agent
feedback is captured and used
to condition the knowledge
base to provide even more
accurate answers on
subsequent evaluations.
• Value-Based Customer
Engagement Modeling—
Enables organizations to
proactively schedule and
execute customer care activities
based on customer value as
measured by analytic scoring
and/or transactional data.
Activity plans are designed and
automatically generated
according to an organization’s
own customer engagement
model, allowing companies to
maximize service efficiency.
Best Practice:
Rules-Based Order Fulfillment The Rules-Based Order Fulfillment best practice
ensures that service orders are fulfilled from the
appropriate source location in the service chain—
a hierarchy of service-part stocking locations
strategically located in relation to the installed
base—and that orders are fulfilled based on order
priority, due date, and requested parts.
Most companies treat every service order in the
same fashion. They fulfill service orders on a first-
come, first-served basis. Some companies do not
even have the visibility across their service chain
to determine if an alternate location may be able
to ship the order. These companies struggle to
manage customer expectations and often lose
business to competitors.
Siebel Field Service addresses these challenges by
encapsulating Rules-Based Order Fulfillment in the
Service Parts Logistics business process. Based on
customer lifetime value and the actual signed
service agreement, each customer order is handled
individually by the Siebel Field Service fulfillment
engine. Each time a customer raises a service
request, Siebel Field Service automatically checks
the customer entitlements and sets the order
priority and order due date. Based on the order
priority, the fulfillment engine then traverses the
service chain to check parts inventories and only
allocates inventory from a stocking location if the
available quantity at that location is above safety
stock levels. Additionally, the Siebel Field Service
fulfillment engine can automatically allocate
substitute parts. This automatic substitution and
service-chain traversing can be controlled at various
levels based on user-defined rules. Taking advantage
of Rules-Based Order Fulfillment, organizations are
able to meet and exceed customer expectations,
improving overall customer satisfaction levels and
driving increased profitability.
10
Service Best Practices
Siebel Systems has codified best practices in every aspect of the service management function—from
Managing Customer Calls and Dispatching and Scheduling Labor Resources to Handling Service Parts Logistics
and Managing Install Base Product Quality—and has embedded these best practices into a consistent set of
integrated service management business processes.
Customer
Service Rep
Order Routing
Warehouse Operations
Contracts
UniversalApplication
Network
AccountsReceivable
Start End
Submit Order
Pick OrderPack and
Ship
Service Request
Set Order
Priority
(Entitlement
/ Due Date)
Identify Source
Based on Order
Priority
Reserve RequestedQuantity
Identify NextSource in
Service Chain Based on Order
Priority
No
Yes
No
YesNo
Yes
GeneratePick Ticket
Generate Final Invoice
Export Shipped Lines
ImportInvoice
View/ Receive Invoice
Verify Entitlement/
Warranty
Yes
NoEnd
Parts Available?
Substitution
Allowed?
Substitutes
Available?
Order Billable?
Rules-Based Order Fulfillment executes differentiated service offerings based on customer lifetime value and specificservice agreement details.
Additional Service BestPractice Examples:
• Proactive Contract Renewal—
Allows service organizations to
target attractive service
offerings to improve service
contract renewal rates and
customer retention, increase
service revenues, lower service
costs of sales, and improve
installed base market share.
• Predefined Issue Resolution
Methodology—Creates
predefined step-by-step
instructions with recommended
parts, tools, and skills to help
organizations drive service
delivery consistency and higher
utilization of best practices
for simple and complex
service jobs.
• Constraint-Defined Workforce
Scheduling—Enables service
organizations to drive labor
productivity by reducing
inefficiencies such as travel
time and unnecessary overtime
from suboptimal scheduling.
Employs address-based
geocode information; local
“soft” and “hard” workforce
management rules; employee
availability, skills, and workload;
and customer time
commitment windows.
• Real-Time, Process-Driven,
Two-Way Wireless Dispatch—
Enables automated wireless
message dispatch and response
to and from field technicians,
creating shorter service cycle
repair times for customers.
Best Practice:
Closed-Loop Product Defects Tracking
and ResolutionClosed-Loop Product Defects Tracking and
Resolution ensures the clear quantification of the
severity and occurrence frequency of a specific
product defect within the installed base. This
best practice enables product development organi-
zations to better isolate root causes and track
corrective actions for all reported defects and
enhancement requests.
Most organizations track product defects using
internal systems that have no linkages to installed
base service requests or suggestions. Moreover,
these systems apply a single corrective action to
each reported defect or enhancement request. In
reality, however, multiple customers will experience
any reported defect. As a result, most companies are
unable to quickly assess the magnitude of a defect’s
impact on the installed base.
Closed-Loop Product Defects Tracking and
Resolution addresses these issues by isolating the
single corrective action required to fix similar
reported defects. With this best practice in place,
product development organizations can more
effectively prioritize workloads and better estimate
delivery schedules for the installed base fix. In turn,
this information can be proactively provided to all
affected customers, facilitating superior closed-loop
customer service and driving higher customer
retention and satisfaction levels.
Siebel Field Service incorporates the Closed-Loop
Product Defects Tracking and Resolution best
practice in the Installed Base Quality Management
business process. Product defect complaints can
come from multiple sources, including customers,
technical support, product management,
engineering, quality assurance, and technical
publications. Each defect requires an investigation,
and when the root cause is ultimately identified,
multiple reported defects may be resolved. By
focusing on reporting and analyzing the primary
occurrence defect, product management and
product development organizations can more
accurately assess engineering workloads and overall
program schedules. This eliminates the
unproductive administration of defect updates,
allowing organizations to rapidly notify impacted
customers of the expected corrective action.
11
Customer
TechnicalSupport
Product Management
ExecutiveAnalysis
Engineering
Quality Assurance
Technical Publications
Automated Testing Tool
Product Life Cycle
Management
StartEnd
Initiate Enhancement
Request
Prioritize Change
Approval
Target Change Proposal
No Update Primary Occurrence Field
Product Manual
Send Documentation
Updates
Receive Updates
Identify Product Gap
Assign Based on Responsibility/
Expertise
Assess Change Proposal
Check-In Target Fix
Compile Fix for QA
Approve Change
Proposal
Verify Change
Proposal
No
Yes
Update Secondary
Occurrence(s)
Update Defect Analysis & Release
Management Report
Import Change Request
Enhancement
Initiate Change Request Notify Customer
No
Yes
Initiate Change Request
Initiate Change Request
Initiate Change Request
Yes
View Status
UpdateReceive
Notification
Load Test Script
Update Product Documentation
Approve Change
Proposal
Request Service
Request
Investigate Further?
Fixed?
Primary Occurrence?
UniversalApplication
Network
Closed-Loop Product Defects Tracking and Resolution improves installed base product quality and provides customerswith superior customer service.
Siebel Field Service enables service organizations to effectively andprofitably manage all aspects of their field service operations.
• Continuous Contract
Profitability Tracking—Enables
service managers to assess
the profitability of a contract,
service marketing managers
to assess service offering
profitability by product or
product line, and service sales
representatives to quantify the
customer cost benefits of
purchasing a contract versus
time-and-material alternatives.
• Multitriggered Proactive
Service Delivery—Allows
service organizations to extend
proactive service to customers,
reducing the probability of
break/fix-type emergency repair
calls. With the ability to create
multitriggered preventive
maintenance plans, service can
be triggered not just at periodic
date and time intervals, but also
by usage, threshold, event, or
any combination of these
trigger types.
Best Practice:
High-Velocity Collaborative
Campaign DesignHigh-Velocity Collaborative Campaign Design
allows marketing organizations to work more
effectively with field sales, distributors, partners,
and creative agencies on campaign planning and
design, thereby ensuring more targeted offers,
shortened campaign development times, and
improved execution while preserving brand equity.
Most companies today rely on highly manual
processes, such as email or fax, for sharing
campaign plans, creative material, and target lists
with field sales, distributors, partners, or agencies.
This approach typically results in delays or poorly
executed campaigns with low return on investment
and often leads to conflict between marketing and
sales or brand owners and partners.
For example, field sales may want to prevent a
contact from being targeted with an offer during a
critical stage of an existing sales cycle. Similarly,
auto manufacturers or insurance firms might
choose to allow distributors to execute locally
tailored marketing campaigns while preserving
control over branding. With traditional campaign
design practices, field sales learns of corporate
campaigns only after it is too late to provide input.
In turn, partners are not granted the ability to
tailor the creative content or target lists for their
unique needs.
Siebel Marketing incorporates High-Velocity
Collaborative Campaign Design into the Campaign
Design business process. Siebel Marketing allows
marketing organizations to define campaign
visibility and contact ownership rules for each
campaign. Using Siebel Partner Portal, all objects
related to a campaign, such as briefs, project plans,
and campaign content, can be shared via the Web
between the marketing organization and agencies
or partners. Marketing can share target lists with
field sales and partners and, if desired, allow them
to add, change, or delete contacts from the target
list prior to execution. By enabling marketing to
more easily and effectively collaborate with groups
both inside and outside of the enterprise on
campaign design, offer development, and targeting
strategies, High-Velocity Collaborative Campaign
Design significantly improves the speed and
quality of campaign execution.
12
Marketing Best Practices
Siebel Systems has codified best practices in every aspect of the marketing function—from Marketing Planning
and Budgeting to Campaign Management and Marketing Operations—and has embedded these best practices
into a consistent set of integrated marketing business processes.
Marketing Executives/
Legal
MarketingManager
Marketing Analyst
ContactCenter
Sales
Partner Manager/Partner
Creative Department/
Agency
Fulfillment
Develop Response Capture &
Fulfillment Plan
Develop Test and
Rollout Plan
BriefCampaign Execution
Team
Develop Supporting
Content
Develop Creative and
Offer Plan
Approve Creative &
Offer
Create Call Scripts
Approve Creative, Offer
& Response Media
Build Campaign
Elements & Program Flow
CollaborativeContact
Management
Define Inferred
Response Methodology
Approve Campaign for
Launch
Collaborative Campaign?
No
Yes
Issue Inventory Request
Confirm Adequate Inventory levels
Develop Campaign
Measurement Plan
ApproveTargeting & Data
AcquisitionPlan
Feedback on Creative and
Offer Plan
Feedback on Creative and
Offer Plan
Submit Design Concepts
DevelopCreative
ApproveCo-Branded
Creative
Targeting & Data Acquisition
Plan
Cre
ate
Cam
pai
gnP
lan
Laun
chC
ampai
gn
Targeting & Data Acquisition
Plan
Targeting & Data
Acquisition Plan
Review & EditTargetedContacts
Review & EditTargetedContacts
UniversalApplication
Network
High-Velocity Collaborative Campaign Design shortens campaign development times; improves alignment betweenmarketing, sales, and partners; and increases marketing return on investment.
Additional MarketingBest Practice Examples:
• Real-Time Return on
Investment-Based Campaign
Analysis—Enables real-time
analysis of actual return on
investment versus return on
investment goals and facilitates
corrective action midcampaign,
increasing marketing
performance and allowing
marketing organizations to
demonstrate the financial
impact of their activities.
• Real-Time Offer Optimization—
Ensures that the optimal
marketing offer is presented to
a customer during any inbound
interaction by determining the
offer that best meets customer
and organizational needs based
on expressed interest, previous
response behavior, likelihood to
respond or churn, expected
financial benefit, and inventory
levels. Marketing organizations
benefit from higher response
rates, improved marketing
return on investment, and
increased customer
satisfaction levels.
• Value-Based Customer
Segmentation—Allows
marketing organizations to
deliver differentiated offers
and services based on current
and potential customer value.
Optimizes the allocation of
marketing resources, helping
to drive customer loyalty and
improved profitability.
Best Practice:
Data-Enriched Score-Based
Response ManagementData-Enriched Score-Based Response Management
ensures that all responses to marketing activities
are accurately captured, tracked, and acted upon
quickly and appropriately by the best-suited
sales representative or channel.
Many organizations have inefficient response
capture and lead-management processes for
handling the complexities that result from
operating across multiple channels of customer
interaction and sales distribution. Traditional
practices emphasize loading responses as quickly as
possible with very little additional preprocessing.
However, this approach typically results in the
distribution of unqualified and duplicate leads
to the sales organization. For example, if a lead is
for a future period, it often becomes old as sales
representatives choose to work on more imminent
deals. Compounding the problem is a lack of
feedback from sales to marketing on the quality and
status of leads. This lack of feedback and real-time
visibility into the process contributes to dropped
leads, low conversion rates, and failure to adjust
marketing tactics.
Siebel Marketing incorporates Data-Enriched
Score-Based Response Management, which enables
organizations to dramatically improve response-to-
order conversion rates, increase marketing return
on investment, and enhance customer satisfaction,
into its Response Management business process.
This process applies data quality and data
enhancement technology during response capture
to ensure accurate, enriched response data and
correct campaign attribution. Automated response
scoring can then leverage this enriched data to
better determine lead quality, priority, and the most
appropriate follow-up action. If the response
creates a hot lead, it can be immediately routed
to the optimal representative and channel using
assignment management capabilities based on
business rules. If a lead is for a future period,
Siebel Marketing can incorporate rules to keep it
warm—for example, by automatically sending
periodic communications to the prospect—until
the lead is ready for follow-up. To eliminate
dropped leads, organizations can define and enforce
a time-limited lead acceptance policy, whereby
sales or distributors must assess and act on a new
opportunity within a specific time frame.
In addition, Universal Application Network enables
integration of third-party response channels and
applications into the Response Management
processes. In turn, Siebel Analytics provides real-
time visibility into the entire process with well-
defined metrics, ensuring that corrective action can
be taken on a timely basis.
13
Customer
Email Channel
CallCenter
Marketing/Sales
Operations
Marketing Analyst
Mail House
Third-Party Data
Source
Fulfillment
Supply Chain
RespondsDirectly
to Offer
Load Responses/ Lead Source
Start
Enriched Response Capture
Update Permission Preferences
Automated Response
Scoring
CaptureDirect Mail Responses
Submit Fulfillment
Request
Lead Nurture Program
ProcessPhone
Response
Yes
QualifiedLead?
ProcessEmail
Response
End
FutureLead?
OptimizedLead
Assignment & Acceptance
Yes
Maybe
No
Yes
No
QualifyResponse
No
Consolidate MailResponses &
Returns
Web Response Interaction
Real-Time ROI-BasedCampaignAnalysis
FulfillRequest
UpdateInventory
Third-Party Data
Submit Enhancement
Request
Fulfillment Required?
