industry solutions 2012 final

© Copyright 2011 Hewlett-Packard Development Company, L.P. The information

contained herein is subject to change without notice. Confidentiality label goes here © Copyright 2011 Hewlett-Packard Development Company, L.P. HP INTERNAL USE ONLY


contained herein is subject to change without notice. Confidentiality label goes here

What you will learn today?

1. IPG‘s Vertical approach

2. What are we selling?

3. Who is the ideal customer?

4. What is the typical sales process?

5. Where do I go for more information and help?



IPG Focused Vertical Approach 1. Choose vertical industries

2. Indentify document centric business problems with greatest pain

3. Define solutions for the customer‘s specific business processes

4. Define a common solutions framework (reference architecture) to address most needs



Market opportunity by industry

IPG TAM for document management solutions including hardware, software, and services $63.9B

(Office 52%, Commercial 25%, Production 23%)

3X

$58.8B

Source: HP internal data; *Timing of market opportunity as well as geographical position/strengths if IPG in public sector need to be evaluated in detail

Banking & Insurance

Mnfg. Healthcare Govt. Education Retail Utilities Media

Loan applications $2000M

Product lifecycle Mgmt. $132M

Patient care documentation $585M

Government Contract Bids and Awards $456M

Student Records Mgmt. $291M

Supplies distribution and Inventory $158

Service Tracking $158M

On demand printing and publishing $190M

Insurance Policy Issuance $850M

Product design $110M

Patient Records Mgt $468M (Capture is minimal)

Cost Containment $365M

On Demand Printing of Course materials $291M

Billing and Invoicing $78M

Customer Billing $78M

Digital Rights Mgmt. $70M

Compliance $210M

Supplier Relationship Management $66M

Patient admissions $351M

Government Constituent $274M

Student records admissions solution $182M

Marketing Collateral $38M

Customer Supplier Contract Management $38M

Subscriber Processing $60M

Contracts $138M

Insurance Claims Processing $200M

Invoice Processing $12,500M (+Retail, +CME)

New Account Opening $300M (+CME, Insurance Policy Issuance $850M, Patient Admissions $351M, Student Admissions $182M)

Smart Marketing Suite $11,000M

The $ amounts includes SW (Capture, forms Automation, Workflow and Document Mgmt.), HW (SFP, MFP and scanners), system integration services, and custom web front end development.

Existing solutions Solutions to be defined Source: McKinsey, InfoTrends



Savings from MPS allows customers to invest

Opportunity to improve document centric business processes

ECO

NO

MY

TIME

PEAK

CONTRACTION EXPANSION

TROUGH

FOCUS ON COSTS FOCUS ON GROWTH

DOCUMENT CENTRIC WORKFLOWS

MPS

2012/2013

―Whereas 2011 was a

stabilization year for corporate

America, 2012 will be a year

of investing in laying the

foundation for growth,‖ says

Mark Spelman, global head of

strategy at Accenture, a

consultancy. That is likely to

mean tapping into some of the

mountains of cash that

American firms have

accumulated over the past few

years.

Source: Economist



Ideal Customer Profile

Key targets for Document Workflow Integration Services

7

Streamline their paper based workflows.

Reduce:

• Time to money. Shorten the time to complete

the business process

• Headcount.

• Cost of processing.

• Better Return on Assets

• Print and related document management costs

Drive continuous process improvements through

business analytics, monitoring and reporting.

Demand for instant access to documents and

content.

Ensure data security & regulatory compliance.

Improve customer messaging and experience.

Enterprise activity to look for:

Lines of Businesses that manage document centric processes.

Desire to automate, looking for significant improvements.

Pre-existing investments in document processing hardware

Content management behavior to look for:

Content spread across disparate systems that is both complex and costly to access and manage

Difficulty managing regulations in document management & electronic discovery

Current approach to direct marketing is "one-size fits all" (e.g. relies largely on generic, pre-printed document inserts, etc.)



SEAMLESSLY flow information through bottlenecks

Ad agencies

Content owners

Educa

tion

FSI

Health

care

Reta

il

Insu

rance

Publis

hin

g

Solution Partners / System Integrators

Publishers Print Service Providers

SMBs & Enterprises

scan-enabled business devices

2011

2012

IPG on/off-ramp seamless, secure,

context-aware experiences

IPG on/ off-ramp

Cust

om

er

Rete

ntion

Profita

bili

ty

Reve

nue

Gro

wth

Bette

r RoA

Tim

e to

Money

Improving Business Outcomes


contained herein is subject to change without notice. Confidentiality label goes here 9 July 2011

Typical Challenges in a Document Intensive Environment



Document Process – Future State

Future State



Office & Workflow Document Digitization

ENTERPRISE CONNECTORS

Authenticate: Identify, Tag, Security Content Classification, federation & Tracking: Policy enforcement over unstructured content

Create / Digitize: Create Digitally, Scan & OCR Smart document design &Integration with business applications : Conversion from paper, audio, video

Off-ramp: Print, Publish-to-web Multi-channel delivery Optimized multi-channel messaging and offers

Store/Analytics/ECM: HP Cloud Storage Serv. Repository Workflow process review ECM, Search & Analytics, Digital Iron Mountain Records Retention

Digitization workflow Graphical workflow modeling and approvals

PD

Connectors to enterprise databases and applications (IDOL)

A pre-integrated stack of HP and Partner products to help optimize the document lifecycle



DWIS Reference Architecture builds on the Document Digitization Workflow



Business Value Framework

Operating KPIs Process/Function

HP Solution Initiatives

Text

Business Initiatives (Strategy, Priority Language)

Executive KPI (Direction)

SHAREHOLDER VALUE ULTIMATE BUSINESS GOAL

Core Financial KPI (Direction)

2011+ Growth

Initiatives

Customer Focused

Reinvention

Reinvent Products and

Services

Agency and Direct Channel Performance

Sales and Marketing Information

Strategy

Next Generation

Claims

Infrastructure Services

Transformation

Data Center Cons

My Network Desktop

(Thin Client)

Reinvent Protection & Retirement for the Consumer

Measure (TBD)

Improve Book Value

(TBD)

Grow our business

Become leading U.S. P&C Insurer in U.S. in 10 years

Grow Premium 100%

Improve share 810 pts.

CAPITAL (Increase Shareholder Equity, TBD)

REVENUE 7% annual growth (Required to achieve #1)

Reduce Operating Expenses

Operating Margin (TBD)

Improve Customer Loyalty

Customer satisfaction

Intent to renew

Willingness to refer

COST (Reduce Operating Expenses TBD)

• Increase Customer Retention (TBD)

• Increase Auto/Property Premiums (7%/year)

• Increase Allstate Financial Revenue (TBD)

• Product Management

• Sales (Agency/Direct)

• Marketing

• Customer Service

• Improve Combined Ratio

• Improve Expense Ratio

• Improve Claims Ratio

• Improve Customer SetClaims

• Insurance Ops & Customer Service

• Claims Management

• Policy Administration

• Underwriting/Risk Management

• Increase Virtualization (~50%)

• Reduce IT Op Expense (TBD)

• Automate IT Services/Ops (TBD)

• Reduce IT Labor Costs (TBD)

• Reduce Desktop Costs (TBD)

• Application Consolidation (TBD)

• Reduce Networking Costs (TBD)

• IT/Infrastructure and Application Services

Text

―HP One to One Insurance‖

• HP Business Intelligence Solutions • HP Exstream / Multi - Channel • HP ES App Services – App/Portal Development • HP Software: BTO (Quality ) • HP Insurance Industry Solutions • HP Policy Accelerator • IPG Dynamic Marketing / Publishing

HP ―Instant On‖ Enterprise

• Application Transformation • Converged Infrastructure • Enterprise Security • Information Optimization • Hybrid Delivery

Text

―HP Flex IT for Insurance‖

• HP Software/BTO (Automation) • HP Converged Infrastructure • HP TS Consulting/Support • HP Networking / Services • HP ES App Services ( Modernize), ITO, BPO • HP Thin Client / • IPG – MES/Managed Print Services



Consultative sales engagement

RESULTS

A leading MPS

provider

—

+$8B in TCV

—

23B Pages

under contract

EB AGM

IPG ACCOUNT MANAGER

TECHNICAL CONSULTANT

SERVICE CONSULTANT

BUSINESS PROCESS

CONSULTANT

Conduct a program or workshop

Perform an assessment

Optimize results

7 of top 10 Healthcare companies use IPG services and solutions

8 of top 10 Insurance companies use IPG services and solutions



Document Workflow Integration Services Framework

Enterprise Architecture

Industry Expertise

Global Delivery

Intellectual Property

Industries Bankin

g Insurance

Manufacturing

Public Sector CME Education

Healthcare

Transportation

Retail

MphasiS/HP Labs

Document Workflow Assessment

Industry Solutions Product Implementation

Product Evaluations & POC

Workflow Technology Roadmap

Document Process Optimization

• Process improvement bringing cost saving up to $15-20 per claim

• On-demand document retrieval for quicker approvals

• Straight through processingpprovers

Claims Processing Solution • Improve process efficiency & meet

compliance needs • Lower operating costs through Cloud

solution • Gain 2-3% early payment discount

Invoice Processing Solution



More information http://intranet.hp.com/ipg/ww/GblEntBuss/VerticalSolutions/Pages/home.aspx

http://intranet.hp.com/ipg/ww/GblEntBuss/VerticalSolutions/Pages/home.aspx

http://intranet.hp.com/ipg/ww/GblEntBuss/VerticalSolutions/Pages/home.aspx



Dashboard to track your Funnel and Wins/Losses

Business Questions Addressed: • Am I winning more opportunities?

• Who are my top customers? (top deals by

deal value)

• Is the average deal size of won deals increasing over time?

• Is the average deal size of lost deals decreasing over time?

• Why are we winning deals? Against whom are we winning?

• Why are we losing deals? Against whom are we losing?

Data Filters: • View by region: WW, AMS, EMEA and

APJ

• View by industry and sub-vertical: includes all as in the Vertical Hierarchy

• View by Product Line: includes select IWS, LES, GSB and MES product lines

Other Details: • Tool is Access-based with an Excel front-

end

• Data will be refreshed once every month

• Tool will be available on a shared drive \\fileshares.corp.hp.com\groups\IPGFunnel



How to Download the Tool

Click Run on Start Menu Paste Shared Drive link – (URL)

\\fileshares.corp.hp.com\groups\IPGFunnel Click Ok Once folder is open, double-click on MES Funnel Tool zip file Select all files Click on extract Save to C drive on desktop Close Shared Drive window Go to file location on desktop Open *only* excel file Once Excel file opened, on top below taskbar, click on ―Options‖ Select ―Enable this Content‖ Click Ok Get Started



MDC – GovernmentGary L. Rodgers

[email protected]

Vice PresidentMarket Development

John [email protected]

Executive AssistantLindsey Stratton

858.655.3434

Pub Sector & HealthcarePeggy Dunlea

[email protected]

832.878.2146

Asst., LeeAnn McBath208.396.2806

MDC – Healthcare

Laurie Eldridge-Shanaman

[email protected]

MDC - Public SectorValeria Phillips

[email protected]

MDC - Defense & Security Agencies

Alan [email protected]

208.599.5994

MDC -- Government

Elisabeth Rochman [email protected]

+41 79 8282832

MDC – Healthcare Randy Hickel

[email protected]

Commercial & Service to Services Industries

TBD

@hp.com

Asst., LeeAnn McBath208.396.2806

MDC – Process Mfg, Utilities/Energy

Robert [email protected]

410.919.7370

MDC – Communications, Media & Entertainment

Eileen [email protected]

301.874.1779

MDC – Financial ServicesSolutions Business Mgr

Joe Wagle [email protected]

917.975.8133

MDC – Discrete Mfg Marie-Amélie Masnou

Marie-Amé[email protected]+49.162.289.7745

MDC – EMEA Sales/ Dev/Market Support

Valérie Da Fonseca Valé[email protected]

+34. 616.181.980

MDC – Retail BankingChuck Gowin

[email protected]

813.454.3801

MDC – Retail-CPG-Distribution

Marc [email protected]

+521.555.4329950

Enterprise Solutions Strategist

Akila [email protected]

408.223.8217

Who can help? IPG MES Industry Experts Market Development

Consultants. Over 250 years of

combined experience.



Account opening accelerator for

communications, media and

entertainment

Eileen Griffee

1 October 2011



Agenda

• Business Problem Definition

• Target Customer Profile

• Business Process – High Level Flow (Reference architecture)

• High Level Solution

• Solutions Offer/Pricing

• Value Proposition (HP Assets and Differentiation)

• Market Opportunity

• Competitive Landscape and HP Differentiation

• Existing Customer Footprint

• Revenue Potential

21



What service providers are looking for – Transform customer

experiences though enhanced service delivery

Business problem definition

22

• Manually processing documentation resulting from subscriber services (contracts – activation and changes, communications, etc.) creates significant issues with the customer experience, enterprise information management, security programs and employee resources.

– Effort required by store reps, customer service, and call center associates reduces time spent with customers, more time handling paper/less time serving customers

– Exposure to security risks due to content that includes confidential information

– Storage - inability to access information in future (across retail environment and from storage location) and costs

– Deliver content in the manner/platform customers request

– Speed time to revenue – account activation required before billing begins

• Must continue to invest in technology to stay ahead of the competition but must also balance with the business organization‘s strategic goals such as enhancing company and employee productivity and improving the use of company assets.

• Processing paperwork from internal operations and customer interactions must be processed and archived in a manner that enables data compilation and easy access for future information searches.

• Must be vigilant and protect private information conveyed at all points through a converged communications network

• Must address document retention and compliance - automated tracking provides the comprehensive audit trails needed for Sarbanes-Oxley, HIPAA, and other regulatory/compliance requirements



Business problem: Account Opening challenges Good customer service reduces churn • The customers‘ experience in the retail environment needs to be the best – from opening an account to reviewing

handsets • Technology is no longer a barrier – customers can easily move to another service provider with comparable

devices and services • Faster and easier access to information is required

It takes too long • The process on average could take 57 minutes which impacts the number of customers each retail associate can

serve • Waiting customers leave the store and may go to the competitor • Faster time to contract charging*

Contracts contain confidential information • Customer contracts contain confidential information which must be stored securely – storage of the contract

documents are often unsecured • Compromised customer information can lead to significant legal issues and resulting costs

It costs too much • Storage costs are high (delivery, retrieval and long term storage) • Corporate initiatives to reduce operating expenses • Printing volumes and costs are high

Customer contracts cannot be viewed across retail organization • If a customer visits a retail location to ask a question, it is likely their contract will not be able to be viewed by

another retail location • Other retail locations must fax customer contract to shop customer is visiting • Many service providers ask customers to come back at a later time or date to answer question

23

Manual processes for audit and tracking • Daily audit of sales contracts, discounts, promotions, etc. lead to reduced time on sales floor and manual

exception processing

*if mobile providers cannot begin charging until the paperwork is received in system



Target customer profile

24

―Using our business output to provide a the best customer experience and to support our customers with a personalized user experience.

Director of Retail Operations

―We need to provide the best customer experience from the moment they walk in the store until the time they leave.‖

CEO, COO

―We need to improve our customer experience while we reduce operations costs, reduce complexity and the impact on environment.‖

Media/Library Heads

―It‘s more than reducing costs – it‘s linking across and automating business processes and improving the customer experience‖

COO, Business Operations

―We need to reliably support our customers and provide the best service and support to our internal and external customers.

