meeting BSI 2/13 E

meeting BSI customer magazine I No. 2/13 I www.bsiag.com

DOERS A cultural expert and a geneticist on drive MOBILE BSI develops a fleet solution for DB Fuhrpark FIT Sylvie Meyer gets down to brass tacks at PostFinance

BSI value number 16

“WE CAN DO IT.” When we see a problem, we solve it. To talk about it conjunctively, to discuss what we should do, what has to be better, doesn’t make us happy. And “that’s not my job,” “I assume that the customer,” “but it worked for me…” are not sentences heard at BSI.

“THOSE WHO NEVER MAKE A SINGLE ERROR, PROBABLY DON’T ACCOMPLISH MUCH ANYWAY.” Nicole Brandes

“Doers make. Also mistakes.” Interview with a cultural expert and a geneticist 4 BSI Retail The Point of Sale becomes a service leader 10 ‘Fuhrpark’ Fleet solution for Deutsche Bahn based on BSI CRM 14 Service champion Sylvie Meyer and BSI CRM place PostFinance at the cutting edge 16 Meet the team How Muriel Hochuli-Wyss manages her job and family 18

Published by: BSI Business Systems Integration AG, Täfernstrasse 16a, CH-5405 Baden Editor-in-Chief: Catherine B. Crowden, catherine.crowden@bsiag.com Editorial collaboration: Claudia Gabler, Claude Schuler Editor: Christine Hinnen, Winterthur, hinnen@woertlich.ch Design concept: corinta bürgi-cito artdirection, Kilchberg, artdirection@corinta.ch Translation: Word+Image, Zufikon, work@wordandimage.ch Photo credits: iStockphoto (Cover), Editorial: Peter Schäublin, (pp. 4–9) iStockphoto, several Sources, (p. 10) Catherine B. Crowden (pp. 12/13) BSI employees, (pp. 14/15) DB Fuhrpark, (p. 17) Peter Leuenberger, (pp. 18/19) Muriel Hochuli-Wyss, Shutterstock Lithography and printing: Linkgroup AG, Zurich Paper: PlanoArt 150 g/m2, wood-free Frequency of publication: Twice annually in German and English, circulation: 3,500

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meeting BSI I No. 2/13 I Index

Christian A. Rusche CEO BSI

E

Every personal strength is also a weakness at the same time. My wife can certainly confirm this: I am, after all, very neat.

Things are a bit better inside companies, where you can complement one another. Depending

on the task and goal, teams can work together with the right mix of skills: some really like to do

the first 80 percent, while others prefer completing the last 20 percent. That’s why a diversity of

strengths is needed to be complete as a team (as well as the unavoidable weaknesses). Particularly value-oriented companies like BSI, which have their own codex, are in danger of becoming too uniform, and by doing so, miss complementary, augmenting personalities.

One of our most important values is to be “doers”: If we have an idea, we put it into action.

If our customer has a problem, then we help. If a coworker has a question, then we answer

it. Many things are astonishingly easy and can be accomplished in 2, 8 or 40 hours. I like this

value very much and it’s fun to work this way; to create things; to take action and not to mull it over it a hundred times. I like looking at a problem, to understand it and then to solve it. I like making rapid decisions.

A lot is required to actively live such a corporate culture, especially trusting one another.

Because one thing is clear: doers make mistakes. But making mistakes is not bad; what’s bad is not taking action.

A corporate culture like this requires diversity. Every member contributes his or her individual strengths. Some prefer to proceed step by step, carefully considering and questioning

what they do; taking time to analyze. Such people are not opposites, but valuable team members who complement the strikers.

Christian A. Rusche meeting BSI I No. 2/13 I Opening

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According to Nicole Brandes, expert for intercultural management, the environment contributes a great deal towards becoming a doer.

“DOERS ARE PEOPLE WHO NOT ONLY DO THINGS, BUT WHO ALSO ACHIEVE SOMETHING.” Nicole Brandes

KEYNOTE

What makes doers INTERVIEW: CATHERINE B. CROWDEN UND CLAUDIA GABLER PHOTOS: SEVERAL SOURCES

There are people who talk about it, and then there are people who do it: doers.

There is no conjunctive form to describe them. They don’t just talk about problems, they solve them. But what makes a doer into a doer? Is doing something innate or acquired?

To find out more, we asked the charismatic expert for intercultural management, Nicole Brandes, along with the famous geneticist, Dr. Markus Hengstschläger.

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meeting BSI I No. 2/13 I Keynote

o be a doer or not – is it a question of culture or genetics? Our interview partners

T

their animals were being killed by lions. To protect

only produce proactive, responsible people of action. Who becomes problem-orien-

ted, and who becomes a doer? Nicole Brandes and Markus Hengstschläger provide

with the law. One night, the teenager came up with an ingenious idea to install a light that also moves

agree that both are necessary. That’s because possessing the talent to be a doer does not guarantee success. And even the doer-friendliest environment does not

interesting and surprising answers to this question and more. We interviewed the cultural ambassador and the geneticist separately.

