CRM IN BANKS

1.INTRODUCTION Customer Relationship management in insurance enumerates the business imperatives for a successful CRM Strategy. This includes creating a customer focused organization and infrastructure assessing the lifetime value of the customers profitability maximizing the profitability of each individual customer relationship an understanding how to attract and retain the best customers. Analyzing the implications of these imperatives it also provides an inside into the various modules which are use to analyze and predict risk and profitability, maximize cross-sell and up-sell initiatives, among others. Managing a good customer relationship certainly makes a difference it identifies software systems, multiple product database in effective tracking as areas which requires specific CRM focus. Besides outlining the requirements for CRM implementation on such as the setting up of a CRM sell and conducting surveys at periodic intervals to track their effectiveness, it explains how CRM assists Insurances in Customer identifications, acquisition and retention. The project presents a panoramic view of the Indian Insurance Scenario, which is still in an embryonic stage as far as the CRM domain is considered and recommends CRM implementation to make the universal insurance demands.

Public sector insurances which are trying to shed their ancient garb often associated with bureaucracy and red-taps, are going all out in becoming technology savvy and orienting their staff to be more customer friendly.

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1.1 DEFINITION The first thing you find when looking into the world of Customer Relationship Management is the number of different definitions in use today. "CRM is the business strategy that aims to understand, anticipate, manage and personalize the needs of an organization's current and potential customers" -- PWC Consulting. 1.2 MEANING From this we can learn that CRM is more than just a piece of software; CRM is a business strategy, one that puts the customer at the heart of the business. Good business people have always understood the relationship between happy customers that come back again and again and creating long term, sustainable profitability. You just have to think of the local shop owner who knew everyone of his customers names, birthdays and particular ailments to prove that point. What is new is that there now exists the technology to enable this customer-centricity on a much larger scale. It is said that a successful CRM implementation will allow your Customer Service, Sales and Marketing people (and anyone else in your organization) to have a holistic view of each and everyone of your customers. In theory this will enable them to make quick, informed decisions, create cross selling and up selling opportunities,

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HISTORY OF CRM 1.4 Relationship management Evolution For the past three decades enterprises have focused on automating internal process in manufacturing, finance and human resources. Enterprises resources planning [ERP] applications have develop into a huge industry. Then the attention turned to supply chain man argument [SCM] to create lower cost, more responsive relationship with the suppliers necessary to produce goods and services sold to customer. Strategy experts says a competitive edge can be gained through product excellence, operational efficiency or customer relationship ,However its getting more and more difficult to succeed based on having the best product or low price. CRM application have evolved from humble contact manager roots to sophisticated suites of enterprise software design to help companies acquire, grow, and retain there most profitable customer relationship. Multiple channels CRM is the result of a decade long evolution to support.

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2.MULTI- CHANNEL CRM

FUNCTION SUPPORTED USERS EMPLOY EE MARKETI SALES SERVICE SERVICE AUTOMATI ON WEB/ SERVICE TRAINING CHANNELS CRM DIRECT VIA EMPLOYEE E- E- CRM VIA INTERNET PRM VIA PATNER

NG MARKETIN SALES G AUTOMAT ION CORPORA TE WEBSITE FORCE AUTOMAT ION EE STORE LEAD ENT

CUSTOM ER

COMMERC MAIL SELF DIRECT

PATNERS PATNERS PORTALS

MANAGEM WARRANTY INDIRECT

Multi-channel CRM is the result of a decade long evolution to support that is channels. 1. Direct channel via employees [Traditional CRM] 2. Direct channel via internet [E-CRM] 3. Indirect channel via partner [PRM]
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CRM application initially focused on automating internal relationship leading to the growth of sales force automation and customer service. Support system to the mid1990: Then attention turns to supporting online customers relationship using the internet. In a few short years, simple web sites became complex systems design to support direct customer relationship in marketing, selling and service process. Companies took full advantage of E-CRM opportunities. Starting in 1998 partner relationship management[PRM]application where introduce for closer relationship with channel partner with other despite the dot com type channel empire business like Microsoft continue to invest in their channels providing password protected extranets with the information and tool their partner needed. Collaborative E-business is the next phase in the evolution of CRM system. Insisted of automating separate independent channel, the focus will be on ensuring all parties succeed in complex relationship network although more difficult to establish, collaborative relationship network will be much harder for competitor to duplicate, creating the opportunity for a sustainable advantage.