Director of Retail Information Technology

Director of Marketing

Corporate Counsel

―Our customers entrust us with their information. Also, compliance is not an option and requires security and tracking of critical information.‖


contained herein is subject to change without notice. Confidentiality label goes here 25 2/16/2012 HP Confidential

How do I target the right customers?

What accounts should I focus on? Service providers (telecom, wireless and

cable)

How do I contact the LOB?

• Determine the organization driving the retail operations and then ask for sponsorship into

a meeting.

• If you‘re not sure of the name of the organization, check the careers/jobs web site for the

customer. See next slide for who to call on and questions to ask.

Building a bigger story. . .

• Account Opening Accelerator can be part of a larger initiative they have: – Retail operations efficiencies – ensuring retail associates spend time with customers not involved in back office processes

– Improving the customer experience

– CRM – using customer data to create targeted communications

– Records retention - ensuring that they have appropriate documents available or destroyed

– Information lifecycle management

– Information security – reducing the risk of exposure of customer information

– Compliance - ensure that they are in compliance with local industry regulations

• Additional uses: Account Opening Accelerator can also be used for back office processes

- HR paperwork, inventory documents, sales reports


contained herein is subject to change without notice. Confidentiality label goes here 26 2/16/2012 HP Confidential

How do I sell the solution to the LOB?

• Director of Retail Operations

• Director of Retail Marketing Operations

• Director of Retail Sales • Divisional Retail

Manager • Director of Retail IT

• Ask for a tour of a retail store. • What is the process for opening an

account or adding a new service? • What type of forms are required? • Do you need a copy of the

customer‘s license, credit card, etc.? • What type of documentation do you

provide to the customer? Coverage maps, terms and conditions, rates, additional services available?

• How are the forms processed after the customer leaves the store?

• How are the documents stored? • How long are they stored on site? • Is there an off site records

repository? • How are they moved to the records

repository?

Who to call on/Questions to ask

Before • time spent w/customer

• time spent processing paperwork (store manager and store rep)

• storage costs

• risks associated w/unsecure customer info

• contract fraud

• inability to attach new svcs to existing contract

• inability to locate contract information beyond store

After • improve customer experience

(reduce churn)

• increase number of customers served

• reduce printing costs

• eliminate storage costs

• reduce carbon footprint

• secure information

• contract/sales audit

• central repository lookup for services – contract available to mktg, call center, sales, etc.

Detailed process steps (1) Sales rep types in customer / contract information using HP Exstream Live connected to xxx CRM

system.

(2) Copy of customer identification may be required.

(3) Customers reads the contract and signs it electronically using an eSignature pad or sales associate prints contract and customer signs contract.

(4) If there is a signed document, the sales rep scans the signature page and any other pages that must be maintained for their files. The customer leaves with the hard copy and the service provider has the scanned image of the contract.

(5) Image of signed contract is pushed to xxx CRM system with all the customer information captured by HP Exstream Live.

(6) An email is sent to the customer through HP Exstream Live with a pdf version of the contract attached.

(7) A copy of the contract is sent to SharePoint for archiving with relevant indexes.

(8) Sales rep scans required documents (ID, bank statements…) using MFP. A cover sheet is printed with a unique ID (barcode) referring to the contract (or sales rep types in the contract ID on the control panel) for matching with Contract into SharePoint .

28

Before HP

Account opening for CME workflow

HIGHLY PAPER-BASED PROCESS NEGATIVELY IMPACTS CUSTOMER SERVICE and can pose significant costs and risks associated with unsecure information.

$2.34 Total page

dollars/contract

$70K PER YEAR Total costs (Off-site storage)

Off-site archive In-store storage Service event requires retrieval of contract

from off-site and physical transport back to store

$

Courier to archive

$

Retail associate scans and copies

required documents

Customer signs documents

Customer provides information

13 Total pages printed

Retail associate prints multiple copies for record-keeping

Customer receives hard copy of

contract



Customer experience and cost per gross add

(current overall process cost) $300 to $400/customer

Current state process workflow

30

Reduce storage costs

Reduce risk of exposure to loss of

confid info

Improve overall customer experience = increased revenue and reduce churn

Significant Print volume

from contracts

Reduce environmental impact through reduced pages

Reduce environmental

impact by eliminating storage trips

Approx 1 hr/day per store

Required for sales audit

Avg transaction 57 minutes

Black line = in store contract process Red Line = process to retrieve contract



Suggested offer addresses key pain points in the current process

Value proposition

TO future state…

• Multiple copies of contract printed and stored manually

• Service providers deal with paper based processes for customer transactions and internal processes in the retail environment

• Contract copies printed and stored in retail environment by sales associate

• Fax copies to review contract originated in different store

• Manual document based processes are inefficient, increase exposure to security risk, labor intensive and reduce time spent w/customers

• Cost to acquire a customer – Cost per Gross Add (CPGA) under scrutiny

• Operating expenses are unknown and out of control (printing, off site storage)

HP offer details

• Ability to offer completely paperless contract process.

• After data is captured in contract, copy of proof of identification may be required. Ability to capture and route proof of identity – license, passport or bank statement into customer database. No hard copy doc to store or expose to loss.

• No need for any documents or signature to be retained or archived (subject to legal approval).

• After signature, customers may want an electronic copy of agreement or small % will request hard copy.

• Provide real time search and retrieval to speed up customer service across all touch points. Ability for customers, other stores, mktg and call center reps to view agreements on-line.

• Store copies may be missing or incomplete

• Store copies are subject to theft, fire, or flood.

• Daily audit by mgmt of contract transactions automated with electronic contracts

SOURCE: Customer interviews, JD Power, team analysis

FROM current state…

• Revenue vs. CPGA

• Controlling operating expenses to enable improved technology and services

• Reduced opportunity for fraud

Offer addresses key pain points and presents opportunity to improve customer experience, reduce and improve multiple aspects of CPGA and reduce churn.

Service Provider Market

Efficiency Cost Savings Financial visibility

• Improved customer experience, reduced churn

• Decreased risk of exposure of secure information

• Reduce issues with compliance audits

• Ability to create targeted customer communications

• Process automation

• Efficient end-to-end processes resulting in improved operation, increases the number of customers served

• Ability to view contract - real time search and retrieval to improve customer experience across organization

• Reduced costs (printing, storage/retrieval)

• Increased productivity and reduced CPGA

• Potential for faster time to market

• Reduced carbon footprint

• Lower churn rate drives improved revenue and increased margin

• Fast, transparent and auditable processes resulting in confidence, satisfaction, low customer churn and increasing revenues

After HP Account Opening Accelerator

Account opening for CME workflow

AUTOMATED PROCESS IMPROVES THE CUSTOMER EXPERIENCE and can reduce costs, administration time, security risks, and carbon footprint.

0 PAGES PRINTED Documents delivered via email, internet portal, etc.

Customer provides information

Retail associate scans proof of ID

if required

75% REDUCTION IN STORAGE COSTS

Customer signs signature pad; wet

signature if required.

CUSTOMER DATABASE

ELECTRONIC ARCHIVE Contract image (not just data)

accessible to other retail locations, marketing, customer service, and call

centers for services

MULTI-CHANNEL DELIVERY

Contract delivered to customer platform of choice

E-mail

Mail

Web

>$2M SAVINGS FOR 1M NEW CONTRACTS



Improved customer experience, reduced churn and Cost per Gross

Add (current overall process cost) reduced by $3.5 mil*

Future state – Hybrid process workflow

Dotted line = adding the barcode or metadata via enterprise or Exstream

*based on 1 mil contracts

Electronic contracts enable access to contract by all retail outlets,

call centers and marketing and reduces requirements for fax

5% of contracts/1 hr per = $575K/labor Eliminates contract retrieval cost .46 and

100% reduction in fax usage for sharing info

HP Capture software

Eliminating need for off site storage. $77K for 100 stores - 100% savings

Significant reduction in opex and impact on the environment (no wkly/monthly pickup)

100% improvement

HP Exstream

Eliminating paper contracts eliminates risk and loss of confidential information

on site. Millions saved from lack of data

breach 100% improvement

Reduced printing costs by >60% $324K for 1 mil/yr

(sm % of customers still request paper contracts but none required

by store.)

Reduce time for audit of daily transactions by at least 50% 30 min/day per store, 360

days/100 stores = 18K hrs saved or over $207K labor

Streamlined process enables retail associates to spend less time on processing

contract and more time on educating customer or enables them to move on to next customer.

57 min/trans 5 min saved/trans x 1mil trans/yr = over 83K hrs 83K hrs = over $955K labor or 1,456 addl trans

Black line = in store contract process

Blue line = process to retrieve contract from external storage provider



High level solution – Account opening accelerator for CME



Business process – High level flow

Customer Back-end Systems

Manage

Dashboard Business Activity

Monitoring BI Analytics

SLA tracking/ Op. monitoring

Channels Capture Validate Collaborate Integrate

Scanning Format

Verification

Backend Validation

Fax

Mail

EDI* ERP

Legacy

Others

Image Enhancement

Workflow management

Queue management

Shared services

Security Reporting tool Audit Trail Document

Management

Operational Data store

Utilities

Notify Real-time analyzed data

Retail associate

Real-time data

Corporate HQ IT

Real-time Integration

Batch Integration

Data Enrichment Data extraction Adapter factory

Variable Document printing

CRM

Process Specific Applications

Retail Operations

Operational Data storage



Savings per contract

Current average CPGA = $300 Savings and new average cost = $297 Total $ savings over 1 mil contracts = $3.5 mil

Type of savings Cost per contract

Reduced print costs .32

Reduced storage costs .31

Reduced contract retrieval .46

Reduced fax costs .07

Subtotal hard costs 1.16

Reduced labor cost for contract/document retrieval .57

Reduced time per transaction .96

Reduced labor for audit .82

Total 3.51



Elements

Creating the ROI

Input Data

Input variables Input values

No Of Stores 400

No Of Contracts 1000000

Average Pages Per Contract 3

No of Boxes per Month Per Store 3

% of Contracts Retrieved 5%

No Of Working Days 312

No of contracts per store per day 10

Fixed Data

Fixed variables Fixed values

Cost per page $0.18

Cost per Pick Up $2.01

New contract Archiving per Box $19.56

Time Taken per retrieval (Hrs) 1

labor cost of an average retail associate ($) $11.51

Contract Retrieval fee $9.2

Fax line Cost reduction $180

Time per transaction (mins) 57

Reduction in time (mins) 5

Time taken For Audit (mins) 30

Average Week 6

Reduction in Contract Printing 60%



Results

Creating the ROI (cont’d)

Particulars $ Savings

Reduced/Eliminated Printing Costs $324,000

Reduced Storage Costs $310,608

Reduced Time and Cost per Contract retrieved $1,035,500

a) Labor Savings $575,500

b) Contract Retrieval fee Savings $460,000

Fax line Cost Reduction $72,000

Reduced Time Per transaction $959,167

Auditing Savings $718,224

Total $ savings per Million contracts $3,419,499



Impact areas

Description Impact

Hard Cost

Soft Cost

Customer Experience

Customers

• Unable to view agreements on-line

• Unable to view agreement at other stores

X

X

Operations

• Printing (paper, toner, maintenance, downtime)

• Delivery of agreements to Iron Mountain

• Retrieval of agreements from Iron Mountain

• Too-frequent printer failures may create sales bottlenecks in stores during periods of peak volume

• Inefficient process for viewing agreements archived at Iron Mountain

• Inconsistent processes in place for retention of agreements within stores

• Ability to complete a sales transaction without printing store copy or obtaining customer signature

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X

X



Impact Areas (cont’d)

Description Impact

Hard Cost

Soft Cost

Customer Experience

Call Centers

• Unable to view agreements on-line to resolve customer disputes

• Refer customers to stores to obtain a copy of the agreement

• Increases time and expense for dispute resolution

X

X

X

X

X

Security

• Agreements with sensitive information in back office and mall storage areas

• No disaster recovery if copies (in-store, in-mall, or at Iron Mountain) are destroyed by fire or flood

X

X

Sales & Marketing

• Customer experience varies by store

• Competitors offer paperless agreements

X

X

Store Management

• Spend time daily reviewing 100% of agreements even if not all have exceptions

• Storage of agreements could be used for marketing materials or additional product

X

X



Total first year cost per 100 stores - $977,955

Account opening accelerator for service providers

Devices all extensible MFP‗s

MPS - 2 MFPs x 100 stores = $194,370

Software Content Capture OCR

Management tools/Composition engines

Exstream

or OmTool or Hyland or Nuance

Kofax Capture License for 2 MFPs x 100 stores = $264,868 and $250,000 Exstream

HP Exstream

Services & Support • Assess it

• Design it

• Implement it

• Keep it running

Kofax Capture Support/Service $66,217 + Exstream $52,500 support + $150,000 services

http://www.kofax.com/



Service provider economics: Offer presents a $1.5 M opportunity

Value proposition

42

300

3

297

0

100

200

300

Current cost per

gross add

Value released by

offer

Future cost per

gross add

Key assumption: HP can capture half of savings through paperless contracts.

Economics for service provider (cost per gross add)

300

297

3

1.5m

1.5m

0

100

200

300

Total cost per

contract

Spend not

addressed by offer

Spend addressed by

offer

Value released to

customer

Revenue opportunity

= 400 stores

Account opportunity ($ 5MM for 400 stores)

1. 1m in Europe net adds contracts net adds in 2010 2. Spend on non-document processing activities

SOURCE: customer data, industry analysis

1 2 2



Market opportunity: Service provider industry analysis Business imperatives for service providers, challenging retail

operations and contract process

• Cost reduction initiatives – Operating expenses are continually being cut to provide funding to improve infrastructure, services, content, customer experience, etc.

• Customers require personalized experience – customers expect information and content to be delivered in the manner they request

• Tightening operating expenses- Increasing competition limits revenue, so the Cost Per Gross Add and Cash Cost per User are under scrutiny

• Provide Best Customer Experience- new technologies enable customers to move from one provider to another if they don‘t receive the best customer experience

All of these imperatives point to a simultaneous focus on improving the customer experience, transforming the infrastructure and improving efficiency



Business case for HP Account Opening Accelerator/Paperless Contracts

Eliminate or reduce paperwork required for new account opening process and

storage requirements for paperwork

Enable sales associate to increase customer

interaction relevant to smartphone features by reducing time for contract transaction

Reduce exposure to security risk through

unsecured customer information

Reduce printing and storage costs

Reduce environmental impact through reduced printing and pick ups by off site

storage provider Auto create personalized welcome kit and deliver customer information in their

chosen delivery method

Improve time to revenue

Reducing overall operating expenses due to reduction in CPGA =

significant savings

Improve customer experience—reduce operating expenses



Account Opening Accelerator for CME

Before •time spent w/customer

•time spent processing paperwork (store

manager and store rep)

•storage costs

•risks associated w/unsecure customer info

•contract fraud

•inability to attach new svcs to existing

contract

•inability to locate contract information

beyond store

After •improve customer experience (reduce churn)

•increase number of customers served

•reduce printing costs

•eliminate storage costs

•reduce carbon footprint

•secure information

•contract/sales audit

•central repository lookup for services –

contract available to mktg, call center, sales,

etc.



