Finals of Kant get Marx 2.0 : a general politics quiz
Is Your CRM Performing Like A Rock Star or an Amateur?
1. Best Practices and Strategies to Ensure
Your CRM Can Sing
Michele Hamer, Emily Meehan,
SUNY Oswego Division of Graduate Intelliworks
Studies
2. Agenda
Symptoms and Root Causes of an “Under
Realized” CRM
SUNY Oswego Case Study
Best Practices
Definition
Communication
Adoption
Optimization
3. Show of Hands, Please
Currently using a
CRM?
Consider the
project complete
or live?
Think you are
operating at full
potential?
5. What We [Should] All Know About CRM
Yeah yeah, it’s about People, Process AND
Technology!
6. Your Ability to: Should Result In:
Define goals and • Increased enrollment
objectives
Receive data on • Improved yield
recruiting effectiveness
(inclusive of all
recruitment initiatives) • Ideally improved
student retention rates
Optimize tactics to which demonstrate
improve response to
recruitment initiatives quality and quantity of
the match.
8. How Pervasive is CRM Underutilization?
Ability to Demonstrate Increased
Survey of 1,700 worldwide Revenue
companies indicated 83.9%
Increased
are underutilizing the CRM Revenue
tools they have in place 16.10%
System
Underutiliz
ed 83.90%
Dickie, J., 2009. 2009-Era sales needs 2009-Era CRM. Customer
Relationship Manage
10. Inability to Define the Database Universe
Who’s In There?
Applicants
(but in what
stage?), 25%
No idea, 40%
Purchased
lists?, 20%
Event
leads, 15%
11. Inability to Efficiently Respond to
Leads Are prospective students waiting
120 longer than they need to?
100 No
No
Followup, 10
Followup, 20 Second
80
No Second Followup, 20
Followup, 60 Followup, 20
60
40 Second First
Followup, 10 First
Followup, 70
Followup, 60
20 First
Followup, 30
0
After 30 Days After 60 Days After 90 Days
Is it personalized? Is it targeted based on the specified program of interest?
12. Inconsistent Data Capture Across Users
The Confident Road Warrior Recruiter
Project Lead
Student Worker
Frustrated End-User
13. Partial Deployment of Functionality
Automated
Comms
Online Social
Application Media
Online
Inquiry Event
Form Management
Email
Marketing
14. No Roadmap
WHERE IS YOUR The End Game
ROADMAP TO GET CRM Rolled Out
THERE?
More Applications
More Accepts
More Enrolled
Students
20. User Adoption Challenges
No Buy-In
Configuration Does
Not Meet Needs
Lack of Training
Lack of Support
(Source: Intelliworks; ProSci, Best Practices in Change
Management; DemandEngine; AMR Research, Gartner)
22. About SUNY Oswego
Four schools with 30 graduate degree programs and
5 approved non-degree certificate programs
School of Education;
School of Business,
College of Liberal Arts and Sciences,
Communication Media and the Arts
Total enrollment: 9000; 1000 graduate full
time, part time and non-degree
23. Where We Gig
SUNY Oswego Program
We are where they want to hear us play!
Main Campus in Oswego NY
Branch Campus in Syracuse NY
Finger Lakes area, North Country and various venues in
Oswego County
Online, hybrid and traditional f2f
No song is the same
Application requirements vary by program/area of study -
Marketing is not all rock’n roll--blues, rap, country…
24. Operational, Marketing and Growth Pains
High growth expectations from President and
Provost for enrollment and applications;
No capability to track and/or qualify
prospects/inquiries or communicate
CRM system elements needed to be integrated
into strategic marketing plan to demonstrate
value and get buy in at the executive level.
25. Objectives Identified
Objective Initiative
Drive effective recruiting practices leveraging people,
Growth processes, current business practices and technology
Efficiency Move applications online and improve application process
management workflow.
