One of our clients is a service based company for some of the most world’s most forward-thinking companies. They are rated as one of the top 10 credit unions with a variety of financial services.
Credit unions are a one stop shop for all their customers’ financial requirements. With this, at any given time our client will be helping customers with their expenses such as mortgages, loans, and other credit. To help every customer reach their financial goals our client needed a platform that fits all the services offered by them.
They had an issue with their Salesforce®️ implementation due to which they looked for a new approach which can audit their existing system and identify architectural gaps, technology gaps, and best practices. Following were some of their pain points:
Low adoption rate
Lacking in opportunity attribution
Problem with their application architecture
They expected to rearchitect their Salesforce.com instance to build a foundational member database and provide accessibility to member 360 consolidated from CRM and integrated back office financial systems to facilitate:
Prospecting and sales processes
Seg management and business developement
Promote self service
Account Service Management
Cloudalyze provided a list of the various Process and Technology gaps in the current implementation. Cloudalyze provided the following architecture and design artifacts to kick start the remedy effort
Cloudalyze performed a thorough best practice gap analysis by comparing current state business processes with Salesforce®️ solutions.
Cloudalyze helped Introduce various best practices and tools that would support the Prospect to Compensation tracking process within the salesforce.com platform.
Cloudalyze planned a phased design and implementation of various Application functions that would eventually add up to create a robust Prospect to Compensation tracking toolset, that would leverage Salesforce.com Best Practices and Out of the Box features.
Cloudalyze built a conceptual functional architecture to identify the various functional process entities and how they relate and interact with each other to define an underlying data structure that would support the application infrastructure.
Impact on client’s business
Today the client has a more efficient and customer-centric sales force. The sales team has the current tools it needs to manage its sales workflow through Salesforce technology. The work has resulted in double-digit productivity gains, a better overall customer experience, more customer loyalty, and up to a 50% reduction in overall sales administration time. The sales force can now make hundreds of calls each week and is well positioned to capture more market share. Going forward, we anticipate that the work on the thorough transformation of the company’s front-office capabilities will provide the expected benefits and opportunities for growth for years to come.