Ms. Brandes, are doers heroes in all cultures?

Doers are people who not only do things, but who also achieve something. While

others see opportunities, they create opportunities. Regardless of whether on a large or small scale, people who are successful are always admired to some degree, irrespective of culture.

You become a hero by doing extraordinary deeds. Just what such deeds might be,

depends on the culture and its Zeitgeist. You can become a hero by chance and

themselves, they did everything they could to kill the predatory cats. By doing so, they came into conflict while the shepherds sleep. The light successfully sca-

red the lions off. His idea has since really caught on.

He now travels throughout Africa and demonstrates how people, cattle and predators can live together in peace with his invention. The government supports

him in the process. This boy is a doer, and at the same time he is a hero.

What happens when doers from different cultures collide?

from one moment to the next, because you were at the right place at the right time

I would not speak of a “collision” right off the bat. Do-

with passion and perseverance.

can also feel antipathy for one another for the same

and took the right action courageously or reflexively, such as saving someone who

is in trouble. To be a doer is something more lasting. He or she pursues his/her goal A doer can become a hero. A hero need not necessarily be a doer. As a result of globalization, there are many doers who are cross-cultural heroes including businessmen like Steve Jobs, musicians like Bono or athletes like David Beckham.

What distinguishes internationally successful doers?

There are people who we follow because we have to, and then there are people who we follow because we want to, because they move us. Doers are distinguished by

the innate ability to mobilize themselves and other people, because they know the “invisible laws” that drive us. One can move others only through emotions, which

are the same for us all regardless of our skin color and culture. However, culture does provide visible and many invisible framework conditions. A doer will recognize these and know how to deal with them and improvise. He or she also possesses the wisdom to decide when the set rules must be overridden. You don’t have to be brilliant to be wise, but brilliance without wisdom is not enough.

Do certain cultures offer especially fertile soil for doing?

Naturally, the environment plays an important role for the emergence, realization

and success of ideas. Creativity and innovation take place everywhere – perhaps particularly when the circumstances are difficult. I recently read about a 15-

year old Massai youth: He was a shepherd and the family was desperate because

ers can mutually inspire and help one another because

they are carved from the same wood. However, they

reason. A person is shaped from three sides: First, he has a wonderful uniqueness with his very personal ta-

lents and abilities. He might be inventive, for example, he can be communicative or reclusive. Second, there

are the universal needs that we all have: love and affiliation, drinking, eating, sleeping or to be successful.

And thirdly, we have culturally specific characteris-

tics that shape our behavior. These are our values, the way we communicate, how we solve problems and attitudes about relationships to one another, to time

and to the environment. People can thus be likeable on a personal level but misunderstood on a cultural

level, because they can not decode the rules of conduct

and action reflexes of others. Small differences on this

level can cause major problems despite sympathy.

This can be obvious, for example, in culturally mixed marriages or during business negotiations between people from different cultures. Cultural knowledge is

helpful here because experience does not suffice for mutual understanding.

BSI Business Systems Integration AG

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“THE WORST THING WOULD BE TO NOT DO THINGS OUT OF FEAR OF MAKING A MISTAKE.” Nicole Brandes

of the world, the relationship comes before the product in business as well. To be successful through purely economic considerations is not possible in many cultures. Many business deals have failed because of this.

How can proximity be established over geographical distance?

Just as it normally would be: with regular contact and exchange through all pos-

sible means of communications. However, regular on-site visits are also important

What was your greatest intercultural “faux pas”?

(Laughs) Oh my, there have been so many! And surely there will be more. Having an intercultural intelligen-

because they convey appreciation of the customer and employees. Doers move

people. CRM can offer great support to engage with customers. In addition to CRM,

we also need ERM, employee relationship management. We need to know more about our employees so that we don’t just involve them through their performance.

How important is intrinsic motivation for doing?

ce makes it possible to anticipate, analyze and also to

That is the motor that drives everything! True doers can be possessed by their

recipe and life is not a cake. Besides theoretical know-

people, critics, pressure and setbacks. Nothing can stop them; at the most, only

de-escalate situations and extends far beyond business etiquette. Yet, intercultural intelligence is not a

ledge, it is important to constantly question one’s own ambiguity tolerance. How open am I and can I accept

deviant behavior? That requires great attentiveness and yet can quickly be lost in the heat of the battle.

How can you avoid “faux pas”?

You can’t! Life is too diverse. You can, however, redu-

ce the likelihood of making a ’faux pas’ by getting to know cultures and by having a “both/and” attitude

instead of an “either/or” mindset. That requires ha-

ving the courage to make mistakes. Those who are open, treat others with respect and show authentic interest can not really go wrong.

How important is personal contact for doers?

