crm for higher education: one size does not fit all

©"2010"Intelliworks,"Inc."and"DemandEngine."All"Rights"Reserved.""

CRM$FOR$HIGHER$EDUCATION$

A$WHITE$PAPER$BY$$INTELLIWORKS"&"DEMANDENGINE"

ABSTRACT'

CRM"is"fast"becoming"a"competitive"necessity"for"colleges"and"universities"looking" to" improve" student" engagement" and"deliver" a" better" experience"throughout"the"student"lifecycle.""Already,"many"institutions"have"derived"great"benefits" from"CRM"and"are"eager" to"expand" their" initiatives"across"campus.""

In" an" effort" to" reduce" operational" and" support" costs," many" higher"education"IT"organizations"are"considering"an"enterprise"approach"to"CRM.""Oftentimes,"� %&�&'&�! %�&��4&�� !�!�+��$%&5��""$!�� %!��!� ��confuse"enterprise"technology"with"enterprise"strategy.""Such"an"approach"can"have"�!) %&$��&%�&��&��&�&�� %&�&'&�! 3%��&+�&!��"�!+��CRM"that"will"meet"the"needs"of"the"entire"organization."""

Ideally,"an"enterprise"CRM"strategy"improves"the"student"experience"while"ensuring" that" technology" and" processes" are" scalable" and" configurable"enough" to" meet" the" needs" of" both" traditional" and" nonNtraditional"enrollment"departments."""

Unfortunately,"enterprise"CRM"deployments"often"default"to"the"needs"of"the" undergraduate" admission" office," ignoring" the" nuances" and"complexities" of" graduate," executive" and" continuing" education" units." " As"such," the" pursuit" of" enterprise" technology" rather" than" enterprise" CRM"strategy"limits"the"potential"gains"in"service"and"productivity"and"may"not"produce"the"anticipated"return"on"investment"(ROI)."""

�� $�%'�&� �%� � � � ��(!$� &��&3%� �!$�� !�'%�� ! � ��"�� &� ��technical" features" and" less" so" focused" on" meeting" precise" business"objectives."

ONE'SIZE'DOES'NOT'FIT'ALL!

This!white!paper!will!identify:!

Key-drivers-leading-institutions-to-consolidate-their-CRM-efforts--

Why-existing-systems-are-not-meeting-the-needs-of-most-institutions-

BestAofAbreed-alternatives-to-investing-in-legacy-technology-systems--

Communal-best-practices-for-approaching-an-enterprise-CRM-initiative-

'


TABLE'OF'CONTENTS'

'

SECTION'ONE'

A'CRUCIAL'POINT'IN'TIME'

THE'PATH'TO'CRM'SUCCESS'IS'WELL5MARKED'

A'COMPETITIVE'NECESSITY'FOR'HIGHER'EDUCATION'

THE'NEED'IS'THERE,'YET'ADOPTION'IS'LOW'

'

SECTION'TWO'

CRITICAL'CHALLENGES'AND'CONSIDERATIONS'

PROS/CONS'TO'CENTRALIZED'CRM'

LET'CRM'STRATEGY'DRIVE'CRM'TECHNOLOGY'

'

SECTION'THREE'

KEYS'TO'CRM'SUCCESS'

CRM'AND'ENROLLMENT'MANAGEMENT:'A'BUSINESS'CONCERN'

RECOMMENDATIONS'

"©"2010"Intelliworks,"Inc."and"DemandEngine."All"Rights"Reserved.""

'

-

SECTION'ONE:-

A'CRUCIAL'POINT'IN'TIME'


A'CRUCIAL'POINT'IN'TIME!

With" competition" for" students" among" institutions" increasing" at" a" global" level," budgets" declining" and"

student"demographics"shifting,"colleges"and"universities"today"are"faced"with"more"complex"relationship"

management" challenges" than" ever" before." " Additionally," student" expectations" have" also" evolved" in"

&�$�%�!��)��&��&�� %�&!��4�! %'��$5�!��$��'��&�! ,"and"they"have"become"more"discerning"

in"terms"of"value"proposition"from"institutions.""As"a"result,"institutions"are"more"focused"than"ever"on"

delivering"a"memorable"student"experience"at"every"stage"of"their"interactions"with"students.""