Quality Develop prospect qualification process and response
mechanisms to assist candidates through decision cycle
Intelligence Set KPIs to track the above objectives once user adoption
is complete and data is readily available
26. What Could Go Wrong?
Built Business Case for CRM
Selected Vendor to Meet Technical
and Business Requirements
Implementation Road Map
28. 7 Months Later…
System fully configured BUT….
Email marketing conducted via 2 systems
Stalled plans to implement recruitment processes and
procedures across departments due to end-user
resistance
Lack of documentation and training on recruitment
process
No inquiry follow-up beyond auto email or process to
move prospects from inquiry to subsequent stages
Overburdened small staff with little time to train and
optimize recruitment process
30. Lack of Executive Sponsorship
Project started and executive sponsors stepped
back
Project manager’s role not communicated
No plan or executive support to enforce
migration away from legacy systems and/or
processes
31. End-User Adoption
Confusion on system configuration, fear
and trust of new system
Lack of time to train
No identified “new” process for moving
inquiries to the next stage
Business cycle timing: Project interruptions
and new deadlines caused conflicts
32. We Needed Help with Process
Technology was implemented, but new
recruitment processes were not.
Inquiries generated from other systems not
being entered into CRM.
System not being used to engage prospects at
each stage in the enrollment cycle.
Inconsistent capture of interactions with
prospect across end-users.
33. How We Are Moving Forward
Process planning
End-users participation in process
configuration
Vendor Setting Expectations for Steering
Committee
Technology updates and configuration to
meet our needs
37. Status Check
Realizing what was truly achievable in the
timeframe set
Implementing many new initiatives among
staff of 3 was overwhelming
Maintaining attention and support from
Executive Sponsors was challenging – one
slipped deadline = loss of project
confidence
42. Analyzing Data, Optimizing and
Communicating Results!
Analyzing data to optimize outreach
strategies
Automated communication plan to engage
inquiries
Reports and results distributed to executive
sponsors
45. Rule #1: Define
Goals, Roadmap, Metrics
Define…
A. The business case for a CRM
B. Business and technical requirements
C. An implementation plan with defined
owners
D. Goals and metrics to be measured over the
long term
46. A. Define The Business Case
Diagnose current Relationship Mgmt
needs
ID key DM’s / Influencers & impact on
them
Picture the “Shining City on the Hill”
Define path to get there
Create wins for all related parties
48. C. Define Implementation Roadmap
Define Configure Verify Rollout
Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6
New Program Registration
Grad Fairs
Launch Begins
On Campus Applications Go
Events Online
49. Managing the Change to Get There
Involves a Lot of Effort
CRM Effort
Software, 30%
Change
Management,
70%
AMR Research senior analyst Louis Columbus says that if you
broke out a pie chart for the average CRM effort, you’d see that
at least 70% is spent on change management and 30% is spent
on software.
50. And the Best Laid Schemes of Mice and
Men…
Define Configure Verify Rollout
Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6
New Program Registration
Grad Fairs
Launch Begins
On Campus Applications Go
Events Online
51. Often Go Awry
Define Configure Verify Rollout
Month 1 Month 2 Month 3 Month 4 Month 4 Month 5 Month 6
Project Manager
Leaves New Program
Mediating Conflicts on Process
Registration
Grad Fairs
Launch Begins
On Campus Applications Go
New student workers Online
Events New Executive Level
on board New Program Projects
Launches
52. A Few Words of Advice
Account for unknowns in your plan
Success is not defined by meeting a
deadline
Have a co-pilot or “back-up” project
support
53. D. Define Goals and Metrics for the
Long-Term
• Reduce abandonment
rates by 20%
•Increase Y-o-Y
• Reduce by 45% • Reduce byby 15% time it
inquiries 25% the
number of clicks to takes to complete a campaign
complete application • Grow enrollments in
Growth
X program by 25%
• Maintain inquiry response
• Improve satisfaction time under 4 hours
• Generate 500 more
rates to >85% at 4-5.
attendees to info
Intelligence • Automate assignment of
sessions
leads to counselors
Quality Efficiency
55. Heard on the Street…
“As much as we prepared people on how to
functionally deal with the technology, we hadn’t
dealt with how their style of working with
inquiries would need to change with the
implementation. If we had to do it over, I would
begin to work with counselors about how they
were going to need to work differently.”