Doers also need other people for productive doing.

Personal contact is always central for confidence

building and for building relationships. In many parts

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idea. For whatever reason, they pursue their goal tirelessly, push themselves through periods of self-doubt and have the stamina to hold out against negative delay them. I think that such motivation can only come from within. There is, by

the way, an interesting study that shows that extrinsic motivations function, but

only for simple, mechanical routine tasks, such as in factories. The greater the motivation the greater the performance. For more complex tasks, precisely the

opposite was determined. The greater the motivation, the lower the performance.

How do you tap into the power of culture?

By building your own culture! Doers bring people together and connect them.

They not only create ideas, but also value systems, through which people orientate themselves and then act upon.

You are described as a doer. Can doers also get on peoples’ nerves?

(Laughs loudly). Yes, that’s certainly true! (Laughs again.) Doers are constantly reinventing themselves, challenging what is, questioning and always seeking to

improve. In the process, they constantly are throwing the status quo overboard.

Naturally, this can be strenuous for people who are not this way. I’ve experienced this with certain bosses, and also with my teams. I always had really great teams, but I also drove them crazy (laughs aloud again).

meeting BSI I No. 2/13 I Keynote

The genetics professor, Dr. Markus Hengstschläger, is convinced that, “Parents and schools must discover and encourage skills.

We cannot afford to do without the many talents that would otherwise go undiscovered”.

is commonly said in this regard that, “either you have it or you don’t!” But what does this mean? For every

success there is something like a special performance condition – one or more talents. Yet, talent alone is no guarantee of success. What is talent anyway? Ta-

lents are special performance conditions (= genetics), which through hard work (= environment) must be discovered and converted into a special performance

Many people talk about doing things differently and then don’t do it. What has been your experience, Dr. Hengstschläger?

Unfortunately, today it is easier, and under some circumstances, even more advan-

tageous for a career to go along with the crowd, than to be right all on your own.

Every person is born an individual, but then for the rest of their lives must resist

dying as a copy. The greatest problem I see is that many people take great efforts to level everything: “If everyone is doing it, then it can’t be so wrong,” is a widespread opinion and apparently calms far too many people.

Is being a doer innate or acquired, is it a talent or gene?

Such complex tendencies or patterns of behavior are controlled by multiple factors in people. This means that it depends on both genetics and the environment.

People are fundamentally not reducible to their genes for such things and it certainly does not come down to just a single gene. Genes are, at the most, like a pencil

and paper, but each one of us writes his own story. On the other hand, would two people who practice equally as long, achieve the same artistic level on the violin?

Can everyone sing like Elina Garanca or Placido Domingo – is it just a question of practicing and learning? Can anyone ultimately play football like Lionel Messi, if he

trains equally as long and hard? The answer to these questions is, of course, no. It

(= success).

What generally makes doers into doers?

I think that self-confidence and decision making capability are important factors here. Just how much of

this is innate and how much the upbringing, education and the environment contributes, simply can not be measured.

How do we make doers?

The Austrian author, Peter Rosegger, has stated that every person has talents, and only the light of education reveals them. Every person must have the chan-

ce to discover their individual special performance

conditions and through hard work to turn them into a special performance. Individuality is the greatest asset if you want to be prepared for questions that you do not yet know, because you will be confronted with

them in the future. But everyone also has the right to ignore his talents or to compensate for a lack of talent by working harder.

BSI Business Systems Integration AG

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“THE FOCUS MUST BE PLACED ON WHAT THE INDIVIDUAL CAN DO ESPECIALLY WELL AND NOT AN EXCLUSIVE CONCENTRATION ON WEAKNESSES.” Markus Hengstschläger

Friedrich Nietzsche said: “Skills are innate: They seek to become accomplishments.”

How do you turn the doer capability into doer accomplishment?

electricians also cannot build one. The more com-

You don’t become talented through your teacher. The

pend on teamwork for (and that is actually the lion’s

task of parents, teachers and the education system is to

do everything they can to discover and encourage the talents in our community. The focus must be placed on what the individual can do especially well and not an

exclusive concentration on weaknesses. We must dis-

cover our peaks and promote them. Uneducated levels

plex the task is, the more diverse the team must be.

On the one hand, each one of us must find out what he can and cannot do. For the part that you must deshare), you need social competence, emotional intelligence and empathy to interact.

Were you always a doer? What people/ experiences in your life have animated you the most to become a doer?

must be educated, not to raise the average, but because

I very much like to make decisions, as a researcher,

What incentives motivate doing?

rents always encouraged me as a child.

we can not afford to do without the many talents that would otherwise go undiscovered.

The best incentive for hard work is success – and don’t forget to praise, praise, praise.

Doers must stand out – which is not viewed positively in every culture.

am constantly seeking for new things, for the fantastic things that happen each day. On top of that, my pa-

What problems are to be anticipated as a doer?

That not everyone wants to cooperate.