There"are"many"touch"points"that"feed"into"the"student"experience"at"an"institution,"including"the"web,"

social"media,"events,"online"chats"and"campus"tours."For"many"institutions,"CRM"technology"has"become"

the" hub" for"managing" these" interactions" and" leveraging" these" data" points" in" order" to" create" a"more"

customerNcentric" approach" to" managing" communications" with" students." " These" tools" have" provided"

institutions"with"a"wealth"of"information"on"how"students"are"interacting"with"their"institution."

However,"technology"alone"cannot"answer"the"call.""Institutions"must"find"the"right"people"to"carefully"

craft"a"CRM"strategy"that"not"only"determines"how"students"are" interacting"with"their" institution,"but"

why.""This"requires"that"institutions"avoid"looking"at"CRM"primarily"as"an"IT"initiative"and"begin"to"look""

at"it"as"a"means"to"empower"institutional"representatives"to"deliver"better"customer"service"to"students"

and"prospects.�� $�� !$��&�� %&�&'&�! 3%��$� �.""

Knowing"how"and"why"a"prospect"engages"with"your"institution"could"make"all"the"difference"in"whether"

they"decide"to"apply"to"your"school,"or"opt"for"another"school.""Additionally,"progressive"institutions"are"

now" even" starting" to" leverage" preNenrollment" data" to" inform" their" student" success" and" retention"

strategies,"as"well"as"alumni"development"and"advancement."

!

!

!

!


THE'PATH'TO'CRM'SUCCESS'IS'WELL5MARKED'

CRM"has"been"evolving"in"the"business"or"corporate"world"for"more"than"20"years."Beginning"in"the"late"

>BA=3%.�� &�� !�!�+�)�%� !&�� !$��&�� &$! ��&��%��&!��!$��$��&�+��!��' ��&��

with"customers."In"the"midN>BB=3%,"it"morphed"into"a"tool"that"could"be"used"to"increase"loyalty.""In"fact,"

this"is"when"hotel"and"airline"reward"programs"came"of"age.""

Fast"forward"to"the"year"2010"and"we"see"the"transformation"of"CRM"into"a"strategic"approach"designed"

to" improve" the" customer" experience." This" is" accomplished" through" increased" engagement" with" the"

constituent" and" the"use"of" analytics" to"both"measure"and"provide" results." " CRM" technology" in"higher"

education" has" emerged" as" a" flexible" webNbased" software" application" suite" that" supports" CRM" at" all"

institution"and"departmental"sizes."

� 3%�"track"record"has"not"been"universally"positive."Over"its"history,"failure"rates"have"been"reported"

to"be"as"high"as"70%,"as"companies"are"disappointed"by"their"actual"business"results"and"the"resulting"

poor"return"on"investment"(ROI)"for"their"CRM"initiatives"(see"figure"1)."

"

Despite"the"spotty"track"record,"history"provides"a"wellNmarked"path"toward"success."The"real"question"

�%� !&�4%�!'��)��!�� 5��'&�4�!)�� )��!�� $��&-5�"

"


What"leads"to"such"common"failure?"Causes"include:""

using-a-technology-first-without-an-overarching-strategic-vision-

organizational-resistance-to-change--

internal-ownership-difficulties-with-customer-definition-and-data-ownership-

difficulty-integrating-CRM-with-other-applications-

adopting-only-partial-solutions--

underestimating-the-impact-on-people-and-underlying-work-processes.--

CRM" can" drive" significant" value" if" the" focus" moves" beyond" technology" to" the" consideration" of" the"

businessNdriven"benefits" it"can"provide," like" increased"conversion,"better"yield"and"improved"customer"

satisfaction."