Customer – Telefonica O2 Account Opening Accelerator - paperless contract

processing (first step - deploying mfp’s, next steps planned)

(1) Data entry into AOA Module

(2) Electronic signature of the contract captured by AOA

(4) Electronic version of signed contract sent via email to customer

(5) Electronic archiving of contract in SharePoint

(6) Scanning of required attachments (ID, bank statement…) archived into SharePoint (attached to the contract)

O2 CRM

(3) Image of signed contract + contract information sent to CRM



Communications, Media and Entertainment Snapshot

47

2/16/2012

• Application development and maintenance Services

• Fraud Management & Service Assurance - COTS platform enhancements and support

• Network Management

• Supporting critical Provisioning and service fulfillment systems

• Supporting critical Order management systems

OSS

• Supporting mission Critical

Billing applications both retail

and wholesale systems

• Application Development and

Maintenance for Convergent

Mediation COTS Platform

• Systems Integration

• Data migration and transition of

a critical billing system

BSS

• Content Production

• Content Management

• Content Distribution

• Editorial Services

• Entertainment Experience

Management

• Market Research

• Media Monitoring &

Analysis

M&E

Differentiated Value Prop

• Large transformation program/ project management capabilitych

• Excellent understanding of CME customer needs and domain gained through experience servicing customers across the globe

• Innovative service delivery set with a focus on operational efficiency, delivery excellence and a cost effective 80/20 offshore/onshore model

• Expertise in Agile Factory model

• Blend of domain/technology expertise in packaged/custom apps, systems integration, self-service portals/content management and testing leading to an improved customer experience

• 1800+ Application Services team focused on Telecom and related technologies (3200+ in BPO) • 700+ BPO FTEs providing end to end services to the client • Key Support for Network and Business Applications for a couple of leading US CSP‘s with an 15:85 on/off mix • Servicing CSPs, OEMs and M&E clients in EMEA, APAC and Americas • Trained and certified Telecom professionals • Applications Services across the Telecom Applications Map • Over 10+ years of service excellence across clients

CM&E

• Supporting Wired Line,

Wireless and Cable

• Providing end to end services

from new customer acquisition

to servicing through multiple

channels

BPO



MphasiS CME Offerings & Solutions

48

2/16/2012

• Dedicated Apps team

• Apps Consolidation , Modernization

Rationalization

• Apps Portfolio Assessment • Domain & Industry experts –

US,EMEA & APAC

• Deep pool of experienced Siebel resources

• Global Delivery Team (Right Shoring)

• E2E solution from strategy to AMS

• Experts in Managing Complexity meeting clients needs

• Strong alliance with Oracle in Siebel space

• Customized methodology designed to meet the specific needs of Siebel Projects

• Self-Service -to manage their accounts and perform transactions

• CMS -to provide dynamic information about product services and network management and infrastructure information to clients

• Portal Platform Architecture

• Multi-Functional Web Portal Integration

• End-to-end services implementation, upgrades, migration, maintenance and support

• Native Apps • Application Data Mgmt • Mobile Web Connect • Device Drivers • Usability

• BI on Mobility

• Revenue Assurance

• iCRM

• Identity Management

• Click to Connect

• Test Lab

• Digital Media Management Framework

• Dedicated Application Services Team focused on Billing, Mediation and Interfacing Applications

• Mission Critical Billing Operations for one of the largest Custom Billing Platforms

• Certified Billing Professionals at various levels - Fundamentals, Advance, Proficient, specific COTs Products

• COTS expertise – Intec, LHS, Oracle BRM

• Billing Solutions COTS Billing Product Adapters

CME

Offerings

Point

Solutions

Mergers,

Acquisitions

&

Divestitures

Mobility

Enterprise

Applications Portals

Billing

CRM

Testing

• Test Automation Framework

• Call Graph - Regression

Testing Framework

• Orthogonal Array

•E-Bonding

• Mobile Payment

• Commission

•Order Management

• Marketing Analytics

BPO

• Over 10+ years of service excellence

• Right mix of voice and non- voice footprint with committed focus on process excellence

• Complete portfolio of CME BPO Services

• End-to-end data processing in a secure environment

• 800+ deep pool of experienced



Competitive landscape

• None of the competition have chosen to address the industry with industry specific solutions.

• All of them have capture capabilities and could partner to produce paperless contracts. None of them have the ability to provide an Account Opening Accelerator solution/paperless contract solution that can also grow to address all customer communications without major partner engagements.

• See slides that follow

49



Xerox/ACS: Account opening capabilities


50

Delivery Capability Software

Partnerships/Capability Professional Services

Capability Vertical Focus Key Customer Wins

• Global offices and delivery centers – strategic alliances enable global reach

• A/P services delivered from near-shore/off-shore locations – courtesy ACS

• Through ACS, Xerox can offer completely outsourced account opening – contracts printed in store, processed and archived by ACS

• DocuShare CPX software application acts as enabler – can be integrated with Kofax

• May also choose to use other capture/workflow products

• Ability to turn statements into advertising vehicles - courtesy PlanetPress Suite from ObjectifLune. BI engine?

• Xerox and ACS both have in-house professional services teams

• ACS‘s acquisition of Systech Integrators (2006) added focus on SAP consulting services – added offshore consulting capabilities

• ACS provides integration capabilities with major ERP systems

• Offered across verticals, including:

– Healthcare

– Insurance

– Manufacturing & Distribution

– Retail

– Telecom

– Transportation

– Banking

Telecom

• Aliant‘s re-designed monthly bills to please customers and cut costs

• Telecom Egypt, the country‘s only provider of fixed telephone lines, outsourced billing to improve cash flow and save $12 million (US) annually on overdraft charges

Network Equip Provider

• A global high tech company implemented a solution for ―proposals on demand‖ to produce high-quality responses to RFPs in 20 different languages and increase their sales win rate

Solutions and capabilities are in place but not utilized for

industry solution.



Lexmark/Perceptive: Account opening capabilities


51




• On premise & SaaS solution

• Customizable workflows

• Indicates worldwide but likely to be North America and Europe centric

• Perceptive is the IP and solution arm – however NA centric. Lexmark will need to leverage presence in other geographies to scale delivery/offering

• Account opening solution combines Lexmark hardware & Perceptive ImageNow platform

• Perceptive has industry-specific partnerships. Ex: Brainware for intelligent data capture solutions in accounting & financials industry

• *ImageNow provides unified environment/platform for document management workflows/processes

In house consultative division providing:

• Discovery programs

• Solutions Development and Integration Systems Engineering Resources

• Perceptive industry-specific partnerships also includes consulting in some regions/countries. Ex: Optim2 in ANZ for financial-related back office functions

• Integration with ERP systems, as well as legacy applications

• Financial Services

• Healthcare

• State Government

• Retail

• Mfg & Distribution

• Hospitality

• Energy & Utilities (Lexmark hardware & doc distributor software integrated with FileNet capture; hardware also has embedded Kofax DES client and integrated with Kofax Doc Exchange Server)

• Telecom

Telecom solutions:

Signage and shelf label solution

Workflow improvements

Healthcare:

• Cedars – Sinai

• Invoice processing; Integrated with PeopleSoft

• Mercy Medical Center Accounts Payable; Integrated with Meditech & Mysis Vision apps

Energy & Utilities:

• Deep Marine Technology Accounts Payable; Integrated with Microsoft Dynamics SL

• Aqua America, Inc. Accounts Payable; Integration with Lawson Financials

Solutions and capabilities are in place with partners

but not utilized for industry solution.



Ricoh: Account opening capabilities


52




• Largely Europe and NA centric

• Have capture and partner solutions that could provide in house or outsourced – account opening solution but not messaged to industry

• Ricoh provides the hardware, and combines with partner capture, routing & workflow software to deliver on premise invoice processing automation

• Solution partners include: EMC Captiva & Documentum; Kofax; Interwoven, IBM, Open Text, and Oracle (Stellent), ReadSoft, Basware (Ricoh acts as reseller)

• Leverage IBM relationship as access point for enterprise accounts

• Owned professional services capability mainly through IKON

• Fills gaps with regional SI partners that may be aligned to specific verticals

• Publicly announced solution wins have been across manufacturing and postal/parcel services

• Ricoh has limited marketing message to industry

Manufacturing

• Mammoet Scanning, data capture, routing & storage of accounts payable invoices; Ricoh combined with ReadSoft and CTAC (Dutch IT service provider – customization of invoices to integrate with SAP ERP)

Manufacturing

• Mammoet i-invoicing solution; production of invoices & statements at Ricoh‘s external print facilities; claims to have cut time-to-invoice by 4 days and cut production costs by 20%





Canon: Account opening capabilities

Competitive information

53




• Mainly in Europe and North America

• On premise only

• Owns imageWARE software – includes document manager, web document server, scan manager, workflow composer

• No specific/articulated solution with regard to telecom or account opening solutions

• Several software partnerships for OCR, capture, archival, retrieval etc

• For invoice processing main partner is IRIS – provides an automated document & information capture solution in Europe. Canon also bought a 17% stake in the company

• In house consultants for assessment, implementation, deployment, training and support

• Acquired PS from Océ but mainly in commercial & production space

• No mention of ERP integration

• No specific verticals targeted for account opening

• Industry focus solutions highlighted – education, financial, legal and healthcare

• Success stories show that solution is available for a variety of verticals such as, real estate/property management

Real Estate

• Customer name: NA Worked with Canon Professional Services to implement solution; customer installed imageWare scan manager, imageWare document manager and Canon hardware





Competitive differentiation: Account opening capabilities

54

Capture

Professional Services

Integration w/ ERP

Customization

Archiving

Routing/ Workflow

• Competitors are equipped with basic component of account opening solutions

• No industry messaging

• Many overlapping partners but they are not developing the solution to meet the customer needs

High Capability/Presence (Owned) Medium Capability/Presence (Partner owned) Low Capability/Presence (No evidence)

SaaS

Business Intelligence

Retrieval

Lexmark Ricoh Canon MES/ MphasiS

Xerox

• Gap in competitor offerings around Exstream, SaaS and business intelligence

• Emphasis around these capabilities will create differentiation for MES offerings



Existing MPS footprint

55

Top CME by Global 500 MPS Trans Solutions

AT&T X X

Vodafone X X X

Telefonica X X X

China Mobile

Nippon Telegraph & Tel (Japan)

Verizon Communications X

France Telecom X X

America Movil X

Deutsche Telekom X X X

Telecom Italia X X

China Telecom X

KDDI (Japan)

China Unicom

Telstra X

Softbank (Japan)

TeliaSonera Group X X

BT Group X

Bell Canada X

Telenor X X X

KPN X



Examples of the number of retail stores per service provider

56

Owned and partner

Vodafone (globally)

Vodafone Hutchison Australia (VHA)

2200 + 10,300 (franchise)

240

Telefonica O2 (UK) 483

Bell Canada (+ Virgin Mobile Canada) 400+

US Cellular 375

Telefonica O2 (Germany) 230 + 600-700 franchise

CenturyLink (US) 185 + resellers

Telstra (Australia) 200 + 50 SMB + 5 EBC

1,000 (franchise)

Vivo Telefonica (Brazil) Approx 100 + 1,000 resellers

Telefonica (Spain)

Telyco

Approx 1,000 total

500 Remaining franchise



HP Distributed Workflow Solution

for Healthcare



Agenda

58



• Value Proposition

– Current State

– Suggested offer addresses key pain points

– Future State


• Reference Architecture


• Value Proposition Economics



• Existing MPS Customer Footprint



Business problem: Admissions process challenges

59

The system is prone to human error

• Multi-step process that is complex in nature and heavily paper based

• Human error at the point of admissions may result from the need to pull documentation from multiple imaging and print devices for wristband, labels, face sheets, pulling of preprinted forms, all to build the patient admissions packet.

• Need to improve patient outcomes with the right information at the right time in the right format so better bedside decisions can be made

Need to shorten revenue cycle, improve patient experience

• Accuracy in capturing all patient documentation at the point of admissions is the key to shorten revenue cycle. Missing information for insurance claims means delayed reimbursement

• Pre-Printed forms become obsolete, delay reimbursement if submission of incorrect forms occurs.

• Patient satisfaction issue when patient must complete and sign the same forms over and over again

Process Varies depending on type of admission

• Inpatient (we are focused here for phase 1 solution implementation)

• Outpatient

• Emergency Room

• Pre-Admission/Kiosk

Security starts with Patient Information at Admissions

• Need to audit and track anyone who scans into or prints off of a patient record

• HIPAA Compliance

Space is a premium

• Optimization of infrastructure is needed, too many disparate devices in a small space

• Multiple brands Zebra thermal printer, HP, Copier vendor – multiple supplies contracts, maintenance contracts

• Crowded chaotic work environment




60

―I need to find a way to reduce the number of paper records per patient chart via distributed departmental scanning‖

Chief Nursing Officer

―Increase productivity to improve facetime with patients. Help automate paper intensive workflows & patient communications to improve outcomes‖

Chief of Compliance

―Propose solutions that will ensure security of private health information and reduce risk of breach. Understand compliance laws in my country‖

Media/Library Heads

―Help me get the right information to the right place at the right time and in the right format, reduce medical error while improving outcomes.‖

Chief Medical Information Officer

―IT resources are tied up with EHR initiatives like CPOE and compliance guidelines. I need solutions that will free up IT resources to focus on these projects as well as secure PHI‖.

CIO/IT Manager

Director of HIM, Medical Records or the Records Manager

Director of Admissions

―Help me reduce the number of steps it takes to admit a patient and automate to reduce human error., speed up revenue cycle‖



After HP Laser Patient Identification and Distributed Workflow Solutions

Patient Admissions for Healthcare Providers

PROCESS ADMISSIONS + COMPILE ADMISSIONS PACKET

Replace a copier, laser printer, fax, thermal printers, pre-printed forms, and an addressograph machine with one HP MFP

with pull printing and color wristband printing capability and eForms-enabled software.

Pull record from MR storage

PRE-ARRIVAL

Collect external diagnostic documentation

Schedule in-house services & orders, assign bed

ADMIT

Admit and deliver treatment

Archive medical records electronically

• Securely scan hardcopy data to workflow via HP MFP.

• eSignatures applied to eForms.

• Print patient admissions packet from same MFP

Process information digitally

with EMR



Current state: Patient admissions

Value proposition

Assumptions: Times refer to labor touch time processing the paper forms and not cycle time ; based on case studies and assessments 350 bed hospital in process of EMR & CPOE Implementation • Key cost driver: Manual Paper Processes • Result in human error • Missing/lost info can cause adverse events/delay rev cycle • Pre-Printed Paper forms that turn obsolete delay claims

2. Source – Forrester Total Economic Impact of Perceptive ImageNow, April 2008 3. Sources – ROI Case Study, ImageNow at Citizens Memorial Healthcare by Nucleus Research

$/hour FTE cost 2

FTE//patient 1 hours $ Labor cost

Relevant fees ~$30 per month/analog phone line4

IT costs ~$1,0 00.00 patient/year

~$ 40 per patient

~1 hour per patient per 4 day stay

Collect docs such as referral forms, Physician Orders, test results : copy, Courier or fax

5

Data Entry/Signatures Pre Printed Forms Print, Wristband, label, blue card Retrieval

Pre Admission/Storage

Admitting picks up face sheets from Printer

New patient – labor costs

Addressograph embosses blue card – picked up by admitting

8

~.75 hours/patient ~$22.50/patient

6 I

7

Collection of documents and manual chart creation

Collection of forms that become obsolete and lengthen revenue cycle

80 % of this process is paper in worst case scenarios, external documents may arrive electronically, via fax from Primary Care Phys

.15 hrs per patient

$6.00/patient

~$ 68.50 per patient (~58% in-hospital, ~42% pre admit & post discharge)

~1.90 hours per patient per 4 day stay

Admitting picks up Patient Wristband from Wristband Printer

Admitting picks up Patient labels from Wristband Printer

Pre –admission scheduling, bed assigned

Manual paper transport – Courier, fax, email, phone

Data entry

Offsite paper chart storage/retrieval required per admission for 7 yrs aduls, 20 yrs child.