What leverage do tools have on doing?

Like I said: Genes are merely the pencil and paper.

Only he who has a hammer and nail, and knows how

a risk – that’s what we have to encourage the next

Is everything doable?

There is no story that is not worth writing! We just have to be left to it; we must try it out, dare to take generation to do – even if it means standing out in the process.

When is it better to do, and when is it better to let it be done?

to use them, can hang a picture.

No, and besides that, not everything that can be done, should be.

The recipe for success is: To make up for lacking intrapersonal intelligence with interpersonal intelli-

gence. If you cannot do something yourself, then you have to find someone who can. No one builds a house all by themselves anymore, but then a hundred

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meeting BSI I No. 2/13 I Keynote

Nicole Brandes has worked for and with some of the most powerful doers in the world. As a manager, she established VIP clubs in international corporations, and among other things, managed a foundation for Queen Silvia of Sweden. Today this charismatic businesswoman with Asian and European roots is dedicated to an improved understanding between cultures.

She is equally passionate about being a sensitive mediator between cultures, a sought-after speaker and a management coach.

Book information “It doesn’t matter who you are, but how you come across” How to successfully speak, appear and seem in other cultures.

Business with people from foreign cultures can bring managers to the boundaries of their comfort zones because, despite international experience, minor differences can trigger major problems. They can lead to the failure of entire projects. In this book you receive short and concise tips on which cultural challenges you must be aware of if you want to present your projects worldwide. They will save you time, nerves and costs. www.spiegelberg-verlag.com

University Professor Dr. Markus Hengstschläger was a punk rocker at the age of 16. He received his doctorate title in genetics at 24, at 35 was named the youngest university professor for medical genetics, and today is Head of Medical Genetics at the Medical University in Vienna. As the author of three number one bestsellers: “Die Macht der Gene”, “Endlich unendlich” and “Die Durchschnittsfalle” (in German), a multiple award-winning scientist and well-known science moderator on ORF Radio, Hengstschläger impressively proves that success arises from individuality and that you need to depart from old paths to embark on new ones.

Book information Die Durchschnittsfalle: Gene – Talente – Chancen Either you have it or you don’t. Is that right? Isn’t it possible to be successful without specific genetic prerequisites? Or is the opposite true? No gain without pain? In our much-discussed performance-oriented society, the raising of average all-rounders has become top priority. But, who determines what is normal in the first place? We do not know what challenges will confront us in the future. We can only overcome them when we promote those unique talents that slumber within us all. It must become normal to deviate from the norm. Or to put it differently: We need peaks and freaks! www.amazon.de

BSI Business Systems Integration AG

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T

here are specialists for customer retention, while others offer cash register software. There are

companies that offer e-shops or a call center con-

nection, while still others provide order screens for inventory management for the catalogue business.

And finally there are also companies that are specia-

The customer can be thoroughly and optimally advised and served

lized in mobile and tablet devices. Until now, these

in the shop with BSI Retail.

holistic, barrier-free service experience. “Unfortuna-

That’s why BSI Retail compiles all customer-relevant

purchase.” “Sorry, I can’t seem to find you in the sys-

cash register at the point of sale also becomes a CRM

channels have been managed and processed separately – to the detriment of the customer, who was denied a

tely, you cannot redeem the newsletter coupon in the

shop.” “Sorry, the offer is only good for an online tem. Do you have your 16-digit customer number or your customer card with you?” These types of frustra-

tions have now been relegated to the past. They drove BSI to thoroughly tackle the issue of multichannel inte-

gration of all touchpoints – from the telephone to the

Web, newsletter and catalogue on through to the POS. Because at BSI we don’t do things halfway, we took on

the whole thing and have turned the vision of an authentic multi-touchpoint solution into a product.

A perfect shopping experience with a 360° customer view in the shop

processes across all sales channels in a single CRM solution. In addition to classic contact channels, the

terminal and your sales outlet employees become real

service leaders. Through touch screens, classic keyboards or barcode scanners, they can find and iden-

tify customers in the companywide CRM system – even without a customer card. Your staff can react

personally to complaints that arise, accept returned

goods, settle an open invoice from the mail-order business or point out a special offer. And your customers experience a seamless shopping experience.

BSI Retail – the CRM solution containing POS functionality

A satisfactory customer experience begins neither

BSI Retail is the CRM solution for retailers. BSI Retail

ployees. But what if they are not in the position to fully

This system is based on over 15 years of experience,

with processes nor with innovative technology. It begins with the initial contact with the company’s em-

serve the customer? Perhaps because the salesperson only has a limited view of the customer and service palette, or because no customer history is available.

features a comprehensive cash register system that meets all legal requirements for proper bookkeeping.

which BSI has collected in the course of the develop-

ment of the checkout counter solution for more than 10,000 end-users for the Swiss Post.