"


A'COMPETITIVE'NECESSITY'FOR'HIGHER'EDUCATION'

Gartner1"predicts"that"by"2013,"an"institution"will"be"at"a"competitive"disadvantage"for"recruiting"without"

this"type"of"relationship"%!�'&�! �� "��0��+-��$��%! %�(�$+��%��! �+!'$�� %&�&'&�! 3%��!��&�! "

� ��&��$��&�+!'3$��%�$(� �0"

For" example," many" undergraduate" institutions," particularly" on" the" East" Coast," are" faced" with"

demographic" shifts" that" are" resulting" in" fewer"high" school" graduates" after" a"peak"of" almost"3"million"

graduates"nationwide" last"year." " "This"number" is"expected"to"decline"until"about"2015." "For"some,"this"

could"result"in"fewer"applications"and"less"selectivity."""

This"challenge"has"created"an"interesting"dynamic"whereby"institutions"that"once"limited"recruitment"to"

their"region"now"have"to"expand"the"reach"of"their"recruitment"and"enrollment"management"efforts"just"

to"make"up"their"next"incoming"class."

However,"even"in"the"undergraduate"world"the"picture"is"not"black"and"white.""Those"familiar"with"the"

recent"budget"cuts"in"the"state"of"California"know"that"many"institutions"are"struggling"to"keep"up"with"

demand"and"are"in"fact"having"to"turn"away"qualified"students.""As"a"result,"California"has"become"prime"

hunting"ground"for"private,"public"and"forNprofit" institutions"around"the"country" looking"to"fill"seats" in"

classrooms."

Regardless" of" the" situation," these" institutions" are" faced" with" the" need" to" either" grow" or" shape"

enrollment"in"order"to"sustain"their"operations."

Meanwhile,"due"in"part"to"demographics"and"the"recent"economic"crisis,"institutions"are"seeing"a"boon"

in"enrollment"from"adult"learners.""In"fact,"the"majority"of"students"enrolled"in"both"fullNtime"and"partN

time" postNsecondary" education" today" are" nonNtraditional" adult" learners," and" they" are" the" fastest"

growing"demographic"at"many"institutions."""


According" to" the" National" Center" for" Education" Statistics," between" 2006" and" 2017," enrollment" is"

projected"to"increase:""

"

10-percent-for-students-who-are-18-to-24-years-old;-

27-percent-for-students-who-are-25-through-34-years-old;-and-

8-percent-for-students-who-are-35-years-old-and-over."

"

Institutions"are"learning"quickly"that"these"adult"students"are"motivated"by"a"completely"different"set"of"

��&!$%�&�� 4&$��&�! ��5�%&'�� &%0��%�%'��.�&��+�$�#'�$��!�"��&��+��$� &�$��$'�&�� &��""$!��0��"

��(� �� %&$�&��+� � �"�� "� � %&�&'&�! %� �� &��+�� (��'��3%��!&�(�&�! � �!$�%��

education,"and"allow"the"college"or"university"to"leverage"that"information"in"order"to"have"an"informed"

dialogue"with"students"about"their"unique"needs.""As"institutions"are"faced"with"a"more"diverse"student"

population"and"continued"financial"restraints,"they"must"pinpoint"student"motivations"in"order"to"deliver"

contextually" relevant" information" about" their" programs" that" will" encourage" people" to" enroll" and"

hopefully"persist."""

"

THE'NEED'IS'THERE,'YET'ADOPTION'IS'LOW"

Despite"the"need"for"CRM"in"higher"education,"adoption"has"remained"low.""According"to"Datmonitori,"

� %&�&'&�! %� �$�� 4%�� &!�address" the" need" for" improved" access" to" data" and"operational"efficiency,"

institutions" find" outNofNtheNbox" SIS" integration," online" application" submission" and" reporting" and"

� ��+&��%�"�$&��'��$�+��&&$��&�(�� "��&��%05��hile"institutions"have"identified"the"need"for"CRM"

capabilities,"preNexisting"technology"and"business"processes"at"institutions"have"often"slowed"CRM"from"

gaining"widespread"adoption." "Still,"Datamonitor"advises" that" institutions"consider"CRM"that"will" scale"

across"the"organization:"

As!the!number!of!students!entering!higher!education!declines,!it!will!be!increasingly!important!for!

institutions! to! recruit! and! retain! students,! which! will! require! CRM! solutions! to! have! advanced!

functionality!and!features,! such!as!the!ability!to!reach!out!to!more!non?traditional!students.! !As!

their! recruitment! strategies! change,! institutions!will! expect! their!CRM!vendor! to! frequently!add!