UniversalApplication
Network
Data-Enriched Score-Based Response Management produces faster and more effective follow-up, higher conversion rates,and better allocation of marketing resources.
Siebel Marketing provides a complete closed-loop solution that enables organizations to better understandtheir customers and flawlessly execute personalizedmultichannel campaigns.
• Contact Strategy-Based
Targeting—Enables marketing
organizations to define and
consistently enforce across the
enterprise policies governing
the frequency and types
of communications with
customers. Ensures compliance
with customer privacy and
communication preferences,
thereby improving response
rates and customer satisfaction.
• Corporate Objectives-Driven
Marketing Plan Development—
Ensures that marketing
plans, tactics, and results are
aligned with corporate goals
and allows the tracking of
results against plan to enable
organizations to assess
marketing efficacy and refine
marketing tactics midstream.
Best Practice:
Real-Time Order Validation Real-Time Order Validation ensures that product
options are valid and priced correctly before the
order is processed. Companies that sell complex
products—products with multiple options, some of
which are incompatible with others—oftentimes do
not have a systematic way to ensure that an order is
accurate, valid, and complete at the point of sale.
Invalid orders typically occur because a customer’s
product preferences are not verified before the
order is processed. As a result, companies learn of
an order problem from back-office systems after the
order has been placed, requiring expensive order
follow-up to rework the order and manage
customer expectations.
Real-Time Order Validation ensures that all order
components are presented to the customer up
front, reducing order follow-up and decreasing
time to revenue. Regardless of the channel of
interaction, customers are presented with a readily
understandable bill of materials that describes the
entire order, including tax and shipping costs,
method of payment, and estimated delivery date.
Siebel Interactive Selling incorporates the best
practice of Real-Time Order Validation in the
Order Creation business process. The product
customization functionality in Siebel Configurator
simplifies the process of selecting and configuring
complex or customizable goods. In turn, Siebel
Pricer and Siebel Customer Order Management
provide personalized pricing, payment processing,
and order status across all customer touchpoints.
Through integration with multiple third-party
systems via Universal Application Network,
companies can present customers with additional
ordering information from those systems. Overall,
by leveraging the best practice of Real-Time Order
Validation, companies are able to reduce costs by
shortening configuration times and eliminating
costly order follow-up.
14
Customer Order Management Best Practices
Siebel Systems has codified best practices in every aspect of the customer order management function—from
Product Selection and Needs Analysis to Product and Catalog Management and Pricing Management—and
has embedded these best practices into a consistent set of integrated business processes.
Customer
Call Center
SCM/WMS/ ERP
Tax Vendors
Credit Bureau/Credit Card Vendors
Shipping Companies
StartInitiate Order
Create Order Header
Provide Information
Provide Product
Availability
Apply Pricing
Adjustments
Confirm ShipDates
Obtain Shipping Costs
Obtain Taxes
Request Payment Method
Check Credit/ Preauthorize
Payment
Authorize
Payment
Approve/ValidateOrder
Submit Order
Pro
cess
C
ust o
mer
O
rder
ChooseProduct(s)
Provide Payment Method
Receive Order
NumberAgree?
Yes
CommunicateFinal Price
Receive FinalPrice
Proceed?
Application required?
Yes
No CommunicateOrder
Summary
Receive Order
SummaryProceed?
Yes
Create Customer
No
Process Payment Method
Establish
Payment
Method
Select Options
Valid?
Yes
Yes
No
Select Remaining Options
Add Items and
Price
CheckProduct
Availability
Display Remaining
Validate/
Options
Provide Taxes
Provide Shipping Costs
Real-Time Order Validation ensures that orders are accurate, valid, and complete prior to order processing.
Additional CustomerOrder Management Best Practice Examples:
• Synchronized Global Product
Administration—Ensures that
new product and pricing
information is deployed rapidly
and accurately across all
geographies, currencies,
languages, and channels.
• Needs-Analysis–Based Product
Recommendations—Creates
automated needs assessments
and product recommendations
across the enterprise to ensure
that customers receive
consistent, personalized
solution advice regardless of
the channel of interaction.
• Dynamic Demand-Chain
Analysis—Enables organizations
to understand quote-to-order
conversion rates, product
bundle effectiveness, product
velocity, and price sensitivity
through real-time product and
order analytics.
Best Practice:
Role-Based Distributed
Catalog Administration Role-Based Distributed Catalog Administration
allows companies to more effectively create,
publish, and maintain products across their life
cycle. This best practice streamlines the content
creation, approval, and publication process by
designating the appropriate content owners,
routing the content to the correct owner for
approval, staging the content for quality checks,
and publishing the content in multiple languages
and channels simultaneously.
Multinational enterprises frequently experience
difficulty when introducing or updating new
products to customers in multiple languages,
multiple currencies, and across multiple channels.
Often, there is no efficient way to collect new
catalog content from various owners both inside
and outside the organization. Revisions and
additions are typically communicated via mail,
fax, or phone; the material may not make it to
the correct person for sign-off and publication;
and the numerous iterations are time-intensive
and expensive.
Role-Based Distributed Catalog Administration
ensures faster time to market and more effective
introduction of new products. It also facilitates
cost reduction by managing product and pricing
information in a centralized repository and
increases operational efficiency by delegating
ownership and approvals to the appropriate
content experts. Siebel Interactive Selling
incorporates the best practice of Role-Based
Distributed Catalog Administration in the Create
and Publish Catalog business process. In support
of Role-Based Distributed Catalog Administration,
Siebel Sales Catalog offers a sophisticated access
control system that ensures users can access only
that portion of the catalog for which they are
authorized. While administrators can define their
own products, create price lists, and categorize
products under specific categories, they can
also import supplemental catalog content from
third-party systems via integration through
Universal Application Network.
15
Customer
CatalogManager
Product Manager
Pricing Manager
ERP/CMS/Legacy
Partners/Third
Parties
Start
Create Products
Publish Catalog
Release Catalog
View Catalog Content
Enter Product Data
DefineCatalog
DefineVisibility
AddProducts
CreatePartner-Specific
Price Lists
Product Review
Enter Pricing Data
CreatePricing
Catalog Review
Define Effective Dates
ViewCatalog
End
ExportProduct
Data
Export Price Data
Role-Based Distributed Catalog Administration allows companies to publish new product information in multiple pricesand multiple currencies.
Siebel Interactive Selling addresses the entire customerorder management process to ensure the delivery of theright products, at the right price, and at the right time.
Best Practice:
Score-Based Partner
Performance ManagementScore-Based Partner Performance Management
is a channel-management process that enables
companies to clearly assess partner performance
and effectively allocate field resources. Partner-
performance scorecards are used to gauge partner
contributions across a variety of metrics (financial,
operational, strategic, and relationship), providing
insight into which partners are delivering
targeted results.
Most partner programs rely solely on historical
sales data to evaluate partners. This approach has
numerous shortcomings. First, revenue is only
part of the story—pricing practices, support costs,
and poor customer satisfaction actually make some
high-volume partners unprofitable. Further, simple
ranking based only on sales ignores other valuable
partner contributions and revenue precursors such
as joint marketing, customer service, and technical
expertise. Yet, without a metrics-based approach,
channel field management is often subjective,
expending disproportionate resources on
demanding, but not necessarily effective, partners.
Score-Based Partner Performance Management
enables companies to increase channel revenues
by ensuring that the best partners receive the
support they need to close more business, thereby
improving their loyalty. Additionally, scaling
back investments in marginal partners and
programs significantly reduces costs. Finally,
at a strategic level, gaining insight into the
relative contribution of partner segments and
programs enables channel executives to refine
their strategies and optimize resource allocation.
Siebel Partner Manager and Siebel Partner Analytics
include key operational and analytical capabilities
necessary to implement Score-Based Partner
Performance Management. When combined with
the Siebel MultiChannel Services Partner Portfolio
Management methodology, performance scorecards
enable field channel managers to spend their time
and resources on the most effective partners,
as well as on those with the greatest potential
to improve their performance. By rolling up
scorecards across products, territories, and
tiers, enterprises gain visibility into overall
partner program performance.
16
Partner Relationship Management Best Practices
Siebel Systems has codified best practices in every aspect of partner relationship management (PRM)—from
Partner Program Management and Market Development Programs to Collaborative Sales and Commerce—and
has embedded these best practices into a comprehensive set of integrated PRM business processes.
Channel Executive
(Brand Owner)
Channel
Account Manager
(Brand Owner)
Partner Relationship
Manager (Partner)
Create Partner Advisory Council
Segment Partner Portfolio
Plan Partner Engagement Approach
Maintain Partner
Relationship
Design Partner
Program and Allocate
Resources
Define Metrics for Program Elements
Create Program
Performance Scorecards
Create Partner
Performance Scorecards
Gather and Grade
Performance Data
Review Performance
Data
Conduct Performance
Review Sessions
Complete Partner
Satisfaction Survey
Evaluate
Partner
Satisfaction
Resegment Partner
Portfolio and Plan
Engagement Approach
Roll Partner Performance Results into
Program Scorecard
Gather Feedback
from Partner Advisory Council
Design Partner
Program and Allocate
Resources
Score-Based Partner Performance Management provides greater visibility into partner and program performance.
Additional PRM Best Practice Examples:
• Integrated Partner
Segmentation and Program
Management—Ensures the
optimization of resource
allocation across multiple
partner program tiers. By
matching program entitlements
and incentives to partner
requirements and capabilities,
enterprises increase partner
loyalty while maximizing
channel profitability and
market coverage.
• Closed-Loop Collaborative
Business Planning—Allows for
the definition, direction, and
measurement of partnership
performance. This collaborative
planning process is based on
Siebel Systems’ CHAMP
methodology, which involves
holding joint business planning
sessions with key partners to
create high-impact, highly
committed partnerships.
• Collaborative Campaign
Planning and Execution—
Improves channel marketing
effectiveness through the
use of coordinated programs
and co-branded content.
By leveraging the unique
competencies of brand owners
(product and marketing
expertise) and partners
(customer relationships and
complementary services),
collaborative campaigns
increase response rates and
return on investment.
Best Practice:
Real-Time Partner Lead ManagementReal-Time Partner Lead Management is a best
practice that improves collaborative selling by
integrating the brand owner’s and partners’ lead
management systems. By deploying extended
enterprise integration business processes that
enable partners to use their native customer
relationship management (CRM) systems,
companies greatly simplify field sales follow-up
and coordination.
Traditionally, partners have collaborated on
opportunities through the use of telephones,
spreadsheets, and faxes. Some brand owners have
taken a step forward by deploying a partner portal
to transfer leads to partners. However, these manual
approaches are too labor-intensive to support high-
volume, strategic relationships. Larger partners
have their own sales force automation (SFA)
systems and processes, so they are understandably
reluctant to manually maintain the leads in two
systems. This extra effort slows partner adoption
and process cycle time, significantly reducing the
sales effectiveness of these key partnerships.
Real-Time Partner Lead Management
eliminates these process inefficiencies, thereby
driving collaboration, increasing pipeline visibility,
and reducing operational costs. Siebel Partner
Relationship Management (Siebel PRM)
incorporates the Real-Time Partner Lead
Management best practice in the Manage Sales
Leads (Resale Model) business process. Through
integration via Universal Application Network
and by taking advantage of Web Services, brand
owners can securely create leads, update leads,
and query leads in their partners’ CRM systems
and vice versa—regardless of whether the partner is
using Siebel eBusiness Applications or not.
In turn, channel managers can track which leads
have been sent to partners, the status of those
leads in the partners’ systems, and the last time the
leads were updated by a partner. This closed-loop
approach enables both parties to seamlessly
manage and forecast these joint leads.
17
CustomerStart
Update Lead Update Lead
End
Call Center
Agent (Brand
Owner)
Channel
Manager
(Brand
Owner)
Universal
Application
Network
Partner
Sales
Manager
(Reseller)
Partner
Sales Rep
(Reseller)
Order Management
(Reseller)
Assign Lead
Manage
Opportunity
Update
Opportunity
Update
Opportunity
Forecast
Opportunity
Forecast
Opportunity
Create
Order
Update
Opportunity
Process Order
Customer
Inquiry
Create Lead
Assign Lead
Qualify LeadCreate Lead
Real-Time Partner Lead Management drives sales collaboration and partner adoption.
Siebel PRM enables companies to clearly assess partner performanceand effectively allocate resources across the channel to drive indirectrevenue growth.
• Coordinated Lead
Registration—Enables
companies to mitigate channel
conflict through a formal
registration process for partner-
originated opportunities.
Partner-registered leads are
protected from poaching by
direct sales staff and other
partners, thereby driving
increased partner adoption
and collaboration.
• Collaborative Service Network
Management—Enables
organizations to provide
consistent, high-quality
customer service through
third-party dealer networks.
By incorporating tools such as
the online solutions repository,
entitlement verification
processes, and intelligent
service-request routing,
companies can reduce service
costs while improving customer
retention and satisfaction.
Best Practice:
Integrated Employee Evaluation and
Development Planning Integrated Employee Evaluation and
Development Planning is a performance-
management best practice that integrates with
corporate goal-setting activities to drive
individual developmental planning.
Many performance-management systems do not
integrate with other corporate activities. Individual
goals are often set without the proper context and
do not relate to the goals of the business unit or the
overall corporation. In addition, compensation
rewards usually do not reflect individual
performance. As a result, employees often fail to
align their activities with corporate objectives, do
not receive relevant and timely feedback to help
them enhance their skills, and have little motivation
to perform to their full potential.
Siebel ERM supports the best practice of Integrated
Employee Evaluation and Development Planning in
its Performance Management business processes.
Companies can have employee objectives map to
executive and departmental objectives, ensuring
alignment across the entire workforce. In turn,
employee reviews can incorporate feedback from
multiple parties, ensuring an accurate and balanced
perspective. Through Universal Application
Network, Siebel ERM facilitates third-party
application integration with human resource
information systems that store employee
performance scores. Developmental plans are
then determined based on employee performance
and skill gaps as identified by the competency
management system. Finally, employee
compensation is influenced by individual
performance ratings, ensuring that incentives are
in place to drive superior business results.
18
Employee Relationship Management Best Practices
Siebel Systems has codified best practices in every aspect of employee relationship management (ERM)—from
Setting Corporate Objectives and Managing Individual Performance to Providing Necessary Training and
Support—and has embedded these best practices into a consistent set of integrated ERM business processes.
