Abu Dhabi Commercial Bank was incorporated in 1985. Being the third largest bank in the United Arab Emirates, it is a diversified, full service bank with a range of corporate, retail and commercial banking offerings. Also ADCB delivers proficiency in treasury derivatives, Islamic banking, private banking, treasury derivatives and wealth management services. Having an aim of becoming the region’s number one bank in regards of customer service ADCB began on an exercise to change its customer servicing landscape.

However, ADCB being the third largest bank in UAE it lacked engaging with its customers in a more efficient and effective way. Also, the important and major existing system of the bank lacked a consistent, cohesive and integrated customer focused framework. Due to which the bank was not able to provide potential and existing customers with the amalgamated and rich experience which was important to serve and retain them. As a result the bank had various operational, business and technical problems. The problems the bank faced were as follow:
 The bank lacked a 360 degree view of the customers. The bank did not had a complete view of customers and lacked actionable information on individual customers. Also, it was not able to provide its customers with an integrated cross channel experience.
 Requests of the customers were not completed on time. Disorganized lead tracking resulted in loss of potential revenue and customers.
 The bank was not able to deliver differentiated services to the customers because it lacked a proper and effective structure to realize the real value of the customer.
 The customer responses were not handled effectively and efficiently which lead to loss of cross channel revenue and there was no tool to manage it.
To reconstruct the functioning of the bank altogether, ADCB needed to offer an integrated, context sensitive and consistent experience in reasonable time throughout channels. And to do that the bank had to implement a state of the art customer relationship management solution. There were various objectives that the CRM solution had to fulfill. The CRM solution had to integrate channels, applications, customer touch points and maintain a consistent communication across various departments which would provide customers a uniform experience. The CRM solution should provide an improved system to take care of the customer’s need and offer a unique experience to foster loyalty. It should help launch targeted and effective marketing campaigns to boost growth and customer satisfaction. Also, the CRM solution should be able to track and monitor customer profiles to increase revenue through cross and upsell efforts.
Abu Dhabi Commercial Bank chose Infosys to implement Oracle’s Siebel CRM solution as Oracle’s Siebel possessed the global expertise and experience with various banks to deliver the results. Infosys had a systematic approach toward the implementation of the CRM system in the bank. They carried out initial assessment and product evaluation and gained the bank’s trust through its preliminary seven week consulting engagement. By using its composite approach of offshore and onsite teams, Infosys designed and came up with the solution by using its Global Delivery Model (GDM). With the support of ADCB, Infosys designed the unified and integrated system to make sure that each and every customer enjoys uniform interaction with every department. With the standardized CRM solution each module of the CRM dealt with specific features and also being unified as a whole. The modules of the CRM solution included customer management, service request management, e-mail management, computer telephony integration, campaign management, lead management and the most important relationship management. The CRM solution by Infosys facilitated persistent multiple-channel customer experience. Due to which the bank’s interaction with the customer became traceable, increased rate of return, empowered