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Other Directories, Comparisons, Research 2002 Sales, Marketing & CRM Systems (October) View from the Top: Chris ...

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Summary of Reports

 Ascent Technology

 Convergent

 Cosmic Solutions

 Epicor

 Firstwave

 MEI Europe

 Microsoft Business Solutions

 Sage CRM Solutions

 SAP

 Saratoga

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Management Briefings



 Market Overview | Part 2 | Part 3

 Expert Opinion: Rob Brickle of AnitePS Consulting

 View from the Top: Chris Gent, Financial services firm Teachers Provident | Part 2

 Project Management: Robert Shaw, Cranfield School of Management | Part 2

 Technology Trends: Colin Evans, PricewaterhouseCoopers | Part 2 | Part 3

 Call Centres: John Sansbury of Compass | Part 2

 Customer Focus: Steve Downton, Downton Consulting | Part 2

 e-CRM: Jenny Marks of BTeLocations

 Return on Investment: Dave Abberley, Xayce | Part 2

 Business Intelligence: Contemporary’s Justin Short | Part 2

 Reader Symposium: Inviting readers to a free 'Conspectus' symposium on 'Facing the Future'

View from the Top - Part 1 | Part 2

 PROFILE

Company: Teachers Provident.

Interviewee: Chris Gent.

Job Title: Chief Executive.

The Subject: Financial services provider Teachers has developed bespoke software in a bid to achieve a single view of customers and straight-through processing.

 

PERSONAL FILE

NAME: Chris Gent.

BACKGROUND: Read economics at London University then spent his early career at IBM. He joined Teachers in 1972 to resolve a variety of operational problems then went on to assume responsibility for marketing, sales, operations, personnel and IS functions. He led the organisation’s diversification from a life and general business insurer to a more broadly-based financial services provider. He became deputy chief executive in 1986 and CEO in 1988. He is 59 years old, and married with three grown-up children.

Q: WHAT WAS THE BUSINESS BACKGROUND TO YOUR CRM INVESTMENT?

A: In 2000, I produced a document called Into the Future. In there, we envisaged that we had to make sure that we were customer focused, and that we had to remain competitive: we needed to reduce our costs at the same time as investing in customer systems.

There were three strands to our overall strategy. We were looking to improve our flow of new business, but that has to be done cost-effectively – there’s a hell of a difference between the two, and some of our competitors might find they are buying business at a loss! We wanted to ensure our business is cost-effective and to operate more effectively. The third area was offering our services to others – at the time we were running a unit trust system for another friendly society and wanted to expand that kind of operation.

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