ADVERTORIAL FEATURE Suitable Fast Track projects
There are a wide variety of card programme projects where a Fast Track implementation approach can be adopted:
In some cases, companies have already implemented a programme in one country or region and want to replicate the same model in another; for example, customers in Asia that are expanding their activities in EMEA, or customers wanting to take advantage of our expanding capabilities in countries such as Bulgaria, Egypt, Israel, Kenya, Kuwait, Nigeria and Pakistan.
In others, particularly amongst smaller companies, it may be the first time that they have implemented a card programme. These companies often wish to set up a simple programme quickly, perhaps for a new branch or business line, and do not have the resources to dedicate to a major project.
Some companies choose to replace an existing card programme with a Citi programme, perhaps to take advantage of greater geographic reach, more competitive rates or more flexible, detailed reporting or integration capabilities. In these situations, projects may need to be completed quickly to coincide with the expiry of an existing contract.
Simplicity in the implementation approach does not mean that quality, security or sophistication are compromised; in fact, by taking advantage of Citi’s expertise and technology solutions developed and refined over many years, customers benefit from a wealth of experience and best-practices in the way that card programmes are rolled out. For example, card applications can be completed on-line through a secure site, avoiding manual form-filling, ensuring that information can be validated in real-time, and enforcing a controlled approval workflow. Existing customers may choose to mirror existing programmes, while new customers can take advantage of best- practice card programme configuration, enabling companies of all sizes and levels of financial sophistication to rapidly achieve a leadership position in payment efficiency, process integrity and cost control.
Preparing for Fast Track
New or existing customers that seek to take advantage of our Fast Track implementation approach inevitably need to do a little preparation before embarking on a project:
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Appoint programme administrator. One person needs to take responsibility for programme administration. This may be a few hours a week or one or two days over the course of the project, but should be a defined
responsibility for an individual. This person may also be responsible for project management, or a separate individual allocated.
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Identify cardholders. A list of cardholders should be compiled in advance to accelerate the application and distribution process.
• Complete documentation. The legal documentation needs to be completed, which involves either a simple side letter to customers’ existing contract or a straightforward, standard agreement. Citi supports this process by completing as much information as possible during the initial discussion.
Having completed these tasks, the first project meeting can focus on project design and delivery, as opposed to project preparation, therefore further accelerating progress.
Although we have introduced the Fast Track implementation modelrecently, the outcomes of these projects have already been significant. As Schrader’s experience demonstrates (figure 1) commitment from both sides can result in major successes, with convenience to cardholders, and control and visibility for the company. There are inevitably factors that could slow the progress of a project, such as the involvement of third parties that are not able to commit to the same project timelines, expanding project scope, or interruptions due to unexpected events or resource constraints in the relevant department. Citi’s proven Fast Track model brings the opportunity for companies of all sizes and in all regions to take rapid advantage of commercial card programmes and for individuals to deliver significant value to their organisations.
Figure 1. Relieving Project Pressure at Schrader
Electronics Schrader Electronics (“Schrader”) is the market leader in tyre pressure monitoring systems, and manufactures and distributes mechanical valves, fluid and gas sensing and monitoring solutions.
Challenge: Schrader wanted to replace its existing travel and entertainment (T&E) card programme with a Citi T&E card programme, including central billing and a daily file feed to its expense management system. Confronted with the expiry of the current vendor agreement, the project timeframe extended to only three weeks, so Schrader turned to Citi for a solution.
Solution: The implementation plan, resource plan and documentation were completed within two days, and setup finalised a week later. Meanwhile, Citi developed communication packs for programme administrators and cardholders. A customer account specialist was appointed to ensure a smooth transition to the new programme. Two days after setup was complete, training began and the first applications were submitted for processing the following day.
Outcome: Schrader was able to distribute T&E cards to employees under a fully functional card programme within the three week project timescale, avoiding interruption to cardholders and ensuring that process and data integrity was maintained without the need to expend significant project resources.
Case Study Schrader Electronics: rapid delivery under pressure
Schrader Electronics is the market leader in tyre pressure-monitoring systems, and it also manufactures and distributes mechanical valves, fl uid and gas-sensing and -monitoring solutions.
The challenge Schrader Electronics wanted a travel and entertainment (T&E) card programme with central billing and a daily fi le feed for its expense management system. Schrader’s existing contract was due to end just days after the Citi implementation had kicked off, and the company’s priority was the issuance of new T&E cards to employees.
A reduced time frame for implementation was essential: Schrader was keen to limit the time employees would have to use alternative payment methods to just three weeks, which was challenging even with both Schrader and Citi working on the basis of an immediate turnaround.
The solution Schrader and Citi agreed that the programme-confi guration documentation would be fi nalised within two working days. Schrader rapidly fi nalised the hierarchy, appointed programme administrators and returned the documents only hours after the project kick-off meeting.
The building process commenced just one working day after the initial meeting between Schrader and Citi. Within one week, the set-up and development to enable card holders to apply was completed — the same day the signed contract was received.
Simultaneously, Citi developed customized communication packs for programme administrators and cardholders. In addition, a customer account specialist was appointed to ensure an overall smooth transition from implementation to business-as-usual.
Within two days of set-up completion, training began on Citi’s online application and statement tool. Immediately the following day, the fi rst applications were submitted for processing.
The result Close coordination, bi-weekly calls and hard work on Citi’s and Schrader’s part ensured the successful T&E card implementation within an incredibly tight deadline.
Citi’s fl exible approach enabled much of the programme confi guration to
be completed prior to fi nal contract signing. This, combined with Schrader’s immediate response and feedback, aided in the swift and effi cient implementation.
Given the short timeframe, the priority was to get cards to employees — and that was achieved. Schrader recognised that it was not possible to implement data delivery for go-live. Instead Citi arranged to deliver to Schrader’s expense management system provider a back-dated fi le to be loaded into the system.
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