Become a Connected Campus
•Télécharger en tant que PPTX, PDF•
3 j'aime•1,239 vues
Built for the social and mobile era, learn how Salesforce for Higher Ed enables you to become a Connected Campus, place students at the center of everything you do, and achieve breakthrough performance across the student lifecycle. Then learn how an esteemed higher education institution is using Salesforce to increase productivity, streamline systems and processes, and create a more efficient engagement platform with their constituents. They will also share how this fits into a campus-wide CRM strategy for fostering and building relationships across the entire student lifecycle in a phased approach.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Become a Connected Campus
Similaire à Become a Connected Campus (20)
Plus de Salesforce.org
Plus de Salesforce.org (20)
Dernier
Dernier (20)
Become a Connected Campus
- 1. Become A Connected Campus Connect with your constituents in a whole new way
- 2. Robert Acker President & CEO, Salesforce.org
- 3. Safe Harbor Safe harbor statement under the Private Securities Litigation ReformAct of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make.All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
- 4. Celebrating 16 Years of Giving Back 1-1-1 Model Adopted by $85M+ Grants 1% Equity 25K+ Nonprofits & Higher Ed 1% Product Sharethemodel.org 920K+ Service Hours 1% Time
- 5. Who we are. What we do. How we do it. A Global Force for Good One Model1% Product 1% Equity 1% Time Pledge 1% 10 Free Licenses Deep Discounts Two Product Discounts Three Areas of Reinvestment Innovation Community Grants Six Nonprofit Solutions Fundraising Programs Engagement Marketing Big Data Platform Two Social Sectors Nonprofit Higher Ed $85M+ Grants 920K+ Hours 25K+ Customers $350M+ Yearly Product Donations One Percent Product
- 6. #1 #1 Enterprise Cloud Computing Market Share World’s Most Innovative Company: 2011, 2012, 2013, 2014 #1 World’s Best CRM Enterprise, Mid-market, SMB & Salesforce Automation #1 #1 Best Enterprise Platform Salesforce is the Cloud Computing Leader
- 7. Connected World Funding Challenges Legacy Systems & Big Data Greater Competition 5B smart phones by 2017 4.5B social users Universities competing for smaller pool of grads Shifting demographics Changing delivery mechanisms of courses Rising tuition and reliance on raised funds Performance requirements tied to appropriations Federal legislation and regulation Fragmented systems create silos Not designed for mobile & social world No easy way to access to data & analytics The Challenge: Changing Landscape in Higher Ed
- 8. Market Recruitment Community GL Housing HCM SIS LMS Degree Audit Financial Aid Meal Plans Payroll Student Success Analytics Advancement Prospects Donors Faculty & Staff Parents Corporations Students Alumni BECOME A CONNECTED CAMPUS System of Record System of Intelligence System of Engagement
- 9. Jeff Shpunt Manager of Web Services Western Connecticut State University
- 10. Western Connecticut State University’s Journey with Salesforce 6/18/15
- 11. WCSU Background • Founded in 1903 • Located in Danbury, CT • Two campuses • 6,000 undergraduates • 500 graduate students • 40 undergraduate / 15 graduate programs
- 12. WCSU Background • April 2013 – Business Process Re-engineering – Week-long “boot camp” led by CIO – Stakeholders represented all functional areas – Analyze entire lifecycle of our students customers – Addressed “roast beef” items – Developed student lifecycle flowchart • Summer 2013 - Joined Salesforce
- 16. WCSU Background • Summer 2013 - TargetX – TargetX available through Salesforce AppExchange – “Transforms” Salesforce into a student recruitment manager (SRM) • September 2013 – TargetX kickoff with on-site discovery meeting – Developed a three-phased approach
- 17. • Need to be distinct in a saturated market • Better strategic communication – Maximize prospect/inquiry/applicant touch points – Turn appliCANTS into appliCANS • Tracking data on everyone, everything • Integration with our SIS: Banner Why Salesforce?
