CRM Executive Overview
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Executive overview of higher ed CRM and how DecisionDirector supports CRM system assessment, planning, and selection.
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CRM Executive Overview
- 1. Constituent Relationship ManagementCRM System Planning and Selection:An Executive Overview Advantiv Solutions & LL Consulting September 2009
- 3. Many years experience with full range of university administrative systems
- 5. CRM Methodology Our CRM planning materials are designed to plug into the DecisionDirector system planning and selection tools and methodology. System Selection Process Project Charter Brainstorm Business Process Review Requirements Definition Requirements Validation Proposal/ Vendor Evaluation Summary Evaluation
- 17. Fit/Gap Analysis
- 23. Post-Implementation Analysis1DecisionDirector also supports in-house and on-going projects and systems
- 24. Content & Collaboration Model Content Web-based Collaboration DecisionDirector AdvantivKnowledgePacks Project Collaboration Functional Assessment Requirements Gathering Business Process Review Project Charter Demo Evaluation Vendor Evaluation Data Feeds to DD2 and DD3 or 3rd Party Content DD2 RFP Response Mgr RFP/RFI Response Published Requirements Detailed Response Capture Response Analytics Reusable Response Repository Sole Source Justification Data Feeds to DD and DD3 or DD3 Rqmt & Fit/Gap Mgr Client’s Own Content Requirements Management Requirements Tracking Cost/Effort/Risk Estimation Business Justification Fit/Gap Management Implementation Planning Implementation Results Tracking Data Feeds to DD and DD2
- 25. Configurable participant“forums” for many project activities – this example is a requirements definition activity Customizable and reusable contentpresented in a familiar and easy to use interface Completely web-based and browser-independent
- 26. C-R-M? Constituent - prospect, applicant, student, alum, donor, employee, others Relationship - between the institution and each constituent Management – the institution’s activities that initiate, direct, and track interactions with constituents
- 27. Definition Constituent Relationship Management is a business strategy with supporting technology designed to maximize benefits to both the constituent and the institution from their relationship.
- 28. Institutional Goals are the Driver Strategies Solutions Institutional Goals Institutional goals drive CRM strategies which in turn determine system solutions.
- 29. Competitive Advantage "When colleges are at parity, distribution is similar, and pricing is equal… then the only competitive weapons are communication and relationships with customers.“ Tom Huddleston, VP Marketing, Communications, & Admissions University of Central Florida
- 30. Value to the Institution Potential* for: more applicants (10% – 200% increase) higher enrollments (20% - 50% increase) higher ability students (ACT from 21/22 to 26) better mix (400% increase in internationals) higher first-year retention (24% increase) higher four-year graduation (23% increase) lower cost ($45,000 - $1,000,000 annual savings) * all results obtained from documented case studies or personal interviews
- 31. Actionable Information for Building and Sustaining Relationships ProspectiveStudent ProspectiveEmployee CRM BI Faculty EnrolledStudent SIS CRM HRS LMS Staff FMS Alumni BI CRM Donor Parents Life-longLearner
- 32. CRM Functional Components Employee Relations Employee Relations Utilities
- 34. Interaction History
- 35. Analytics & Reporting
- 36. Constituent Data Mgmt
- 37. Campaign Mgmt
- 39. Engagement
- 40. Intervention
- 41. Self-Service
- 42. Prospect Mgmt
- 43. Recruiter Mgmt
- 44. Applicant Mgmt
- 45. Self-Service
- 46. Alumni/Donor Mgmt
- 47. Agent Mgmt
- 48. Gifts & Pledges
- 49. Self-Service
- 50. Recruitment
- 51. Engagement & Retention
- 52. Self- ServiceUtilities Calendaring, data warehousing, document mgmt, security, workflow, etc.
- 54. Campaign Mgmt - set up and track marketing plans
- 55. Communications Mgmt - plan and deliver communications to constituents
- 56. Event/Activity Mgmt - set up campus visits, fairs, etc.
- 57. Interaction History - record all outgoing and incoming communications and interactions with each constituent
- 59. Student Retention CRM Functions Advising - gather and maintain data specific to advisees; manage information about advisor assignments, calendars, activities, and tools Engagement - track student participation in academic and other activities to support completing their education Intervention - identify at-risk students and provide counseling or other assistance Self-Service - providestudents with customized information and services on the web
- 61. Bulk Email - send and track large volumes of email
- 62. Data Loads & Exchanges - exchange data between systems
- 63. Data Warehousing - capture and save historical data
- 64. Document Mgmt - store/retrieve document images
- 65. Security & Compliance - secure confidential data and comply with all laws and regulations
- 66. Workflow - trigger and execute business process steps
- 68. Azorus
- 70. Datatel
- 73. Hobsons
- 74. IntelliResponse
- 75. Intelliworks
- 76. Jenzabar
- 80. RuffaloCODY
- 81. SAP
- 82. SunGard HE
- 83. SugarCRM
Notes de l'éditeur
- For educational and educational institution use only.Feel free to make your own title slide if you wish to use this slide deck The remainder of this presentation is protected by copyright law. You may, however, use any or all of the slides for your own presentation or discussion purposes within the higher education arena, provided that the source is cited. If you have any questions regarding the material or permitted usage of the materials in this slide deck, please contact any of the following:Lavon Frazier, LL Consulting, at lavon.frazier@LLConsultingGroup.comLynn Hulett, LL Consulting, at lynn.hulett@LLConsultingGroup.comDan Miller, Advantiv solutions, at dan.miller@advantiv.comThank you for your cooperation.