MEET THE PRODUCT

BSI Retail – when the point of sale (POS) becomes a service leader TEXT AND PHOTO: CATHERINE B. CROWDEN

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meeting BSI I No. 2/13 I Meet the future

1

2

Login cashier

Overview

6

3

BSI POS Customer transaction procedure Change

Identify customer

5

4

Scan article Cash payment

Change line on sales slip

The most important functions at a glance: Retail

Article administration, search dialogue, barcode reader, domicile delivery, brokering services

Cash register system Cash register management, cash register administration, cash register journal, daily closing Retail banking

Incoming/outgoing payments (national and international), receipt scanner, account queries, credit cards, compliance (including EU money laundering laws), forms

Product logistics

Management of products and services, automatic product selection, connection of peripheral devices, track & trace, prices, discount rules for bulk mailings, label printing, servicing of business customers, statistics

What are the advantages of BSI Retail - For the company: Implementation of cross-channel business processes.

- For the customer: A free choice of touchpoints.

Multichannel from A to Z; we take that literally at BSI. With BSI Retail, BSI integrates all customer touchpoints into a single CRM solution. And when we say all, then we really mean all: from the contact center to the checkout counter. This enables our retail customers to work in both a customer-oriented and cost-efficient manner at the same time.

BSI Business Systems Integration AG

11

BSI Herbstfest We held our project forum at the two-day Herbstfest

in Allg채u, Germany, where we presented our customer projects to one another.

There was also plenty of room for technical workshops, getting to know project features, free-time as well as sports activities.

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meeting BSI I No. 2/13 I Break

BREAK

Nice to give

Small gifts retain good customer relations. It’s the thought that counts! In this section, we present innovative product ideas for effective give-aways.

Raspberry Pi A Linux-based computer in pocket format. Originally developed for schools, it is used for a wide variety of crafts projects because

of its versatile connections and low price. Available from digitec for 35 francs.

Everyone at BSI received a free Raspberry Pi as a token of appreciation and to encourage pleasure in programming.

What can you do with it?

- Movement sensor

- Music streaming client

- Light sensor

- Media center

- Garage door opener

- VPN server

(using an iPhone and Siri)

- Control board for a quadrocopter

- Surveillance camera

- Weather station

- Computer backup

- VHF radio station

Chocogreets (iPhone, Android, free)

Nicolas’ Apps Software Engineer, BSI

Now that everyone owns a smart phone, fewer and fewer postcards are being snailmailed. The Chocogreets app offers an original alternative. You can send a chocolate greeting card for just 5 francs as a postcard from your vacation or for someone’s birthday. The photo is printed on a small bar of chocolate and mailed along with your personal greeting. Everyone loves chocolate, so why not give it a try?

Kickstarter (iPhone, Android, free) Kickstarter is the largest online platform for Badland (iPhone & iPad, CHF 4) Wonderfully designed levels and the simple, but intuitive operati-

the financing of projects. The iPhone app is excellently suited for browsing through the

on make this game one of this year’s best. The aim of the game

various projects on offer. You can support nearly

is to navigate the character through 40 diverse levels (new ones

anything, from bicycle bells to pinhole cameras

are added sporadically). It includes a 4-player multiplayer in a

to film projects. There are currently hardly any

single device. It’s no wonder it won the Apple Design Award in

projects in Switzerland, you’ll find those on the

2013 and other awards.

crowd funding platform www.100-days.net.

BSI Business Systems Integration AG

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W

hat do rail employees and passengers do when the train does not deliver them di-

rectly to their destination? Right! They

buy, rent or lease a vehicle from the Deutsche Bahn subsidiary, DB FuhrparkService GmbH. This compa-

ny operates mobility management for road vehicles

“FLEETPERFECT HELPS US AVOID ERRORS AND TO EFFICIENTLY SERVE OUR CUSTOMERS.” Thomas Schaefer, Head of IT at DB Fuhrpark

belonging to the DB Group. DB Fuhrpark also offers

advantage of FLEETperfect is the holistic depiction of business processes from

around 30,000 fleet vehicles and the associated fleet

vides transparency and a seamless overview. Since the introduction of FLEET-

mobility solutions for the external market. This inclu-

des services such as long- and short-term rentals of management. BSI developed the software necessary to provide this service. Overall project manager,

Thomas Schaefer, Head of IT at DB Fuhrpark, is an

start to finish. The FLEETconfigurator is integrated into the fleet management, so that media and system breaks are now a thing of the past. “FLEETperfect properfect, it’s all about: one system, one truth,” reported Thomas Schaefer.