Start
Employee
Executive Management
Manager
Other Employees
Customer
Partner
Universal Application Network
Human Resources
Establish Department Objectives
Set Individual
Objectives
Assess Employee/
Team Performance
Establish Corporate Objectives
Discuss
Review
Create Development
Plan
Counsel
Employee
Self-Assess
Performance
Establish
Objectives
Complete 360-Degree
Review
Take Training
Plan Employee
Compensationand
Promotions
HR System
End
Submit Employee Data
Complete 360-Degree
Review
Complete 360-Degree
Review
Integrated Employee Evaluation and Development Planning drives high levels of employee productivity and corporate performance.
Additional ERM Best Practice Examples:
• Real-Time Workforce
Analytics—Gives managers
deep and timely insight into
key business activities across
the workforce, such as training
activities, performance reviews,
and employee compensation,
and enables them to compare
this information with overall
business strategies
and objectives.
• Skill- and Role-Based Career
Management—Allows
employees to manage their
skill and competency
development to further their
career goals. Enables
employees to understand the
skills required for specific roles
in the organization and to
develop training plans designed
to close any existing skill gaps.
• Multitier Employee
Assistance—Provides a unified
support service for IT problems,
HR issues, forms processing,
and other needs, helping
individuals perform efficiently in
their jobs. The service has three
components: preemptive
support for problems that can
be identified and diagnosed
automatically, self-service
support for issues best handled
by the employee with online
support tools, and assisted
support for issues requiring
additional support through an
escalation path.
Best Practice:
Goal-Based Corporate LearningGoal-Based Corporate Learning allows
organizations to strategically deploy the optimal
type and quantity of training activities to each
employee while tracking the effectiveness of the
training programs. This best practice ensures that
training activities directly support corporate goals,
enabling managers and executives to utilize training
to increase both corporate performance and
revenue growth.
Traditionally, training activities in organizations
are not directly tied to business goals. As a result,
the impact of these training programs is difficult
if not impossible to measure. Senior management
often views training departments as tactical cost
centers and is reluctant to develop a unified
platform on which to deploy training to employees,
customers, and partners. In turn, employees do not
usually understand how training activities can help
further their careers and contribute to individual
performance, nor do they have access to
quality training 24x7.
Siebel ERM incorporates the best practice of
Goal-Based Corporate Learning, ensuring that all
training types are supported on a single platform
to optimize consumption and delivery of training
activities across the organization. Siebel ERM
leverages Siebel Analytics functionality to provide
insight into how training activities result in
improved individual and divisional performance.
In addition, training departments are supported
with tools to deliver training to partners and
customers in a scalable manner. The integration
of the Workforce Development process with other
Siebel ERM processes such as Integrated Employee
Evaluation and Development Planning and
Integrated Career Management ensures that
training activities are reflected in employee
competency profiles as well as used to close skill
gaps as identified by performance reviews. With
Siebel ERM, training departments are able
to play a more strategic role in driving
organizational performance.
19
StartEnd
Partners/ Customers
Executive Team
Human Resources Executives
Training Department
Managers
Employees
Establish
Philosophy
Assess
Business
Impact
Set Objectives
Assess Skills & Competencies
Assist with Training
Plan
Develop
Training Plan
Enroll in Courses
Take Training
Take Assessment
Enroll in Courses
Take Training
Take Assessment
Approve
Training
ManageEnrollments& Orders
Update Skills
Update
Performance
Management
Update Skills
Assess
Performance &
Skills
Review
Performance &
Skills
Employee/Team Performance
Assess Corporate Knowledge
No
Yes
Assess
Assess
Learning Impacts
Courses & Learning
Paths
Approval Needed?
Goal-Based Corporate Learning enables organizations to manage training activities as investments to optimizeorganizational impact.
ERM is a new category of integrated applications designed to drive superior business execution by rapidly aligningorganizations around key objectives while driving businessunit and individual performance.
• Universal Corporate
Communications—Enables all
individuals in an organization to
contribute to content-publishing
activities and influence content
creation within their respective
functional areas. Allows
employees to receive
information in a targeted
fashion and use the corporate
portal as a vehicle for delivering
news and information to the
broader organization.
• Performance-Based
Compensation Management—
Enables managers to plan
compensation using a unified
system encompassing all
compensation types (fixed,
variable, bonuses, stock grants,
and so on) and to distribute
compensation equitably, based
on individual performance
results and divisional
allocations. Managers are
provided with guidelines
and suggested changes
based on the most recent
performance data.
Best Practice:
Integrated Automotive Retail Marketing Integrated Automotive Retail Marketing enables
auto manufacturers and their dealers to work
together to ensure that the right message is
sent to the right target audience via the right
medium. This can be accomplished effectively
only if the auto manufacturer and its dealers
work together during the planning and execution
of marketing campaigns.
Auto manufacturers and their dealers are
challenged by the need to share consistent messages
with their mutual customers. Both have some
knowledge of the customer, but rarely do either
have a full picture of the customer, the customer’s
value to the enterprise, and his or her preferences
and requirements. This often results in:
• Consumer confusion, as consumers are offered
conflicting messages by the manufacturer and
brand owner
• Customer dissatisfaction, as multiple individuals
within a single household may be targeted with the
same promotion
• Dealer conflict, as consumers may be targeted
by the manufacturer with references to a dealer
who is not the customer’s preferred vendor
• Inefficiency, as consumers may be targeted with
messages for vehicles they no longer own
• Missed opportunities, as current prospects
known to the dealer are not included in
corporate communications
Integrated Automotive Retail Marketing addresses
these challenges by enabling auto manufacturers
and their dealers to collaborate proactively on
preparing a message, identifying the appropriate
target customer groups, communicating with the
target groups, and following up expeditiously on
inquiries. Siebel eAutomotive incorporates this best
practice in the Manage Collaborative Campaigns
business process. With Siebel eAutomotive, auto
manufacturers and dealers are able to successfully
collaborate on the design, analysis, execution,
and follow-up phases of a marketing program,
improving the odds of achieving success for the
joint initiative.
20
Best Practices in Automotive
Siebel Systems has codified best practices in every aspect of customer-facing processes in the automotive
industry—from Brand and Product Marketing to Dealer Collaboration and Captive Finance—and has embedded
these best practices into a consistent set of integrated automotive industry business processes.
Start
Customer
CaptiveFinance
Company
CarCompanyMarketing
CarCompany
Field Sales
AdvertisingAgency
Dealer
Customer/Prospect
Data
AnalyzeCustomer
Data
Provide Dataon Contacts,
Prospects
Provide Dataon Contacts,Prospects
Dealer DMS
IdentifyCandidatePromotion
ValidateValue of
Promotion
VerifyFinance
Role
TrainField
Personnel
GenerateProspect
Lists
Captureand ShareResponse
MeasureResults
Act OnResponse
Update DMSwith Deal
Dealer DMSDealer DMSProvided Contact/Prospect/Vehicle
Data
Provided Contact/Prospect/Vehicle
Data
Purchase Lists
Respond toPromotion
ExecutePromotion
Edit andApprove
Lists
DealerBriefings
DesignPromotion
UniversalApplication
Network
Integrated Automotive Retail Marketing enables auto manufacturers and dealers to successfully collaborate on theplanning and execution of marketing programs.
Additional Examples of Best Practices in Automotive:
• Collaborative Auto
Manufacturer–Dealer Lead
Qualification—Ensures that
data from auto manufacturers
and dealers is integrated to
provide the most complete lead
and customer profile possible.
Data acquired from existing
databases or through lead-
qualification activities executed
by either party can be utilized
to enrich leads.
• Collaborative Auto
Manufacturer–Dealer New-Sale
Follow-Up—Enables dealers and
auto manufacturers to follow up
jointly on the sale of a new
vehicle to capture relevant
customer and vehicle data,
measure and reinforce
customer satisfaction, and
maintain ongoing contact with
the customer.
• Coordinated Vehicle Lease
Termination Management—
Facilitates lease termination
information coordination
between an auto manufacturer’s
captive finance business unit
and dealers to enable timely
dealer follow-up and creation
of an opportunity to resell or
up-sell the lease customer
on a new vehicle.
• Coordinated Dealer Event
Planning and Registration—
Enables auto manufacturers to
work with their dealers to plan
and conduct local, regional, and
national events as part of
product introductions, incentive
programs, or ongoing training.
21
Siebel eAutomotive enables collaboration between vehiclemanufacturers and dealers to enable these organizations tobetter understand and serve their mutual customers.
Best Practice:
Closed-Loop Dealer Lead ManagementClosed-Loop Dealer Lead Management ensures
high-quality leads are sent to the correct dealer,
shared via channels that support timely follow-up,
and updated during the sales process by the dealer,
enabling both auto manufacturer and dealer
personnel to track and improve close rates.
Many auto manufacturers “throw leads over the
wall” to their dealers: They forward leads that are
often old, inaccurate, and not well-qualified, and
they do little or no tracking of dealer follow-up on
the leads. Consequently, dealers often view
manufacturers’ leads as a low priority and
deemphasize them relative to leads developed from
other sources, resulting in lost sales opportunities
and customer dissatisfaction due to their lack of
response. Auto manufacturers can work to enhance
the quality of leads distributed, but they must
also receive greater cooperation from their dealers
if both parties are to ensure timely and effective
lead follow-up.
By implementing Closed-Loop Dealer Lead
Management, auto manufacturers and dealers can
ensure that leads are passed to dealers via the
desired channel and provide a straightforward
process to encourage and measure dealer follow-up
activities. Closed-Loop Dealer Lead Management is
encapsulated in the Lead Management process,
which is embedded in Siebel eAutomotive
and Siebel eDealer. Siebel eAutomotive and
Siebel eDealer provide tools to route the lead
to the appropriate dealer and share it via the
Siebel eDealer portal. In turn, Siebel eDealer
provides dealer personnel with tools to access leads,
customer information, and dealership processes for
working deals. Leveraging the Closed-Loop Dealer
Management best practice, auto manufacturers are
able to effectively manage leads originated via
various marketing channels, enrich them with
relevant information, and share them with the
correct dealers, thereby increasing the close rates
and driving increased revenues.
StartCustomer
CarCompany
Sales
DealerSales
Manager
CarCompanyMarketing
DealerSales Rep
Dealer F&IManager
DealerManagement
System
CaptureLead
RequestVehicle
Inventory
ProvideVehicle
Inventory
Pass DealJacket toDesking
UpdateF&I Application
VehicleDelivery
Notification
Create VehicleDelivery Record
EvaluateSuggestedOptions
Select and Apply forFinancing
OfferVehicleTrade In
Test Driveand Select
Take Deliveryof Vehicle
Qualify/Enrich Lead
Assign Leadto Dealer
Assign Leadto Sales Rep
Follow Upon Lead
DemoDrive
PrepareDeal Jacket
DeliverVehicle
InitiateOwnerLoyalty
VerifyDeal andTrade In
FinanceDeal
UpsellDeal
Add-Ons
CloseDeal
Inquireabout Vehicle
Purchase
UniversalApplication
Network
Closed-Loop Dealer Lead Management enables auto manufacturers and dealers to collaboratively manage leads,thereby increasing close rates and overall revenues.
Best Practice:
Error-Free Order Entry and ValidationError-Free Order Entry and Validation ensures
that communications and media customer service
orders are accurately captured, validated, and
monitored for timely and accurate service delivery.
This best practice benefits providers by reducing
order processing costs, service cycle times, order
cancellations, and lost billing days.
Many communications and media companies
suffer from high order fallout rates, resulting in
increased costs per order (up to 50 times the
original cost), low customer satisfaction, extended
processing cycles, canceled orders, and lost billing
days. Often, order fallout is related directly to the
point of order capture, where ill-equipped sales
representatives create orders with incomplete or
incorrect information and little or no validation.
Lack of integration among selling, quoting,
ordering, provisioning, and tracking systems is
another source of concern for many companies
within the industry.
Siebel eCommunications addresses these challenges
by embedding Error-Free Order Entry and
Validation in the Communications Order Entry
and Validation business process. Siebel Customer
Order Management provides employees, customers,
and partners with an easy-to-use, automated,
and integrated system that ensures optimized
orders, enables effective cross-sell and up-sell,
and allows representation of product bundles and
next-generation services. Service providers can
generate service-delivery dates based on standard
intervals and perform customer needs analysis,
address validation, and service availability checks.
Siebel Customer Order Management also enables
service providers to improve customer satisfaction
by proactively notifying customers of unforeseen
provisioning delays and by more easily modifying
and supplementing pending orders if the
customer’s needs change.
The value of Siebel Systems’ Error-Free Order
Entry and Validation best practice has been
validated by numerous customer implementations.
For example, a broadband customer using
Siebel eCommunications reduced its overall order
entry time by 50 to 80 percent and experienced
significant increases in sales and service productivity.
22
Best Practices in Communications and Media
Siebel Systems has codified best practices for managing customer, partner, and employee relationships across
the communications and media industries and has embedded these best practices into a consistent set of
integrated communications and media industry business processes.
Customer
Call Center/Sales
OrderManagement
OSS
Credit ScoringVendor
CollectCustomer
Information
Start
ProcessOrder
RequestNew
Service OrderAccepted?
Yes
No
ReceiveDue Date
ScheduleInstallation
AssessCredit
ProvideCreditScore
ProvideAddress
Validation
ValidateAddress
CompleteSale
CompleteOrder
DetermineService
Feasibility
CalculateDue Date
ReserveService IDs
CreateOrder
Error-Free Order Entry and Validation streamlines order cycle time and increases revenues for communications andmedia service providers.
Additional Examples of Best Practices in Communications and Media:
• Score-Based Partner
Performance Management—
Enables service providers to
quickly assess performance
across the entire agent and
reseller life cycle management
process, including recruiting,
training, marketing, revenue
generation, and forecasting.
Such channel optimization
leads to higher close rates,
increased campaign take rates,
and successful new-service
introductions.
• Real-Time Retail Channel
Loyalty Management—Enables
service providers to provide
channel partners with real-time
information and training on new
products, marketing
promotions, sales tips, and
incentive programs geared
toward maximizing partner
income. Service providers
benefit from reduced
acquisition costs, improved
channel effectiveness, and
increased customer satisfaction.