Jane Raley, Director of Enrollment and CRM Project
Manager at Lesley University Graduate and
Undergraduate Programs
56. What to Communicate During
Implementation
Project What, When, and Why
Change in Roles or Job Functions
Management Expectations
57. What to Communicate Over the
Long-Term
Product changes and impacts to existing process
New approaches and best practices shared from
one group to another
Positive Results – to peers, upper
management, across divisions
58. Simmons College:
Communication Management Example
Simmons:
• Undergraduate and Graduate Education
• ~60 end-users across grad and undergrad schools
Weekly internal meetings with functional leads
Global emails and scheduled meetings in
advance of new product releases
Master rollout schedule for new deployments
Executive level reporting and oversight
59. Rule #3: Drive Adoption
Dr. BJ Fogg
studies how
to harness
technology Prospective students are not
and human
psychology the only customers you have….
to influence
human
behavior.
60. 3 Essential Elements for End-User
Adoption
Motivation
Simplicity
(Keep It Simple
Stupid)
Behavior Trigger
61. What You Don’t Want
Mmm yeah, not much buy-in going
on here…
62. Heard On the Street…
“If they don’t like it, then we can’t use
it. It’s that simple.”
--Director of Marketing for Online
Programs, Quinnipiac University
63. Quinnipiac University:
Best Practice for Driving Adoption
Quinnipiac University:
• Online Graduate Programs
• 10 Recruiters
System piloted with end-users early on
Forms to enforce data capture and mark
milestones
Step-by-Step training guides, and workflows
with detailed time-based milestones
Weekly 1 on 1 meetings with supervisor to
ensure reps meets goals.
64. Heard on the Street…
“We do ‘cram jams’ and Bagel Fridays to encourage
attendance at our trainings. We also offer prizes
such as discounted movie tickets, and T-shirts.”
--Jane Raley, Lesley University
Generate excitement and anticipation
Rewards-based system
Use incentives to encourage participation and
best practice sharing
65. Lesley University:
Best Practices for Driving Adoption
Lesley University:
• Graduate and Undergraduate Programs
• 60 End-Users , many across the US
8 trainings per month for various groups
Project lead and supervisor presence
Campus-based in-person workshops
Webinar trainings for off site recruiters for large
and small groups
REMOTE trainer presents!!
66. Make it Achievable
Less is more!
Take a phased approach
Set achievable short-term goals
Get periodic temperature reads and refine
as needed
Build foundation before introducing new
functionality
67. Make It Actionable
Executive reporting and oversight to encourage
and enforce behavior
Use alerts and tasks to prompt action
Configure to deliver mission-critical information
68. Heard on the Street…
“After training, the end-users are fully
accountable to complete tasks and get their
projects complete. Most want to make it
work and are willing to do it – they are
accountable to high people.”
Business Analysis/Solutions Consulting and
Project Manager for CRM for Simmons College
Graduate Schools
69. Rule #4: There is No Project
“End Date”!
Observe
Executive support/oversight
Reporting to benchmark results
Include a model and placeholders for summary
of observations/findings and recommendations.
Refine
Change outreach strategy to improve campaign
effectiveness
Communicate results to Executive Support and
get buy-in to optimize or change gears
71. It’s a Continuous Process
Expectations
Evolve Communicate Changes and
Observe, Refine, Optimi
updates
ze
Needs and
concerns
Enable
Make it easy.
Motivate, use triggers,
72. Summary of Key Success Factors
Executive sponsorship to endorse and support
project goals
Buy-in from front line managers and system users
Functional leads informing the process and
configuration
Continuous and targeted internal communication
Timing points of rollout with business cycles
Bandwidth to observe findings and optimize
73. Michele Hamer Emily Meehan
State University of New York Intelliworks
Oswego Division of Graduate Studies Emily.meehan@intelliworks.com
Michele.hamer@oswego.edu