Retail customers

1.  Retail customers

·  An integrated offer, based on cash & payment services

·  Intensive development of all service channels

·  A new SPS-based operational model for retail branches.

·  To improve customer service

·  Building systematic sales skills within all of the Bank’s service channels and building ‘industrial’ skills to manage customer relationships and cross-sales as part of targeted campaigns.

·  develop and strengthen its brand to change customer perception

 

2.  Corporate Customers

 

·  Building the best country-wide corporate customer sales service organization system.

·  Differentiating the operations model and value proposition for the three key segments: large, medium and small.

·  The product range will be developed to ensure offering a comprehensive product line matching segment specific requirements

·  Internal processes will be streamlined through simplification, standardisation and IT development.

The analysis of implementation of the marketing strategy:

Retail Business

·  launched a new product (multi-functional current account) introduced in Moscow and St. Petersburg

·  Credit insurance product introduced.

·  Full functionality of Mobile and Internet bank implemented in Moscow, preferential pricing implemented for remote channel services. First stage of the country-wide contact-center launched.

·  Setting-up a federal call center for contacts

·  Launching a line of innovative products (e.g. ‘Grant life’)

·  Launching a new Internet bank and website. Currently actively developing ATM and payment terminal network

·  VIP customer service pilot

Corporate Business

·  First version of Customer Relationship Management and major

corporate customer model

·  Product development program for corporate customers

·  Model for working with small businesses

·  Specialized products for small business segment

Other Work Streams

·  New organizational structure introduced, IT and operational function consolidated

·  Upgraded credit monitoring and work out functions

·  SPS implemented in several thousand branches

·  First wave of headcount optimization

Sberbank has made the right choice and correctly identified areas for improvement. Most of the strategic goals are being met in line with the scheduled completion timing. The network of ATMs and payment terminals was greatly expanded, and the «Sberbank Online» service is rapidly gaining ground. Sberbank has changed its style and methods of work. Implementing new philosophy of meeting customers’ needs the bank are changing all aspects of the Bank. Sberbank are driven by the desire to help their customers realize their aspirations and dreams.

3.  Description of the company «Computacenter Plc»

Computacenter plc is the parent company of a group of European companies which provide computer services to public and private sector customers. Despite the spelling of the word «center», it is a UK company based in Hatfield, Hertfordshire.[8]

The company is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index.

Set up by British Harvard graduates Philip Hulme and Peter Ogden in 1981, who are both still involved in the group's management.

Computacenter today has over 10,000 employees across Europe and Group revenues of over £2.5 billion.[9]

The mission of the company

«To deliver IT services and solutions that enables our customers to achieve their goals».[10]

The strategy of the company

«Our strategy is to achieve long-term earnings growth. To help measure our success, we have five key strategic initiatives against which to benchmark our performance».[11]

The main activity falls into the broad categories:

v  Outsourcing:

-  Infrastructure management

-  Application management

-  Service desk

-  IT Security

-  Managed Hosting

-  Dusaster recovery

-  Asset management

v  Support and Maintenance:

-  IMAC

-  Resources on Demand

-  Datacenter maintenance

v  Datacentre Technology Optimisation:

-  Datacentre Current State Assessment

-  Infrastructure Discovery and Analysis

-  Data Classification and Tiering

-  Server and Storage Virtualisation

-  Server and Storage Consolidation

-  Software Optimisation

v  Commercial Solutions:

-  Supplier Management and Rationalisation

-  Web shop and e-Commerce Integration

-  Advanced Order Management

-  Leasing and Technology Finance

-  Capacity on Demand and Utility Infrastructure

Computacenter is ISO 9001:2000 certified by the British Standards Institution. The ISO standard provides the framework that underpins the 'Service Excellence' commitment and ethos of the organization.[12]

Computacenter has subsidiaries in several countries: United Kingdom, France, Germany, Belgium, Luxembourg and Netherlands, and its partner network extending its coverage to over 120 countries worldwide.

Key metrics 2009:

Group revenue £2.50 billion (2008: £2.56 billion)

Profit before tax £54.2 million (2008: £43.1 million)

Earnings per share 27.7 pence (2008: 21.0 pence)

Group annual services contract base grew to £503.6 million, at constant currency

There were two successful acquisitions during the year: Thesaurus Computer Services in UK and become in Germany.

The main customers

The main customers include:

•  Financial organizations – Aegon Asset Management, BGC Partners, Threadneedle, Deutsche Bank.

•  Public companies – Charity Commission, Liverpool Direct, Hinchingbrooke Health Care NHS Trust.

•  Telecommunication companies – British Telecom, Virgin Media.

•  Retail companies – Harvey Nichols, Speedy, Marks & Spencer.

•  Industry – Severn Trent, Gist, Crest Nicholson, BMW Group

•  Services – Carestream Health, Eversheds, Michael Page International.

Current marketing strategy

The Comptacenter's success is the direct result of a strategy of sustained high investment in the development of the services capability. The state-of-the-art facility is intended to be the source of significant competitive advantage.

Computacenter commercial success depends on the quality of the service and that, in turn, depends on the quality, training, and motivation of the staff.

Computacenter continue to invest across all of its businesses, consolidating its position as the leading supplier of distributed IT and related services to the European corporate and public sector marketplace. Computacenter wins a number of different contracts with major players if IT industry in Europe.

I want to point out that there were a big number of different acquisitions due to Computacenter become the most significant provider of IT infrastructure products and services in the United Kingdom and in Europe. The focus clearly is and remains on investing for growth in Computacenter existing businesses. Much of Computacenter’s growth is due to expanding relationships with existing long-term corporate customers. The quality of service that they deliver to both new and existing customers is the overriding factor in the success of the business.

Computacenter’s ability to deliver value through its entire range of services, combined with e-commerce capability, constitutes a significant competitive advantage.