��


ability!to!scale!up.!!Institutions!generally!adopt!CRM!to!be!used!within!their!admissions!group,!and!

as!need!arise,!deploy!it!within!other!departments!

While" Datamonitor" is" right" to" suggest" that" institutions" look" at" CRM" beyond" the" admissions" office,"

institutions"must"be" careful"not" to" confuse"enterprise"CRM"strategy"with"enterprise"CRM"technology.""

Often,"the"best"way"to"implement"a"systemNwide"CRM"initiative"is"by"embracing"deNcentralized"systems"

and"processes."""

Analysts,"including"Datamonitor"and"Gartner,"estimate"that"CRM"adoption"at"colleges"and"universities"is"

somewhere" in" the" range" of" oneNquarter" to" oneNthird" of" all" institutions." " However," it" appears" that"

primarily" larger" institutions" that" have" deployed" a" CRM." Of" those," the" majority" of" institutions" have"

implemented"it"primarily"at"the"undergraduate"level"even"though"nonNundergraduate"programs"tend"to"

generate"considerable"revenue"for"their"institutions."

According"to"the"National"Center"for"Education"Statisticsii.�4��%"�&��&��%�,�� '��$%�!��%��$��N

�$� &� ��!��%.��!%&�%&'�� &%��&&� ��&�� $��$��!��%�� ' �(�$%�&��%1@=�"�$�� &�!�� %&�&'&�! %�

had"fewer"than"1,000"students;"however,"these"campuses"enrolled"4"percent"of"college"students."While"

12"percent"of"the"campuses"enrolled"10,000"or"more"students,"they"accounted"for"54"percent"of"total"

�!�� $!�� &05��This-means-that-88-percent-of-undergraduate-institutions-are-competing-for-less-

than-half-of-the-student-population."

Budget" constraints" have"made" it" particularly" difficult" for" resourceNstrapped" institutions" to" keep" pace"

with"the"continuously"evolving"enrollment"management"landscape.""

��%� ��%&� �&�! � ��&)�� &�� 2��(�%3� � �� &�� 2��(�� !&%3� �%� ��$&�� +� �orrelated"with" how" institutions"

have"adopted"CRM.""Large"institutions"with"the"means"and"resources"have"acted,"but"the"large"costs"and"

time"associated"with"taking"on"a"CRM"project"have"kept"resourceNstrapped"institutions,"and"even"some"

wellNfinanced"institutions,"from"doing"so."

Even" institutions" that"have"CRM" functionality" in"place" through"other" systems"of" record," such"as" their"

student"information"systems,"are"often"dismayed"at"how"difficult" it" is"to"perform"basic"tasks"that"have"

come"to"be"expected"from"a"CRM,"such"as:"

Updating-and-configuring-student/prospect-contact-record-fields-

Automating-recruitment-and-marketing-workflows-


Leveraging-data-to-execute-multiAchannel-communications-plans-

Generating-reports-of-data-in-realAtime-

Managing-the-ongoing-relationship-with-enrolled-students-

Lacking" the" technology" feature" set" to"manage"marketing," recruitment" and" service" efforts," individual"

enrollment"departments"are"often"left"to"fend"for"themselves"and"cobble"together"systems"to"support"

&��$��'%� �%%�$�#'�$�� &%0��%�$�%'�&%�� +�4$!�'�5��"�$&�� &%�)�&�� %&�&'&�! �!"�$�&� ��

independently"from"central"IT."""


