"During implementation of our project we appreciated Aspiro proven experience, demonstrated by their ability to explain relevant topics using visual and easily understandable practical examples, as well as readiness to deliver a little bit more than was covered by the contract.
Generally, cooperation with the Aspiro team was smooth and efficient. Problems were addressed openly and solved in time and in order to achieve our main target - to develop feasible and comprehensive mid- term CRM Strategy for Tatra banka.
Aspiro experience, from similar projects, helped Tatra banka to build a sound CRM strategy across all the business segments.
Overall, cooperation with the Aspiro team was really enjoyable and especially successful. "

--
Vladimír Matouš, CIO
Tatra banka, a.s.

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Tatra banka - CRM Strategy Project

(15.4.2011) Tatra banka selected Aspiro to partner with a leading management consulting firm to combine the local hands-on CRM experience with the world’s leading CRM practices and jointly develop a company-wide CRM Strategy for the Bank.

Tatra banka has undertaken a series of efforts in the CRM area to support its business strategy and priorities for upcoming period. To extract the maximum value from all those efforts and avoid duplication / misunderstandings, Tatra banka felt the need to quickly align the Bank towards a common “framework” for CRM capabilities (including tools, organization, people, processes, and governance) and to define target “best-fit” aspirations and CRM evolution roadmap, i.e. orchestrating all CRM-related projects into an organic and comprehensive transformation program.

In less than 3 months, the joint team of Aspiro and leading management consulting firm designed a comprehensive cross-segment CRM Strategy that defined the range and depth of CRM capabilities required to execute Tatra banka’s strategy, and laid out a set of projects organized into a CRM Roadmap to prioritize and deliver these capabilities in planned business releases.

The adopted project approach included:

  • establishment of a common CRM framework
  • definition of “best-fit” capabilities based on the Bank’s strategic priorities for each segment
  • assessment of already running / planned projects and identification of the missing pieces.
  • consolidation of existing, modified and new projects into a CRM business roadmap
  • development of the underlying IT architecture for the CRM domain.

By implementing the CRM Strategy, Tatra banka will benefit from (1) a clearly set direction for all the CRM initiatives aligned with its core business, (2) shared CRM capabilities across different segments, (3) modular IT architecture avoiding duplicate development of functionalities.

Note: Tatra banka was established in 1990 as the first private bank in Slovakia. Currently it is a member of the RZB Group and one of the most successful subsidiaries of Raiffeisen Banking Group in Central and Eastern Europe. It is a modern universal bank offering complex banking services and solutions in management of funds for both corporate and individual clients. Via its network of 154 business outlets, it operates in all regions of Slovakia and has approximately 3,400 employees.

This information has been published with the consent of Tatra banka, a.s.

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