- 18. Salesforce/TargetX Implementation • Phase I – Import applicant data – Prospect/inquiry data (inquiry forms, 3rd party) – Communication strategy • Phase II – Events Management – “Lite” CRM / Banner integration • Phase III – CommonApp / WCSU Application data – CRM / Banner integration
- 19. What are we doing well? • Inquiry Forms • Events Management • Applicant Management • SMS Communication
- 20. Inquiry Forms • Developed using FormAssembly • Form data goes directly into Salesforce – Can trigger workflows – Automated replies to the student • Mobile-ready • Inquiry Form Example
- 21. Events Management • TargetX offers a robust events management component • Online registration / self-service modules • “Wow factor” QR code check-in • Communication is key! – Thanks for registering – Reminder – Thanks for coming – Sorry we missed you
- 23. Applicant Management • WCSU joined CommonApp in Fall 2014 • CommonApp data fed directly to CRM • WCSU Online app built using FormAssembly • Banner integration – Application data sent down to Banner – Admissions review applications & processes – Decision data sent back to CRM
- 24. SMS Communications • Selected SMS Magic in Spring 2015 • Right message, right time, right PLACE • Supplement existing ‘old fashion’ communications • Bulk or individual • Accepted Students Day Registration
- 28. • Hundreds of hours saved by automation • Spring 2014 – new students up 12% • Fall 2014 – new students up 5% • Spring 2015 – new students up 12% • Fall 2015 – TBD Success Metrics
- 29. • We ‘touch’ students at every part of the lifecycle: Leads to a improved communication plan • Right information to the right person at the right time • Mobility (everywhere access to data) • 360 degree view of student • Reporting / data management Inquiry Communication Plan Travel Events Follow up Why is it working?
- 30. • Implement with executive management support & sponsorship • Take a phased approach with key practices to achieve immediate, tangible results • Focus on a small number of top risks/rewards • Create a task force including stakeholders of unit(s) affected Keys for success
- 31. • Leverage Salesforce to improve retention • Salesforce Communities • Approval/Workflows • Data-driven decisions What’s Next?
- 32. Brandon Ortiz Content Marketing Manager
- 33. Market Recruitment Engage GL Housing HCM SIS LMS Degree Audit Financial Aid Meal Plans Payroll Student Success Analytics Advancement Prospects Donors Faculty & Staff Parents Corporations Students Alumni THE CONNECTED CAMPUS PLATFORM System of Record System of Intelligence System of Engagement
- 34. Analytics Cloud: Analytics for the Rest of Us Powered by the Wave Platform Mobile insight on any device Everyone gets answers faster than ever Platform for any data, any app Extend the Platform Self Service Collaboration Exploration Analytic Apps Search Based Any Data Governance & Trust
- 35. Demo
- 37. Q&A
- 38. Thank you
Notes de l'éditeur
- Key Takeaway: SFDC is a publicly traded company. Please make your buying decisions only on the products commercially available from Salesforce.com. Talk Track: Before I begin, just a word from our lawyers. While the Foundation is a separate entity from salesforce.com as we are a nonprofit organization, we will be talking about salesforce.com’s products. Salesforce.com is a publicly held company and this is our safe harbor statement which if you cannot read, you can find on our website. Any purchasing decisions you make, should be made based on currently available technology.
- Key Takeaway: Salesforce has also been a pioneer with our innovative Philanthropy to go along with our technology model. Our 1-1-1 (equity, time and product) has been successful and adopted by Google, Workday, etc. ACTION: Provide personal philanthropy activity Talk Track: Salesforce has always been about a new technology model with the cloud; a new pay-as-you-go business model; but we've also created a new philanthropic model. This model is a 1-1-1 model where we give 1% of our equity, employees time, and product to non-profits. Our 1-1-1 model has been so successful that companies like Google, Dropbox, Workday and Yelp have also adopted it. We’ve given over 680,000 hours of community service, $68 million in grants have come out of the foundation, and 23,000 nonprofits use our products. Personally, I am involved in… [Insert personal story here]
- Over the past 15 Years SFDC has become the #1 Enterprise Cloud Company in the world in the commercial sector. Most innovative Company 4 yrs by Forbes Ranked #1 By both Gartner and IDC This is exciting, but more exciting to us at the foundation is putting the best technology into the hands of non-profits/NGO’s to accelerate their Missions. We are working to democratize the sector. We offer the first and only cloud-based end-to-end solution set for nonprofit. We know that by making these tools accessible to all of the1.6 millions of NPOs out there that you will deliver more impact than ever before. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Additional Context on accolades: Forbes “Most Innovative Companies in the World” is awarded to the company offering the most “Innovation Premium” - The Innovation Premium is a measure of how much investors have bid up the stock price of a company above the value of its existing business based on expectations of future innovative results (new products, services and markets) . Members of the list must have $10 billion in market capitalization, spend at least 1% of their asset base on R&D and have seven years of public data. The FORTUNE World’s Most Admired Companies study surveys top executives and directors from eligible companies, along with financial analysts, to identify the companies that enjoy the strongest reputations within their industries and across industries. In Dec 2012, the Economist awarded salesforce.com and Marc Benioff the award for innovation in the process and service category Forbes “Best Companies to Work For” – salesforce.com was awarded #7 for 2013. The ranking of the top companies was determined by taking cumulative average ratings from the half-million employees who responded to the 18-question survey between Nov. 24, 2012 and Nov. 13, 2013. CRM Market Leader Awards: The Market Leader Awards rate the top five vendors in categories based on a composite score that includes revenue, revenue growth, market share, customer wins, reputation for customer satisfaction, depth of product functionality, and company direction.
