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Background This is a multiple era story. The first deals with the early history of the company (member association) and its founding because military personnel found it difficult to obtain insurance since they frequently moved. The second era was from 16 until 1 when General Robert McDermott served as the top executive which was a period of phenomenal growth supported by continued improvement of information systems support. The next era followed General McDermotts retirement in December 1. He was replaced by General Robert Herres. Herres was the Vice Chief of Staff in his final assignment in the Air Force to conclude a distinguished military career. Herres was replaced as the President and CEO in April 000. It is worth mentioning that while Davis was a seven year military veteran including service in Viet Nam, he was not a career military officer was were all of his predecessors. He has more of a career in financial services having been president and chief executive officer of Bank One in Columbus, Ohio. He joined USAA in 16 with almost twenty-five years in the financial services industry. The size and scope of financial products offered by USAA certainly dictates the need for an experienced financial services executive.
If aligning your organizations business and IT strategies is to be a worthwhile activity with a positive return, there first needs to be a strategic business opportunity to which information technology is integral. Finding and developing a business strategy that calls for an IT strategy is a critical process and is undertaken either proactively or reactively. For example, through the 170s and 180s the well-known financial services company USAA grew both the quality and diversity of its products and services by focusing on the single objective of identifying and meeting customer needs, and by leveraging IT to meet that goal. There was vision and solid commitment from the top. Their strategy was proactive.
McDermott¡¦s Objectives 1) Create a paperless office ) Maximize convenience to customers ) Make the work environment efficient for employees
Business Strategy USAAs strategy hinges exclusively on marketing to a niche group .
IT Strategy USAA decided to adopt the strategy of scanning all documents and recording all customer claim phone conversations electronically. Because of this they feel they can provide their customers with best-in-class service. A good strategy can mean the difference between being competitive and going out of business. IT is not ¡§little i, big T¡¨ ¡V information is the critical resource. IT investments must achieve ¡§organizational relevance.¡¨ IT and Business planning must be done in coordination. USAA Customer-Driven
The ¡§Seamless Customer¡¨ concept
„h Customer information file (CIF) and SMART system are used to support the customer and for cross-selling
„h Tracks the customer across several different lines of business to provide a comprehensive view of the customer
„h All mail correspondence is recorded as an electronic image
„h All new technology investments are evaluated in terms of their value to the customer
USAA Micro-Marketing
„h The CIF and SMART system contain information on over 7 million prospective customers as well as current customers
„h Sophisticated models help target customers for specific products
„h The CIF enables ¡§event-driven¡¨ marketing at a very micro level
„h The system helps to control ¡§over-selling¡¨ to best customers and aims to target customers ¡§for only those services they really need. The goal isn¡¦t just to sell products, but to maximize the quality of service for the customer.¡¨
USAA Empowering Employees in a Boundaryless Organization
IT and Sales
„h IT improves the effectiveness of sales people by providing immediate access to the information they need to do their jobs
„h Sales personnel can pull up information on customers across lines of business instantly
„h Information flows throughout the organization are explicitly and treated as a priority function
„h ALL functional areas focus on how their activities add value to the customer
„h All employees are trained to understand how the systems and their underlying models work and the relationships among USAA¡¦s lines of business
Knowledge Strategy USAA implemented a comprehensive ¡§customer feedback system¡¨ that quantifies customer information and improves overall knowledge of its customer base. Such efforts increase customer loyalty, cut sales and marketing costs and significantly raise profit margins.
IS Strategy USAA exemplifies the use of information technology as a competitive tool. When a customer has a child, for example, USAA collects data on the type of delivery, weight and other seemingly trivial data. The company can then tailor products, such as childrens car seats, to the individual consumer. Information Systems plan was aligned to the business plan.
Image Processing USAA has been a long time user of computer systems. The image processing system was not a start but a continuation of information systems importance.
Integration USAA integrates systems for greater efficiency. Synchronize the information contained in multiple, disconnected systems. Coordinate the processes for all groups within the facilities and services department and specific groups in USAA¡¦s Information Technology Co. (ITCO), which is in charge of all technology assets at USAA in an environment where production development and consulting services are outsourced. Lower the cost of ongoing system maintenance, technology consulting, and upgrades. The overall effort took six years and cost $10 million, and yielded measures of success that included the following
„h Reduced support costs,
„h Improved productivity,
„h Reduced staff turnover,
„h Increased market share (i.e., the percent coverage of the USAA potential customer base rose from 75 percent to 5 percent), and
„h Vastly improved service. (Graham, Kenneth W., Image Processing at USAA (San Antonio, Texas United Services Automobile Association, May 1), p. .)
Using its virtual value chain, USAA can coordinate across markets and provide a broader line of high-quality products and services. What is remarkable with the system is not its technical comprehensiveness but how it supports, or builds, a culture of organizational learning in USAA - learning the most from every customer contact and learning from all facets of work in the organization.
Cost-Benefit USAA Insurance showed that a combination of imaging and workflow improvements can save millions of dollars a year while improving customer service. (Plesums and Bartels 10) (Elam and Sviokla 10) Before the new system was installed, storage space for active files required ,000 square feet and inactive files required 80,000 boxes in a warehouse. With the new system, total storage requirements for the equivalent on optical disks were reduced to about 100 square feet. (Lasher and others 11) In fact, there seem to be significant cost displacement opportunities from EDM applications, the likes of which have not been seen since the early days of data processing. I/S managers may again have the luxury of clear cost-benefit justification for some systems projects.
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