30 .50

15.00

40 .03

1.20

40 .03

1.20

Patient documents collected, copied, & placed into chart- copy of insurance card delivered to finance

40 .16

6.40

Admissions personnel populate (type) EMR w/patient update & admits patient into HIS

40 .16

6.40

Patient signs HIPAA/consent forms, Health History forms completed. Forms are placed into chart

40 .08

3.20

Pre-Printed forms collected per diagnosis per insurance coverage and other situations and placed into record

40 .16

6.40

Medical records pulls patient record from MR storage and sends to admissions – external documents rec‘d

30 .5

15

30 .25

7.50

40 .03

1.20

40 .06

2.40

Prep/Info Collected

1 2 3 4 0




Value proposition

TO future state…

• Manual pulling of records from Medical Records storage and courier to Admissions

• Patient completes multiple forms requiring duplicate data

• Insurance verification slow as insurance cards are copied and faxed to finance

• Patient completes multiple forms requiring duplicate data

• Pre-Printed forms become obsolete and delay reimbursement

• Multi step admissions process with manual copying of documents and pulling Pre printed forms to create admissions packet

• Storage needs for all patient records, high cost and slow retrieval of important information needed when patient readmits

HP offer details

• Scan and digitize all incoming docs directly into Workflows to ECM or EMR Repositories and/or BI systems

• Conduct OCR, if necessary, on docs to extract relevant information

• Check for errors in information extraction and correct them

• Provide patients longitudinal health record at point of care

• Convert paper based forms to electronic with e-signature capability

• Speed up revenue cycle with all correct versions of forms made available electronically and all necessary information is available at time of claim

• Provide real time search and retrieval to greatly improve patient outcomes by getting the right information to the right place at the right time in the right format so more informed decisions can be made at the point of care

• Data is now available to the Health Information Exchange for all key stakeholders in ACO to access as needed

Detailed flow follows SOURCE: Workflow Assessments, Strategy Consultation Programs, Team analysis

FROM current state…Prone to Human error that can cause adverse events and delay reimbursement…

• Multiple devices needed to complete admissions packet: 1 printer for wristbands, 1 printer for labels, Copier to copy patient documents 1 printer for face sheets, Addressograph for blue cards, etc.

• Medical History pulled electronically at point of admissions greatly reducing costs & improving clinical decisions.

• Improve patient satisfaction with simple verification of existing data in PHR.

• Revenue cycle improved as insurance verification is immediate

• Digital signature eliminates need to print paper

• Eforms allow fast patient onboarding

• One step admissions process including eForms processing greatly reduces human error!

• Storage needs eliminated with electronic medical records and all incoming paperwork digitized at the point of capture

• One MFP with Access Control needed to automate the Admissions Packet

Offer addresses key pain points, improves patient outcomes, speed sup revenue cycle and presents opportunity to reduce processing time by 50%

Admissions



Before HP

In-Patient Admissions for Healthcare Providers

Pull record from MR storage

PRE-ARRIVAL

Collect external diagnostic documentation

Schedule in-house services & orders, assign bed

PROCESS ADMISSIONS

Copy inpatient ID, physician scripts, insurance card,

lab results, etc.

Imprint hospital blue card

Collect hardcopy updates to medical history, signed consent to treat & HIPAA

consent forms

Enter data to update EMR in HIS

Begin to compile chart

Copy forms to add to chart

COMPILE CHART

Print sheet of labels

Pull preprinted forms

Print face sheet

ADMIT

Admit and deliver treatment

Archive medical records

Print wristband on thermal printer



Future State: Patient admissions automation

Value proposition $/hour FTE cost 2

FTE//patient 1 hours $ Labor cost

Results: 42% DECLINE IN COSTS CUT TIME TO ADMIT IN HALF • Key cost driver: Manual Paper Processes • Result in human error/adverse event reduction • The right info is at the right place at the right time, saving lives! • Pre-Printed Paper forms that turn obsolete delay claims

0

~$ 24.60 per patient

~.5 hour per patient per 4 day stay

Scan to workflows on MFP GUI

Print, Wristband, label, blue card Retrieval

Pre Admission/Storage

~.5 hours/patient ~$15.00/patient

0 hrs per patient

$0/patient

~$ 39.60 per patient (~62% in-hospital, ~38% pre admit & post discharge) vs. ~$68.50 per patient in current state

~1.0 hours per patient per 4 day stay

Admissions personnel pulls patient record from EMR, patient updates history via tablet and signs all forms digitally

Pre –admission scheduling, bed assigned

E-admit

Patient Chart retrieve from storage &deliver to Admissions Collect docs & insurance then copy, courier or fax EMR Data Entry of patient updates Pre-Printed forms stored and collected during admit, requiring periodic audit of forms on hand for obsolescence Blue Card creation and embossing of forms and ID bands Multiple devices each printing one thing: wristbands, l abels, face-sheets, blue cards consolidated to one MFP

Following Processes handled by ECM or eliminated:

2. Source – Forrester Total Economic Impact of Perceptive ImageNow, April 2008 3. Sources – ROI Case Study, ImageNow at Citizens Memorial Healthcare by Nucleus Research

30 .50

15.00

Admitting picks up Patient Wristband from Wristband Printer

6

0 0

0

5 Admitting picks up Patient labels from Wristband Printer

0 0

0

Admitting picks up face sheets from Printer

7

0 0

0

Addressograph embosses blue card – picked up by admitting

8

0 0

0

Offsite paper chart storage/retrieval required per admission for 7 yrs aduls, 20 yrs child.

0 0

0

Admissions advocate authenticates at MFP and scans all patient documents directly into workflows

1

Patient is admitted into HIS system & Complete Admissions packet prints on MFP: eForms, face sheets, wristbands and labels

40 .08

3.20

Collection of forms that become obsolete and lengthen revenue cycle

Pre-Printed forms collected per diagnosis per insurance coverage and other situations and placed into record

0 0

0

4 3

Admissions packet printed

Data entry

Admissions personnel populate (type) EMR w/patient update & admits patient into HIS

0 0

0

2

40 .16

6.40

40 .25

15

Data Entry Pre-Printed Forms

Admit

Packet printed Doc Capture EMR Accessed Data Entry

Enabled by ECM &

Workflow

Enabled by pull print, doc

capture & EMR



High level solution – HP patient admissions automation

Smartphone Portal

Fax email

HIE Health Information Exchange

Electronic Medical Record

HP Business Intelligence Solutions

Patient Accounting System/Revenue Cycle

4. Hyland OnBase Repository

Patient referral documents, test results, imaging, consent forms, HIPAA forms may also be faxed , emailed, sent to the automated workflow via

portal or smartphone prior to admission

Once scanned automated workflows based on rules based logic, will direct information to the EMR, BI System, Patient Accounting as

appropriate as well as integrate with HIE.

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High level solution – HP in-patient documentation

(On Premise and SaaS)

Patient Documentation

HR, AP, Admissions, Nursing Station, Medical Records, ER

(Hyland OnBase)

Tablet

w/HP Access Control

Route Electronic Content

Management (Hyland OnBase)

MultiFunction printer w/ automated

workflows based on authentication

EMR/HIS Applications

HP Business Intelligence Solutions (Clinical Analytics)

Patient Accounting Application (Revenue Cycle)



Business process high level flow

Hospital Back-end Systems

OnRamp and Off-Ramp

MFP

Multi-Channel

LAN/Analog Fax (from Phys Ofc)

ERP

Legacy

HIS

Shared services

HPAC For Security

Reporting tool Audit Trail Utilities

Pt. Claims

Admin

CRM

Admissions Clerk/Nurse


EMR

Smartphone Tablet,

Signature Pad

• Patient documentation DL, Ins Card, Referral • Forms processing – HIPAA, proc consent… • Scheduling • Admission packet creation – face sheet,

wristband, forms, labels

Manage

Longitudinal Health Record

Deficiency Reporting

Electronic Signatures



Real-time data

Access

Validate

Format Verification

Backend Validation

Data Enrichment

Patient ID

Clinician

Collaborate

Workflow management

Clinical Decision Support

Referring Physician

Integrate

Real-time CRM Integration

Real-time AP/AR Integration

Real-time EMR Integration

Real time HIS Applications Integration

Capture

HP MFP for Scanning

Hyland/KOFAX? Image capture, enhancement

Data extraction

eForms

Hospital B/O

Patient Documentation Lifecycle

Clinical Workflow

Discharge Process Admissions



HP patient documentation/admissions solution

Solution offer/pricing

69

Customer Profile

• 2000 FTEs/350 hospital beds etc.

Price: $2.01M

• Hyland – $550K, Capella – $250K, HPAC – $250K , Hardware $969K

• Incl. sw license, installation, training and one year maintenance

Exam

ple

ref

ere

nce

pri

ce

Software

• Hyland Onbase, Capella, Silanis (eSignature)

• HP Access Control

Services & Support

• Assessment, Strategy Consultation Program

• Architectural Design , Portal Registration?

• Implementation Into EMR for eForms, Wristbands, Onbase

• Post Sales Support

Devices

• Workgroup & Dept MFP CM3530,HP ScanJet 7000 PC attached


• Slate (WebOS)

http://www.google.com/imgres?imgurl=http://www.ob10.com/Image/hyland_logo.gif&imgrefurl=http://www.ob10.com/country/us/Financial_Automation&usg=__hF43-t6-obrmePpH9bcJVj_kG88=&h=63&w=182&sz=5&hl=en&start=4&zoom=1&um=1&itbs=1&tbnid=6bjVGHCskA7dAM:&tbnh=35&tbnw=101&prev=/search?q=hyland+software&um=1&hl=en&sa=N&rls=com.microsoft:en-us&tbm=isch&ei=VdLfTejdKoO4tgfK_bSMCg

http://www.google.com/imgres?imgurl=http://www.sureclose.com/images/partner-Silanis.jpg&imgrefurl=http://www.sureclose.com/partners.asp&usg=__NIfFp_AJ66V4zaDymqT9i2YWxFA=&h=80&w=180&sz=6&hl=en&start=1&zoom=0&um=1&itbs=1&tbnid=aDQUZyAKvFjhAM:&tbnh=45&tbnw=101&prev=/search?q=silaNIS+software&um=1&hl=en&rls=com.microsoft:en-us&tbm=isch&ei=ntLfTcSiNIeXtwe6rI3zCQ

http://www.google.com/imgres?imgurl=http://www.file-extensions.org/imgs/company-logo/974/capella-software.gif&imgrefurl=http://www.file-extensions.org/cag-file-extension-capella-gallery-data-file&usg=__4h39GqpbUhgRkpg86iSHAciDbkg=&h=53&w=160&sz=2&hl=en&start=4&zoom=1&um=1&itbs=1&tbnid=LN3N2tWn2IDtIM:&tbnh=32&tbnw=98&prev=/search?q=capella+software&um=1&hl=en&rls=com.microsoft:en-us&tbm=isch&ei=fNLfTcaHI4qTtwee-aWXCg





70

Customer Profile

• 4000 FTE‘s/700 hospital beds etc. Departmental/Enterprise

Price: $4M:

• Hyland – $1.1M, Capella – $500K, HPAC – $500K Hardware $1.9Mncl. sw license, installation, training and one year maintenance

Exam

ple

ref

ere

nce

pri

ce

Software



Services & Support

• Assessment, Strategy Consultation

• Architectural Design , Portal

• Implementation Into EMR for eForms, Wristbands, Onbase, Post Sales Support

Devices

• Workgroup & Dept MFP, HP ScanJet Scanners

• HP Access Control, Slate (WebOS)








71

Customer Profile

• 12000 FTE‘s/2100 hospital beds (IDN). Departmental/Enterprise

Price: $12M discounted approx. $10M

• Hyland – $3.3M, Capella – $1.5M HPAC – $1.5M Hardware $5.7 ncl. sw license, installation, training and one year maintenance

Exam

ple

ref

ere

nce

pri

ce

Software



Services & Support

• Assessment, Strategy Consultation Program

• Architectural Design , Portal Registration?

• Implementation Into EMR for eForms, Wristbands, Onbase

Devices

• Workgroup & Dept MFP , HP ScanJet Scanners

• HP Access Control, Slate (Web OS))






Additional Benefits Achieved Q1 09 to Q1 10:

• 88K medication errors avoided

• 7 of 10 ED departments improved triage performance

• Patients requiring angioplasty within 90 minutes of arrival improved from 78% to 90%

• Percentage of outpatient surgery patients requiring antibiotics started within 60 min of incision increased from 84% to 92%

• CPOE reduced medication order entry to administration from 59 min to 4 min

• CPOE and EMR decreased time from order written to administration from 132 min to 38 min

• Elimination of duplicate orders reduced inpatient lab tests by 5.5%

• Time from bed assignment to admit an ED patient decreased by 90 min

• Patient scheduling ave. speed to answer reduced from 71 to 10 seconds and abandonment rate reduced from 9% to 3%

• Readmission ratios reduced at each hospital by 5% to 18% (still high)

• Sentara‘s CMS core green measures doubled from 36% to 72%

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$248 $193

$55 0

50

100

150

200

250

300

Current cost per patient Value released by offer Future cost per bid packet

Key assumption: HP can capture ~78% of the value released by the offer ($193) with full automation of paper processes in Admissions, ED, Patient Care, Medical Records and Discharge

Economics for healthcare provider (e.g., Sentara Health) per patient ($)

Value Proposition – Sentara healthcare offer presents a $22.25 MM savings opportunity

Sentara Health Benefit Summary ($22.25 MM Total)



Market opportunity: Healthcare industry analysis Business imperatives and drivers for healthcare providers

• Reduce Medical Errors and Costs – U of Utah found Adverse Events 10 times higher than previously estimated using most commonly used metrics.

