CRM Best Practices

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


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



Yes

View Status

UpdateReceive

Notification

Load Test Script

Update Product Documentation

Approve Change

Proposal

Request Service

Request

Investigate Further?

Fixed?

Primary Occurrence?


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


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.


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?


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


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


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


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


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


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


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


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.


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


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


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


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


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


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


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


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


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


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


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

World HeadquartersSiebel Systems, Inc.2207 Bridgepointe ParkwaySan Mateo, CA 94404United StatesTel: +1-800-647-4300Tel: +1-650-295-5000Fax: +1-650-295-5 1 1 1

EuropeSiebel Systems UK LimitedSiebel CentreThe GlantyEgham, Surrey TW20 9DWUnited KingdomTel: +44-0-1784-494900Fax: +44-0-1784-494901

Asia PacificSiebel Systems AustraliaLevel 1, 80 Pacific HighwayNorth Sydney, NSW 2060AustraliaTel: +61-2-9012-3100Fax: +61-2-9012-3333

JapanSiebel Systems Japan K.K.Ebisu Prime Square1-1-39 Hiroo, Shibuya-KuTokyo 150-0012JapanTel: +81-3-5464-7700Fax: +81-3-5464-7702

Latin AmericaSiebel Systems Brasil LtdaAv. Nações Unidas, 12.90120 andar - Torre Norte04578-903 - São Paulo - SPBrazilTel: +55-11-3444-0450Fax: +55-11-3444-0666

Documents

CRM Best Practices