One of the world’s largest semi-conductor foundries engaged CGE&Y in a major Siebel 2000 CRM initiative. The solution was to implement a CRM package in support of Marketing and Sales & Account Management across Asia, Europe and the USA.

This Consultant was the Project Manager. The project involved boardroom prototyping in both Taiwan and the USA and a rapid development timeframe. This Consultant managed an international team from inception to completion.

A global leader and household name in distribution engaged CGE&Y to define a contact center strategy for their US$1+ billion dollar business in Asia Pacific. This Consultant was the project manager. The study involved assessing 12 existing call centers across 9 countries together with strategic growth forecasts, eCRM and the global customer service vision. A future blueprint was defined that incorporated strategic investments such as self-service and value-based customer experience. Rationalization opportunities were defined with projected year-on-year savings in excess of US$3M. This was supported by a detailed business case and roadmap.

CGE&Y was engaged by a leading bank in Taiwan to perform a strategic review of their IT department. The bank had recently acquired another leading bank and wanted to position their IT department to play a leadership role in the expanded organization. The assessment comprised three streams: Organization, Governance and Technology.

This Consultant led the Organization stream. He interviewed executives across the bank to identify current and future technology needs. He then developed a measurement tool and performed a detailed assessment of the skills and competencies of the department’s 100 employees. Strengths and challenges were identified and translated into a training plan.

A major Australian telecommunications carrier engaged Ernst & Young to design, build and implement a Siebel CRM solution that would provide Account Management & Planning and Campaign Execution functionality for the company’s retail arm.

His role was Business Analyst. This Consultant work-shopped requirements with three divisions of the business to arrive at a number of process models. This Consultant also led a small team in the development of management reports. He later managed and coordinated the training of 40 trainers and 2000 users.

Ernst & Young were engaged to manage the implementation of a Siebel Contact Management Solution at a major financial services company. The company identified Technology Enabled Selling and Sales Force Knowledge as integral to ensuring a continued leadership position in the financial services sector.

His role was Business Analyst. This involved mapping business requirements and developing processes definitions across two divisions, direct distribution (telemarketing) and business development (financial planning and advice). This Consultant also managed the development of management reports and delivered user training.

An Australian mobile communications carrier engaged Ernst & Young to provide business case support for customer self-service and develop a WAP proof-of-concept. This Consultant performed an assessment of an existing call center application and additional requirements. These functions were mapped to a process model and an approach to data management identified. A function to channel alignment was completed. This Consultant was also asked to assess the ability of WAP to meet the requirements. This involved establishing an environment and configuring a number of functions in Siebel. This was the first time globally this functionality had been built for this particular WAP platform.

An Australian mobile communications carrier engaged Ernst & Young to implement a Siebel CRM solution for outbound campaign management and execution. The solution was to facilitate churn reduction and loyalty creation. His role was that of both Business Lead and Configuration Lead. This Consultant was later asked to fill-in as project manager.

The initial deployment was completed in 10 weeks. This was one of the most rapid Siebel implementations globally.

Ernst & Young were engaged by one of the world’s largest producers and distributors of fast moving consumer goods to complete an eCommerce Strategy. This Consultant managed the competitive analysis stream. This involved identifying key industry players and performing an assessment of their current and planned eCommerce initiatives.

Australia Post engaged Ernst & Young to identify initiatives to reduce cost in their national shared service center. His role was business analyst. This involved interviewing process owners and stakeholders to identify current processes and associated activity-based costs that were benchmarked. He then assisted in the development of an improvement portfolio that identified ‘quick hits’ and long-term initiatives to reduce cost.