• Proactive Churn Mitigation—
Provides proactive, real-time
analysis of customer behavior
and detects churn-triggering
events such as repeated billing
inquiries, service requests, and
dramatic declines in usage. This
information automatically
triggers an outbound campaign,
positioning personalized offers
to promote customer retention.
Best Practice:
Single Interaction Billing Inquiry ResolutionSingle Interaction Billing Inquiry Resolution
enables communications and media service
providers to efficiently resolve all billing inquiries,
adjustments, and payment requests in a single
customer interaction, regardless of service type. As
a result, service providers can reduce call-handling
time and customer service representative (CSR)
training expense, increase service representative
efficiency, and create opportunities to up-sell and
cross-sell additional services.
Industry-wide, more than 50 percent of
communications companies’ inbound call center
traffic is generated by customers calling with billing
questions. This interaction is often ineffective for
the customer and inefficient for the provider,
as call center agents struggle to navigate multiple
billing systems to address callers’ inquiries, leaving
them with little opportunity to effectively up-sell
and cross-sell additional services. The result is
lengthy call-handling times, a frequent need for
follow-up calls, and low customer and employee
satisfaction levels.
Service providers that respond effectively to
customer billing inquiries by applying the
Single Interaction Billing Inquiry Resolution
best practice enjoy shorter call-handling times,
decreased customer churn, increased employee
satisfaction, and reduced training expenses.
Siebel eCommunications embeds the Single
Interaction Billing Inquiry Resolution best practice
in the Billing Inquiry Resolution business process.
It allows users to interact with one or more back-
office billing systems by displaying billing data and
invoking action upon the appropriate billing
system. When a customer calls with a billing-related
question, the customer’s invoice, usage, and
account balance data can be automatically
retrieved from billing systems, enabling the call
center agent to query the invoice and make an
adjustment or payment without having to launch
the billing application or duplicate voluminous
billing data in the Siebel application. Once the
billing inquiry is addressed, the call center agent
can leverage product and promotional information
in the Siebel eCommunications interface to
proactively up-sell and cross-sell a wide range
of add-on services.
Leveraging the Single Interaction Billing Inquiry
Resolution best practice, service providers are able
to reduce call-handling time and training costs and
increase up-sell and cross-sell revenues and
employee satisfaction. One wireless company using
Siebel eCommunications as its unified call center
interface reduced call-handling time by 55 percent
and call center training costs by 50 percent.
Another wireline service provider applying this best
practice saw its revenue increase 20 percent and its
call center agent satisfaction increase 15 percent.
23
Customer
Billing CallCenter
Finance/Billing
FinancialInstitution
Query InvoiceHeader and
Detail
Start
End
InquireaboutInvoice
ViewAccountBalance
MakePayment
ViewAccountBalance
CheckConsistency
of Bill
ProvideInvoiceData
CreateAdjustment
Request
ReceivePayment
ReceivePayment
ProcessPayment
UpdateAccountBalance
ProcessAdjustment
Request
UpdateAccountBalance
ValidateAdjustment
Request
Single Interaction Billing Inquiry Resolution increases operational efficiency and drives revenues for communications and media service providers.
Siebel eCommunications offers an easy-to-use, automated,and integrated system that ensures the perfect order andallows for the representation of next-generation services.
• Migrating Prepaid Customers
to Postpaid Subscriptions
through Multichannel
Marketing Campaigns—Enables
service providers to identify and
proactively migrate profitable
prepaid customers to higher-
revenue postpaid subscriptions
through multichannel marketing
campaigns. Service providers
benefit from increased average
revenue per customer and
stronger relationships with their
end customers.
• Value-Based Customer Service
Differentiation—Enables service
providers to deliver
differentiated levels of service
to end customers based on key
metrics such as profitability,
estimated customer lifetime
value, and propensity to churn.
• Intelligent Client, Brand,
and Agency Affiliation
Management—Enables media
ad sales teams to intelligently
map client, brand, and agency
affiliate relationships of their
advertisers as well as track the
complete portfolio of
advertising and products sold
and available to sell.
Best Practice:
Integrated Trade Promotion and Sales
Volume ForecastingIntegrated Trade Promotion and Sales Volume
Forecasting incorporates estimated incremental
volume from trade promotions into adjusted
historical baseline volume. The resulting sales
volume plans more accurately project sales
volumes, based on historical as well as planned
sales and marketing activities.
Most companies today rely on manually estimated
promotion volumes based on rollups of forecasts
from their sales representatives to supplement their
analyses of adjusted historical shipments in their
sales volume plans. This approach typically leads
to reduced forecast accuracy, often results in
excessive inventory or stock-outs (especially during
promotions), and leads to lower customer and
consumer satisfaction levels.
By ensuring that demand forecasts reflect
both adjusted baseline volumes and estimated
incremental demand from actual and planned
trade promotions, consumer goods organizations
can benefit from improved forecast accuracy
and fewer instances of promotion-driven
stock-outs. Siebel eConsumer Goods incorporates
Integrated Trade Promotion and Sales Volume
Forecasting into the Consumer Goods Account
Management business process. The sales volume
planning functionality in Siebel eConsumer Goods
enables organizations to develop forecast
assessments by monitoring demand at any
time and level within the organization/
account–product hierarchy. In turn, estimated
incremental promotion volumes can be derived
from the integrated trade promotion application.
Siebel Analytics can be used to extract data from
any source and analyze trends to automatically
generate an analytic assessment. With Universal
Application Network, the sales volume forecasting
process can be integrated with third-party
demand-planning systems through the subprocess
Export Forecast Data, providing manufacturing
organizations and distribution centers with
detailed, product-specific forecast
data down to the “ship-to” level.
24
Best Practices in Consumer Goods
Siebel Systems has codified best practices in every aspect of the consumer goods industry trade marketing
and account management functions—from Account Analysis, Account Planning, and Category Management to
Trade Promotion Management, Trade Fund Management, and Order Management—and has embedded these
best practices into a consistent set of integrated business processes.
Customer
Sales Management
Sales
Sales Operations
Manufacturing
Syndicated Data Provider
Update Planned
IncrementalVolume
Discuss Plan
DistributeBaselineForecast
Confirm Plan
Discuss Plan
Review Historical Actuals
PerformDemandPlannning
ImportConsumption
Data
ExportForecast
Data
CapturePlanned
IncrementalVolume
Update BaselineForecast
Establish BaselineForecast
EndForecastData
Export
ConsumptionData
Start
UniversalApplication
Network
Integrated Trade Promotion and Sales Volume Forecasting generates accurate forecasts for use by the entire organization.
Additional Examples of Best Practices in Consumer Goods:
• Real-Time Trade Fund Liability
Recognition and Tracking—
Facilitates the immediate
recognition of trade fund
liabilities—when customers
accept the associated trade
promotions—and tracking of
liabilities through payment or
commitment release, ensuring
greater visibility and control
over trade fund balances
and usage.
• Objectives-Driven Account
Activity Management—Ensures
that account objectives and
planned retail execution
activities are linked, enabling
consumer goods sales agents
to execute and track tactics,
including retail audits, retail
assessments, and promotion
compliance checks in
accordance with established
account objectives and in a
highly mobile environment.
• Multitactic Promotion
Simulation—Enables brand
and account managers to
simulate trade promotion
results and projected return
on investment by taking into
account multiple tactics
(for example, feature display,
TPR, and discount percentage)
and lift coefficient drivers in a
single promotion simulation.
Best Practice:
Return on Investment-Driven
Trade PromotionsReturn on Investment-Driven Trade Promotions
focuses on helping companies increase trade
promotion efficiency and effectiveness. This best
practice enhances the trade promotion planning
process by synthesizing volume with trade fund
expenditures into a single metric, aiding in the
estimation of the cost of achieving incremental
volume over and above the anticipated baseline
volume for a promotion.
Most companies use only volume or funding-based
assessments to estimate trade promotion efficiency,
relying solely on one of these metrics. This
approach typically leads to unprofitable sales
volumes or suboptimal promotion volumes. The
ability to base projected return on investment on
incremental volume achieved is a critical, although
difficult, objective in practice. In contrast, basing
return on investment on any other metric, such as
total volume, is often misleading.
Consumer goods companies that can assess and
plan trade promotions based on projected return
on investment, incorporating both volume and
funding input, are better able to select and
implement trade promotions that can consistently
deliver improved returns. The projected return on
investment can then be evaluated against a
company-defined hurdle rate for trade investment
and used to adjust and refine new trade promotion
plans. Ultimately, this enables organizations to
optimize their trade promotion spending efficiency
and improve their trade promotion profitability.
In Siebel eConsumer Goods, Siebel Systems has
modeled an out-of-the-box business process,
Consumer Goods Trade Promotion Management,
that supports this best practice. Return on
Investment-Driven Trade Promotions enables
organizations to develop cost-efficient and effective
trade promotions. During the trade promotion
planning process, managers are able to review and
analyze past promotion performance, identify
successful promotions, and plan new promotions
based on past successes and projected promotion
return on investment.
25
Customer
Sales
Sales Administration
Funds Manager
No
Yes
AnalyzeTrade
Spending
Budget/Allocate Funds
Create/Modify
PromotionsPromotions?
Revise
Simulation
Conduct Promotion
Evaluate Past
Promotion
Performance
Determine
Baseline and
Sales Targets
Allocate Funds Promotions
Create AccountStart
Execute Promotion
Details
Evaluate Promotion
ROI
Approve Promotions?
Review Payments/ Deductions
No
EndPerform Post-Promotion Analysis
Yes
Return on Investment-Driven Trade Promotions balances the goal of incremental sales with promotion spending efficiencies.
Siebel eConsumer Goods enables key account managers to perform post-promotional analyses, which can be used to drive more efficient and effective future promotions.
• Multidimensional Assortment
Planning—Enables
organizations to generate
a comprehensive product
assortment plan for individual
or groups of store doors by
style, assorted over a given
period of time. By improving
this process, companies can
better manage inventory,
improve the presentation of
merchandise, and maintain
brand management goals.
• Attribute-Based Account
Targeting—Enables account
managers to use advanced
queries to create and reuse
account target lists based on
multiple attributes, including
account demographics,
account assessments, orders,
and/or store conditions.
Through improved account
targeting, organizations
benefit from increased sales
representative productivity.
Best Practice:
Consistent Credit Policy EnforcementConsistent Credit Policy Enforcement ensures
the consistent application of credit policies to
commercial loan generation, administration,
and approval by capturing and intelligently routing
all loan requests to appropriate credit decision-
makers, resulting in reduced credit risk and
increased employee productivity.
The traditional process for credit policy
enforcement is manual, time-consuming, and prone
to inconsistencies and errors. Each individual
interprets the process differently, resulting in
inaccurate data and increased credit risk for the
bank. The process is often paper-based, making it
difficult to track the status of an application or to
get a holistic view of all interactions with a client.
By deploying Consistent Credit Policy Enforcement,
financial firms can better manage and control
their risk while dramatically reducing the time it
takes to process commercial credit applications.
Siebel eFinance incorporates Consistent
Credit Policy Enforcement in the Credit
Management business processes. The functionality
required to support Consistent Credit Policy
Enforcement is built into Siebel eFinance and
the Siebel Commercial Banking Loan Approval
module. The loan approval module collects and
manages the entire set of data related to a
commercial loan, including borrower details,
covenants, guarantors, collateral, and syndication.
Relationship managers and credit officers can
automatically generate loan documents and work
plans. Through Universal Application Network,
the process can be seamlessly integrated with
third-party applications such as loan rating and
pricing systems. Intelligent workflow enforces
the appropriate approvals for the loan to ensure
that the right people approve the loan at the
right times.
26
Best Practices in Finance
Siebel Systems has codified best practices in every aspect of customer-facing processes in the finance
industry—from Sales Management to Advisory Services to Customer Loyalty Management—and has embedded
these best practices into a consistent set of integrated finance business processes.
Relationship Manager
SyndicationDesk
CreditCommittee
Third-PartyCustomerProfile Systems
Loan Pricing and Risk Systems
CreditCommittee
Review
Record Request and
Facility DetailsEndPrice Loan
Record Borrower Details
GenerateCredit
Summary
Approve Loan
SyndicateLoan
Create Loan Request
Collect Covenant, Collateral, and
Guarantor Information
Approved?Yes
No
Loan Pricing Engine
D&B, Moody's, etc.
Start
Consistent Credit Policy Enforcement results in reduced credit risk and increased productivity.
Additional Examples of Best Practices in Finance:
• Universal Account
Origination—Enables customers
to simultaneously apply for
multiple banking products via
their preferred channel (Web,
call center, or branch). The
agent or customer is guided
through a single, universal
application, resulting in one or
more account openings
and significant reductions in
costs and cycle times for
account origination.
• Cross-Channel Mortgage
Application—Enables
customers to initiate a
mortgage application on the
Web, follow up with the call
center to complete it, and/or
visit the branch to finish
the application process,
providing mortgage companies
the ability to provide a
consistent, continuous
customer experience across
multiple channels.
• Targeted Cross-Selling for
Credit Card Servicing—
Facilitates the conversion of a
credit card account status
inquiry into a revenue-
generation opportunity by
enabling the agent to make
targeted offers that are driven
by the customer’s profile as
well as the customer’s
overall relationship with the
financial institution.
Best Practice:
Market Events-Driven Investment AdviceMarket Events-Driven Investment Advice enables
financial advisors to call clients in a timely fashion
with highly relevant investment advice. Financial
advisors have great capability for monitoring
financial market events and alerts, but are typically
at a loss in converting information into investment
advice for those clients that are most affected by
any specific event. In addition, as advisors provide
advice and generate trade orders for clients, they
must navigate through multiple desktop
applications, rendering the process highly
inefficient and inconsistent across a firm.
Siebel eFinance incorporates the Market Events-
Driven Investment Advice best practice in the
Relationship Management and Advisory Services
business process. Siebel eFinance’s integration
with market-data systems and call-list generation
functionality combines to automatically generate an
advisor’s call list—the subset of the advisor’s clients
who are most impacted by a particular market
event or alert. In addition, through integration
via Universal Application Network, Siebel eFinance
facilitates the seamless flow of data across multiple
applications such as portfolio management and
trade order management, relieving advisors from
having to re-enter data multiple times and
remembering the exact customer context as
they move from application to application.
By standardizing on the Market Events-Driven
Investment Advice best practice, financial
institutions can provide their advisors with
a highly productive desktop experience that
enables them to offer timely, contextual financial
counseling to those clients who will most
benefit from such advice.
