1. PAGE 1 l Teradata Magazine l Q3/2011 l ©2011 Teradata Corporation l AR-6386
by Cheryl D. Krivda
Maybank’s analytical CRM approach drives tenfold
improvement in campaign success. Industry leadership and
innovation can take a bank only so far. Commoditized products and
aggressive rate competition make it difficult to differentiate offerings.
Earning consumer loyalty, therefore, depends on delivering the best
customer experience possible. Recognizing this, Malayan Banking Berhad
(Maybank) sought a means to enhance the customer experience and offer
a superior value proposition. After considering solutions from Oracle, IBM
and SAS, the bank chose database and customer relationship management
(CRM) software from Teradata. “We were looking for a long-term solution,
and we knew Teradata was the best choice to meet our needs,” says Mohd
Fadzil Bin Ismail, head of CRM for Maybank.
OnThe Money
Case Study: Maybank, Kuala Lumpur, Malaysia
Business Focus
Sales Strategy
marketing approach
Now Maybank’s integrated mar-
keting solution provides a single,
centralized view of its clientele. It
allows marketing personnel to communicate
more effectively with consumers, thereby
improving customer acquisition, cultivation,
retention, loyalty and profitability.
Integrated Marketing Value
Maybank’s analytical CRM initiative,
dubbed aCRM, supports analysis, customer
communications, event-based market-
ing (EBM) and traditional marketing
campaigns. Data mining and business
intelligence (BI) software provide a 360-
degree view of customers so analysts can
accurately identify revenue opportuni-
ties, enhance sales channels, mitigate cost
risks, leverage valuable data, and optimize
contact management.
Users perform data analysis directly on
the marketing data mart that is housed
in a Teradata Active Enterprise Data
Warehouse. They also handle data profiling,
data manipulation, analytics data creation,
model building, and scoring and evaluation
within the Teradata platform.
“Now we can see where the data is coming
from, which delivers a better view of indi-
vidual customers—how much they spend,
which accounts they hold, and which chan-
nels they buy from,”says Fadzil.“Thus the
behavior pattern can be established, and that
enhances our predictive modeling initiative.”
Campaign for Change
With the aCRM solution, marketers can
divide consumers into target groups that
optimize service and communications by
concentrating on products and services
relevant to individuals in each segment.
The EBM application uses call centers,
branch networks and other channels to
reach out to individuals through planned
campaigns delivered at the most oppor-
tune time. EBM also facilitates predictive
modeling for product development and
customer retention.
Using Aprimo Relationship Manager
(formerly Teradata Relationship Manager),
team members employ multiple channels,
steps and touchpoints to reach individu-
als—using their preferred channels at the
right time—with customer acquisition and
retention, cross-selling and up-selling, and
channel management campaigns.
Timeline:
CRM Journey

2. PAGE 2 l Teradata Magazine l Q3/2011 l ©2011 Teradata Corporation l AR-6386
2008-20122004 2004-2007
“Before aCRM, our campaign commu-
nications would be based on product lines
or campaign duration,” explains Noazrul
Hisham Bin Abd Zawawi, channel readiness
national lead for CRM.“Now we are leading
with messaging on relevant choices custom-
ers should make, which lets us offer good
advice and help our clients.”
More information and higher-quality
leads are motivating follow-up as well.
“The number of customers contacted by
the branch employees has risen by more
than 70 percent,” says Mohd Khair Bin
Abu Bakar, head national lead for CRM.
“Now nearly 90 percent of branches
actually request lead-generation
support—up from only 50 percent a
few years ago. Our branches recognize
the value of the leads they are getting
from the aCRM system.
“The branches like getting information
about their performance in terms of leads
generated, customer contacts and result-
ing sales,” Khair adds.“It helps them to
translate their efforts into value to the bank,
which is always rewarding.”
Bang for the Buck
Maybank is realizing dramatic benefits from
its aCRM initiative. Marketing campaigns
Relationships
Robust analytics
support for
customer, product
and portfolio
analysis
Full marketing
automation with
multi-channel,
multi-step process
Sales and
market share
Product-centric
Develop products
with limited
analytics
Mass marketing
Apply customer and
product analytics
using profiling and
basic segmentation
Target marketing
with limited
marketing
automation and
closed-loop process

3. are now 10 times more successful. Lead
generation times shrank from weeks to
hours. New campaigns that previously took
weeks to come to market are now complete
in only a few days. The average campaign
conversion rate jumped from a low of 0.3%
to an average of 8% and a high of 30%.
In addition to increasing customer satis-
faction, these successes created significant
bottom-line value. Maybank gained RM
3 billion ($961 million) in new sales from
the project’s start in August 2007 until
late 2009. In its first two years, the aCRM
project achieved a 164% annualized return
on investment (ROI).
“When you call a customer and you already
know which products they have,it makes the
conversation more personal and more effective
than using a generalized approach,”says Khair.
“That can only be an advantage to Maybank.”
Invested in Customer
Engagement
Maybank plans to explore additional
opportunities to boost sales performance,
customer satisfaction and ROI. For example,
the aCRM team is looking to optimize
system usage and expand the number of
data sources and channels.
One item on this agenda is the integration
of Internet banking data into the marketing
data mart so click-throughs on the website
can be tracked and the resulting knowledge
used to communicate even more effectively
with customers. Another project will focus
on multi-channel, multi-step marketing
efforts as the team starts to explore micro-
customer segmentation, risk profiling, a
customer loyalty program, value-based
pricing and differentiated services.
As Maybank pursues continuous
improvement in the hyper-competitive
financial services market, it is banking on its
partnership with Teradata.“Other vendors
come in, install software, and go on their
way,” says Fadzil.“The Teradata experts take
the time to talk with us and find out how
we are doing, and they help us learn how
things can be improved. Teradata provided
us with business consultants who under-
stood our industry needs. Their experience
helped us reduce our learning curve and
deploy the solution faster. We have a real
partnership that will support not just our
growth, but our ongoing success.” T
Cheryl D. Krivda writes about the intersec-
tion of business and technology for publica-
tions and corporations around the world.
PAGE 3 l Teradata Magazine l Q3/2011 l ©2011 Teradata Corporation l AR-6386
At a Glance
The company:
Malayan Banking
Berhad (Maybank) is
Malaysia’s largest finan-
cial services group,
with 18 million custom-
ers and 1,750 offices in
14 countries.
The challenge:
To improve its bottom
line, the firm sought to
shift its focus from sell-
ing products to build-
ing service-oriented
customer relationships
through improved mar-
keting techniques.
The solution:
Maybank deployed
an integrated market-
ing solution using a
data warehouse and
customer relationship
management tools
from Teradata.
The Results: The
bank saw its marketing
campaigns become 10
times more success-
ful, gaining RM 3 billion
($961 million) in new
sales and realizing a
164% annualized return
on investment (ROI).
ONLINE
For more, download the
business white paper,
“Maybank: We’re Banking on
Customer Engagement,” from
Teradata.com.
Remarkable
Results
Case Study: Maybank
Tenfold improvement in campaign results
Lead generation time slashed from weeks to hours
New campaigns launched in days, not weeks
RM 3 billion ($961 million) in new sales generated
164% annualized return on investment (ROI)