-

-

-

SECTION'TWO:'




The"need"for"CRM"has"prompted"many"college"and"university"CIOs"to"consider"a"centralized"approach.""

NonNtechnical" campus" administrators" have" spoken" and" are" pursuing" a" CRM" strategy" in" one" form" or"

another,"with"or"without"the"support"of"their"IT"departments." "However,"the"longNterm"implications"of"

having" several" disparate" systems"on" campus" have"made"many"CIOs" nervous"about" having" to" support"

such"an"infrastructure."""

��$�� $�� +� $��%! %�)�+� � � �� "�$&�� &�)!'��)� &� &!� �! %!��&�6�� &$��,�� %&�&'&�! 3%�

CRM,"including:"

Reducing- costs:" As" they" look" to" expand" the" CRM" footprint" on" campus" beyond" individual"

programs"and"departments,"CIOs"are"now"actively"negotiating"with"vendors"to"find"economies"

of"scale"that"will"provide"them"with"access"to"CRM"across"the"enterprise."

-

Reduced-burden-on-IT-support:""��!��(� ��! ��4garden"to"tend5��%�� ""�� ! ��&!�

IT" departments" that" are" already" dealing" with" multiple" systems," such" as" student" information"

systems" and" learning" management" systems," and" their" associated" vendors." " Having" a" CRM"

vendor"responsible"for"the"entire"campus"reduces"the"number"of"touch"points"needed"to"get"a"

system"up"and"running"at"an"enterprise"level."

-

Integration- with- other- campus- systems:" " Ultimately," whether" CRM" is" implemented" at" a"

departmental" or" institutional" level," the" need" to" integrate" with" other" systems" on" campus"

becomes"necessary.""CIOs"want"assurance"that"all"the"systems"they"have"in"place"will"be"able"to"

4&��5�)�&��! �� !&��$0"

-

Control:"IT"departments"do"not"want"to"be"stuck"supporting"systems"that"they"did"not"have"any"

input"in"designing"or"purchasing"because"they"know"that"if"something"goes"wrong"they"will"be"

the"first" line"of"defense"to"help"fix"the"problem.""They"want"to"make"sure"that"the"proper"due"

diligence"is"put"forth"when"investing"in"a"CRM."

-

!


PROS/CONS'TO'CENTRALIZED'CRM'

While" the" rationale" behind" a" centralized" approach" to" CRM" is" certainly" valid," the" means" by" which"

centralization"is"pursued"are"not"always"ideal."""

The"reasoning"outlined"above"(along"with"sunk"cost)"can"also"result" in"excuses"that"lead"to"institutions"

deciding"on"legacy"providers"to"take"on"their"CRM"projects"rather"than"having"bestNofNbreed"solutions.""

��%�4one"size" fits"all5�� &��&+� �%��*��&�+�)�+�� Nusers"are" frustrated" in" the" first"place,"because"the"

systems"in"place"are"not"making"their"lives"easier."""

This"is"why"institutions"must"also"weigh"the"cons"of"a"centralized"CRM"technology"approach:"

Focus- on- technology- rather- than- strategy:" " When" IT" departments" are" tasked" with" making" the"

purchasing" decisions" for" a" CRM;" the" driving" factor" will," not" surprisingly," always" be" technology.""

However," this" focus" on" technology" can" constrain" evaluators" and" have" them"be"more" focused" on"

support" and" integration" rather" than" identifying"ways" to" help" achieve" their" functional" or" strategic"

objectives."

-

The- tail-wags- the- dog:" " As"mentioned" previously," the" largest" departments" on" campus" (generally"

undergraduate)"are"those"that"are"viewed"as"&�� &!"�"$�!$�&+�)�� (�%&� �� 4� &�$"$�%�5�)��

solutions.""However,"institutions"that"do"this"exclusively"do"so"at"their"own"peril.""For"while"brands"

�$�� %&�� '��&� �&� &��' ��$�$��'�&�� (��.� &!��+3%� %&'�� &�"!"'��&�! �� %� &��&� $�(� '�� %��

generated"by"other"parts"of"the" institution,"such"as"graduate,"continuing"and"executive"education.""