27
Customer
Financial Advisor/ Broker
Trade OrderManagement
Portfolio Accounting
Market Data Provider
Start
Create Call List
Receive Order Status
Provide Portfolio Holdings
Request Trade
Create Order
Process Order
Review Portfolio
Receive Portfolio
InformationEnd
Send Market Event
Receive Market Event
UniversalApplication
Network
Market Events-Driven Investment Advice enables financial advisors to contact the right clients with timely, contextualinvestment advice.
• Customer Profile-Driven
Financial Plan Generation—
Ensures that customer
household and profile
information is captured
within the financial planning
tool and that planning results
are captured in the customer
profile, enabling advisors
to significantly reduce
planning preparation time
and target the appropriate
plan for the customer.
• Profitability and Risk-Driven
Corporate Account
Management—Drives
commercial banking
relationship managers toward
segmenting customers and
implementing action plans
based on customer profitability
and credit risk. This enables the
creation and execution of
programs to retain high-value
customers and drives increased
cross-selling of noninterest
products, resulting in a
significant increase in overall
customer profitability.
• Targeted Multichannel
Financial Research
Distribution—Enables targeted
distribution of financial research
to customers and prospects via
their preferred communication
channel by aligning research
with customer profiles,
interests, and holdings. The
result is timely, relevant advice,
ultimately increasing the
institution’s share of wallet.
Siebel eFinance helps financial institutions maximizeprofitability by enabling them to acquire new customers,increase their share of wallet, and improve customersatisfaction and retention through personalized multichannel service.
Best Practice:
Closed-Loop Design Registration ManagementClosed-Loop Design Registration Management
allows component suppliers to effectively manage
an inherently complex, multistage sales cycle and
reconcile initial design registrations with ultimate
sell-through orders to original equipment
manufacturers (OEMs). In addition to improving
sales efficiency, this best practice gives component
suppliers better visibility into their selling
ecosystem, enabling them to drive customer loyalty.
Suppliers typically find it increasingly challenging
to correlate design registrations and design wins
with the ultimate sell-through orders to OEMs.
As a result, it is difficult for suppliers to determine
the contribution and effectiveness of the many
players in the sales process, understand which
design wins are resulting in the most revenue,
properly pay and manage commission splits, and
measure sales and channel effectiveness.
Closed-Loop Design Registration Management
addresses these challenges by automating and
integrating these processes into a consistent
set of integrated design-registration business
processes from initial design registration and
opportunity management to design win and
sell-through management.
The functionality required to support Closed-Loop
Design Registration Management is built into
Siebel High Technology and Manufacturing.
For example, design registration opportunity
management functionality enables organizations
to support initial design registration, including
design registration ID, project description,
components required, projected quantities,
required delivery date, price level, and involved
representatives and partners. Additionally,
opportunities can be tracked through multiple
stages of activity, from initial design registration,
approval, and design win to sell-through orders
to OEMs. Furthermore, cross-application
integration via Universal Application Network
ensures seamless order execution with the order
management system of choice and facilitates
the closed-loop integration and mapping of
sales data to initial design registrations and
OEM orders.
28
Best Practices in High Technology and Manufacturing
Siebel Systems has codified best practices in every aspect of customer-facing processes in the high technology
and manufacturing industries—from Service Life Cycle Management and Demand-Chain Management to
Product Life Cycle Management—and has embedded these best practices into a consistent set of integrated
high technology and manufacturing business processes.
Customer
CompleteServiceRequest
Service Manager
Service Representative
FieldEngineer
Research and Resolve Service Request
Research and Resolve Service Request
No No
No
Escalate Brand Owner
Visit Customer Site
Diagnoseand Resolve
Problem
Complete Service Request
Initiate Service Request
Identify Customer
Check Entitlements& Warranty
Assign Service Request to Service Rep
Review Customer Information
Access Internal Solutions Repository
Customer Feedback
and Analysis
Yes
Yes
Yes
Request Resolved?
Field Visit Required?
Parts Required?
Locate Part Optimize
Workload & Routing
Dispatch Field Engineer
IdentifyAgent with Appropriate Expertise
Closed-Loop Design Registration Management increases visibility for sell-through and design wins and improves accuracyof distributor performance measurement.
Additional Examples of Best Practices in High Technology and Manufacturing:
• Synchronized Global Product
Launch—Compresses the cycle
time required for a new high
technology or industrial product
introduction by synchronizing
product data management base
data with the product master
to create the product catalog,
configuration rules, and
technical schematics. These
materials are then instanta-
neously published across all
channels, geographies,
languages, and currencies,
driving increased revenues
and profitability by extending
the product’s sales shelf life
through compressing the
up-front introduction cycle time.
• Real-Time Distributor Lead
Management—Increases
channel sales visibility
and facilitates collaboration
across the demand chain by
integrating the manufacturer’s
and distributors’ lead-
management systems.
Distributors are thereby able
to leverage their native CRM
system to track product-specific
sales opportunities, thus
increasing adoption and
reducing lead follow-up latency.
Best Practice:
Parameter-Driven Workforce SchedulingParameter-Driven Workforce Scheduling
optimizes and automates the scheduling and
dispatch of field technicians for high technology
and industrial-equipment service delivery
against multiple parameters, including product
skill set and workload.
In contrast, most companies use manual
processes or simplified algorithms, which often
lead to inefficiencies and inaccuracies in service
assignment. For example, an assigned technician
may show up on-site without the right skills or
the right parts to fix the equipment the first time,
resulting in lower productivity and customer
dissatisfaction. Additionally, most companies
do not use entitlements as a constraint in
scheduling, often resulting in revenue leakage
by overdelivering on service (for example, response
time and level) relative to what was agreed upon
in the service contract.
Parameter-Driven Workforce Scheduling
enhances workforce scheduling by ensuring that
service delivery is automated and managed against
multiple parameters, such as product expertise and
certification, workload, availability, route efficiency,
and parts inventory, thus improving productivity,
increasing customer satisfaction, and enhancing the
lifetime value of the customer.
Parameter-Driven Workforce Scheduling is
encapsulated within the Workforce Scheduling
business process, and the functionality required
to support Parameter-Driven Workforce
Scheduling is built into Siebel High Technology
and Manufacturing. For example, the assignment
management functionality optimizes the
distribution and assignment of service issues based
on parameter-defined rules, such as ensuring that
only technicians with the right parts are assigned to
a service issue. Entitlements are integrated with
service delivery to ensure that technicians meet
specific commitments without overdelivering on
them. Additionally, the scheduler management
functionality optimizes the schedule and route to
meet priority service commitments while
minimizing service labor and travel costs.
29
SalesOperations
Universal Application
Network
Distributor
OEM/Contract Manufacturer
AccountsPayable
Universal Customer
Master
Place Order
Fullfill OrderTransfer
Sales-Out (EDI/
RosettaNet)
Receive Sales-Out Data
Universal Design
Reg. ID?
Attach Sales-Out to Design
Reg.
Match Customer
Reconcile Sales-Out Data
Yes
Update Design Reg. Sell- Through
Calculate Compensation
Splits
Aggregate Compensation
No
Start
End
Query Customer
Match Customer
Process Sales Data
Pay Compensation
Send Compensation
Information
Debit Reconciliation (Ship & Debit)
Parameter-Driven Workforce Scheduling enables a manufacturer to exceed customer service expectations whileminimizing service costs.
Siebel High Technology and Manufacturing enables manufacturers tomaximize customer profitability and after-market sales through holistic,proactive service life cycle management and analytics.
• Coordinated Inventory
Planning and Sales Volume
Forecasting—Ensures more
accurate revenue and
manufactured product quantity
forecasts by incorporating field-
based opportunity assessments
into a model-driven forecast
and reconciling the resulting
demand forecast with a
historical trend-based analytic
assessment, thus optimizing
manufacturing capacity and
inventory planning.
• Multitiered Return Materials
Authorization (RMA)
Handling—Increases service
levels and customer satisfaction
and reduces service costs
through highly optimized
processes for handling RMA
orders at multiple levels (from
advanced exchange to repair
exchange), tracking and
recovering “lost” parts in the
channel, and providing
recommended equipment
parts information.
Best Practice:
Profitability-Driven Policy
Renewal ProcessingProfitability-Driven Policy Renewal Processing
integrates customer profitability analysis into
the renewal process, leveraging it in the design
and execution of segment-based retention strategies
to proactively manage renewal opportunities.
In contrast, many insurance organizations either
target all customers for renewal or do not adopt
a proactive renewal effort at all. The former
approach involves pursuing unprofitable customers
in addition to profitable ones, effectively throwing
good resources after bad. The latter approach
increases the probability that a competitor
will lure away a company’s most profitable
customers, leaving that company with an
undesirable customer mix.
Profitability-Driven Policy Renewal Processing
enhances the renewal process by segmenting
customers into multiple segments that can be
targeted effectively. As a result, retention strategies
can be defined and executed to retain high-value
and at-risk customers, improve the profitability
of borderline customers (for example, by selling
new products or migrating them to a different
product set), and effectively manage unprofitable
customer segments.
The functionality required to support Profitability-
Driven Renewal Processing is encapsulated in the
Policy Renewal Management business process,
which is embedded in Siebel eInsurance. By
leveraging the marketing, analytics, call center,
and agent portal applications in Siebel eInsurance,
insurance organizations can execute coordinated
retention campaigns across multiple channels—
including the agent channel—to retain
high-value customers.
30
Best Practices in Insurance and Healthcare
Siebel Systems has codified best practices in every aspect of customer-facing processes in the insurance
and healthcare industries—from Marketing and Channel Management to Policy Sales and Service to Claims
Management—and has embedded these best practices into a consistent set of integrated business processes.
Marketing
Agent
Call Center
Back Office
Start
Identify Customers Up
for RenewalProfitable? At Risk?
Yes
Perfom Outbound Campaign:
Courtesy Call & Mail Piece
Review
Coverage
Yes
Coverage Sufficient?
Analyze
Needs
Renew Policy
Yes
NoRecommend
ProductsAccepted?
Retarget at Future Date
Lead
& Q
uot e
Man
agem
ent
No
End
Yes
No
No
Profitability-Driven Policy Renewal Processing improves retention of an insurance organization’s most profitable customers.
Additional Examples of Best Practices in Insurance and Healthcare:
• Integrated Expiration Date
Marketing—Leverages customer
information to develop products
based on decision issues, to
create marketing prospect lists
from lost customers whose
competitor policies are ready
to expire, and to proactively
manage related leads.
• Household-Based Policy
Management—Reduces costs
and improves customer
perception of carrier knowledge
by grouping individual
consumers into households;
capturing profile information
at the household level; and
marketing to, selling to, and
serving the household as a unit.
• Value-Based Customer
Conservation—Enhances
retention and maximizes
profitability by identifying
high-value customers when
they call to cancel their
policy and routing them to
a specially trained customer
conservation unit.
• Predictive At-Risk Renewal
Processing—Enables
organizations to improve
retention and profitability by
identifying at-risk customers
and generating proactive
service touchpoints to improve
customer satisfaction levels.
• One-Stop Claim Handling—
Enables organizations to
simplify the claims process
from the customer perspective
by managing interactions with
third-party service providers on
behalf of the customer.
Best Practice:
Intelligent Claim Segmentation
and RoutingIntelligent Claim Segmentation and Routing
flexibly decomposes a claim into segments while
optimizing the assignment of these claim segments
to claims adjusters and service providers. A
component of this best practice, Score-Based
Assignment, is used to automate and optimize the
assignment of the claim to the claim adjuster and
service providers based on a broad range of criteria,
including skills or expertise, region, language,
workload, and so on. Although many companies
today have automated segmentation and
assignment processes, the required flexibility and
intelligence to support complex and changing
business needs are frequently lacking, resulting in
suboptimal claim assignments and delays that
increase loss costs and expenses.
Intelligent Claim Segmentation and Routing
provides flexibility in segmenting claims by offering
the ability to segment by claim, claim coverage
type, and claim/claim coverage combinations.
This granular segmentation improves the matching
flexibility during the assignment process, resulting
in faster, more accurate claims handling. Overall,
automated task plans based on claim segment
improve policy adherence, task follow-up, and
appropriate management escalation.
The functionality required to support Intelligent
Claim Segmentation and Routing is built into
the Claims Settlement business process, which
is embedded in Siebel eInsurance. Additionally,
through Universal Application Network,
Siebel eInsurance facilitates the seamless integration
of third-party applications into the claims process,
providing organizations with the ability to share
claim data with other systems as it relates to
recording the claim, verifying coverage, and
updating assignments.
31
Policyholder
Call Center/ Service
Adjuster
Service Providers
Producer
Universal Application
Network
Claims Management
System
Policy Management
System
Report Loss
Collect Loss Information
Verify Policy Coverage Initial Triage
Produce Optimized Dispatch Schedule
Receive Assignment
Receive Assignment
Notify Producer
Receive Notification
Generate Segment-Based
Task Plan Cla
ims
Adju
s tm
e nt
Pr o
c ess
Segment Claim
Assign Based on Score
Policy Data
Claim Data
Request Coverage
Information
Export Claim Data
Update Claim Data
Start
Claim Data
Next StepsNotified of
Intelligent Claim Segmentation and Routing improves productivity and reduces claim settlement time.
Siebel eInsurance enables insurance organizations to seamlessly managecustomer-centric business processes across multiple channels, businessfunctions, and lines of business.
Best Practice:
Physician-Engaged Direct-to-Consumer
Campaign ManagementPhysician-Engaged Direct-to-Consumer (DTC)
Campaign Management ensures that physicians and
sales representatives are informed and included in
DTC campaigns aimed at enhancing the overall
effectiveness of marketing communications and
improving coordination between marketing and
sales organizations. In general, this best practice
engages the physician to improve the effectiveness
of DTC marketing campaigns.
In contrast, most pharmaceutical companies
conduct DTC campaigns without the involvement
of the physician, often creating confusion and
dissatisfaction among customers. This approach
also leaves the sales representative uninformed,
contributing further to a lack of coordination
between marketing and sales. The results are
suboptimal marketing execution and ineffective
campaigns that fail to achieve their objectives.
Physician-Engaged DTC Campaign Management
enhances the effectiveness of DTC marketing
primarily by involving physicians in campaigns.
For example, a DTC campaign designed to
improve prescription compliance and persistence
targeted at only consumers is unlikely to succeed.