Intelligent self-service boosts efficiency

experienced expert, both when it comes to fleet ma-

DB Fuhrpark plans to further expand its integrated and automated self-service

tant and later as a project manager at “Bundeswehr

partners, group systems, etc. into our business process, we are already attaining

nagement and CRM. Even before he was employed at DB Fuhrpark, he was active as an IT business consulFuhrpark Services”. He knows that the greatest chal-

lenges in the realization of multilayered projects of

this kind include heterogeneous process and system landscapes as well as isolated solutions.

portal for business partners. “Through the integration of the relevant external

partners, such as inspection organizations, insurance companies, car dealers, tire

significant efficiency improvements and will consistently elaborate and expand this topic.” A direct connection to the vehicle manufacturer would be the next logical step. The configurator for ordering individual vehicles and the option of orde-

A homogenous customer experience instead of heterogeneous isolated solutions FLEETperfect is based on BSI CRM and depicts the complete fleet vehicle management process. “With

FLEETperfect we have homogenized our isolated solutions which evolved over time. FLEETperfect

has replaced our heterogeneous IT world as an integrated overall system,” explained Thomas Scha-

efer. With FLEETperfect, DB employees and business partners can configure, order, insure and settle ve-

hicles, monitor dates, manage returns and damage claims, initiate renter changes, order replacement

vehicles and much more. “BSI CRM supports all rele-

vant fleet management processes from procurement

to billing,” according to Thomas Schaefer. For the IT expert and the overall project manager, the primary

Deutsche Bahn owns one of Germany’s largest vehicle fleets.

MEET THE CLIENT

Rent – buy – drive TEXT: CLAUDIA GABLER PHOTOS: DB FUHRPARK

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meeting BSI I No. 2/13 I Meet the client

“THE GREATEST CHALLENGES WERE OUR HETEROGENEOUS PROCESS AND SYSTEM LANDSCAPES, ALONG WITH THE ISOLATED IT SOLUTIONS.” Thomas Schaefer, Head of IT at DB Fuhrpark The complete vehicle fleet is managed with software based on BSI CRM.

ring standard “sticker price vehicles” based on vehicle categories make FLEETperfect an attractive tool for customers and employees alike. “FLEETperfect helps us

avoid errors and to efficiently serve our customers,” Thomas Schaefer summed up.

“Since FLEETperfect is used throughout the entire DB Fuhrpark value creation

chain, its further development is closely linked to our customers’ corporate objectives. That meant that it was our job to develop good software to support the

achieving of these objectives, which was a great motivator,” explained Sebastian Louis, BSI Project Manager.

Thomas Schaefer

Why use BSI CRM as a basis for FLEETperfect?

Fast facts about the project

“We commissioned a preliminary study for FLEETperfect. As a provider for the

DB Fuhrpark manages around 30,000 fleet ve-

fits from further developments of the industry solution with BSI CRM. “Besides

invoices monthly with a total of more than

pany.” After eleven years at an IT business consulting firm, he knows what he is

Around 400 employees use FLEETperfect to

disproportionately. I like that and that’s how it should stay.” l

ler business customers. www.dbfuhrpark.de

Swiss Post subsidiary, Mobility Solutions, BSI proved itself to be a competent part-

hicles with FLEETperfect (a custom solution

their competence, BSI is best characterized by the main adjectives: flexible, fast

500,000 line items and administrates more

talking about: “BSI is not only very successful at what it does, but also really seems

manage the Deutsche Bahn fleet just as pro-

ner,” stated Thomas Schaefer. Together with Mobility Solutions, DB Fuhrpark pro-

based on BSI CRM), generates up to 10,000

and service-oriented,” according to Thomas Schaefer. “BSI is a very special com-

than 3 million vehicle-related documents.

to enjoy doing it. The company values quality and resists the temptation to grow

fessionally as they do other larger and smal-

“BSI CRM SUPPORTS ALL RELEVANT PROCESSES IN VEHICLE FLEET MANAGEMENT FROM PROCUREMENT TO BILLING.” Thomas Schaefer, Head of IT at DB Fuhrpark

Did you know that Deutsche Bahn maintains one of the largest vehicle fleets in Germany?

As surprising as that may sound, it’s true. However, behind the curtain are innovative mobility concepts from DB Fuhrpark, a consistent service that also brings employees and customers to their desired destinations beyond the tracks. Whether renting, buying or leasing: DB Fuhrpark provides the right solution for private and business customers so that they can reach their travel destination anytime. Around 30,000 vehicles are managed through FLEETperfect, a customer solution based on BSI CRM.