- Key Takeaway: HE institutions are facing 4 major challenges: the need to adapt to greater expectations and needs of your constituent; greater competition for a declining student population; funding challenges; and struggles with existing outdated systems. Talk Track: The world has changed dramatically due to advances in technology. As a result there are now new pressures on higher ed institutions to evolve the way they deliver education as well as the way they run their business processes in a new competitive environment. I think most people would agree that HE is in a transformative stage right now and that schools who are slower to embrace the changes and transform themselves to be more responsive and agile will be faced with dire consequences over the next 5-10 years. Just like other organizations, higher education institutions are challenged by an increasingly connected world #1 Increasingly Connected World With 4.5 billion social users on Twitter, Facebook, YouTube and a host of other networks, especially popular amongst the traditional student population and the Millenials, universities need to meet students where they are. You need to engage with them in social channels where you can reach out to students and have personalized conversations at massive scale. And the rapid growth of social is fueled by the rise of mobile. With 5 billion smartphones expected by 2017, mobile apps have become a new way to engage your constituents – not only students, but also your faculty/staff, parents, and the corporations you partner with. Smartphones have become the dashboard to our life, helping us connect to others and to access information. Technology is evolving so much that now they are starting to even introduce connected products that automatically transmit data back to you. That’s where the world is heading. So when a constituent, whether it’s a student, faculty/staff, or a corporation you deal with, interacts with you, they have the same expectations of you as they do from the private sector. This consumerization of higher education forces you to re-think the way you communicate, interact, engage and service your constituents. #2 Greater Competition With a declining population of traditional learners and the fact that students are going to school at a further radius from home than they used to, you have more schools competing for a smaller pool of candidates. As such, many institutions have had to adapt by expanding and targeting programs to nontraditional learners (for example, those in the workforce or seeking new skills training) as well as new delivery models such as online classes, competency-based courses, and MOOCs. #3 Funding Challenges: Declining state financial support is one of the greatest challenges. Schools have been raising tuition, trying to increase fundraising, looking to improve efficiencies and increase graduation rates to make up for declining state appropriations. But one can’t just keep raising tuition, especially at a time where the student loan market is at the brink of a crisis akin to what happened with the mortgage market years ago. Students – and parents - are looking for greater ROI on their degree and are comparing the price/value ratio of degrees at various institutions. Universities need to not only be cognizant of that, but they are also now being held more accountable to students’ success as performance requirements such as graduation rates are now tied to appropriations. #4 – Legacy Systems Many schools still have a bunch of legacy systems and the simple truth is that legacy systems can’t deliver They can’t break down silos They can’t provide a 360 view of your organization They can’t report on performance real-time And worse of all, the cost a fortune to upgrade and maintain ------ Background info on talking points: #1. Consumerization of Education: The expectations of students, in terms of what they're going to tangibly get out of their experience (expectations about specific skills and where those fit in the workforce), the amenities offered by schools like private rooms/bathrooms, rock climbing walls, dining options, etc. This is combined with student knowledge that they hold the funding power -- they can take their financial aid anywhere -- so getting a good job upon graduation is beginning to outweigh the traditional experience of a liberal arts education (education for edification). Students expect to get a good ROI -- a good job for what they pay for their diploma. Student expectations of service 24x7 is expectation with most schools only available during traditional office hours. Student expectations of product delivery - bricks-and-mortar classrooms are expected to give way to consumer convenience but tenured faculty are obstacles to this. #2. Declining population of graduating seniors; need to recruit nontraditional populations From Wiche: The high school graduating class of 2011 was the largest the nation produced, at 3.4 million. That peak marked the end of a 17-year run of continuous growth in the number of graduates, during which time graduating cohorts increased by an average of 2.2 percent annually and schools got fat/lazy. The low point is this year, in 2013-14, and is projected to be down about 190,000 from the peak, or about 5.6 percent. The shift has been jarring for institutions that have grown accustomed to continuous year-over-year increases in the pool of potential applicants, especially selective institutions that serve a mostly traditional-aged student population. Compounding the decrease in population is the increase in diversity; with that increase coming in populations that traditionally don't attend college From Wiche: The impact of this overall projected decline is compounded by escalating racial/ethnic diversification of our nation, which is exaggerated among young people. We project that public high school graduating classes are inching ever closer to becoming “majority-minority,” in which no single race/ethnicity accounts for 50 percent of the total. By 2019-20 White non-Hispanics are projected to be 55.4 percent of graduates, down 7 percentage points from their share in 2008-09. These changes are due mainly to two long-term trends: a precipitous drop in the number of White non-Hispanic graduates that is traceable to the end of high volume of births during the Baby Boom Echo, combined with a substantial increase in Hispanic graduates. These two trends largely balance one another – relative to 2008-09, about 222,000 fewer White non-Hispanic