Physicians can play an important role in such
campaigns. Similarly, sales representatives can
reach out to physicians with the relevant campaign
information and solicit their help in recruiting
patients for the campaign. Patients, for their
part, will have the support of the physician to
participate in the promotional program. This
results in a positive outcome for patients,
physicians, and pharmaceutical companies alike.
Siebel ePharma embeds the Physician-Engaged
DTC Campaign Management best practice in the
Marketing Campaign, Design, and Execution
business process. The campaign management
functionality in Siebel Marketing enables companies
to design, create, and execute multichannel DTC
marketing campaigns. In turn, the integration of
Siebel Marketing with Siebel ePharma Sales enables
sales representatives to target physicians to gain
their support in recruiting patients for campaigns.
Functionality in Siebel ePharma Call Center and
Siebel Consumer Portal enables consumers to
interact with the company as they participate in the
32
Best Practices in Life Sciences
Siebel Systems has codified best practices in every aspect of the pharmaceutical and medical products
industries’ sales, marketing, clinical, and service functions and has embedded these best practices into a
consistent set of integrated business processes.
Customer
Call CenterAgent
Care Provider
Sales Representative
BrandManager/Agency
Medical Affairs
Market Research
Respond to Patient Queries
and Enroll Patients
Educate Physician about
Compliance Program
Encourage Patients to Enroll in
Campaign
Discover and Report
Compliance Issue
Design Multichannel DTP
Campaign Focused on
Patient Compliance
Approve DTP Campaign
Execute Campaign through Sales,
Media, Call Center and Web
Participate in Compliance
Program
Collect and Analyze
Campaign Performance
Start
End
Enroll in Campaign through
Web Site or Toll Free Number
Physician-Engaged Direct-to-Consumer Campaign Management enhances the effectiveness of DTC campaigns byengaging physicians throughout each marketing campaign.
Additional Examples of Best Practices in Life Sciences:
• Integrated Managed Care
Pull-Through Planning and
Execution—Ensures that pull-
through plans created by
managed care account
managers are validated by
brand managers and executed
by field sales with precise
physician targeting and
consistent delivery of the pull-
through message.
• Holistic Medical Education
Event Management—Enables
the robust planning and
execution of medical education
events as part of a broad-based
physician relationship
management process. Event
return on investment analysis
facilitates the optimal use of
promotional resources.
• Affiliation-Driven Strategic
Account Planning—Facilitates a
comprehensive understanding
of complex account affiliations
for improved analysis, targeting,
communication, and planning
using industry-accepted best-
practice sales techniques
and resulting in increased
sales performance.
campaign. Additionally, through integration with
third-party applications via Universal Application
Network, the campaign can be executed through
external community and consumer portals.
Best Practice:
Traceable Capture and Escalation of
Product ComplaintsTraceable Capture and Escalation of Product
Complaints ensures that companies are able to
seamlessly capture product issues and efficiently
escalate product complaints for investigation
and regulatory reporting while maintaining a
complete audit trail. This approach maintains
efficiency and helps companies comply with
stringent FDA regulations.
Traditional methods of complaint management
fail to retain the context of the investigation
as the product complaint flows through various
stages of the complaints management process,
making it difficult to trace the history and rationale
behind certain decisions. Regulatory agencies
require each company to maintain a traceable
process that retains the context of the product
complaint as it was captured, escalated, and
investigated for a resolution. Without the proper
processes and systems in place, regulatory
compliance can lead to highly restrictive and
inefficient processes, significantly increasing the
cost of serving the customer.
In contrast, Traceable Capture and Escalation
of Product Complaints offers medical products
companies a traceable process for handling product
complaints. The audit trail on complaints from
customers enables companies to better track
product complaints, leading to a more efficient
investigation process while enabling organizations
to comply with regulatory guidelines.
Siebel eMedical incorporates Traceable
Capture and Escalation of Product Complaints
in the Customer Service business process.
Siebel eMedical’s features for tracking field-level
changes, complaint assessments, decision tree-based
evaluations, automated assignment and escalation,
and activity and analysis minimize the effort
required to maintain traceability while allowing
users to focus on quickly finding a resolution
regarding the complaint.
33
Customer
Customer Service
Quality Management
Field Service
Universal Application Network
Manufacturing
Start
Fulfill
S
e rv i
c e
Request Product
Support
Initiate Service Request
Assess if Potentially Reportable?
No
Capture Product Issue
Details
Yes PerformFirst-Level Diagnosis
Dispatch Field Service
AssignProduct
Issue
Generate RMA Order
Process Order
Update Product Issue
Bill
ing
Ma n
a ge m
e nt
On-Site Service?
No
Yes
Create Product Issue
Man
age
Inve
s tig
a tio
n
F ulfill
Fie
ld
Se r
v ic e
Ma n
a ge
Re g
u la t
o ry
Re p
o rt i
n g
Man
age
Cus
t om
er
Com
mun
ica t
ion
Con
t ent
EndReceive
Complaint Status
Close Complaint
Notify Customer of Investigation
Man
age
Pro
du c
t A
n aly
s is
Reportable?
No
Yes
Traceable Capture and Escalation of Product Complaints ensures efficiency while helping companies comply with FDA regulations.
Siebel Life Sciences enables pharmaceutical, biotechnology, and medicalproducts companies to improve the effectiveness of their sales,marketing, service, and clinical processes.
• Real-Time Contract
Compliance Monitoring and
Management—Provides an
efficient process for managing
complex contract terms and
conditions with insight into
customer compliance over time,
enabling the automated
execution of rebates, fees, and
penalties and resulting in highly
differentiated offerings and
increased return on investment.
• Expedited Clinical Investigator
Payment Generation—Ensures
that clinical payments are
automatically generated with
minimal human intervention
and managed in an efficient
fashion, resulting in quicker
investigator payments and
greater investigator satisfaction.
Best Practice:
Single Application Filing Single Application Filing enables citizens to
submit a single form to apply for various
government programs and benefits. This best
practice also enables case managers to easily and
accurately verify citizen data against legacy systems
and prescreen applicants for benefits available
from multiple agencies.
Currently, citizens frequently have to fill out
separate applications for every program in which
they are interested—whether the programs are
available from one or multiple agencies. Agencies
conduct overlapping investigations of applicants,
as each program works separately to verify
information and assess citizens’ needs. This results
in a lack of coordinated services for citizens,
prolonged and error-prone service processes, and
redundant case management activities.
Siebel eGovernment offers functionality that
enables Single Application Filing by providing
agencies with a single view of the citizen and the
ability to track all interactions in a single case
record. Government service agents can capture
citizen data during the initial interaction and use
eligibility tools to prescreen applicants for multiple,
distinct programs. Through integration via
Universal Application Network, agencies can verify
citizen information against multiple third-party
applications and systems to confirm data such as
citizenship, residency, and criminal records. The
results are simplified service experience for the
citizen, improved employee productivity, and
greater accuracy and efficiency in managing cases.
34
Best Practices in the Public Sector
Siebel Systems has codified best practices in every aspect of managing constituent relationships in the
public sector—from Program Management and Service Delivery to Case Management—and has embedded
these best practices into a consistent set of integrated business processes for government, educational
institutions, and nonprofits.
Citizen
Case Manager
Universal Application
Network
Third-Party Applications
StartRequest Service
Identify CitizenPrescreen Citizen for Eligibility
Field AssessmentAssign Case for Investigation
Meet Initial Criteria?
Deny Service
No
Yes
Verify Citizenship& Residency
Service Systems
Deliver Service
Notification of Case
Initiation
ProvideService or Benefit?
Deny Service, Close Case
Provide All Relevant Services
No
Yes
Citizen Interview & Data
Receive Seamless Services
Follow-Up & Evaluation
Clo
se C
ase
Con
tin u
e S
ervi
ces
Ref
er for
O
ther
S
ervi
ces
ValidateCitizen Data
Coordinate Delivery
of Services w/ Other Agencies
Notificationof DeniedService
Notificationof DeniedService
Single Application Filing enables agencies to have a single view of the citizen and to track all interactions in a single case record.
Additional Examples of Best Practices in the Public Sector:
• Self-Service Online Eligibility
Determination and Matching—
Provides citizens with
information and online self-
service tools to help them
with government programs
and benefits. Facilitates the
submission of applications and
questions via the Internet.
• Multichannel Government
Campaign Management—
Enables agencies to
consistently and effectively
promote government programs
and interact with citizens
across multiple channels
of communication.
• Performance-Based
Government Benefits
Planning—Provides government
service agents with tools to
improve individual citizen
service plans and to track
performance toward desired
service outcomes.
• Data-Driven Agency Call
Resolution—Enables
government agencies to
improve efficiency and citizen
satisfaction by capturing the
knowledge of expert employees
and analyzing real-time
statistics to make immediate
changes to service call scripts.
Best Practice:
Intelligent Case Routing and InvestigationIntelligent Case Routing and Investigation enables
agencies to streamline case management activities
and employee deployment. Intelligent Case Routing
and Investigation is a crucial component of the
Single Application Filing process. In general, it
enables government case workers to automatically
receive cases based on agency-established criteria
and to quickly match a citizen or household with
the appropriate services.
Currently, agencies spend valuable time and
resources on assigning cases to employees with the
right skills, knowledge of government programs,
and availability. Case managers must then initiate a
complicated administrative process in order to
verify which citizens are eligible for a variety of
government programs. As a result, it often takes a
long time for agencies to assess a citizen’s needs and
recommend appropriate government services.
Many government programs also conduct
investigations within silos that can inhibit a holistic
view of a citizen’s needs, prevent collaboration
within and among agencies, and result in over- and
underserved citizens.
Siebel eGovernment offers functionality allowing
agencies to implement Intelligent Case Routing and
Investigation. For example, Siebel eGovernment
enables agencies to automatically assign and route
cases to employees based on their skills, experience,
and workload. Siebel eGovernment also easily and
quickly helps government service agents review
citizen information stored in an electronic case
record and verify whether applicants meet initial
service criteria. In turn, employees can access
internal and third-party knowledge bases and
eligibility engines to determine and recommend all
relevant government services to citizens. For law
enforcement agencies, the Intelligent Case Routing
and Investigation best practice can be leveraged to
improve investigative case work, resulting in a more
citizen-centric service organization characterized by
increased operational efficiency.
35
No
Citizen
Case Manager
Universal Application Network
Third-Party Application
Assign Case for
Investigation
Select Case Manager
Review Citizen/Family
Needs
Prescreen Citizen/Family to Program Criteria N
ext
Ste
p:
Fie l
d
Ass
e ssm
ent
Provide Additional
Data
MeetPrescreening
Criteria?
No
YesHas Right Expertise
for Case?
Check Case Manager Workload
YesAvailable
Go to NextCase Manager
NoNo
Yes AssignCase
Receive Notification
of Case Assessment
Determine Citizen/Family
Groups Needing Service
Start
Deny Service
End
Validate Criteria & Program Rules
Assistance Group Determination
Systems
RequestGroupData
Request Validation
Notificationof DeniedService
Intelligent Case Routing and Investigation enables agencies to automatically assign cases and allows employees to focuson matching citizens and members of their households with appropriate government services.
Siebel eGovernment enables citizens to use online self-service tools toobtain critical information and services.
Best Practice:
Synchronized Retail Sales and MarketingSynchronized Retail Sales and Marketing enables
the alignment of external demand-creation
events with internal sales education efforts to
maximize the conversion rate of customers who
respond to marketing programs. Providing sales
associates with just-in-time product knowledge
and sales tools significantly boosts employee
morale and effectiveness, enabling employees to
provide greater value to customers.
Traditional marketing efforts reflect a “spray-and-
pray” approach, with little thought given to either
targeting the message to prospects or synchronizing
efforts with store-based sales associates. Without
the involvement and support of the associates
who actually engage the customer, traditional
demand-generation efforts are virtually guaranteed
to produce low response rates.
In contrast, Synchronized Retail Sales and
Marketing integrates internal education and
awareness efforts into the overall marketing
program. Managed as one of the key activities
in a comprehensive marketing project, sales
alignment activities include product knowledge
training, online testing, and access to sales tools,
which are then used to engage customers and help
close business. Retailers can compound the impact
of these tools by tying such efforts into overall
performance management activities, including goal
setting and incentive compensation tracking.
Siebel eRetail offers synchronized retail sales
and marketing functionality through the Retail
Campaign Development business process.
Siebel eRetail Marketing facilitates activity
management, allowing marketing managers and
executives to create, assign, and track activities
through integrated workflow functionality.
Siebel eRetail Employee Relationship Management
includes tools such as Distance Learning,
Performance Management, and Incentive
Compensation. Siebel eRetail Analytics can
extract data from any source and analyze
performance (such as the impact of product
knowledge training on store-level sales). In
addition, third-party data-mining tools can
easily be integrated into the Siebel Marketing
toolset using Siebel Analytic Adapter.
36
Best Practices in Retail
Siebel Systems has codified best practices in every aspect of customer-facing processes in the retail
industry—from Marketing and Sales Operations to Customer Service—and has embedded these best practices
into a consistent set of integrated business processes.
Customer
Stores
Store Ops
Training
Marketing
Merchandising
Vendor Create Agreement
Negotiate Terms, Funds
Create Program to
Drive Demand
Create JIT Education Program
Provide Training Funds
Deploy Marketing Program
Assign Training Task to Stores
Sell ProductComplete Training
Report Training Impact on
Sales
Publish Marketing Collateral
Provide Financing
Vehicle
Provide Vendor Spiff
Respond to Offer
Visit Store, Web Site
Develop Training
Collateral
Evaluate for Further
Programs
Start
End
Synchronized Retail Sales and Marketing ensures higher sales conversion rates.
Additional Examples ofBest Practices in Retail:
• Corporate Request
Prioritization and
Implementation—Enables store
operations to effectively
manage multiple requests from
headquarters groups wanting
stores to execute programs.
Tasks are managed through a
central coordination point and
routed to the stores after
approval by store operations
management. Retailers benefit
from minimized overtime
expense and improved control
over in-store activities.
• Individualized Retail Customer
Service Management—Enables
retailers to deliver differentiated
customer service based on key
customer metrics such as
profitability, estimated customer
lifetime value, and other factors.
Through the use of customer-
service metrics, retailers can
gain control over customer
compensation, respond to
service issues in a way that
reinforces brand equity, and
ensure that the response
actually addresses the
customer’s issue.
