Example of CRM implementation in a bank

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Service department specialists began to keep a systematized log of service performance, preventive measures, repairs and replacement of construction equipment. For these purposes, a new section "Register of sold equipment" was created. Documents in the service department (service contracts, acceptance certificates, equipment process charts) are now created automatically - a total of 28 printed forms have been developed.

Automation has also sunk the work of the quality control manager. The results of the interviews he conducts with clients are recorded in the CRM system for subsequent analysis (for this purpose, the "Surveys" section included in Terrasoft CRM X25 is used).

Naturally, Terrasoft CRM was integrated pastors in the us email list with the 1C 8 accounting system. The systems exchange documents such as invoices and expenditure notes.

Thanks to the implementation of CRM, the employees of the sales and service departments of the Viramax company began to spend much less time on routine work.


It can be said about the joint-stock investment and commercial bank "New Moscow" (NOMOS-BANK) that it is a multidisciplinary organization providing a range of services to individuals and legal entities both in Russia and in the international financial market.

Since its foundation, NOMOS-BANK has seen one of its main tasks as developing two-way contacts with clients, including via technical communication channels - by telephone and via the Internet. But for a long time, contacts were stored in autonomous folders and notebooks of client managers.

The expanding business has highlighted the problem of finding a tool that would allow saving significant phone calls, letters, email responses or feedback on meetings in the client's card.

In addition, there is a need to provide bank management with the ability to independently work with corporate information online, gradually moving away from paper reports (with them, one has to rely entirely on the competence of the compilers). As is known, wrong decisions are often made due to outdated or insufficiently complete management information.

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In addition, the enlargement of the bank's organizational structure led to the fact that the chain of approval of many decisions became more complex and grew. In order for decisions to be made more quickly and to be able to quickly respond to changes in the environment, it was necessary to organize the collection and exchange of information between the structural divisions of the organization in a mode as close to real time as possible.

To solve the pressing issues, the management chose such a path as the implementation of a CRM system. Having analyzed the existing offers on the market and held a tender, NOMOS-BANK settled on the industry banking solution SalesLogix Banking.

CRM implementation specialists helped to create a single information space, in which all customer data should be accumulated by importing it from various sources and further integrating SalesLogix with the bank's IT systems. A closed sales management cycle was also provided, including the sales forecasting phase, tactical and strategic planning, sales implementation and control. All employees were trained in the practice of effective use of CRM technologies.

The implementation of the CRM system allowed customer service managers to:

significantly increase the speed and volume of work performed thanks to automation (built-in templates for letters and documents, corporate data available in the system, etc.);

more effectively manage the profitability of services provided (complete information in the system on all transactions makes it possible to forecast sales volumes at any time);

to strengthen continuity in working with clients.

As for the bank's management, it has gained the ability to more effectively control the actions of client managers (as the process of implementing banking services and products has become more transparent) and provide them with the necessary assistance in a timely manner (for example, speeding up the process of various internal approvals). In addition, the organization's management team has become less dependent on the opinions of client managers who claim to be experts, independently receiving the information they are interested in from the system at any time. The involvement of managers in the implementation of the bank's development strategy based on information technology has also been optimized.