• Meet Compliance- Health Care Data Breaches Affect 10 Million Patients Since Fall 2009

• Declining Re-imbursement rates- Centers of Medicare/Medicaid payment declines average 2% per year per ICD-9 code. Improved outcomes will improve re-imbursement

• Electronic Medical Record Acceleration – Ave upgrade to meet ―Meaningful Use is over $50M and consumes most IT resources

All of these imperatives point to a simultaneous focus on streamlining paper patient documentation, improving efficiency, and enhancing

patient outcomes



Xerox/ACS: Patient care documentation

74



Capability Key Customer Wins

• On-site solution: End-to-end capture, workflow, archiving, retrieval and customization. Structured to meet compliance needs – HIPAA and JCAHO

• Cloud-based solution:

• Recent acquisition of Credence Healthcare Inc, provider of software that captures and analyzes patient data

• ACS has a strong presence in government and commercial healthcare sector – acquisition of Midas in 1998 provided capabilities around data mining and analytics through the MIDAS+ software suite

• ACS has long history of acquisitions and partnerships in healthcare sector*

• DocuShare and DocuShare CPX are owned content management platforms that enable capture, collaboration, workflows, archival and retrieval

• Host of partners across the patient care documentation process for scan, capture and workflow – Ex: Aquifer EHD Edition from WaterWare Internet Services – allows hospitals and medical clinics to gather & organize patient information

• ACS offers transactional BPO, IT infrastructure management, analytics systems, advisory services and application services across the healthcare industry


• ACS‘s advisory services span – hospital-wide assessments, clinical transformation, readiness assessments, end-to-end revenue cycle assessment, RHIO assessment, modeling and planning

• Case studies indicate that Xerox performs a comprehensive evaluation of the workflow & integration of the proposed solution

Healthcare/Hospital

• White Memorial Medical Center

• Combined DocuShare with Aquifer and Nile Pharmacy and Xerox MFPs to scan & manage patient files and medical records. Claims to have saved as much as $200,000 per year on storage fees & admin. Costs

Healthcare (ACS)

• Mater Dei Hospital (Government of Malta)

• Deployed laboratory and radiology information systems; and a picture archiving and communication system. Integrated with existing patient administration system. Partnered with iSoft and GE Healthcare using their software for the new digital systems

* See backup for list of ACS acquisitions in healthcare sector

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Lexmark/Perceptive: Patient care documentation

75




• Lexmark‘s on-premise healthcare solutions span patient admissions to forms on-demand and scan to medical records. Includes owned software – Document Distributor for routing & Document Producer for forms creation

• Perceptive offers automated patient scheduling & registration as well as health information management for patient information

• Perceptive ImageNow platform conforms to IHE standards & integrates with a number of HIS applications

• Solutions seem to be SMB-centric & do not have SaaS option

• Perceptive has specific partners for the healthcare sector – example: IPeople, provider of HIT integration, solutions and professional services to the MEDITECH industry

• Lexmark’s solution involves print fleet rationalization and routing software (Lexmark Document Distributor) – the solution is hardware-centric

• Perceptive’s solution is based on ImageNow and emphasizes the platform’s ability to provide HIPAA privacy compliance – this is more of a software-based solution

Lexmark’s in house consultative division provides:


• Solutions Development and Integration

• Systems Engineering Resources

Perceptive also has a professional services team that provides:

• Business Consulting

• Environment Consulting

• Deployment Methodology

• RIM Consulting

• Perceptive‘s partner network also includes industry-specific partners for integration and consulting

Healthcare

• Genesis Health System

• Needed centralized forms management for patient registration; Lexmark conducted thorough evaluation and implemented a solution consisting of laser printers, Lexmark Document Producer for forms creation and Document Distributor for routing. Claims that print times for an entire patient packet dropped from 90 seconds to 30 seconds – improvement of 66%

Healthcare

• Anderson Hospital

• Implemented ImageNow to electronically capture patient discharge summaries, index them and store them in a central repository. In Medical Records, implemented ImageNow for admissions, HIPAA documentation, insurance etc – documents are scanned and linked to patient‘s MEDITECH record

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Ricoh: Patient care documentation

76




• Ricoh offers healthcare solutions for medical claims forms, patient documents and medical records documents

• Solutions are a combination of Ricoh hardware and partner software

• Ricoh is effectively a reseller

• IKON caters to SMB clients and is centered around document services leading to pure-play MPS contracts

• DocumentMall provides SaaS solution for forms

processing/distribution – however not specific to vertical

• Ricoh provides the hardware, and acts as a reseller of partner capture, routing, workflow and

content repository software

• IKON also acts as reseller for several document workflow software products including: Documentum, KnowledgeLake Capture & Imaging; Kofax, Nuance, OpenText etc

• Ricoh has specific business process automation partners that cater to forms processing and business

process management. Example: Appian is a strategic partner that provides a suite of components for process, rules, forms, content management, reporting, identity management, integration & collaboration



Healthcare

• Premier Purchasing Partners (healthcare purchasing network)

• Contract is focused on the conversion, management and archiving of paper to electronic documents (mainly forms); document imaging needs; and on-site & off-site management of print shop functions

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Canon: Patient care documentation

77




• Canon‘s on-premise healthcare solutions include capturing and storing medical records electronically; facilitating HIPAA compliance through restricted access and sending; as well as automated document distribution

• Canon also offers automated patient test analysis and reporting

• Solutions combine Canon imageRUNNER Advance scanners and partner capture and content management systems

• Partner with EMC Captiva for distributed capture and EMC Documentum ApplicationXtender for storage and retrieval

• No evidence of integration with other healthcare applications/systems

• No evidence of partnerships for business process automation



• No evidence of specific system integrators for healthcare sector

None available

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Competitive benchmarking: Patient care documentation

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• Xerox‘s portfolio is the most comprehensive thanks to business intelligence capabilities from ACS

• Lexmark has the core components to provide patient care documentation solutions They have capture and route built into the hardware – however they their focus remains SMB and NA

• Ricoh and Canon can do the Capture, Route, Archive and Retrieve but cannot articulate the end to end solution well

Xerox Lexmark Ricoh Canon MES/MphasiS

Routing/ Workflow

Customization

Integration w/ EMR app

Retrieval


SaaS


Archiving

Thru DocumentMall but no vertical focus

Capture



Existing MPS customer foot print

• Group Health

• Fairview Health Services

• Sutter Health

• Emblem Health Services

• Sisters of Mercy Health System

• St. Johns Mercy Medical Center

• University Hospitals

• Carillion Health

• Exempla Health

• NHS Barnet (UK)

79

* This is only won MPS customer footprint. Note there are many other opportunities in funnel that we will target – See speaker notes



Target MPS funnel customers

• NHS North Bristol Trust, Barts and the London Hospitals, and Cambridge and Papworth Hospitals

• NY Presbyterian Hospital

• University of Pittsburgh Medical Center

• Memorial Sloan Kettering Cancer Center

• Mayo Clinic

• Intermountain Healthcare

• Davita

• Scripps Health

• Bendigo Health, Australia

• Ballarat Health, Australia

• Royal Children‘s, Australia

80

* Note that these are accounts where we have MPS opportunities and/or Distributed Workflow Solutions opportunities in the funnel



Insurance policy issuance and

claims processing

Joe Wagle

WW FSI MDC



Agenda

• Business Problem Definition • Target Customer Profile

• Value Proposition – Current State


– Future State

• High Level Solution • Reference Architecture

• Solutions Offer/Pricing • Value Proposition Economics • Market Opportunity • Competitive Landscape and HP

Differentiation • Existing MPS Customer Footprint

82



Policy issuance business problem definition

83

Expensive • Most Costly process in the firm

• For every $1.00 that comes in, >$.20 is spent on policy setup & servicing

Critical Customer Experience • Improve products per customer, recommendations

• Reduce switching rates (P&C) & abandonments

Manual and Paper-bound Processes • Application packets, trailing documents – link to Mobility & Web

• Complex personal lines & Commercial lines (70% vs 10% )

Private and Privileged information

Regulated transactions & documents

Staff Productivity, Satisfaction & Retention • Agents & underwriters are expensive assets & are in demand



Claims business problem definition

84

It costs too much

• For every $1.00 collected in premiums, insurers spend $.61 claims paid out & $.15 on claims expense

• That equates to 76% of every dollar earned! (AM Best 2009)

• Document workflow solutions can reduce Claims processing costs by 25-30% (source Celent Model Insurer)

It takes too long

• The process on average could take 15 to 45 days (depending on the product line) if a settlement is reached and could take much longer if the process goes into litigation.

• Customers have seen a 10-20% reduction in claims cycle time

It is too complex • For typical consumers, the details and complexities of the claims process often prove to be frustrating and quite daunting

• Fraught with specialization, bottlenecks and exceptions

The system is prone to fraud

• Claims fraud is a major issue for the insurance industry. The Insurance Information Institute (I.I.I.) estimates that fraud accounts for $30 billion a year, or 10% of the P&C sector's incurred losses and loss adjustment expenses.

• Digital workflows can improve exposure to fraud systems by 2x

Claims Service Labor shortage • Rising average age of claims services staff

• Skilled claims employee shortage

• High turnover, high retirement

Claims Service = Customer Service

• Making a claim is the most important contact a client has with the insurance company

• Carriers with high levels of claims satisfaction retain 90% of customers

• Carriers with lowest satisfaction levels retain 78% of customers




85

―I need to scale the new policy business and provide a compelling customer experience that creates new leads. I want to use technology to grow the business faster‖

Director of Claims Services

―Increase claims service staff productivity to improve the policyholder experience. Automate paper intensive workflows to improve claims efficiency‖

Director of Policy Distribution

―I want to accelerate and automate our processes for getting policies issued. I need to increase the speed of new policy setup and policy servicing cycles‖

Media/Library Heads

―I want to increase the efficiency with which we service policies, and process changes to policies and renewals. Cost & time need to be reduced‖

Director of Policy Services

―I need to underwrite and Issue policies more quickly, more efficiently and at lower costs in time and resources. Help me underwrite smarter and more profitably.‖

Underwriting New Business Agent Operations

―I want to empower agents to spend less time with paper, and more time with prospects. Increase the speed of new policy setup.‖



Before HP

Insurance Claims Processing workflow

AVERAGE CYCLE TIME: 8–10 DAYS Processing requires 12 steps and costs $175–225 per claim.

Customer/Agent files FNOL with carrier

Request additional claim documents

Process, tag, and enter claim document data

File checklist, FNOL and AK letter

Route claim folder to claims supervisor

Sort work by LOB, channel and profile

Claims review and Decision

Claim payment and/or notification

Claims Service Agent enters data into system

Create Claim folder

Create and send acknowledgement

(AK) letter

Print Claim Checklist



Current state: Life policy workflow and costs

Value proposition

87

Current state costs ~$378 per policy $15 per policy courier costs

1. Times refer to labor touch time processing the policy and not cycle time 2. Source – McKinsey Life benchmarking with companies that are MetLife peers; assume 2000 hours/year and all costs fully loaded, w/o OH allocations 3. Sources – McKinsey Life benchmarking with companies that are MetLife peers and interview based triangulations 4. Fees includes courier fees ($15) that are addressed by potential future state; does not include other fees (e.g., medical fees) SOURCE: Industry interviews, McKinsey Life Benchmark survey, Team analysis

Case management Application Underwriting and issuing

Inquiries and collecting claims

Processing and fulfillment

Broker files complex claims (e.g., disability and death)

Call center/handler routes claim and docs (e.g., tests)

~50% rework 4

Claims – labor costs

25 0.2

4

9

Fulfill claim – make payment and file for future processing

Process claims – evaluate findings and make decision

55 0.7 37

23 0.5 12

10

11

~1.3 hours per policy

~$52 claim cost per policy

Courier Fees ~$15 per policy 4 IT costs ~$10/policy/year

$/hour FTE cost

FTE/policy 1 hours

$ Labor cost

$ Non-labor expense

~4.5 hours per policy

~$ 206 to issue a policy

Incoming call center or web inquiry

Handler validates identity and retrieves customer data

Back-office processing to update info or create simple change (e.g., add beneficiary)

Produce customer update, file and archive docs

6

25 0.08

2

23 0.13 3

Inforce – labor costs

7

8

23 0.13 3

~.34 hr/year (for ~15 years)

~$8/policy/year ($120 for ~15 years)

Broker/agent file application

Online application

Review applications (applicant situation, answers to questions)

n/a

0

0

2

HQ mailroom receives docs and manually on-boards into system

~80%

~20%

Collect docs and file electronically

55 0.25

14

Validate medical records

Request medical lab exams

~20%

Exceptions

1 Pricing includes review of medical, risk assessments financial review and determining the premium

3

Assemble policy docs after modification to risk and coverage

Create customer package and send back to broker or place on secure site

4

23 0.5

11

55 2.5 138

25 0.25 6.5

25 0.25 6.5

~50% by courier

~80% by courier

100%

New business – labor costs

5

135

$15 courier costs

30 1 30




Value proposition

88

TO future state…

• Receive substantial volume of documents from brokers via courier services

• Delays in physical on-boarding and scanning at HQ mail room affect cycle time

• Manual doc assembly and time wasted locating misclassified digital and physical docs (e.g., in folders)

• Ask broker of customer to resend or send additional docs

• Send policies issued back to brokers using courier service

• Multiple asks to retrieve customer docs

• Face delays in preparing modifications and customer packages

• Manual filing, and archiving of supporting docs relating to service and claims

• Inability to use already collected information for cross sell

HP offer details

• Scan and digitize all incoming docs

• Conduct OCR, if necessary, on docs to extract relevant information

• Check for errors in information extraction and correct them

• Automatically remind agent and/or applicant to send required docs

• Index, tag, and file documents by customer and request

• Assemble all docs into one package when complete for review and flag the workflow when the package is ready for review and underwriting

• If any doc expires (due to life time limits)) request new docs

• Assemble docs on-demand based on insurer workflow request type

• Ensure DRM on data stored

• Destroy documents based on rules and defined regulations

• Provide authentication, security, and identification on access

• Provide real time search and retrieval to speed up customer service across all touch points

Detailed flow follows SOURCE: Industry interviews, Mortgage Bankers Association, Team analysis


• Docs received through multiple channels need to be manually filed by the claims handler

• Call back agent or customer in case of missing documents

• No work to receive, scan, file, or organize documents

• Required data already in the SW solution

• Be assured of quality of incoming docs

• Review application only once when all necessary docs have been received

• Complete doc package ready for case management

• Have automated print for customer policy packet

• No need for courier deliveries back to agent/broker

• All docs automatically filed and archived

• Use all information available for customer in any customer touch

• All docs already filed, stored, and backed up with on-demand access for the handler

• Be assured of completeness of incoming docs

Offer addresses key pain points and presents opportunity to reduce processing time by 15-20%

Application Case

management Underwriting and issuing

Inquiry and claim

collection

Processing and

fulfillment



After HP Claims Transformation Solutions

Insurance Claims Processing workflow

CYCLE TIME REDUCED TO 5 DAYS PROCESSING COSTS REDUCED BY 45%

Customer/Agent files FNOL with carrier

Claims review and Decision

Claim payment and/or notification

SYSTEM AUTOMATICALLY

• Creates and sends acknowledgement letter

• Prints claim checklist

• Creates claim folder

• Files checklist, FNOL and AK

Digitally route claim folder to claims supervisor

Claims Service Agent enters data into system.