Best Practice:
Chain-Wide Consolidated Contact CenterChain-Wide Consolidated Contact Center ensures
that retail sales associates can focus on their
primary task of selling to customers. By keeping
in-store employees engaged with in-store
customers, retailers can minimize distractions
and maximize sales revenue.
Frequently, retailers find that store-based sales
associates spend an inordinate amount of time
on the phone, answering the same questions
repeatedly: store location, store hours, merchandise
availability, price, and so on. Few of these questions
require the store-based sales associate to physically
be in the store in order to answer the question.
To make matters worse, time spent on the phone
is time not spent with customers, many of whom
are looking to make purchases.
In contrast, Chain-Wide Consolidated Contact
Center allows customers to continue dialing their
local store, but then routes calls to a centralized
contact center. Call center representatives can access
external data sources to answer common questions
such as product availability and size, color, and style
questions. By concentrating the customer contact
function into one contact center, retailers can
reduce the expense of communicating with
customers and improve the accuracy, consistency,
and professionalism of service responses.
Siebel eRetail encapsulates Chain-Wide
Consolidated Contact Center in the Retail
Customer Service business process. Routing rules
built into Siebel Universal Queuing ensure that
service requests are sent to the service represen-
tative who is best equipped to answer the
customer’s question. Siebel eRetail Contact Center
consolidates customer communications from
multiple sources such as telephone, email, Internet-
based chat requests, faxes, and postal mail. Through
Universal Application Network, Siebel applications
can seamlessly integrate with back-office data
sources, including merchandising and inventory
control, to provide the most accurate information
to the customer. The results are improved customer
service and reduced operating expenses.
37
Customer
Knowledge Base
ConsolidatedContact Center
Store
Universal Application Network
Inventory Mgmt
System
Place Call to Store
Receive CallProduct Available?
Answer Question
Answer Question Log
Response
(Optional) End
Physical CheckRequired?
No
Yes
No
Create Store Activity
Yes
Access Knowledge
Base
Assignto Store Associate
Start
Query Inventory Data
Follow Up to (Optional)
Ensure Resolution
Inventory Data Query
Chain-Wide Consolidated Contact Center improves customer service while reducing expenses.
Siebel eRetail synchronizes sales associate product knowledge withcorporate marketing events to maximize return on marketing spend.
• Score-Based Cross-Selling and
Up-Selling—Enables retailers
to quickly access scoring
models to drive dynamic sales
scripts or offer presentations.
Matching customers to the
most appropriate offer results
in higher response rates and
associated revenues.
• Intelligent, Adaptive Retail
Marketing—Enables marketers
to deploy multistage,
multichannel marketing
programs that are tailored
based on responses made in
earlier stages. Intelligent
campaigns use rules to
generate the next most
appropriate offer either to
reinforce desired responses or
to further stimulate the
customer to take action.
Best Practice:
Centralized Group Sales ManagementCentralized Group Sales Management is a best
practice that ensures group sales leads are assigned
to the most appropriate properties within a
hospitality organization. It also facilitates the
tracking of property lead responses to ensure
timely delivery of feedback to customers.
Traditionally, hospitality companies have been
unable to respond to up to 30 percent of their
incoming group sales leads due to the inefficient
distribution and tracking of leads among their
properties and franchisees. Often, leads that are
generated from disparate sources are not shared
among relevant sister properties, and as a result,
they cannot be effectively tracked. In addition,
leads generated by national sales organizations
that are passed on to regional properties are
frequently left idle due to poor lead matching
or limited sales capacity.
In contrast, Centralized Group Sales Management
enables hospitality organizations to implement a
closed-loop sales process that results in increased
response rates to group sales leads, translating into
fewer missed revenue opportunities and
significantly enhanced sales results. Centralized
Group Sales Management is supported by the
Hospitality Lead Management business process,
which is embedded in Siebel eHospitality Sales.
Using assignment rules, qualified leads are routed
automatically to the most appropriate property.
Properties can then choose to accept, reject, or
reroute leads, after which their marketing
departments can analyze campaign results. In this
closed-loop process, both managers and sales
representatives are able to analyze the effectiveness
of the lead management process during all phases,
from campaign execution and lead acceptance to
deal closure, ensuring improved lead response rates
and driving increased revenues.
38
Best Practices in Travel and Transportation
Siebel Systems has codified sales, marketing, and service best practices in the travel, hospitality, and
transportation industries and has embedded these best practices into a consistent set of integrated
business processes.
Customer
NationalSales
Property/EventBookingCenters
UniversalApplicationNetwork
InventoryManagement
Capture Property
Requirements
Request Event
Booking
Capture Event Agenda,
Room Block, Revenue Estimate
Price and Up-Sell
Evaluate Proposals
Start
Available? End
No
Develop Property
AssignLeads/ RFP to Property
Received Lead/RFP
Record Lead Assignment
Record Turndown
Review Event Agenda,
Room Block, Catering
Check/Hold
Inventory Available
Yes Generate Quote/
Proposal
Request Inventory
Request Pricing
Information
Profitable?Yes
No
Receive Proposals
Accept?
No
Generate Contract
Yes
List
FunctionSpace
Inventory
RoomBlock
InventoryInformation
Pricing
Centralized Group Sales Management ensures that group sales leads are assigned to the most appropriate propertieswithin a hospitality organization.
Additional Examples ofBest Practices in Travel and Transportation:
• Personalized Inventory-Based
Marketing Execution—Enables
hospitality, travel, and
transportation companies to
execute personalized campaigns
based on available inventory
levels, targeted customer
purchasing patterns, and
estimated customer lifetime
value. These campaigns deliver
relevant and compelling offers
to the customer while
maximizing revenue from
perishable inventory such
as hotel room nights, airline
seats, or cargo space.
• Score-Based Customer
Experience Delivery—Enables
companies to deliver a
differentiated service experience
to customers based on their
profitability, estimated customer
lifetime value, loyalty, and
other factors.
Best Practice:
Integrated Event Planning and ExecutionIntegrated Event Planning and Execution enables
event and operations managers to more easily and
rapidly detail planned events, identify products and
services required for an event, manage owned and
leased inventory, and book assets.
Most hospitality companies face two critical
challenges in planning and executing events. First,
event planning and execution is a complex process
that entails the coordination of a number of assets
and internal teams as well as frequent scheduled
interactions with the customer. Second, it is often
difficult for hospitality companies to provide a
consistent set of services and products for events
across multiple properties—a fact that often
negatively impacts brand equity.
Integrated Event Planning and Execution addresses
these issues by enabling employees to focus on
revenue-enhancing activities such as up-selling,
cross-selling, and frequent direct customer
interaction. This best practice is embedded in
Siebel eEvents Execution, a solution that addresses
all aspects of the event planning and execution
process, including asset management, menu design,
room setup, and internal and external
communications. Siebel eEvents Execution also
enables companies to expedite operational
procedures by centralizing product definitions and
pricing information, automatically generating
operational details, and linking property inventory
to event operations. This integrated approach leads
to a streamlined event management process,
helping hospitality companies manage complex
events within a single property or across multiple
properties in a consistent, efficient manner.
39
Customer
Sales
EventManagement
Universal Application
Network
Accounting
InventoryManagement
Transfer Event
Validate Event Transfer Details
Detail Event
and Up-Sell
Customer Action
Start
End
Adjust Function Space & Room
Blocks
Develop Menus,
Reserve A/V Equipment
Finalize
Attendance
Generate/ Present SOE,
BEO, Proposals
Provide Event
Details
Accept
Event?
No
Yes
Approve?
No
Yes
Event
Preparation -
SOE, BEO,
Resume
Product Ordering and
Staff Scheduling
Manage Execution of
Event
Update Checks with
Actual Numbers
Close Checks
Export Invoice Data
Bill Customer
Function Space/Room
Block Inventory
Resource Inventory
ReserveRoom
ReserveEquipment
Integrated Event Planning and Execution enables event and operations managers to more easily and rapidly detailplanned events.
The Siebel Travel and Transportation suite—Siebel eHospitality, Siebel eTravel, and Siebel eTransportation—is designed to help travel,transportation, and hospitality organizations measure customer value,increase revenues, and build brand loyalty.
Best Practice:
Single Interface Billing Inquiry Resolution Single Interface Billing Inquiry Resolution
streamlines the billing resolution process, driving
increased productivity, reduced cost, and improved
customer satisfaction. It allows customer service
representatives (CSRs) to interact with one or
more back-office billing systems by displaying
billing data and invoking action upon the
appropriate billing system. When a customer calls
with a billing-related question, the customer’s
invoice, usage, and account balance data is retrieved
from the billing system. Although none of
this information is actually stored within the
Siebel application, the user can query the invoice,
make an adjustment, or enter a payment without
having to exit the Siebel application.
Traditionally, CSRs have had to access separate
applications to obtain billing data; at best, some
screens were embedded in the CRM application.
Requiring CSRs to use multiple systems is
inefficient for the customer, often entailing
follow-up actions and transfers to other
departments. This practice also hinders CSRs from
proactively positioning new services or products
to the customer. Because more than 50 percent of
the call volume to a utility call center is related to
issues requiring interaction with billing systems,
streamlining this process is crucial.
With Single Interface Billing Inquiry Resolution,
which is encapsulated in the Streamlined
Customer Care business process and embedded
in Siebel eEnergy, no billing data is duplicated,
actions are taken in the Siebel application, and
the focus remains strictly upon the customer
interaction. Because the data is retrieved from
the billing system and not stored in the
Siebel application, the service provider avoids
costly duplication of data across multiple systems.
In turn, ability to perform these tasks from
within the Siebel application reduces call-handling
time and training costs, as users need to learn
and interact with only one system. Finally,
providers can increase opportunities to up-sell
and cross-sell other services, helping drive
increased revenues.
40
Best Practices in Utilities, Oil and Gas, and Chemicals
Siebel Systems has codified best practices in every aspect of customer-facing processes in the utilities,
oil and gas, and chemicals industries—from Customer Care and Field Operations to Field Sales and Service
Management—and has embedded these best practices into a consistent set of integrated industry-specific
business processes.
Customer
Call Center/Sales
Field Service
UniversalApplication
Network
BillingEngine
FinancialInstitution
Query BillHeader and
Detail
RequestInvoice Data
Start
End
Inquireabout Bill
ProvideInvoice Data
RequestUsage Data
ProvideUsage Data
ProvideUsage Data
PaymentDue?
Yes
No
MakePayment
SubmitPayment
SubmitPayment
ProcessPayment
ProcessPayment
RequestAccountBalanceUpdate
ReceivePayment
UpdateAccountBalance
UpgradeUsage Data
ProcessAdjustment
Request
ProcessAdjustment
Request
CreateAdjustment
Request
CheckConsistency of
Bill
CheckMeter/Usage
Data
FieldInvestigation
VerifyMeterRead
Single Interface Billing Inquiry Resolution streamlines customer care.
Additional Examples of Best Practices inUtilities, Oil and Gas, and Chemicals:
• Centralized Commercial and
Industrial Deal Structuring and
Management—Facilitates a
unified view of all risk book
elements to appropriately build,
price, approve, and contract
energy deals. A comprehensive
interface to the pricing and
billing systems provides
aggregated load and usage
information, appropriate risk
elements, and personalized
customer deal components.
• Personalized Mass-Market
Energy Plan Evaluation and
Enrollment—Allows customers
and CSRs to evaluate current
and prospective energy costs
under various plans by utilizing
simple and easily obtained
usage and billing statistics.
Using a simple advisor
process to answer questions,
the benefits of new mass-
market plans and services
can be displayed.
• Tailored Product Bundle
Management—Enables
utilities to manage and offer
multiservice product bundles
(including energy, telecom-
munication, insurance,
appliances, security, and
other services) and promotional
packages through a rich
product catalog. The sale
is closed through an end-to-end
sales process from quote
to order to provisioning
and installation.
Best Practice:
Automated Job Safety PromptingAutomated Job Safety Prompting tailors safety
procedures and checklists to each job and work
ticket type, making these procedures available with
the work ticket. This best practice enables each
safety step to be automatically displayed and
validated as the job is being performed, thereby
ensuring that proper procedures are being followed.
Safety is paramount in any well services
organization. Field workers must often administer
hazardous chemicals and operate high-powered
machinery to develop and maintain wells. While
oil field services companies typically meet the
requirements of providing safety information,
it is often done through meetings and the
administration of a large paper-based system.
As a result, when crews are at a job site, they
often have to sift through procedures to find
information relevant to their particular jobs.
Safety steps may be forgotten or neglected.
With Automated Job Safety Prompting, which is
implemented through activity templates and
embedded in Siebel Field Service and Siebel Service
Handheld applications, OSHA safety statistics can
be captured at the job or work-ticket level, enabling
accurate, uniform analyses of safety statistics across
regions. With Siebel Field Service, previously
defined safety procedures are associated with the
job as it is created by the dispatcher and are based
on the job type. In the field, crews can use Siebel
Service Handheld to update the job status and
complete the safety steps as prompted by the
handheld device.
41
Customer
FieldEngineer
Yard Manager
Crew
Purchasing
ExternalSystems
Check Parts/Equipment
Purchase Partsto Replenish
Start
End
CallAhead
ProcurementSystem
Arrive atWell Site
Get Debrief
PerformStep
Yes
No
SignInvoice
InventoryMaster System
Examine JobActivity Step,with SafetyInformation
Capture Time& Expenses
Update Job& Well Data
CreateInvoice
Update JobStatus
TransferEquipment
and Inventory
Check in Parts/Equipment
Done?
Automated Job Safety Prompting improves safety procedure compliance at the job site.
Siebel eEnergy provides utilities, oil and gas, and chemicals companies with comprehensive demand-chainmanagement functionality that facilitates the sales, service,marketing, customer retention, partner relationship, andworkforce management business functions across allchannels—anytime, anywhere, and in any language.
• Wireless-Enabled Oil Field
Service Operations—Provides
field service engineers
real-time data on time-critical
information, including receiving
new jobs, tracking job status,
capturing well data, and
invoicing in the field through
wireless data solutions. Having
timely information leads to
higher levels of operational
efficiency and elevates
customer satisfaction levels.
• Customer-Focused Oil Well
Service Dashboard—Exposes
well service information such as
jobs, work tickets, well readings,
and invoices to customers
through an Internet portal
designed to help customers
analyze and understand their
well performance.