BSI Business Systems Integration AG

15

“WE ARE PURSUING A MULTICHANNEL STRATEGY. OUR CUSTOMERS CAN CHOOSE THE CHANNEL THROUGH WHICH THEY PREFER TO CONTACT US.” Sylvie Meyer

B

orn in France, and active in various management

Because you have to work for miracles

positions in Switzerland since 1994, Sylvie Mey-

What previously were four independent business units had different target

change management expertise. As one of the leading re-

made a 360° view of the customer with contact history impossible. The call

er has enriched the number 1 in Swiss payment

traffic since 2008 with her CRM, sales, organization and tail financial institutions in Switzerland, PostFinance also

reacted successfully during the crisis period and even managed to gain customer confidence. A total of 100,000 customers moved to the safe yellow harbor during the stormy times. These positive developments, however,

also came with increased contact volume and required

more time with customers on the phone. A raw wind of low interest rates and shrinking margins was blowing across the financial sector. Sylvie Meyer decided not to simply wait for a miracle, but to do something about it. At the

end of 2011, she assumed management of the new contact

center department and merged four decentralized call centers and several business units into a multimedia con-

tact center. “We wanted to become more efficient and, in

particular, to improve the service. Towards this end, we tapped into the synergies of a multichannel contact center

with standardized, guided processes and a holistic 360° customer view,” explained the expert.

systems and opening hours, were hardly networked and did not use the same infrastructure. Moreover, no uniform CRM system was used, which in turn

center staff had no access to customer-relevant information, which led to ri-

sing recaller rates, decreasing reachability and ultimately a drop in efficiency

and employee motivation. Sylvie Meyer and her team achieved an astoundingly rapid change with a comprehensive reorganization: She centralized the con-

tact center and integrated the various channels; she introduced new processes and, with BSI CRM, introduced a 360° view. “The customer history is the basis for a high first contact resolution rate (FCR). And a high FCR, in turn, forms the

basis for high customer satisfaction and customer loyalty.” The results of these

efforts? Sylvie Meyer and her team were soon able to show success with the process adaptations and to stabilize reachability at 90 percent. The FCR increased to 90 percent with the help of the 360° view in BSI CRM and guided processes. “The customers did not notice anything from this major reorganization.

On the contrary, we managed to immediately increase customer satisfaction on the telephone by three points.” The measures taken led to significant cost sa-

vings – despite longer talk times and the many new customers. “A miracle?” we

ask. “There are no miracles without working hard for them. We have achieved a great deal and were able to quickly chalk up successes. This encourages us to continue on our path.”

MEET THE CLIENT

Yes, we care TEXT: CLAUDIA GABLER PHOTO: PETER LEUENBERGER

Sylvie Meyer makes doers. Whether employees or customers, she empowers people as Head of Sales and a Member of Management – and in the process, makes PostFinance the service champion in the financial sector. A small, but not inconsequential building block along the way to this accomplishment is BSI CRM. Read on to learn why this is, directly from the charismatic customer service expert herself.

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meeting BSI I No. 2/13 I Meet the client

PostFinance and BSI – what connects us PostFinance has relied on BSI since 1998. Since 2008, the number 1 in Swiss payment traffic has used BSI CRM in the contact center. Sylvie Meyer describes what characterizes the collaboration with BSI as follows: “BSI is a partner that matches us. We have the same values. BSI is flexible and uncomplicated. Discussions take place at eye level. When they tell us something, then we DO it.”

“THERE ARE NO MIRACLES WITHOUT WORKING HARD FOR THEM.” Silvia Meyer

“...and also independent employees.”

Sylvie Meyer developed a new, modular training program, which enables staff to provide competent customer consultation: “Our customers are only satis-

fied when we can take care of their inquiries the first time they contact us.

The basis for this is good training and the holistic customer view,” according to Sylvie Meyer. She is convinced that only employees who have an overview of Sylvie Meyer is making PostFinance even more customerfriendly with her experience and skills.

Instead of mass outbound sales, the foresighted ma-

nager applied this to inbound sales. “Outbound sales are no longer the state-of-the-art. We had to create

their customers can advise them in a friendly, efficient and competent manner.

“Employees have greater development perspectives today. Thanks to the lead management in the CRM, they have the possibility to customize offers. This

makes their jobs more diversified. The employee’s competence playing field can be successively modularly expanded – from simple balance information at the beginning, to regulatory tasks.”

Instant actions through real-time control

added value for our customers and PostFinance. Our

Sylvie Meyer particularly appreciates the real-time control that the CRM ma-

out of the blue. With targeted lead management, we

flow if needed. We can see how the business cases shift and where we need to

customers appreciate the customized offers and our employees no longer need to contact their customers receive customer-relevant sales tips. This enriches the job and takes the pressure off.”

“We encourage the independent customer…”

The capturing of all business cases in the CRM system facilitates a detailed analysis of reasons for calls

and channels. “We are pursuing a multichannel strategy. Our customers can choose the channel through which they prefer to contact us.” If new media forms arise, these too will be integrated. For now, the contact

center offers phone, e-mail, letter, fax and the online platform. “Simple inquiries shift successively to online, SMS and app service channels. We encourage the in-

dependence of our customers. This allows us to invest more time in high-quality consultation.”

kes possible. “The holistic view enables us to anticipate developments and to control the service in real time. We can intervene, and adjust routing and over-

apply more staff, and how many. We can correspondingly develop and promote

our employees.” A case is automatically recorded for every customer contact.