Digitally request and process additional claim documents

AUTOMATED WORKFLOW

• Sorts work by LOB, channel and profile



Future state: Offer can release ~$61 per policy

90

INSURANCE POLICY PROCESSING

1. Times refer to labor touch time processing the policy and not cycle time 2. Source – McKinsey Life benchmarking with companies that are MetLife peers; assume 2000 hours/year and all costs fully loaded, w/o OH allocations 3. Sources – McKinsey Life benchmarking with companies that are MetLife peers and interview based triangulations 4. Includes IT costs ($10); courier fees ($15) are addressed by future state and taken out; does not include other fees (e.g., medical fees) SOURCE: Industry interviews, McKinsey Life Benchmark survey, Team analysis

Relevant IT costs ~$10/policy 4

Online application

Review applications (applicant situation, answers to questions)

n/a

0

2

~$ 188 per policy

~4 hours per policy

~20%

Collect docs and file electronically

Validate medical records

Request medical lab exams

1

Pricing includes review of medical, risk assessments financial review and determining the premium

3

Assemble policy docs after modification to risk and coverage

Create customer package and send back to broker or place on secure site

4

30 .9 27

23 0.3

6.9

55 2.3 127

25 0.25 6.5

25 0.25 6.5

Case management

Application Underwriting and issuing

Inquiries and collecting claims

Processing and fulfillment

100%

Incoming call center or web inquiry

New business – labor costs

Handler validates identity and retrieves customer data

Back-office processing to update info or create simple change (e.g., add beneficiary)

Produce update for customer and file and archive docs

Broker files complex claims (e.g., disability and death)

Call center/handler routes claim and docs (e.g., tests)

Process claims – evaluate findings and make decision

Fulfill claim – make payment and file for future processing

5

6

135

25 0.08

2

23 0.11 2.5

23 0.11 2.5

Inforce – labor costs

Claims – labor costs

25 0.2

4

55 0.5 28

23 0.3 7

7

8

9 10

11

Broker/agent file application

0

HQ mailroom receives docs and manually on-boards into system

~80%

14 ~20%

Exceptions 55 0.25

~1 hour per policy

~$39 claim cost per policy

~.3 hr/year (for ~15 years) ~$7/policy/year ($105 for ~15 years)

0$ courier costs

100% reduction & $15 savings

.1 hr & $3 labor reduction


.2 hr & $.5 labor reduction

.2 hr & $.5 labor reduction



.2 hr & $4.1 labor reduction

Enabled through

document capture

Future State labor costs ~$332 per policy ($46 per policy) Eliminate $15 per policy-courier costs Unlocking per policy in new labor & courier savings ~$61 15% application cost reduction (labor + courier) 13% servicing cost reduction (labor only) 25% claims reduction (labor only)

$/hour FTE cost 2

FTE/policy 1 hours

$ Labor cost

$ Non-labor expense

Enabled through

Repository & Exstream



High level solution – Insurance claims

91



High level solution – Policy issuance

92



Reference architecture for insurance claims doc capture

93

External Print Services


Manage

Dash board Business Activity


Channels

Capture Validate Collaborate Integrate

Validate customer and policy

Claim gate checks

Mail room

Scanning

Claims

CRM

Broker/Agent

KOFAX/Hyland For Image capture,

enhancement

Indexing

Claims Workflow Integration

Claims Processing

Shared services

Account, Audit, Authenticate, Authorize

Reporting tool Audit Trail HP TRIM for DMS



Agent

Real-time data

Approver

Claims System Integration

Policy Admin System Integration

Policy

Supervisor


HP SDS for SLA tracking/

Op. monitoring

Output Server

Output/ Claims

Correspondence

Notifications

Status Updates

Claim Disposition

Distributed/ Centralized Scanning

Agent Branch Office

PSP Service Bureau

Off-site CRD

Billing/ Metering

Missing document Follow-up

Document Requests End

Customer

LOB/Skill based Queuing

Admin



Policy issuance and claims processing


94

Customer Profile

• Agent and new-business focused process automation

• Solution captures and processes policy applications & generates proposals and correspondence

• 200 agent offices/service/claims center locations

Devices

• (200) HP Color LaserJet CM3530 MFP

• (100) HP LaserJet M4555 MFP

• (20) HP ScanJet Enterprise 7500

• (50) HP ScanJet Enterprise 7000n

• Total $690k

Software

• HP Exstream Software Licenses ($400k)

• Omtool AccuRoute Software Licenses ($300k)

• Total $700k

Services & Support

• Exstream Implementation Support & Maintenance ($350k)

• Omtool Implementation, support & Maintenance ($300k)

• Hardware Implementation & Support ($270k)

• Total $920k

Price: $2.31M

• 30% Hardware, 30% Software, 40% Services



MetLife account economics: Offer presents a $20 MM opportunity

Value proposition

95

378

46

332

0

100

200

300

400

Current cost per policy Value released by offer Future cost per bid policy

Key assumption: HP can capture ~50% of the value released by the offer ($59), e.g., assume $23 per policy with the rest captured by the customer

Economics for insurance provider (e.g., MetLife) per life policy ($)

1. 12.6M insurance policies 2. Spend on non-document processing activities

SOURCE: Literature search; Team analysis

364

326

38

19

19

0

100

200

300

400

Total policy processing spend Spend not addressed by offer Spend addressed by offer Value released to customer Revenue opportunity

MetLife account opportunity ($ MM)

1 2 3



Market opportunity: Insurance industry analysis Business imperatives for insurance companies, challenging the old

Insurance Market thinking

• Lower Operating Costs – Lean new entrants have limited infrastructure and often operate at a 10-15% expense ratio

• Mandatory Expertise – Companies are leveraging technology to better segment, evaluate, and understand accounts. An ―efficient‖ market is dawning

• Tightening Claims Cost Control – Increasing competition limits premiums, so claims performance is often primary driver of profitability

• High Customer Service – Niche players are ―raising the bar‖ for the entire industry

All of these imperatives point to a simultaneous focus on increasing claims effectiveness, improving efficiency, and enhancing customer service



Competitive differentiation: Insurance policy and claims processing

Xerox Lexmark Ricoh Canon HP MES

Document Management

Centralized Capture

Print/Imaging Devices

Distributed Capture

Document

Composition

Mobile Printing

Industry Focus

Workflow

Integrated with Core apps


• ES/Mphasis Doc outsourcing offerings

• Kofax partners

• Exstream provides Integrations for their platform

• Partner solutions have their own connectors delivered by partners or Mphasis

• Hyland Onbase is our only software offering here

• ES/Mphasis Doc outsourcing offerings

• Beware Lexmark & Xerox here



Xerox/ACS: Insurance industry solutions


98





• Document capture and policy processing delivered from near-shore/off-shore locations – courtesy ACS

• Through ACS, Xerox can offer completely outsource claims

• ACS can deliver and support key ECM offerings including OpenText, Documentum, FileNet

• Xerox SMARTsend is a complete document capture, conversion and routing solution

• Xerox DocuShare™ enables document management, collaboration, review and approval, and Web publishing ―DocuShare provides a complete end-to-end document management solution from a single

• trusted vendor.‖ • Partner distributed capture

offerings: – eCopy ShareScan®

Suite™ 7 – iXware 8 – Nuance ScanFlowStore™

10 – Omtool Accuroute® 12 – Open Text Fax Server,

RightFax Edition




• Deep Insurance expertise at ACS Strong services connect with Claims and Policy Servicing workflows

• No Vertical focus on device and infrastructure software (fully applicable, just no industry marketing or depth)

• Health Insurance • Regence, a leading health

insurer with more than 2.5 million members in the Northwest and Intermountain Region of the U.S., partnered with Xerox to reengineer its Explanation of Benefits (EOB) documents. Transforming the EOBs improved information clarity, reduced calls to Customer Service, enhanced member loyalty and helped differentiate Regenc

• A leading U.S. insurance company redesigned its billing statements to eliminate customer confusion, build customer loyalty, and facilitate cross-selling

• e's brand



Lexmark/Perceptive: Insurance solutions capability


99








• Touting Industry-specific document capture, management and workflow solutions.


• Scanning America partners with Perceptive Software to provide backfile & day-forward scanning services.

In house consultative division providing:



• Systems Engineering Resources

• Perceptive industry-specific partnerships also includes consulting in some regions/countries

• Integration with ERP systems and financial applications, as well as legacy applications


• Perceptive is string in mid-sized Insurers,

• While there is a reference to Insurance claims in their device solutions, there are no insurance solutions described

• Healthcare


• Retail


• Hospitality

• Telecommunications

AmFed

• Claims & Benefits Management, Underwriting, Utilization Management

• AmFed is the largest provider of insurance and insurance-related services in Mississippi

Braishfield Associates

• Accounts Payable & Finance, Billing & Collections, Claims & Benefits Management, Underwriting

• ImageNow supports Braishfield's intricate, 125-queue workflow system in the underwriting, accounting, data entry and customer service departments without disrupting existing processes



Ricoh: Insurance solutions capability


100





• Ricoh Globalscan is their in-house capture platform. Make up 85+% of their capture solution sales

• RiSVP Capture Software partners include: Nuance eCopy, Nsi Autostore & Omtool Accuroute, Kofax

• Doc Mgmt services partners include: EMC Captiva & Documentum;; Interwoven, IBM, Open Text, and Oracle (Stellent),



• No mention of Claims or policy Admin system integration


• Leverages SI partners to integrate automated invoice process with ERP

• Lack of Insurance specific solutions and services

• Ricoh increases insurance company‘s printing efficiency

• With an existing host print vendor contract set to expire, an industry leading insurance company was in search of a more affordable printing solution

• ―Ricoh’s more comprehensive approach to imaging and output services is expected to save our company over $2 million per year.‖



Canon: Insurance solutions capability


101





• On premise only


• Nuance eCopy still a major capture partner





• No mention of Claims or policy Admin system integration

• Generalized FSI brochures, but no Insurance -specific solutions and services

• No Insurance specific wins identified



Existing customer footprint

102

Top insurance carriers by revenue MPS Trans Sols

Allianz ($142B) X X X

Assicurazioni Generali ($103B) X X

AIG ($96B) X X

AXA ($81B) X X X

Munich Re ($68B) X X X

Nippon Life ($66B) X

Aegon ($62B) X X X

State Farm ($61B) X X

China Life ($54B) X

Metlife ($51B) X X

CNP Assurances ($38B) X X

Sumitomo Life ($36B) X

Aviva ($35B) X X

Tokio Marine ($35B) X

Zurich ($32B) X X X

Manulife ($31B) X X

New York Life ($31B) X

Cathay Life ($30B) X

Allstate ($30B) X X

Prudential Financial ($30B) X X X



Invoice processing

Marie-Amélie Masnou



Agenda

104



• Value Proposition

– Current State


– Future State


• Reference Architecture


• Value Proposition Economics



• Existing MPS Customer Footprint



Source: Aberdeen Research – Cloud Invoice Management – January 2012 – Scott Pezza

Business Problem and Industry Trends

• Dominant pressures facing companies are the need to streamline processes to

improve efficiency and the need to rein in overall invoice processing costs.

• 76% of the large enterprises researched by Aberdeen Group in a report from

January 2012 intend to automate Accounts Payable processes.

• Large enterprises report 14 days average invoice processing cycle time (from receipt

to settlement) and an average cost of $12.91.

• Large enterprises see the following improvement areas:

- Supplier adoption of e-invoicing

- Automation of the approval process

- Automated, paper-less communications

- Migration away from checks to electronic payments

- Collaboration between AP and procurement

• Still according to the Aberdeen Group, Accounts Payable (A/P) departments of

Manufacturing enterprises display significantly higher invoice processing costs when

compared to CPG, Retail, Automobile, Finance, and High-Tech enterprise.

105




106

• Visibility to cash flow

• DSO

• Audits & Reports

• Control over invoicing process and costs

CFO pain points

• Invoice verification

• Invoice reconciliation

• Late payment fees

• Errors

• Rules and

approval routines

• Payment authorization

• Exception management

A/P Manager pain points

• Large Enterprises and SMB organizations with more than 100,000 invoices annually – ―Though technology adoption has been limited to larger companies until recently, we are evidencing this trend trickling downward to small and medium sized businesses with the evolution of hosted and Software-as-a-Service (SaaS) models, which have lowered the upfront cost of implementing AP automation solutions and reduced the hassle of maintaining them significantly.‖ Source: © 2010 PayStream Advisors, Inc

• Down time

• Help desk calls

• Maintenance

IT pain points

LOB pain points

• Suppliers and vendors management

• Reports

• Dispute and issue management



Before HP

Accounts Payable for Manufacturing Workflow

ON AVERAGE, THE MANUAL PROCESS TAKES 26 DAYS 9 copies, 6 people and costs $25 to pay an invoice

COST CREATOR

• Invoice Verification (buyer/ local office)

AUTHORIZER/ACCOUNTING DEPT.

• Invoice validated into back end finance system

• Post & release payment

• File & store

INVOICES RECEIVED FROM VENDORS AND SUPPLIERS

• 80% in paper-format

• Received in various formats (structured /unstructured) depending on country of origin and supplier

MAILROOM

• Paper Invoice received, sorted and stamped with date of receipt

• Initial routing and processing (e.g., copies)

• Invoice sent to Accounting Dept.

ACCOUNTING DEPT.

• Manual data entry of key accounting information (e.g. PO number, amount), and processing (e.g., copies)

• Invoice Review & Approval – Reject—back to vendors – Accept—distribution to original

buyer office for verification

Invoices received

Routing to Central Office

Invoice Approval

(Local Office)

Post & Release Invoice

Invoices received/sorted

File and Store

Data entry, copying,

processing

Forwarded to Accounting

Invoice Review & Approval

Invoice Verification

(Local Office)

Invoice Accepted

ACCEPTED REJECTED INVOICE SENT BACK TO SUBMITTER



Areas to go after

3.0-4.01

Current state: Invoice processing flow and costs

108

Source: Expert interviews, GCI data Buyer activities Seller activities $ $ Spend per step

1 This cost can be higher for an invoice in investigation/research for incomplete/incorrect invoices (<5% of occasions)

Purchase Order (PO) Matching

Exceptions/ Research

Invoice Receipt Payment Approval/ Origination

Procurement Order Processing

Accounts Receivable

Accounts Payable Dept. of Buyer

Routing & Switching

Routing & Switching

Routing & Switching

Generate and transmit POs to vendors

Transmit/ deliver PO to vendor

Receive P.O. and match with customer file

Log P.O. into AR system of record

Transmit/ deliver Invoice to buyer

Receive invoices from delivery channel (USPS, courier, email, etc.)