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3 CRM BUSINESS CYCLE

ACQUIRE AND RETAIN

INTERACT AND DELIVER

CRM

UNDERSTAND AND DIFFERENTIATE

DEVELOP AND CUSTOMIZE

CRM BUSINESS CYCLE 1. Acquire and Retain: Acquisition is a vital stage in building customer relationship for the purpose customer acquisition and organization is likely to focus its attention, the suspects , enquires, lapsed, customers, former customer, competitor
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customer referrers and the existing buyers, fro this the organization needs to acquire customer and prospective customer and retain valuable customer.

2. Understand and Differentiate: Organization cannot have a relationship with customer unless they understand them. What their value, what type of service is important to them, how and when they like to interact and what they want to buy. True understanding is based on combination of detailed analysis and interactions. Several activities are important: (a) Profiling to understand demographic purchase pattern and channel preference. (b) Segmentation to identity logical unique of customer that tend to look a like and behave in similar fashion. While the promise of one-one marketing sounds goods we have not seen may organize that have mastered the art of treating each customer uniquely. (c) Primary research to captured needs and attitudes. (d) Customer valuation to understand profitability as well as lifetime value may also be based on the customer ability or inclination to refer other profitable customer. 3. Develop and Customize: In the product world of yesterdays company develop product and services expected customers to buy them. In a customer focus worlds product and channel development has to flow the customer lead. Organization are increasingly developing product and services and even new channel based on customer need and services expectation.
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4. Interact and Deliver: Interaction is also a critical component of a successful CRM in initiative. It is important to remember that interaction does not occur through marketing and sales channels and media , customer interact in many different way with many different area of the organization , including distribution and shipping customer services and online. 4. USE OF TECHNOLOGY IN CRM The application of technology is the most exciting, fastest growing and changing the way customers get information about product and services. Technology includes all the equipments, software and communication links that organization use to enable or improve their process. The mostly use tools are explained below. 1. Sales force automation: These system help in automating and optimizing sales process to shorten the sales cycle and increase sales productivity. They enable the company to track and manage all qualified leads, contacts and opportunities through out the sales cycles including customers support. They effectiveness of marketing communication programme for generating quality leads as well as greater accuracy in sales forecasting. 2. Call centers: Call centre helps in automating the operations of inbound and outbound calls generated between company and its customers. These solutions integrated the voice switch of automated telephone system with an agent post software allowing for automatic call routing to agents, auto display of relevant
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customers data, self service, interactive voice response system, etc. this system are useful in high volume segments like insurance, telecom, and hospitality.

3. Data Warehousing: A data warehouse is a implementation of informational database use to store sharable data that originate in an operational database of record and in external market data sources it is typically a subject database that allow users to trap in to a companies store of operational data to track and response to business trends and facilitates forecasting and planning efforts. 4. Electronic point of sale: The main benefit EPOS and retail scanner system in the amount of timely and accurate information they deliver. Advances in the technology have significantly added the scope for data analysis. In addition to the original scanner related data on sales rates, stock levels, price and margin, retailer now have information about the demographics, socio- economic and lifestyle characteristics of consumer. (a) Data mining OLAP( online analytical processing): Data mining involves specialized soft ware tools that allow users to sift to large amount of data to uncover data contain relationship and build models to predict customer behavior. Data mining user well established statically and machine learning techniques to build to models that predict customer behavior.

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OLAP also known as multi dimensional data analysis offers advance capabilities in querying and analyzing the information in a data warehouse. In some CRM initiatives, OLAP plays a major role in the secondary analysis that take place after initial customer has occurred.

(b) Decision support and reporting tools: Web enabled reporting tools and executive information systems are used to get the business information. This enhanced customer knowledge to distribute to executive decision makers as well as the operational customer contact points. Applications equipped with some of the same sophisticated modeling routines develop in the data mining phase are applied to individual contact in real time.