- Example of a DecisionDirector web page.
- CRM had its start in the mid- to late-1980s with Sales Force Automation where the “C” stood for Customer. In higher ed, we don’t usually think of the people we interact with as “customers” per se, so for us, the “C” stands for constituent. CRM principles and systems can be used successfully to further relationships with all our constituents across the board – prospective students from first contact through the application and admit stages, enrolled students, and certainly our alums and donors. It’s also appropriate for recruiting and retaining employees, as well as furthering other relationships. For today’s purposes, however, we’re going to focus on the student life-cycle, from prospect to student to alum.The “R” stands for Relationship. This is really all about relationships. In these days of competition for students, the emphasis is on building and nurturing a strong relationship with the student from the time they first indicate an interest in our institution until they leave a bequest.The “M” is for management. While we as the institution can’t directly manage the relationship, we can manage the activities that initiate, direct, and track all interactions with the constituent. And we can, based on data collected from the results of those activities, refine and improve what we do to build and nurture future relationships.
- CRM is much more than just a system we buy and implement. It has to be part of a strategy to provide better and more effective service to our targeted constituents so that both sides benefit. It helps us get what we want – to meet our enrollment goals, save money, and help faculty and staff be more productive. And it helps the constituent get what s/he wants – an education from an institution where the people care about and treat him/her as an individual and are ready to help him/her be successful in any way that they can.A CRM system alone can’t do that, but a business strategy that’s implemented with people and processes supported by a good CRM system and working in a culture of constituent service can.
- We need to know what our institutional goals are and the strategies for accomplishing them before we can know what we want a CRM system to do for us and find the right system to do it. A CRM system is part of the solution, and should not be the driver for business change.
- Then on the more practical and measurable side of things:These numbers are strictly examples of what can be achieved using CRM techniques with an appropriate CRM system and are by no means guaranteed. Much of our success will depend on our people and our procedures, not the technology alone.Note that these numbers have been reported either in personal conversation with people responsible for student recruitment and/or retention at various institutions or in public case studies. The institutions represented range from small privates (enrollment 2,000) to large publics (enrollment over 46,000).These numbers are not meant to imply that all schools in all situations will realize these results. However, they are real. The source of the numbers can be found on the Success Story slides and accompanying notes.
- This shows the CRM system as one of the core data-collecting operational systems - in the inner circle along with the SIS (Student Information System), HRS (Human Resources System), FMS (Financial Management System), and LMS (Learning Management System). These systems are surrounded by a BI (Business Intelligence) layer that provides decision support analysis, reporting, modeling, and forecasting based on the data collected and processed by the core enterprise systems. Then, directed by decisions made with BI information, and with access to full individual profiles and interaction history, CRM is the system which supports front-line dealings with all constituents.
- Our focus has been to create tools and content that address the most pressing areas of need in higher education.Across the top of this diagram, you see COMMON functional components that span the middle or constituency system sections. There are a number of COMMON functions that support relationship management regardless of the constituency, whether students or employees or donors, etc. We’ll see more of what’s in this block on the next slide.Then in the middle are the system components with specialized functions for each constituency: functions that support recruiting prospective students, retaining enrolled students, keeping alumni involved, fund-raising, and recruiting and retaining faculty and staff.The bottom block represents the UTILITY functions or systems that support carrying out recruitment, retention, etc., activities. These sometimes already exist at the institution and could be used for and/or integrated into CRM, e.g., a calendaring system. If not already available, then some of these utility functions could be provided by the CRM vendor.
- Here are the major functional components in each of the blocks for the student life-cycle. (Note: The following slides provide a brief description of each of these functions and are fairly self-explanatory.)
- Communications Mgmt - CRM provides us a way to deliver personalized communications on a macro scale. Analytics & Reporting - Note that the latest predictive models draw on social as well as academic student preparedness and student progress data.
- This list is provided for your information only. It is not necessarily an exhaustive list. No warranties of any kind are implied. Mergers, buy-outs, going out of business, etc., happen. The links are to the company’s home page, or in the case of companies that also serve corporate clients, the links are to the higher ed section of their website if they have one.
- End of the executive summary slides.