graduates and 197,000 more Hispanic graduates are expected by 2019-20. To a lesser degree, projected growth in Asians/Pacific Islanders also adds to the diversification of graduates, although their growth is largely offset by projected declines in Black non-Hispanics. The decline forces dependence on nontraditional students There is an increased emphasis on recruiting transfer students at the undergraduate level. Some schools are focusing on recruiting master's students to offset the loss in undergraduates while others are focusing on working adults interested in career advancement and lifelong learners. #3. Funding Challenges: Tuition restraint and graduation rates are tied to funding . There are also stricter federal financial aid regulations Means students have limited time to receive financial aid; must maintain academic standards to receive financial aid; and have to repay financial aid for dropped courses; but all of these burdens fall administratively and financially on the schools. This results in holds on students' accounts, meaning they cannot register (or graduate) or transfer credits to another school. The federal government also posts a scorecard that helps consumers (parents/students) understand KPIs of their selected schools. This is especially damning for schools whose mission is access (as opposed to selectivity). Financial Aid regulations (http://www.ifap.ed.gov/ifap/), especially these three: Terms: The number of terms a student may receive financial aid has been reduced to 12 (six years at two terms per year). That is why the six-year graduation rate has become so important. Note: This is cumulative, so students who bounce around community colleges taking one or two classes will run out of funding. Satisfactory Academic Progress (SAP): Students must meet three standards. -Cumulative Grade Point Average (GPA): 2.0 for undergraduate and PharmD programs, 3.0 for graduate programs -Completion Percentage (Pace): At least 67% of all credit hours attempted must have successfully passing grades. The pace of progress is calculated by dividing cumulative hours that you have successfully completed by the cumulative hours you have attempted. -Maximum Time Frame: Undergraduate and graduate students must complete a degree or certificate program in no more than 150% of the average published length of the program in credit hours. Return of Title IV Funding (R2T4): Students who drop all courses, are required to repay federal aid based on the percentage of the semester that was completed. Schools are expected to repay the federal government and collect from the student. Until the student repays this amount, the student will not be able to continue at this or any other school (unless he starts over). This will mean millions in returned funding by schools to the federal government and students will have holds on their accounts, which will not only hurt the students but will hurt graduation rates. This makes retention very important and early warning a key to retention.
- Key Takeaway: A Connected Campus connects to their students by better connecting internally: creating a 360 degree view and leveraging social and mobile technologies to forge more meaningful intimate and enduring relationships on which you can measure your performance. Talk Track: The answer to not being left behind is the Connected Campus. A connected campus connects your entire university or college so you can Improve recruiting Ensure student success Raise more funds Communicate more effectively Build and foster a community of collaboration This is done by having a 360 degree view of the student, placing the student at the center of everything you do, and leveraging mobile and social technologies to create and nurture those relationships. By being completely student centric you can break down silos by having visibility to all touchpoints and interactions your school has with students. This type of transparency also lends itself to better reporting capabilities so you can measure and demonstrate your impact. Backoffice systems: Important but they are static Platform: You can integrate At top you have constituents: They can directly engage with you through communities – you know who they are Now you can be more effective at marketing to them. This vastly helps you recruit & raise more money Additionally, it helps the student experience.
- I will get into the 3 phases in later slides
- Applicant pool is dwindling in CT Address items discovered in BPR related to communication w/ prospects
- Applicant data whether from commonapp or wcsu app is stored in the same place with same data standards
- Key Takeaway: A Connected Campus connects to their students by better connecting internally: creating a 360 degree view and leveraging social and mobile technologies to forge more meaningful intimate and enduring relationships on which you can measure your performance. Talk Track: The answer to not being left behind is the Connected Campus. A connected campus connects your entire university or college so you can Improve recruiting Ensure student success Raise more funds Communicate more effectively Build and foster a community of collaboration This is done by having a 360 degree view of the student, placing the student at the center of everything you do, and leveraging mobile and social technologies to create and nurture those relationships. By being completely student centric you can break down silos by having visibility to all touchpoints and interactions your school has with students. This type of transparency also lends itself to better reporting capabilities so you can measure and demonstrate your impact. Backoffice systems: Important but they are static Platform: You can integrate At top you have constituents: They can directly engage with you through communities – you know who they are Now you can be more effective at marketing to them. This vastly helps you recruit & raise more money Additionally, it helps the student experience.
- Analytics Cloud: Analytics for the rest of us Everyone can get answers faster than ever. No data science degree required, no more logging tickets to access your answers. Mobile: Distributed workforce can now get answers right from your phone, no more running back to your desktop. Platform for any data, and any app. Structured and unstructured data are seamlessly brought into the Wave platform. The wave platform is Schema-free and is not built with a relational database – making it easy to connect the right data, faster than ever.