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5. ORGANIZING CRM SUCCESS Using this principal the base for future decision will help to producer better return on invested capital & better position in the company position to in the company to respond to customer demands. Companies also need to address four key elements when executing their CRM vision. 1. Setting the strategy Tactically focus solicitors can deliver business benefit. This involves four strategy components & understanding how this component is linked to one another before beginning any CRM project. (a) Customer strategy: Identifying the customer that the companies wants based on its exiting business. Model & corporate mission. (b) Channel strategy: Selecting the most appropriate and effective channels for reaching desire customer. (c) Brand strategy: Understanding how interaction with customer not just advertising or logos contribute to the companies brand value. (d) CRM strategy: Determining the most appropriate CRM capabilities for supporting the critical the interaction point & channels need to reach chosen customer & prospect.

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2. Customer insight: Many CRM initiatives lacked the element of customer insight. The ability the understand customer needs and predict customer behavior. This has become particularly critical has customer have become more mobile & more demanding.

3. Realizing greater value for customer contact activities: One of the great criticism of CRM today is today is that it has failed to generate a solid return on capital invested one major cause is that many companies build elegant but extremely expensive CRM infrastructure with cost structure that are now to justify at the a time when money is tight for all companies. 4. Transforming marketing: Past CRM efforts did & admirable job of enhancing aspects of sales& services. By & large, however they failed to address a third & critical area of customer relationship marketing. This prevented companies from generating deeper customer insight because they could no close the loop on customer information. Conclusion: As leading organization demonstrate what can really be achieved using the right focus & right approach. CRM will an even grater role in the over all business for profitable growth & building competitive advantages.

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6. CUSTOMER RELATIONSHIP MANAGEMENT IN BANKING Retail banking refers to mass-market banking where individual customers typically use banks for services such as savings and current accounts, mortgages, loans (e.g.personal,housing,a u t o , a n d e d u c a t i o n a l ) , d e b i t c a r d s , c r e d i t c a r d s , d e p o s i t o r y s e r v i c e s , f i x e d d e p o s i t s , investmen t advisory services (for high net worth individuals) etc. Before Internet era, consumers largely selected their banks based
onhowconvenient the

location of banks branches was to their homes or offic e s . W i t h t h e A d v e n t o f n e w technologies in the business of bank, such as Internet banking and ATMs, now customers can freely chose any bank for their transactions. Thus the customer base of banks has increased, and so has the choices of customers for selecting the banks. This is just the beginning of the story. Due to globalization new generations of private sector banks and many foreign banks have also entered the market and they have brought with them several useful and innovative products. Due to forced competition, public sector banks are also becoming more technology savvy and customer oriented. Thus, Nontraditional competition, market consolidation , n e w t e c h n o l o g y , a n d t h e proliferation of the Internet are

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changing the competitive landscape of the retail banking industry. Today retail banking sector is characterized by following: Multiple products (deposits, credit cards, insurance, investments and securities) Multiple channels of distribution (call center, branch, Internet and kiosk) Multiple customer groups (consumer, small business, and corporate)

Today, the customers have many expectations from bank such as (i) Service at reduced cost (ii) Service Anytime Anywhere (iii) Personalized Service With increased number of banks, products and services and practically nil switching costs, customers are easily switching banks whenever they find better services and products. Banks are finding it tough to get new customers and more importantly retain existing customers Insurances and financial institutions are recognizing that they can no longer look at a consumer from a specific product or snapshot perspective but must encompass the entire customer relationship to fully understand a clients profitability. From a strategic standpoint, CRM mobilizes resources around customer relationships rather than product groups and fosters activities that maximize the value of lifetime relationships.

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From an operational standpoint, CRM links business processes across the supply chain from back-office functions through all touch points, enabling continuity and consistency across a customer relationship. From an analytical standpoint, CRM is a host of analytical data tools that enables insurances to fully understand customer segments, assess and maximize lifetime value of each customer, model what-if scenarios, predict customer behaviors and design and track effective marketing campaigns. 7. NEED FOR CRM IN INSURANCES Insurance industry has undergone tremendous changes during the past decade, during which consolidation and reform became inevitable. Insurances have realized significance of customer service not only for business expansion but also for their very survival. They have woken up to the fact that they need to understand and manage the customers better. Falling interest rates are making corporate lending a low revenue business, prompting insurances to look for additional non interest relative business. Thus, consolidation in the market has increased the need for CRM, which ensures insurances to build and retain close relationships with their customers, especially the most profitable ones. This is aimed not only to prevent the customers from taking the business elsewhere but also to ensure that they are offered the products and services that are most appropriate and most likely to result in new revenue for the insurance. CRM helps categorize and segment customers and align products that best suit them.