The staff documents the contact contents centrally in the CRM. “This enables us to accurately determine behavior patterns, which helps us to continuously improve our service structure and make ourselves fit for the future,” states Sylvie Meyer. Legal requirements and data protection issues, such as how

channel blockings are carried out and automated processes, are supported.

“This lowers our error rate and thereby risks for the company,” explains Sylvie Meyer. She was nominated for the Golden Headset Award 2013 in the Customer Focus category for the excellent optimization of the customer experience. The

jurors asked what makes the project so unique. The answer was: “Sylvie Meyer implemented a complex project consisting of 39 individual measures in a very

short time. In addition to the consistent reduction of complexity in project management, the project provided great economic benefits along with major benefits to customers.” Congratulations to Sylvie Meyer, a mover and shaker with courage, decisiveness and heart. l

BSI Business Systems Integration AG

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Favorite country/city:

Favorite animal:

Favorite food/drink:

Favorite hobby:

Switzerland/Basle

Teddy bear

Fruit flan/milk

The children and BSI, of course

MEET THE TEAM

Allow us to introduce you TEXT: CLAUDE SCHULER PHOTOS: SEVERAL SOURCES

She has four children ranging from five to eleven years old and no nanny. Her husband runs his own business, while she has worked at BSI for more than twelve years. Muriel accomplishes something that many would get a headache just thinking about. However, it has long since stopped being a major challenge for her. She just does it, and she has fun in the process.

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meeting BSI I No. 2/13 I Meet the team

The combination of being a

The bunny comes along on

mother and working at BSI

hikes: Muriel has a weakness

keeps Muriel on her toes and

for stuffed animals.

gives her great pleasure.

Muriel Hochuli-Wyss Born in: Basle Birthday: December 20, 1973 Astrological sign: Sagittarius Diploma: PhD in Chemistry Lives in: Nussbaumen AG Works in: Baden Current projects: BSI POS (Walbusch), V-Max (Swiss Post)

Muriel, you have a doctorate in Chemistry.

You are a major organization talent

How did you get involved in the IT sector?

Yes, that’s true. I certainly have my work at BSI to thank for that. In any case, I am able to

I found BSI in July 2001 through my schoolmate Peter Barthazy. Although I studied Chemistry, it became incre-

asingly clear to me that I wanted to have something to do

transfer that to my duties as a mother really well.

And vice versa, can you transfer something from your duties as a mother to BSI?

with computers. I was looking for a job close to Baden, so

Less so. Here at BSI we are all adults. I don’t have to cook for my colleagues or clean

You didn’t have any children back then.

You carry around a lot on your shoulders. How do you manage to keep it all together?

BSI was perfect for me. The chemistry was just right.

Now you have four. Is the chemistry still right?

More than ever. BSI is very flexible and has saved me a

great deal of effort. I like the atmosphere and it is fun to be able to work with colleagues.

Your children are now 5, 7, 9 and 11.

What is your favorite thing to do with them?

I just like spending time with them. What we do to-

up after them.

I don’t like cleaning. Therefore I am satisfied to do just the minimum. I have also reduced my working time to 30%. There’s a lot to do at the moment, but luckily at

BSI I have the option of finishing specifications and test protocols at home. Even when my husband has little time due to his job, he supports me 100% and always lends a hand when it’s needed. So far we have managed to always find a solution for every difficult situation.

Do you still have time for yourself and your hobbies anyway?

gether isn’t all that important to me, it can be a game,

My family is my hobby. But I could also describe my work at BSI the same way,

ther I can be part of it.

weekend, for example, we have a family excursion planned. We don’t come up

an excursion or helping them with their homework.

Usually they decide what they want to play and whePlaying, taking care of the household, working… that sounds like a lot of work. Do you receive support at home?

because for me it represents relaxation from my everyday life. Other things also

interest me of course. I like to draw, play the piano and ride my bicycle. This short with such activities. The only thing I miss a bit is traveling. That is rather bothersome with four children.

What does the BSI value “We do it” mean to you?

Before they started school, we brought the children to a

That we strive to give the customer what he wants. Even when we are not

hardly imagine having a stranger in our house. I would

my children are in bed, then I have the quiet I need to work. l

day nanny. But that’s not necessary anymore. We never

had any support at home. No nanny. No cleaner. I could first have to establish trust with that person. That’s why

I prefer doing it all myself. When I am at work, the child-

always 100 percent successful, we do our best. I have no problem with sitting down in the evening and finishing something for a customer. When I know that

ren eat lunch at school or at the home of a schoolmate.

The grandparents help out in an emergency.

BSI Business Systems Integration AG

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meeting BSI customer magazine I No. 2/13 I www.bsiag.com

What software dreams may we make come true for you?

Meet BSI Baar, Baden, Berne, Frankfurt am Main, Munich, Zurich, Phone: +41 56 484 19 20, info@bsiag.com, www.bsiag.com