Any"CRM"investment"must"take"their"needs"into"account."

-

Distracts-from-other-missionAcritical-projects:""Like"any"IT"project,"CRM"requires"a"delicate"balancing"

(some"might" say" juggling)"of" priorities." "Worrying" too"much" about" getting" the" technology" up" and"

running"could"distract"from"other"critical"systems"being"supported"by"IT."

-

Limits-the-role-of-IT:"When"CRM"purchasing"decisions"are"made"without"the"involvement"of"other"

departments"or"functional"users,"it"relegates"the"IT"department"to"a"tactical"role"on"campus"rather"

than"that"of"strategic"partner.""

"


�%��$(�$��'%� �%%��!!�3%��.��&�"�� %&�$�"!� &%�!'&�� $�� &�Campus'Technology" interview,"

4��$� ��'��&�! � �� &�� 2��)� �!$��3.5� "�$��"&�! %� $� �� $!�� one" of" IT" as" an" operational" /"

�!��!��&�,��4��"�$�!��&$! ��%5�! ��"'%.�&!�! ��%��+�%&$�&��.�%� �!$Nlevel"advisor"that"

assists"the"provost"or"president"in"making"longNterm"decisions."""

��4��"�$�!��&$! ��%5�"�$��"&�! ��%�� ' �!$&' �&�"one,"which"can"cast"IT"in"the"surprising"role"of"

being" a" gateNkeeping" impediment" to" progress."" In"many" cases," this" is" unfair" and" fails" to" acknowledge"

either:""

a) �� A��

��antra-of-recent-times);-and--

b) the-burdensome-riskAmanagement-responsibilities-which-IT-shoulders.-

�&�&��%��&��&��"�$&�� &��!$�4�' �&�! ��'%�$%5�!�� +��(� � � %&�&'&�! ��(�� $��%� ��+�

strong" voice" in" technology" selection" and" purchase" 7" due" in" large" part" to" the" emergence" of" cloud"

computing"and"softwareNasNaNservice.""But,"this"appears"to"be"less"driven"by"a"decentralization"of"buying,"

and" more" by" an" everNincreasing" appreciation" that" the" people" who" are" actually" going" to" be" using" a"

software"solution"should"have"a"strong"say"in"selecting"that"system.""""

Additionally,"this"trend"has"been"bolstered"by"the"increasing"availability"of"solutions"that"do"not"require"

(as"much)"direct"IT"involvement"to"deploy."""

In" any" case," IT" appears" to" increasingly" be" playing" a" collaborative" or" supporting" role" in" vendor"

evaluations;"rather"than"being"the"lone"or"leading"decisionNmaker.""

"


LET'CRM'STRATEGY'DRIVE'CRM'TECHNOLOGY'

A"wellNdefined"enterprise"strategy"drives"the"business"requirements"for"CRM"technology."CRM"success"

is" primarily" a" function" of" people" and" process" and" clear" business" goals" and" only" secondarily" about"

enabling"technology."In"their"work,"Forrester"Research"found"that"technologyNdriven"CRM"upgrades"are"

not"enough"to" justify" the"cost." In"contrast,"upgrades"driven"by"the"need"to"achieve"business"benefits"

(and"also"including"IT"cost"savings)"are"financially"attractive.iii"

Consolidating" disparate" technologies" across" campus" and" linking" business" units" to" a" oneNsize" fits" all"

sounds" like"a"good"idea" in"theory." " In"practice,"this"technologyNcentric"approach,"more"often"than"not,"

degenerates"into"basic"process"automation"with"systems"integration"as"the"primary"goal."While"possibly"

reducing" support" costs," this" approach" ignores" the" various" pathways" to" enrollment" that" prospective"

students"must" follow" and" the" corresponding" nuances" from" undergraduate" admissions" to" continuing"

education."""