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8. CRM TOOLS FOR INSURANCE CRM tools can be broadly classified into three categories: Operational CRM

Analytical CRM

Collaborative CRM

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CRM IN BANKS CRM TOOLS Collaborative CRM

Operational CRM

Analytical CRM

Customer

1. Operational CRM:

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Provides the software support for business that requires customer contact. It is aimed at providing information to employees and documenting all customer interactions across channels such as personal contacts, telephonic, electronic and wireless. For example, if an important customer dials to the insurances call centre, the operational CRM can alert the call centre, of the customers account status and other details. 2. Analytical CRM: Helps insurances make sense of information collected. It is aimed at utilizing the customers potential to the maximum. It helps tracking the activities of the customer on a real-time basis. For example, if there is a regular monthly of a certain amount in the customers account by means of cheques in favor of some other insurance, it is an indication that the customer is having a loan with that insurance. Analytical CRM can trace this activity and the insuranceer can offer him a loan with better benefits and in the process benefit himself. 3. Collaborative CRM: It involves the facilitation of collaborative services such as e-mail to facilitate interaction between customer and employees. All these efforts produce rich data that feeds the analytical CRM technology. It analysis the data using data mining and other technologies and in turn feeds the result back to the operational and collaborative CRM technologies.

GOALS REQUIRING FOR CRM SOLUTION INSURANCES

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The primary redundant goals of insurances that require CRM solutions are:
Customer Identification

Cross-selling/Up-selling

CRM Solutions and Delight Customer Satisfaction

Customer Acquisition

Customer Retention

1.

Customer Identification

It refers to acquiring the entire customer-centric data such as knowledge of customers current demographic details, related products and their holding patterns with the insurance. This should allow the insurances to generate a single, comprehensive view of every one of its customers. With this base, the insurances must identify prime customers who require to be specially treated under CRM.

2.

Cross-selling/Up-selling

Cross-selling and Up-selling are huge untapped opportunities for insurances. CRM solution should adopt an integrated approach to customer needs, which not only would build customer loyalty and business, but also enable insurances to offer their customers the additional services they might really

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want. For example, a minor customer may be offered an educational loan; a Saving insurance customer may be offered a credit card or a housing loan, a busy businessman may be offered Internet insurance etc. 3. Customer Acquisition

CRM is aimed at optimizing processes and functions related to the customer. All operations can be optimized and systemized to enhance efficiency and effectiveness, on a continuous basis. This continuous learning process would help insurances to bring out better products that target potential as well as existing customers. The operations can be aimed at getting the right customers and then retaining them by extending special treatment under CRM environment. 4. Customer Retention

Customer retention is the most important focus of CRM. Insurances should employ a CRM solution that consolidates information from all customer interactions, whether it is personal contact or inquiries to the call centre or the Internet. It should be kept in mind that it is many times costlier to obtain a new customer than to retain an existing one. Every insurance representative should have an ability to access a 360-degree view of any customer, in time to enhance the competitive advantage and customer retention. 5. Customer Satisfaction and Delight

When a customer receives a higher level of service than what he expects, he is satisfied. On the contrary, if he receives a level of service lower than his expectations, he is dissatisfied. A dissatisfied customer tells at least, 10 other people about what went wrong with the insurance, which can trigger
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an exodus of customers from the insurance. Else, it will definitely stem the flow of new customers into the insurance. Hence, the insuranceer should make all efforts to improve services on a continuous basis. Insurances operate in a very dynamic market and it is important to be proactive to delight a customer, at least, the prime ones, beyond the level of satisfaction. To achieve this, insurances must continuously innovate new products and features, using technology as a tool.

9. CRM IMPLEMENTATION IN INSURANCES The following are some of the essential requirements for implementing CRM successfully. 1. CRM Cell :
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The insurances must establish a CRM sell to take care of all CRM related activities. It can serve as an advisor, coordinator and controller of CRM of all insurance branches. Insurances may also select, say around 100, prime, profitable and exclusive customers whose requirement will be directly dealt with by the cell. Portfolio of products: Insurances have to constantly update their products, keeping in mind their technological developments. Innovations like paperless insurance. Digital signature, e- insurance etc. are most likely to attract more customers. 2. Customer metrics: Insurances have great concern over their [profits which, in turn may hamper their enthusiasm for CRM. Even globally, the sending growth rate on CRM has started decline since 2001. Insurances are looking for a way to quantify their return on investment. Whenever a new producer is introduced or a new facility or technology is offered to customers insurancers do undertake a cost- benefit analysis. For example, where Costa as the customer would use them instead of a branch. However, studies time there is a significant increase in customer satisfaction which ultimately leads to customer loyalty and customer retention. CRM is not product that can be sold. It is a way of life. It is not a tangible thing that a customer should know. Where it is intangible, can it be expected to produce and direct financial return that can be linked insurance to the investment. 3. Technology:

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Technology plays the major role in CRM implementation. There are a lot of CRM vendors like SAP, Oracle, Telisma Trivium, Saleslogic, and Smiles Etc. The CRM system to be implemented should be competent and versatile enough to resolve the problem of the insurances and enhance its efficiency to serve the customers. 4. Surveys: It is also important to undertake surveys at periodical intervals to measure the effect of CRM implementation. This enables insurances to take corrective actions, wherever necessary and adapt themselves to the everchanging demands of the customers.

10. KEY PROBLEMS REQUIRING CRM SOLUTIONS IN INSURANCES Lack of Software System: Insurance Industry in India is still not totally computerized, though there has been a tremendous improvement is this area. Customer and transaction data continued to be maintained in Physical Ledgers & Books. Even where

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software

system

are

in

operation,

there

are

no

proper

inter-

departmental/inter- branch linkages. 1. Multiple Product Database:

Multiple Product Database such as Core, Credit Cards, ATMs etc do not provide relationship linkages of the customer. They are not integrated to share customer data, transaction data & interaction data. 2. Multiplicity of Contacts:

Presence of Multiple Software System such as Call Centers, E-insurance, Internet insurance etc., leads to a situation where the same customers would be approached for various product without prior history. channels. customer. 3. Ineffective Tracking Mechanism: There is no common customer view across Insurances desks and communication There is a lack of system that would identify duplicate of

Marketing campaigns are normally done manually leading to an ineffective tracking mechanism. There is always a delay in response to a customer existing or prospect due to lack of required information. There is no proper co-ordination between marketing & functional departments resulting in loss of leads. There is no facility of creating & tracking opportunity to up-sell or cross-sell the products. 4. Absence of Exclusivity:

It is not possible to delight every customer of the insurance. Insuranceers need attitudinal shift in selecting exclusive customers in terms of business and profitability to whom special CRM solutions are to be targeted.
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11.SUCCESSFUL CRM STRATEGY FOR INSURANCES Any financial institution seeking to adopt a customer relationship model should consider six key business requirements. 1. Create a customer-forced organization and infrastructure:
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Management must align sales and service behaviors around customer relationships rather than around groups of products. Executive management needs to keep a view toward overall customer profitability rather than in discrete segments of the business. Customer data must be assembled from every contact point call centers, mail, person-to-person, fax, the web and beyond-to construct an accurate, consistent view of customers across all available channels. That means data and diverse departments must be aligned, shared and integrated in a common arena. Information about customers which now exists in various databases across the enterprise must be combined and compatible before meaningful analysis can take place. 2. Gain and accurate picture of your customer categories: To have effective target marketing, you have to have a target. To anticipate customer needs, improves customer retention and identify opportunities to cross-sell and up-sell, you have to understand the unique characteristics of each markets segments in an increasingly fragmented market place. Market segmentation in the insurance industry has been a Soft art based on intuition an experience, looking at characteristics generally believed to predict buying patterns. To pin point the best opportunities for marketing, sales and service, financial institution must adopt a much more rigorous analytical framework. 3. Accurately assess the life time value of your customers:

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Without understanding lifetime value, insurances face the potential tool take Short-sighted actions that unwittingly drive away customers along with their potential value. 4. Maximize the profitability of each customer relationship: As competition and churn reach new heights in the insurance industry, insurances should look more toward increasing profitability from existing customers, rather than expecting new customers to account for growth. Retaining existing customers is easier and less costly than attracting new ones. Insurances should be interested in cross-selling a variety of financial products and services to existing customers. Cross-selling can substantially increase customer profitability, especially if a insurances targets value customer who are likely to purchase multiple financial products. 5. Understand how to attract and keep your best customers: Organizations now offer complete ranges of products in new geographic areas and by the internet. Customers and prospects have point-and-click access to a stunning array of competing offers. Acquiring a customer can cost from $200 to $600.But if you retain that customer, the investment will be repaid ten-fold or more. In a multi-product environment, its hard to measure attrition. Is this the customer who cancels a single product but still possesses other products, or is this a customer who ends the entire relationship? Its harder still to predict and prevent attrition which is influenced by a combination of qualitative and quantitative factors. A successful CRM approach enables customer service organizations to create the knowledge they need to implement the right retention strategies and minimize defection of valuable customers.
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6. Maximise rate of return on marketing campaigns: 1. Incorporating customer information from all touch points to generate a single customer view. 2. Creating smart campaigns that are tightly targeted to the highestvalue customers or the customers most likely to respond, for the most relevant opportunity, through the desired channel, at the most appropriate time. 3. Co-coordinating systems and processes so market programs can be generated more quickly, and so feedback from previous campaigns can be used to fine-tune future activities. Each of these key business requirements is an integral part of a CRM value chain. Once a insurance understands its customer base, it can segment those customers into groups to which it targets tailored service and marketing activities. Using analytics, the insurance can quantify shifts in behavior, predict long-term value, and identify prime cross-sell and up-sell opportunities. This type of information forms a basis for creating highly targeted market campaigns and offers. Information from market campaigns is then cycled back into the CRM system to fine-tune its effectivenes

12.BENEFITS OF CUSTOMER RELATIONSHIPS Application of CRM in insurance industry offers several benefits. A few
points, which required prime attention, are: a) Continuous product development: Reduces the cycle time for introduction of new products. b) Efficient distribution: Enable faster communication with agents and brokers and reduces the cost to distribute and update information

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c) Servicing: Use of contact center management system enabling better Servicing thus reducing costs. d) Claims: Introductions of CRM systems helps in web based loss filing and checking the claim status. e) Optimizes the selling strategy thus helping in accurate forecasting of customers behavior and better territory management. f) Helps in developing a definitive ROI strategy through the use of various metrics such as customers satisfaction rating, depicting the number of customer complaints and knowing about the customer attrition levels.

13.CRM IN INSURANCES - INDIAN SCENARIO One industry best suited for CRM implementation is the Indian insurance and financial services sector, which has the highest growth potential and accounts for 22% of CRM license revenue in 2002.Insurances such as ICICI Insurance, HDFC Insurance and Citi insurance are using CRM products.

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ICICI Insurance, in fact, has won the DM Review World Class Solution Award 2003 in the business intelligence Category for its Teradata enterprise data warehouse solutions. However, CRM market in India is still in a nascent stage. Indian Insurances have not yet seen big results from CRM solutions, probably because of improper implementation. Being short-sighted, they have adopted new technology without a clear understanding of how to integrate it with the existing systems and processes. Indian Insurance industry should aim to formulate strategies incorporating people, processes and technology issues. In accordance with the strategies, current and future IT initiatives can be formulated, prioritizing the related activities and their feasibility. Once this is done, implementation in a phased manner will definitely lead to organizations success in achieving the goals.

CONCLUSION It is obvious that to survive and compete in a world business structure, retention of customers will be the key for success. Because the cost of keeping them is less than replacing, selling to them efficiently creates loyalty and therefore, more business. The analysis of data from customer interactions allows for target marketing, better solution and better support
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creating lower overheads, and finally a happy customer will tell 3-4 potential clients, again creating new business. But as resources are stretched to new limits, the cost to rethink how they can leverage their investment in CRM capabilities and infrastructure. As technological advances continue, many more application will emerge. New capabilities will be required for capturing, storing and analyzing greater amount of data. But by making this as apart of the future CRM strategies, insurances will be in much better position to keep pace with demands of the customers and to grow profitably in the years to come. Insurances need to be careful that this spend CRM budget on smart, fast and focus initiatives that will satisfy more customer, more of the times. It is a real opportunity to create tailored customer experiences and as result, competitive differentiation and long term growth. Leaders are taking careful steps and beginning to identify varying needs of the customer, manage the entire experience and drive increase loyalty.

BIBLOGRAPHY BOOKS REFFERED Customer Relationship Management - TYBBI (Sem 1) INTERNET www.scrbd.com (reference for banking in crm)
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www.wikipieda and encyclopedia.com (for meaning history etc.)

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