Collate in-voices with PO and goods received documenta-tion

Reconcile invoice and PO

Review and approve reconciled invoices for payment

Transmit invoice and payment to vendor

Input order details for production

Generate invoice/ credit note

Sort invoices by order of priority/de-partment for processing

Archive P.O. copies with AP for processing

Update recurring invoices

Log invoice data into AP system of record

Input new customer info

Investigate invoice ex-ceptions with vendor/pro-curement

Research missing PO‘s

Maintain PO/ invoice archive

Settle payments

0.30-0.50 0.40-0.60 1.0-1.5 1.0-1.50 1.2-1.7

Current state invoice costs: ▪ $6-8 per invoice to

buyer ▪ $1.5 to $2 to seller

Order placement Order receiving and processing Invoice receiving and processing Payment

OFFER 4: INVOICE PROCESSING

http://images.google.com/imgres?imgurl=http://blog.case.edu/james.chang/2007/05/15/forever_stamp.jpg&imgrefurl=http://blog.case.edu/james.chang/2007/05/15/the_usps_forever_stamp_a_myth&usg=__cucCbusi4ZpebejODM4DF-K1Fng=&h=331&w=331&sz=45&hl=en&start=1&tbnid=Amahv6LiiDSIDM:&tbnh=119&tbnw=119&prev=/images?q=stamp&gbv=2&hl=en

http://www.sxc.hu/browse.phtml?f=download&id=1152597




109


SOURCE: Industry interviews, McKinsey GCI database, Forrester research

TO future state…

• Generation process needs manual input

• Costs related to preparation and mailing of documents

• Archiving POs and managing data is not streamlined, making order tracking time consuming

• Paper invoices depend on goods delivery receipts collection, generating manual work

• Paper invoices need to be matched to customer records manually

• Reconcilement documents do not directly plug into single unique ERP system, generating manual work

• Paper based invoices generating manual work

• Highly manual, often leading to doubts on accuracy of data

• High costs for processing and matching invoices

• Queries may be run in one or more ERP systems

• Tracking of information is often based on in-house knowledge that is not retained

HP offer details

• Receive and scan all paper invoices

• Intelligently OCR and capture important field data from all paper invoices; intelligent capture of all electronically received invoices

• Interface with client systems to extract PO information and smart matching to invoice content to eliminate manual ‗triple‘ matching (3 way matching)

• Update correct invoices as ‗processed for payment‘ within customer workflow

• Flagg erroneous invoices for exception handing in customers work flow system


• Multiple/duplicate invoicing create duplicate payments

• Delays lead to late/inaccurate payments and poor compliance with negotiated payment terms

• Missing early payment discounts

Order placement Order receiving and processing

Invoice receiving

and processing Payments

• Orders transmitted via secure electronic medium with receipt notification

• Automatic electronic backup of PO with metadata tagging

• Received orders automatically matched to customer record

• Data integration with automatic 3 way matching to eliminate need for manual reconciliation

• Intelligent translation engine that recognizes all form types to fully automate invoice capture

• Seamless back-end integration to ordering systems to eliminate ‗matching‘

• Workflow status updates and notifies authority upon invoice processing completion

• Single payment order issued per invoice upon authorization

• On time payment ensuring no late fees and securing early payment discounts

Initial scope of solution



After HP Automated Invoice Processing Solution

Accounts Payable for Manufacturing Workflow

THE AUTOMATED PROCESS CAN REDUCE PAYMENT CYCLES TO 2–4 DAYS AND LOWER PROCESSING COSTS BY 40–60%

DOCUMENT CAPTURE Invoice captured at source

Invoices received from vendors and suppliers

INFORMATION EXTRACTION Information automatically extracted, validated and

routed into system workflow during capture

HP CAPTURE SOLUTIONS

• Automatic data extraction and interpretation of key accounting meta data (e.g. invoice number, PO, amount…)

• Validation of accounting information

• Transfer of accounting data to back-end system

BACK-END SYSTEM INTEGRATION Automated accounts payable process

and customer communications customization

• Invoice verification and posting

• Consolidation of information

• Approval workflow and payment

• Automated posting



Future state: Invoice processing flow and costs

111


Purchase Order (PO) Matching

Exceptions/ Research

Invoice Receipt Payment Approval/ Origination

Procurement Order Processing Accounts Receivable

Accounts Payable Dept. of Buyer

Routing & Switching

Routing & Switching

Routing & Switching

Generate and transmit POs to vendors

Transmit/ deliver PO to vendor

Receive P.O. and match with customer file

Log P.O. into AR system of record

Transmit/ deliver Invoice to buyer

Receive invoices from delivery channel (USPS, courier, email, etc.)

Develop electronic match between PO and e-copy of invoice

Electronically reconcile invoice and PO

Review and approve reconciled invoices for payment

Transmit invoice and payment to vendor

Input order details for production

Generate invoice/ credit note

Assign priority through rules-based processing

Archive P.O. copies with AP for processing

Update recurring invoices

Scan and OCR invoice into repository

Input new customer info

Investigate invoice ex-ceptions with vendor/pro-curement, research PO

Update status in workflow

Maintain PO/ invoice e-archive

Settle payments

0.30-0.50 0.40-0.60 1.0-1.5 21 1.2-1.7

▪ Future state: Buyer spends ~$6 on invoice

▪ $2 savings in labor corresponding to 25% or higher savings

Order placement Order receiving and processing Invoice receiving and processing Payment

Buyer activities Seller activities $ $ Spend per step Steps touched by offer

• OCR reduces manual key entry and avoid large teams workload dedicated to information entry

• Scan + OCR reduces/removes costs of sending papers

ERP workflow integration Automatic with electronic match reduces error and speed up process, reducing processing time

ERP workflow integration with electronic reconciliation speeds up invoice processing

WHY is there a saving? • Eliminate the cost of sending papers back and forth to

central shared services • Less people involved, less labor, less errors, less rework • Speed up process means better cash flow management,

early payment discount

1 This cost can be higher for an invoice in investigation/research for incomplete/incorrect invoices (<5% of occasions) SOURCE: Expert interviews, GCI data

http://images.google.com/imgres?imgurl=http://blog.case.edu/james.chang/2007/05/15/forever_stamp.jpg&imgrefurl=http://blog.case.edu/james.chang/2007/05/15/the_usps_forever_stamp_a_myth&usg=__cucCbusi4ZpebejODM4DF-K1Fng=&h=331&w=331&sz=45&hl=en&start=1&tbnid=Amahv6LiiDSIDM:&tbnh=119&tbnw=119&prev=/images?q=stamp&gbv=2&hl=en

http://www.sxc.hu/browse.phtml?f=download&id=1152597



High level solution

112

HP/Partner Solutions: • Capture invoices quickly at remote locations – adding value to the MFPs already in place • Start the A/P workflow immediately from the receiving point saving mailing costs and time • Improve the workflow with quick reconciliation of invoices and POs in the ERP system limiting

errors and reducing reprocessing • Seamlessly integrate with the existing ERP/SAP workflows –speed up the accounting process • Manage electronic documents associated them with ERP/SAP systems

DOCUMENT CAPTURE Invoice captured at source

INFORMATION EXTRACTION Invoice captured at source

BACK-END SYSTEM INTEGRATION Customer developments and customization, and automated accounts payable process

•MFP Scanning

•HP Scanners •Automatic data extraction and interpretation of key accounting meta data (e.g. invoice number, PO, amount…)

•Validation of accounting information

•Transfer of accounting data to back-end system

• Invoice verification and posting

•Consolidation of information

•Approval workflow and payment

•Automated posting

DIGITIZE

EXTRACT META DATA

VALIDATE ACCOUNTING INFORMATION

ROUTING AND

WORKFLOW

HP CAPTURE SOLUTIONS



Reference architecture for invoice processing

113


Manage

Dash board Business Activity


Channels Capture Validate Collaborate Integrate

Distributed HP MFP , centralized HP

scanners for Scanning

Invoice format and

amounts/content verification

Backend Validation (P.O.

etc)

Data entry correction and

validation

MFP/Scanner

Mail

Suppliers office EDI

Image capture, cleanup,

enhancement, routing

Data extraction, indexing

Workflow Management,

alerts, exceptions handling

Queue management

Services

Authenticate, Authorize Reporting tool Audit Trail



A/P

Real-time data

Approver

Admin/IT

Real-time Integration

Batch Integration

Approvals, suppliers portal

CFO


HP SDS for SLA tracking/Op. monitoring

Mailroom scanning

HP Trim for DMS

Payments authorization

ERP

Legacy

Others

CRM



Solution offer/pricing – Solution on premise

114

Customer Profile • Large enterprise very distributed processing 1 million invoices per year

• Company distributed over 200 locations • Assuming 1 MFP and 1 scanner per location to scan incoming invoices

• Authentication on every MFP with card readers

Hardware • (200) HP LaserJet M4555 MFP

• (200) HP ScanJet Enterprise 7000n • (200) HP Access Control card readers on MFP

• Total $1,3k

Software • HP Access Control licenses for HP MFP and ScanJet ($88k)

• Kofax KFS, Capture and KTM Licenses for 1M invoices ($294k) • ReadSoft Cockpit and WebCycle for 1M invoices ($508k)

• Total Licenses $890k

Services & Support • Level 2 & Level 3 software support ($180k)

• Software Assessment, Implementation & Integration($260k) • Hardware Implementation & Support ($150k)

• Total $590k

Price: $2.8M • 47% Hardware, 32% Software, 21% Services



Economics: Offer presents a $1M revenue opportunity for HP at typical customer processing 1M invoices annually

Value proposition

115

8

2

6

0

5

10

Current cost per invoice Value released Future cost per invoice

8 6

2 1 1 0

2 4 6 8

10

Total current invoice

processing spend

Spend not addressed

by offer

Spend addressed by

offer

Value released to

customer

Revenue oppurtunity

Calculations are based on McKinsey estimated invoice costs and spend through the different steps of the total process. Spend not addressed by offer includes order placement and payment operations.


Economics for Buyer per invoice ($)

Example Invoicing spend and HP opportunity ($M) with 1M Invoices



Customer Benefits – Market Opportunity

• Improve A/P process efficiency – organizations are seeking better cash to cash cycle time, better control, audit trails and SOX compliance

• Improve visibility to cash flow and enterprise spending

• Save money – Remove dependencies on the paper and reduce the overall invoice processing costs

• Make money – Gain early payment 2 to 3% discounts

• Lower Operating Costs – Connect in an effective way the financial business functions to the enterprise back bone IT platforms and investments done in ERP

All of these imperatives point to a simultaneous focus on automating accounts payable for better efficiency, high cost savings and better control



Xerox/ACS: Invoice processing capabilities


117





• A/P services delivered from near-shore/off-shore locations – courtesy ACS

• Through ACS, Xerox can offer completely outsourced invoice processing – 98% of process owned by ACS, 2% owned by client

• Looking to introduce software-enabled BPO/DPO offerings – unsure of progress with regard to invoice processing

• DocuShare CPX software application acts as enabler – integrated with Kofax invoice capture & APFlo – automated A/P workflow solution from CDIT Inc.

• May also choose to use other capture/workflow products such as, Top Image Systems‘ eFlow Invoice Reader

• Ability to turn invoices into advertising vehicles - courtesy PlanetPress Suite from ObjectifLune. BI engine?

• Can detect discrepancies & put in ―failure queues‖ – powered by ACS Workflow, owned solution




• Offered across verticals, including:

– Healthcare

– Insurance

– Manufacturing & Distribution

– Retail

– Telecom

– Transportation

– Banking

• NelsonHall estimates that ACS processes 40mn invoices per year in education and healthcare insurance sectors

Transportation First Group of America

Scanning, data capture, image processing & storage of accounts payable invoices; claim to process about 19,000 invoices per month

Retail Office Depot

Expanded contract in 2006 to cover 86% of Office Depot‘s receivables portfolio; claims to have reduced invoice processing from several weeks to hours

Manufacturing Western Forest Products

Scanning, capture, image processing & storage of invoices; combines DocuShare CPX, AP-Flo from CDIT and Kofax; estimate cost savings of $20,000 per month



Competitive landscape Lexmark/Perceptive: Invoice processing capabilities

118








• Invoice Processing solution combines Lexmark hardware & Perceptive ImageNow platform

• Perceptive has industry-specific partnerships. Ex: Brainware for intelligent data capture solutions in accounting & financials industry


In house consultative

division providing:



• Systems Engineering

• Resources

• Perceptive industry-specific partnerships also includes consulting in some regions/countries. Ex: Optim2 in ANZ for financial-related back office functions

• Integration with ERP systems and financial applications, as well as legacy applications


• Healthcare


• Retail


• Hospitality

• Energy & Utilities (Lexmark hardware & doc distributor software integrated with FileNet capture; hardware also has embedded Kofax DES client and integrated with Kofax Doc Exchange Server)

• Telecommunications

Mfg. & Distribution: • 20:20 Mobile Group

Accounts Payable; Integrated with JD Edwards OneWorld app.

• Ben E. Keith Company

Accounts Payable; Integrated with PeopleSoft

Healthcare: • Cedars – Sinai

Invoice processing; Integrated with PeopleSoft

• Mercy Medical Center

Accounts Payable; Integrated with Meditech & Mysis Vision apps

Energy & Utilities: • Deep Marine Technology

Accounts Payable; Integrated with Microsoft Dynamics SL

• Aqua America, Inc.

Accounts Payable; Integration with Lawson Financials



Competitive landscape Ricoh: Invoice processing capabilities

119





• On premise – accounts payable solution

• Fully outsourced – invoice production offered mainly in Europe

• SaaS A/P – through DocumentMall using Karora App Connector

• i-invoicing solution – takes manual process and over 3 years helps customer migrate to electronic invoicing. Not automation (?)

• Ricoh provides the hardware, and combines with partner capture, routing & workflow software to deliver on premise invoice processing automation

• Accounts Payable partners include: EMC Captiva & Documentum; Kofax; Interwoven, IBM, Open Text, and Oracle (Stellent), ReadSoft, Basware (Ricoh acts as reseller)




• Leverages SI partners to integrate automated invoice process with ERP

• Publicly announced invoice processing/i-invoicing wins have been across manufacturing and postal/parcel services

• Likely that invoice processing offered across verticals however this is not explicit in Ricoh‘s industry solutions brochures

Manufacturing • Mammoet

Scanning, data capture, routing & storage of accounts payable invoices; Ricoh combined with ReadSoft and CTAC (Dutch IT service provider – customization of invoices to integrate with SAP ERP)

Manufacturing • Mammoet

i-invoicing solution; production of invoices & statements at Ricoh‘s external print facilities; claims to have cut time-to-invoice by 4 days and cut production costs by 20%



Competitive landscape Canon: Invoice processing capabilities

120





• On premise only


• No specific/articulated solution with regard to automated invoice processing although it is mentioned as a capability





• No mention of ERP integration

• No specific verticals targeted for invoice processing

• Success stories show that solution is available for a variety of verticals such as, real estate/property management

Real Estate • Customer name: NA

Worked with Canon Professional Services to implement solution; customer installed imageWare scan manaer, imageWare document manager and Canon hardware



Competitive differentiation: Invoice processing capabilities

121

Xerox Lexmark Ricoh Canon MES/Partners

Routing/

Workflow

Customization

Integration w/ ERP


SaaS


Archiving

Retrieval

Capture


• Gap in competitor offerings around SaaS and business intelligence

• Emphasis around these capabilities will create differentiation for MES offerings

• Competitors are equipped with basic component of invoice processing

• ―Vanilla‖ offering

• Many overlapping partners

• MES will not be able to differentiate around these parameters/facets



Existing customer footprint Top Discrete Manufacturing Companies based on their $ sales MPS Trans Solutions

General Electric X

Siemens X

Hitachi X

BASF X

THYSSEN KRUPP AG X X

TATA Group X

Mitsubishi X

Caterpillar X

Philips X

APPLE X

INTEL X

ABB X

Anglo American Corp.

3M X X

JABIL Circuit X

Top Automotive Companies based on their $ sales MPS Trans Solutions

Toyota Motor Corporation X X

Volkswagen A.G.

General Motors X

Ford Motor company X

Daimler AG X X

Honda Motor Co., Ltd. X X X

Nissan Motor Co., Ltd. X

FIAT X

PSA Peugeot Citroën S.A.

BMW

Robert Bosch X

Hyundai Motor

Renault S.A. X X

Chrysler Group

Bridgestone Corporation X

SAIC (Shanghai Auto Industry Corp)

Magna International Inc.