• Automated Asset Scheduling
and Dispatch—Provides
automated dispatching to
create a daily schedule for
trucks and trailers, reducing
drive time for trucks and
scheduling time for dispatchers
while optimizing operational
efficiencies and maximizing
return on capital equipment.
End-to-End, Extensible Business ProcessesUniversal Application Network enables
organizations to quickly deploy prepackaged,
end-to-end business processes that span multiple
applications. It provides organizations with the
flexibility to modify processes in real time in
response to fast-changing market, competitive,
and customer dynamics.
Based on Industry Standards Universal Application Network is based on
industry XML and Web Services standards,
including WSFL, WSDL, BPEL, and SOAP.
Siebel Systems has partnered with the leading
vendors of integration server solutions—
including IBM, Mercator, SeeBeyond, TIBCO,
Vitria, and webMethods—to develop the
Universal Application Network architecture.
Industry-Specific Business ProcessesBy enabling deployment of end-to-end
processes tailored for specific industries, Universal
Application Network speeds implementation,
leading to reduced cost and risk.
Reusable Business ProcessesUniversal Application Network business processes
can be created once and deployed anywhere,
since they can run with any standards-compliant
applications and integration servers. This
minimizes implementation cost and complexity.
Proven Integration TechnologyUniversal Application Network business processes
take advantage of the proven technology
developed over the past 15 years by leading
integration server vendors—IBM, Mercator,
SeeBeyond, TIBCO, Vitria, and webMethods.
Maximum Flexibility to Choose
Best-in-Class SolutionsWith Universal Application Network,
organizations are not locked into the proprietary
and inflexible architecture of a single vendor.
Instead, they have the flexibility to choose best-
in-class applications and technology, and they can
easily remove or replace applications to better
suit their needs.
42
Universal Application Network: Enabling Cross-ApplicationBusiness Processes in Support of Best Practices
Application integration has represented a major challenge and expense for organizations, accounting for
up to 35 percent of the overall cost of a typical IT implementation. Universal Application Network is a
customer-centric solution that solves the complex multiapplication integration problem within and across the
enterprise in a highly cost-effective way.
CRM
Adap
ter
Adap
ter
Adap
ter
CRM Integration ServerIntegration Server
Transformation
Business Process Controller
TransformationCommonObjectModel
CRMData Model
Adapter AdapterTransport Layer
ERPERP
ERPData Model
CustomerMaster
Legacy SCM Web Apps.
Adap
ter
Adap
ter
Adap
ter
Adap
ter
Universal Application Network is a standards-based, vendor-independent solution that enables organizations todeploy seamlessly integrated cross-application business processes within and beyond the enterprise.
Establish Measurable ObjectivesCRM initiatives should be designed to drive and
support significant objectives that produce
quantifiable benefits. The Siebel CRM Strategy
Group helps organizations establish measurable
business objectives and develop an effective CRM
strategy across channels and lines of business.
Align the Organization Successful deployments require alignment of the
organization with the CRM initiative and support
of the changes it will entail. Key best practices
include securing executive sponsorship, ensuring
that managers support the intended business
change, and ensuring that stakeholders
understand the capabilities and impact of the
CRM system. Through several service offerings—
including Getting Started, Executive Alignment,
and Management Alignment Workshops—Siebel
Systems helps organizations apply these best
practices to achieve organizational alignment.
Define Best-Practice Processes and
Map to Application Functionality With the Siebel ePlan methodology and tools,
Siebel Systems leverages a library of documented
best practices, business models, and task estimates
to build recommendations for appropriate
Siebel functionality and implementation
plans. In addition, Siebel MultiChannel
Services has proven best practices in sales
methodologies, channel management, and
other CRM processes. Through these and
other Siebel service offerings, organizations
can prioritize processes by business impact and
ease of implementation, leverage the standard
functionality of Siebel eBusiness Applications, and
minimize customizations—resulting in reduced
deployment risk and faster return
on investment.
Use a Phased Implementation PlanBy planning and executing the implementation
in phases, the organization can more effectively
determine each phase’s goals and ensure quick
wins. Each phase should involve end users in
the implementation design and should include
expert quality control reviews and testing. To
help organizations apply these CRM implemen-
tation best practices, Siebel Systems provides
Siebel eRoadmap—a proven, six-stage
methodology for rapidly implementing a
Siebel eBusiness solution—and Siebel Professional
Services, including Implementation Services as
well as functional and industry competency
practices. Implementation Services cover every
phase of the implementation, from scoping
analysis to metrics and measurement.
Implementation Best Practices: Ensuring Customer Success
Siebel Systems’ domain expertise is also reflected in its proven customer engagement model. With experience
in more than 3,500 CRM deployments—far more than any other vendor—Siebel Systems has developed a tried
and tested implementation methodology as well as a complete array of customizable professional services to
ensure customer success through every phase of designing, deploying, and using Siebel eBusiness Applications.
43
CRM ImplementationBest Practices
• Establish measurable
business objectives
• Align the organization with the
CRM initiative
• Define best practices and map
them to application functionality
• Use a phased
implementation plan
• Staff trained, experienced
consultants to implement
the CRM solution
• Train, reinforce, and reward for
100 percent user adoption
• Monitor progress and
measure results
Siebel Systems enables organizations to apply best practices in designing and deploying CRM solutions, from initial CRM assessment throughthe entire phased implementation process, resulting in successful deployments that yield measurable business benefits.
CRM Assessment
CustomSolutions Map
IndustryBest Practices
Mapped to Siebel Functionality
PhasedImplementation Plan
Siebel Global Competency Practices
offer consulting services on individual
Siebel eBusiness Applications and specific
industries. Siebel Systems also supports phased
implementations through Siebel Expert
Services for quality assurance; Technical Account
Management for ongoing technical guidance;
and Siebel Technical Support, which offers
24x7 worldwide technical support.
Staff Trained, Experienced Consultants
to Implement the SolutionThe Siebel Certified Professional program and
Siebel Technical Training offerings enable
organizations to follow best practices in
establishing and managing the implementation
project teams—which include only personnel
who have been certified and have proven
industry experience. Siebel Technical Training
provides consultants with the skills to
successfully install, configure, and administer
Siebel eBusiness Applications. And, through a
rigorous certification process, the Siebel Certified
Professional program establishes standards of
technical excellence, ensuring that all certified
consultants possess these skills.
Train, Reinforce, and Reward for
100 Percent User AdoptionEnd user adoption is perhaps the most critical
success factor in a CRM implementation.
Best practices to ensure user adoption include
developing an adoption strategy up front,
implementing a communication plan, training
end users, providing end user support, and
aligning compensation and rewards to reinforce
desired behaviors. Siebel Systems offers a
comprehensive set of training and change
management services to meet these requirements,
including Siebel User Adoption Workshop
and Strategy, Siebel Change Communication
Services, Siebel User Training, Siebel Custom
Online Help, and Siebel Simulations
(an interactive learning system that simulates
the Siebel application environment).
Monitor Progress and Measure ResultsTo manage and continuously improve the
effectiveness of a CRM strategy, an organization
must define and monitor performance metrics,
assess end user adoption, and regularly measure
and analyze business impact. Siebel Systems
assists organizations in applying these best
practices through offerings such as the
Implementation Effectiveness Review and
Siebel Satmetrix eSurveys, which are Web-based
surveys that track the satisfaction levels of
customers, employees, and partners.
Siebel Systems Partners with Leading
Systems Integrators to Ensure
Customer SuccessThrough the award-winning Siebel Alliance
Program, Siebel Systems partners with the
world’s leading systems integrators to
ensure the successful implementation of
Siebel eBusiness Applications. Most implemen-
tation teams include members from the
customer’s IT staff, the systems integrator, and
Siebel Global Services, enabling organizations
to leverage the skills, knowledge, and expert
resources of these blended teams.
44
Start Quality
Industry Best Practices Mapped toSiebel Functionality
EndAssignLead
AssignError Activity
CreateOpportunity
Note
Low-Quality Lead
LowDefault
Error
High
Unknown
High-Quality Lead
Siebel Systems provides a proven methodology for mapping best practices and business processes to application functionality.
Siebel Smart Web ArchitectureThe Siebel Smart Web Architecture sets the
industry standard for application performance
and sophistication. This unique technology
combines a zero-footprint, browser-based Web
client—meaning there is no software to separately
install and administer on the desktop—with
levels of interactivity traditionally available
only in Windows applications. The results
are a higher level of user acceptance and
increased satisfaction and productivity for
both employees and customers.
Depth and Breadth of Functionality Industry analysts widely acknowledge that
Siebel 7.5 is the most functionally complete suite
of applications on the market. The breadth and
depth of functionality of Siebel 7.5 are results of
continued investment in cutting-edge research
and development. Siebel 7.5 is finely tuned to
support industry-specific business processes,
enabling organizations to leverage best practices
for sales, marketing, and service. As a result of
this rich functionality and industry expertise, end
users can rapidly adopt Siebel 7.5, accelerating
deployment and an organization’s return
on investment.
Comprehensive Multichannel CapabilitiesSiebel eBusiness Applications provide the
only true multichannel solution that allows
organizations to manage, synchronize, and
coordinate customer interactions at all
touchpoints across all channels—over the
Web, in the call center, by field sales and
service personnel, and through channel partners.
This integrated approach allows organizations
to establish a common view of the customer,
leverage all customer interactions, dramatically
increase productivity, maximize revenue
and profit, and significantly enhance
customer satisfaction.
Industry-Specific ApplicationsSiebel Industry Applications leverage the breadth
and depth of the Siebel platform, providing
organizations with comprehensive out-of-the-box
functionality that minimizes the need for
customization and development, resulting in a
significantly lower total cost of ownership.
Recognizing that each industry has different
business processes, competitive challenges, and IT
requirements that cannot be addressed with “one
size fits all” CRM, all Siebel Industry Applications
provide a tailored suite of packaged applications
that encompass industry-specific functionality,
analytics, and business processes that reflect
best practices.
Siebel 7.5: Best-in-Class CRM Solution
Siebel Systems redefined the standard for CRM with the delivery of hundreds of business processes
embedded in Siebel 7.5, the latest release of Siebel eBusiness Applications. Featuring best practices and new
functionality for multichannel sales, marketing, service, and partner and employee relationship management
across 20 industries, Siebel 7.5 delivers faster, more cost-effective, and more successful deployments.
45
Analytics EverywhereSiebel 7.5 applications incorporate powerful
analytics capabilities to provide organizations
with real-time customer intelligence.
Siebel Analytics 7.5 provides personalized,
role-based analytic applications that deliver
relevant, actionable, and just-in-time intelligence
to employees, partners, and customers. With
Siebel Analytics 7.5, organizations can access
volumes of data from multiple sources and
deliver fact-based, personalized intelligence to
thousands of decision-makers, both inside
and outside the organization.
Siebel ERM Drives Superior
Business ExecutionSiebel 7.5 includes the industry’s broadest and
most comprehensive suite of packaged employee
relationship management (ERM) applications for
executives, managers, and employees. Siebel ERM
embeds best-in-class business processes such as
performance management; training; employee
self-service; and corporate-wide access to
resources, news, and other information. With
Siebel ERM, companies can adjust the corporate
operating plan and quickly realign the
organization to execute the plan based on
changing market needs.
Universal Application Network and
Web Services Support Recognizing that customer-centric business
processes involve data from multiple applications
and systems, Siebel Systems has ensured
interoperability by supporting Web Services and
standards-based integration through Universal
Application Network. Universal Application
Network takes a standards-based approach to the
design and development of cross-application
business processes while leveraging the proven
integration server technology of leading vendors.
Organizations can easily integrate data and
business processes across multiple applications
with dramatically lower cost and complexity.
Global Deployment SupportSiebel 7.5 expands the global deployment
capabilities of previous releases with significant
enhancements in the areas of Unicode support,
multilingual data, installation, and localization for
global deployments. A Unicode environment
supports the uniform storage of and access to
data that spans multiple code pages in a single
database and can be managed by a single set of
application components. Siebel 7.5 provides
robust Unicode support, resulting in dramatic
lowering of the deployment and maintenance
costs for global organizations.
Automated UpgradesIncorporating best practices from several
thousand previous customer upgrades,
the upgrade to Siebel 7.5 is automated,
comprehensive, and proven to work. The
process includes automated upgrades of data
and customizations; complete scripting support;
complete desktop integration; and a broad
array of upgrade services and training,
including reviews, workshops, and on-site
migration assistance.
Lowest Total Cost of Ownership Organizations that invest in eBusiness technology
must carefully scrutinize not just the initial cost
of the software, but also the solution’s total
cost of ownership over its lifetime. Siebel 7.5
dramatically trims total cost of ownership by
reducing costs in several critical areas, including
customization, configuration, integration,
maintenance, upgrades, training, and
deployment risk.
46
Proven Customer Success
Siebel Systems was founded in 1993 to address the growing
need of organizations of all sizes to acquire, retain, and
better serve their customers. Today, Siebel Systems is a
leading provider of eBusiness applications software, with
offices located in more than 28 countries. Its market-
leading, integrated suite of Siebel eBusiness Applications
enables organizations to deploy sales, marketing, and
customer service systems across all channels—including
the Web, call centers, field, resellers, and dealer networks—
at the lowest total cost of ownership.
With more than 3,500 customers worldwide across a broad
range of industries, Siebel Systems has developed deep
domain expertise in CRM and industry-specific best
practices, which are embedded throughout the entire suite
of Siebel eBusiness Applications. The result is proven
customer success. According to an independent audit,
Siebel customers have realized significant benefits from
their deployment of Siebel eBusiness Applications: On
average, they reported increases of 8 percent in revenue,
13 percent in customer retention, and 23 percent in
customer satisfaction and employee productivity, and a
13 percent decrease in operating costs—with a return on
investment in 12 months.
Source: Satmetrix Systems, survey of customers, September 2002.
RevenueGrowth
CustomerRetentionIncrease
CustomerSatisfaction
Increase
EmployeeProductivity
Gains
OperatingCost
Decrease
Return on Siebel investment: 12 months
8%
13%
23% 23%
13%
10P10-BR045-05625 (10/02)
© 1990–2002 Siebel Systems, Inc. All rights reserved. Siebel and the Siebel Systems logo are trademarks of Siebel Systems, Inc. and may be registered in certain jurisdictions. All other product names, marks, logos, and symbols may be trademarks of their respective owners.
www.siebel.com
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