The"potential"of"CRM"lies"not"in"technology"itself,"but"in"the"process"of"using"technology"along"with"an"

inNdepth"understanding"of"your"desired"students"to"drive"unique,"valuable"interactions"and"respond"at"

the" right"time"to"student"needs."The"guiding"principle"of"a"valueNbased"CRM"strategy" is"ultimately"to"

improve"the"student"experience"7"across"the"institution"through"the"identification"and"implementation"

of"methods" through"which" customer" interactions" can"be"made"more"effective"and"profitable." To"be"

truly"successful,"a"CRM"program"must"be"guided"and"managed"according"to"a"detailed"strategy"based"

on"this"principle."

A-CRM- strategy- begins- by- changing- your- vantage- point- from- internal- to- external- concerns." If" you"

could"change"the"enrollment"experience"for"your"students,"removing"any"internal"or"external"barriers,"

process" inefficiencies,"what"would" that" look" like" for" students?" The" question" is" how" to"move" from"a"

vision"of"a"new"enrollment"experience"to"reality.""Creating"a"valueNbased"CRM"plan"definition"begins"by"

identifying" clear" enrollment"or" other" business"goals" and" supporting"objectives" across" the" enterprise."

From"these"goals"and"objectives,"it"should"be"possible"to"drill"down"to"a"set"of"performance"indicators"

and"specific"initiatives,"which"can"be"prioritized"into"a"phased"implementation"plan"encompassing"all"of"

the" planning," people," process" and" technology" enablers" to" support" the" strategy.


"

"

-

SECTION'THREE:'

KEYS'TO'CRM'SUCCESS'

"


KEYS'TO'CRM'SUCCESS"

A"critical"element"of"a"successful"approach"is"developing"the"metrics"and"supporting"mechanisms"and"

processes"through"which"the"business"results"of"CRM"can"be"continually"evaluated."This"provides"the"

necessary"insight"to"optimize"existing"studentNfocused"initiatives"and"to"plan"followNon"initiatives."

Based" on" research" and" experience," the" following" requirements" should" be" addressed" by" any" CRM"

technology"business"case:"

1) Inquiry/lead- management9�� &+� &!� �$��&�� ! �� !$�%� &��&� ��+� ��

imbedded"on"the"website"as"well"as"campaign"landing"pages;"integration"of"social"technologies;"

score"and"route"inquiries;"and"the"assignment"of"lifecycle"roles"and"stages."

2) Workflow-management9�'&!��&� �� "$!��%%�%� )��$��+� $��!$�%� � �� &�%�%� �$�� %%�� !$�

transferred"from"one"user"to"another"for"action"according"to"a"set"of"predefined"rules.""

3) Lifecycle-management9��"��&��%��$�� !$"!$�&�� &!�� &�� '� ��%�!�� %&�&'&�! ��

enrollment"paths"or"lifecycles."

4) Contact- management9� �� &� ��"��&��%� ��!"&��.� &!� � ��'��/� �! &��&� �$��&�! � � ��

definition;" creating" hierarchical" relationships" (company" N" subsidiary);" and" assigning" followNup"

tasks."

5) WebAbased-self-service-management9��&+��!$�%&'�� &%�&!��!�"��&��$!'&� �� $!�� &�

functions"online."

6) Case-management9��"��&+�&!��!�� &$�� &�$��&�! %�!$��'�&�"��"touches"throughout"

the"enrollment"lifecycle"and"manage"service"requests."

7) Campaign- automation9�� &+� &!� �'&!��&�� "�� %� ��%�� ! � �� '��$� !�� (�$��%�

including"life"cycle"stage"(e.g.,"acquisition,"conversion,"and"yield)."

8) Program-management9��"ability"to"manage"online"applications,"payment"gateways,"and"

program"capacity"(e.g.,"capped"enrollment"programs)."

9) Analytics9��'%��!��*��dash"boarding"and"reporting"capabilities."