Goodyear

Delphi Automotive, LLP

Porsche Automobile Holding SE

Other companies to consider MPS Trans Solutions

Nestle X X X

Lufthansa

Wal-Mart

Viacom

Alcatel

NATO

UGAP

Adventist Health

Sara Lee



Success Story: PETROBRAS, Brazil – Oil&Gas industry

Challenge

• Customer was looking at a way to make their invoice processing more efficient

• High number of invoices processed manually on paper throughout the country

• MPS contract renewal under way

HP Solution

• HP Invoice Processing Automation Solution based on HP MFPs and ReadSoft Software with customization

• Running on190 HP MFPs, 125 locations, 95,000 invoices per month, 1M+ invoices per year

Results

• Efficient distributed invoices scanning with HP MFPs under MPS

• Automated and efficient document workflow

• Integration within MPS contract

Total TCV:

Software $301K – Capture, Extract & Route HP MPS $14.6M



New account opening accelerator

Chuck Gowin



Agenda

• FSI Business Drivers



• Current State Paper Issues


• Solution Architecture

• Account Opening Accelerator Benefits

• Business Case Development

• Reference

• MphasiS Capabilities



Banking industry — Business drivers

Actively manage compliance requirements

Differentiate customer experience

Growth in competitive banking market

• Measure Risk more effectively

• Improved data and document security with process digitization, audit trail authentication, encryption, archival

• Adapt to global ―sea-change‖ in compliance requirements

• Meet demands for transparency

• Higher customer expectations for service levels, mobility, and privacy

• Drive personalized content through multiple and flexible communications channels

• Adapt to shifts in customer demographic

• New approaches to growth markets

• Innovate the experience in branch, web & mobile channels

• Product innovation- reaction to technology and customer expectations

• Regional and market focus for profitability

• Create and capture demand with innovative products

Key facts • Compliance changes are top priority for survival (ex. Dodd Frank & Basel III) • Economy slowly ramping up with mixed indicators for recovery • Innovation in product distribution and customer service



Bank account opening: A challenge

• Cost per Cycle: $65 USD

• 25% Abandonment Rate

• Cost per Abandonment: $30 (excluding lost rev)

• WW Average Account Churn 15%

• 70% Manual Data Entry

• Manual sorting and routing by courier to Operations Centers

• High Error and Rework Rates

• Lost and Misrouted Items

• Security and Compliance problems

• Sets the tone for every customer relationship (affects cross sales)



Target customer profile Chief Retail Banking

pain points

• Must grow customer base • High Staff Turnover • Regulatory Compliance • Control

• Help desk calls • Maintenance

CIO/IT

pain points • Large Enterprises and SMB organizations with more

than 50 branches:

―The time it takes to enroll new and multiple accounts at financial institutions (FIs) is a barrier to effective and efficient cross-selling — and ultimately a key inhibitor of organic growth.‖

Forrester Research

• Current On-boarding costs • Errors and re-work • Fraud • Compliance w/KYC & AML • Rules and approval routines • Payment authorization • Exception management

Branch Operations Officer

pain points

Retail Marketing Officer

pain points

• Abandonment rates • Customer service scores & VOC • Time-to-market for new products • Channel/product management



Current state paper issues

Items lost or misrouted

Latency = fraud

Poor process visibility

Expensive courier contracts

Shadow copies

Customer service impact

Difficult to secure information

Compliance risks

Paperwork burden on staff

Limited process control/flexibility

Slow, expensive exception processing

Information moves (slowly) on paper

Current state paper issues



Account opening accelerator solution

No manual sorting and routing

Accelerate fraud detection

Improved visibility

Lower process cost

Improved Information

Security

Improved customer experience

Green

Improved audit & compliance

controls

Reduced paperwork burden

Process control/flexibility

Improved exception processing

Items sent to back office in real time



HP account opening accelerator



HP account opening accelerator

h h

Secure MICR Check Printing

Authentication, Access, and Audit Control

Integrated Form Capture and Routing

Bar Code Print Support

HP MFP, Printers & Scanners

HP Total Solution Delivery and Support



Benefits

Challenges HP Account Opening Accelerator Benefits

Abandonment Rates Faster account opening – Use Pull Printing instead of getting up to retrieve each job. Use MICR on demand starter checks instead of pre-printed in vault storage and manual audit log

Staff Paper Work Transactional, one-touch imaging to reduce end-of-day work.

Customer Service Detect and correct many exceptions before the customer leaves the branch (e.g. missing fields and signatures), prevent rescheduling and rework. Give customers starter checks that merchants will accept. Complete back office account setup faster, and make master signatures available quickly

Customer Privacy Capture sensitive documents and get rid of paper; end shadow copy; mask sensitive fields

Lost/Misrouted Items Automate document recognition and routing with bar codes

Compliance Create a consistent, visible, auditable, and secure process. Capture and route images automatically with authentication and audit controls.

Productivity Move non-customer-facing work to the back office faster. Load balance between operations centers, outsource image-enabled workflows.



New account opening accelerator example business case

• Branch document handling, processing and transportation cost reduction

– 6 Month ROI, and savings of $30M/year per 1000 branches

• Courier service cost reduction ($12M per 1000 branches)

• Faster business cycles (7 days to 3)

• Increased branch staff productivity: more face-time, less processing time (up to 40%)

• Faster deposits, faster revenue



• The North American FSI firm wanted to accelerate and streamline the account opening process for its customers

• It wanted to automate manual paperwork and reduce the amount of time and cost of using couriers to transfer documents back and forth from branches

• Improve customer experience and ensure compliance with FSI legislation

• Utilised HP Account Opening Accelerator

• Re-design of documents to improve machine recognition and readability

• Integrate HP MFP with account opening systems to eliminate courier to back office

• Real time transaction to process documents

• Faster, cheaper process with better customer experience. Transactions carried out in minutes rather than days

• Enhanced compliance and information security

• Improved service to Line of Business customers

• Superior, remotely manageable print infrastructure

• Reduced carbon footprint due to reduced use of couriers

Account opening accelerator for banking

Top 10 North American FSI firm

Top 10 North American FSI organisation providing banking, wealth management services, insurance, corporate, investment banking and transaction processing services on a global basis. Serving more than 15 million personal and business customers throughout North America and Canada and 39 other countries.

Business needs Business benefits HP solution



So how can document workflow

integration services help close this

business?



MphasiS DWIS capability snapshot D

W I S

Skills • 50 + resources having expertise in Document

Capture, Manage , Workflow & Document Output products

• 150 + Integration Experts with 600 + person years of Integration experience across the company

• 150+ Domain experts (Banking, Capital markets, Insurance, Healthcare, Retail)

• A large pool of Technical resources (Java , .Net , SOA , MQ , Biztalk , Tibco)

• 70 + Architecture & process resources (Enterprise Architects , Information Architects across the company)

Differentiators • Reference architecture (for Invoice Processing

& Account Opening)

• IPG Lab – Solution Accelerators and Frameworks (Mframe ,etc)

• Customer driven POC led Solutioning (Invoice & Claims processing, Marketing Material)

• Cloud based Industry Solutions

Fact Sheet • 10+ yrs exp with leading Document &

Records Management products

• Successfully executed 70+ Document & Content management projects

• Multiple Models – Managed Services, Professional Services, Shared Services

• Competency in HP partner products like – Kofax , Extream , Onbase

• 15000+ consultants handling 290+ million transactions annually

• CRM, Transaction Processing and Shared services (F&A & HRO)

BPO

• 14000 + Resources across various domains , technologies & practices A

pps • 70+ Global Customers,

• 6500+ Experience & Certified team, 24x7 Ops

Infr

a

Indust

ries

Products

ECM EAI BIDW BPM Cloud Foundation Practices



MphasiS BCM capability snapshot

• 8,000+ resources focused on Financial Services across applications, BPO and ITO

• Retail Banking, Investment Banking & Brokerage, Credit Cards & Loans, Accounting & Taxation

Fact Sheet

• Strong FSI Business Analysts group (FSI-BAG) for domain expertise

• Dedicated Financial Services Competency Center (FSCC) for domain focus training & certifications

• Industry Solutions Group (ISG) for building domain focused solution in for Banking & Capital Market space

• Opportunity assessment methodology and ISO certified transition methodology successfully tested on over 300 processes

• BASE 24 Support Capabilities & TAL Programming

Skills

• Record and Content Management System Implementation for a Large Investment Bank in Middle East

• Workflow Automation and Document Management System for a leading Japanese bank The new system gave client the ability to configure Document Transport to decouple Paper from Process and made Enterprise wide Availability of Customer Dossier interfacing with different applications

Case Studies



Mphasis horizontal capability snapshot

Cloud

• 800+ Person yrs Experience

• 20+ Global Customers

• Expertise in Virtualization

BPM

• 250+ Person yrs Exp with Expertise in Pega , PRPC, ALBPM (Fuego) & IBM WPS

BIDW

• 470+ BI & Analytics

• Solutions in Retail and claims analytics

• Expertise in Informatics, Cognos & Business Objects

ECM

• 10+ yrs Exp

• Strong architectural & domain skills

• Integration with MS Office

• Meta data, content & user migration

EAI

• 850+ Person yrs Exp

• Global pool of over 175+ resources

• Expertise in TIBCO, web methods & websphere

Portal

• 510+ experience resources across various products

• Successfully executed 70+ Portal & ECM projects

• Projects in the areas of Portals, CMS, eCommerce, Search, Collaboration, AJAX, Click stream, Open Source Portals/CMS and Web 2.0 technologies

Oracle

• 200+ Oracle Consultants with rich Industry Experience, avg experience : 5+ yrs

• Successfully executed 60+ Oracle/PeopleSoft/JDE projects and providing ongoing support across 30+ clients globally

• Strong focus on Applications Management, PeopleSoft Factory, Upgrades

SAP

• 500+ experienced SAP Professionals

• 40+ global customers supported out of India

• Enhanced capabilities in SAP Netweaver components such as XI/EP & MDM

• 40% resource base are SAP certified consultants,35% resources in PMP, ITIL

• 15000+ consultants handling 290+ million transactions annually

• CRM, Transaction Processing and Shared services (F&A & HRO)

BPO

• 14000 + Resources across various domains , technologies & practices

• Financial Services : 4200 + FTE, Manufacturing : 2562 FTE, Healthcare : 1100+ FTE. Consumer & Retail : 534 FTE, Transportation : 910 FTE

Apps

• 6500+ Experience & Certified team

• 70+ Global Customers,

• Supporting 28000+ Servers, 253 GB storage, 7 mn contacts annually, 72 mil measurements daily

• ITIL v3, BS15000, BS7799, Six Sigma, SAS70, HIPAA

Infr

a

Towers

Practices



Engagement summary

Client onboarding shared service

Regions: NA (US)/EMEA (UK)

Line of Business: Capital Markets

Tools & Technologies • C#, .NET 2.0: Development

and framework • SQL Server 2005/Oracle 9i • Tibco iProcess (workflow

management)

Client Investment bank LOB of a universal bank headquartered in Frankfurt

Highlights

Services Offered • Business requirements • Technical architecture/design • Information architecture • Development • Testing/UAT • Production Support

Engagement Details • Model: Onsite- Offshore • Peak Team Size: 20 • Duration: Ongoing (started

March 2007) • Location: New York and

London/Bangalore

Support for business growth • Scalable system that can support global business growth Substantial improvement in the efficiency of the client onboarding process • Replacement of the existing inefficient manual process with an automated process supported by technology • Substantial reduction in time spent in onboarding clients, speeding up revenue streams from new clients • Integrated workflow across teams working globally to smooth task handovers and coordination across teams • Incorporation of a pricing calculator to support client negotiations, improving efficiency and reducing manual

data re-entry Improved visibility for clients and business management • Easy availability of MIS reports from different perspectives: sales; on boarding times; projected revenues;

bottlenecks

Key Business Benefits Delivered

Design and build a client onboarding application as a shared service for clients across asset classes and geographies

Statement of Purpose

Internal (>200 users): • Sales team • New Business committee • Compliance managers • Risk managers • Legal team • Client onboarding team • Collateral management team • Business management

Client Audience Business Need/Objective

• Standardized, integrated client onboarding process applied globally across different teams

• Decreased time to onboard a client • Greatly enhanced MIS from a single repository • Quick identification of onboarding bottlenecks and resolving

issues



ONBOARDING APPLICATION

Onboarding Initiation Form Client Data Enrichment

New Business Committee

Review

Functional architecture

Client onboarding shared service

Other Internal Systems

Client onboarding process

Perform credit-risk due diligence

Manage support task setups (e-trading and down stream

applications)

Onboard Clients and associated

products

Coordinate operational task

and setups

Client Profile Maintenance

Manage client, LE, investment manager

Maintain account hierarchy

Management Information

View and extract reports

View and query Dashboard

Workflow Management

Manage Routing & Process business

rules

Create and maintain

Audit trails

Communicate: Alerts, mails & Notifications

Manage Approvals &

Rejects

Change status across process

Create, Edit, Search, View & Copy Form

Capture Parent, Legal Entity, Investment

Manager

Capture products/services/LO

B information

Add legal docs and assign legal officers

Validate revenue forecast

Add LOB/Service related information

Client Reference Data Systems

Portfolio Accounting

System

Data Warehouse

Other Systems

Capture pricing terms & issue pricing letter

Assign credit risk and on boarding coordinator

Manage and monitor legal doc

status

Administration

Manage users, groups, roles

Pricing Calculator Entitlements Service

Equities Prime Brokerage

FX Prime Brokerage

F&O FX

Trading Precious Metals

Structured Investments

Equity Swaps

Direct Market Access (DMA)

PRODUCTS SUPPORTED



Engagement summary

Client onboarding enhancements

Regions: North America (US)

Line of Business: Commercial Banking/Capital Markets

Tools & Technologies • Cold Fusion 8.0 • Weblogic 8.1.6 (App Server) • DB2 Connect 9.7 • Oracle 10g • Apache 2.2.6 • Visual FoxPro 9SP2

Client Banking and securities services arm of a major universal bank

Highlights

Services Offered • Functional requirements • System technical design • Development • Testing (SIT)

Engagement Details • Model: Onsite- Offshore • Peak Team Size: 30

(leveraged team supporting multiple onboarding apps)

• Duration: Ongoing (since October 2007)

• Location: Houston, Chicago/Bangalore

Extended coverage across products and customers • Covered additional Bank products with a standardized process and applications suite, and provided additional

granularity at sub-product level • Extended coverage to customers in new locations • Migration of customers from a subsidiary bank Process transparency • Ability to monitor onboarding status easily Improved features to speed up the onboarding task • Enabling customized workflows and different approval processes for different situations • Enhanced user interface to easily capture relevant information, manage permissions, and navigate the

application

Key Business Benefits Delivered

Enhance a client onboarding application used by multiple groups within the Banking and Securities Services lines of business of the Bank

Statement of Purpose

Internal (>200 users): • Onboarding team • Back office operations users

Client Audience Business Need/Objective

• Speed up and streamline the client onboarding process to allow clients to start doing business sooner

• Consolidate multiple onboarding systems arising from a banking merger



Functional architecture

Client onboarding enhancements

Interfaces

Client Reference Data

Accounts Manager

Entitlements Manager

Others (20 integrated applications)

On-boarding System

Customers

Create Customers

Capture & Update Customer Information

Search Customer

Deactivate Customer

Products

Maintain Product Details

Pricing & Billing

Pricing Options & Fee Schedule

Billing Account setup

Billing Account Maintenance

Report Configuration

Report Selection User Information Report Options Transmission

Schedule Reporting Accounts

Accounts

Customer-Product Mapping

Capture Product Details

Workflow Management

Assign Users to Teams

Monitor Workflow Status

Assign/re-assign workflow tasks to Teams

Account Setup

Account Maintenance

Account-Product Mapping

Capture Account Details

Supported Products

Electronic Statements

Global ACH

US-Only ACH

Account Transfer

Cash Reporting

Real-time wire reporting

Funds Transfer

Cash Concentration

~20 other products/se

rvices



Thank you

industry solutions 2012 final

Business

confidentiality label

document centric processes

end development

business analytics

patient admissions

content management behavior

moneyimproving business

insurance claims processing