10) Scalability9� �!" ensure" fast" and" scalable" deployments" across" their" institutions," colleges" and"

universities" should" look" to" leverage" cloudNbased" or" softwareNasNaNservice" solutions." " These"

solutions" can" help" make" CRM" accessible" and" more" widely" available" to" all" parts" of" your"

organization"in"much"less"time"than"traditional,"onNpremise"solutions."""

��!$�� &!��&��! �&!$.�4� !&��$��%%� &��' �&�! �&��&�� '%&�� !$"!$�&��%�&��&+�&!�%��

up." " Institutions" generally" adopt"CRM" to"be" used" in" their" admissions" group," and" as" the" need" arises,"

deploy" it"within"other"departments.""Adding"new"users"can"be"extremely"difficult"with"an"onNpremise"

solution,"but"SaaS"vendors"make"this"process"a"nonN�(� &05"

"

CRM'AND'ENROLLMENT'MANAGEMENT:'"

A'BUSINESS'CONCERN'

There" is" little" argument" that"managing" enrollments" is" a" businessNdriven" concern" often" led" by" senior"

leaders" within" the" college" or" university" structure." Effective" enrollment" management" begins" with"

planning" and" is" supported" by" strategies" to" connect" students" to" educational" opportunities." These"

strategies"may"be"executed"by"the"admissions"office,"student"services,"or"academic"departments,"each"

with"its"own"businessNled"incentives"(e.g.,"job"security,"budgets,"academic"program"survival).""

"

At" the" same" time," CRM" in" higher" education" has" primarily" been" viewed" as" a" technology," often" times"

delivering"capabilities"not"found"in"institutional"legacy"student"information"systems.iv"There"is"confusion"

in" the" marketplace" today" of" the" linkage" between" enrollment" management" and" CRM," as" well" as"

ownership"of"CRM"initiatives."In"fact,"enrollment"management"and"CRM"should"be"tightly"linked."

"

Enrollment"management" is"defined"as"an" institutionNwide,"systematic,"comprehensive,"researchNdriven"

discipline" designed" to" locate," attract," and" retain" the" students" the" institution"wishes" to" serve." v"While"

traditionally" considered" the" purview" of" the" undergraduate" admissions" office," the" enrollment"

management"paradigm"applies"equally"to"organizations"that"serve"adult"learners"through"credit"or"nonN

credit"programs"delivered"online,"offline,"or"at"a"distancevi.""

"


Enrollment" management" may" be" thought" of" as" an" insideNout" view" of" the" potential" education"

marketplace."An"institution"desires"to"provide"its"educational"programs"and"services"to"target"groups"of"

students"or"businesses."Thus"colleges"and"universities"employ"plans"and"policies"to"acquire,"enroll"and"

retain"these"populations.""

"

"

"

The"concept"of"CRM"begins"with"a"different"vantage"point" from"enrollment"management."CRM" in"

higher" education" is" fundamentally" an" organizational" philosophy" and" guiding" strategy," enabled" by"

people," processes" and" the" effective" use" of" technology," to" improve" the" student" or" constituent"

experience."CRM"is"an"outsideN� �(��)��$!��&��%&'�� &3%�(� &��"!� &0"

It"would"be"difficult"at"best"for"institutions"to"meet"enrollment"goals"without"effectively"supporting"

interactions"with"students"or"to"realize"value"from"CRM"without"developing"a"strategy"for"managing"

recruitment"and"retention.vii""

Managing" enrollments" by" the" various" intake" points" 7" from" undergraduate" to" graduate" and"

professional" continuing" education" 7" should" be" considered" an" important" subNcomponent" of" an"

institutional"CRM"strategy"that"can"help"inform"longerNterm"relationship"building"with"students"and"

alumni."""

"

"

"

"

"


RECOMMENDATIONS'

The"global"economic"crisis,"shifting"demographics"and"increased"competition"from"forNprofit"educators"

have" made" the" challenges" of" shaping" and" growing" enrollment" on" campus" more" difficult" than" ever"

��!$�0�� "��$�%%�%!��!��&�� %�� &!��+3%��!��%�� ' �(�$%�&��%0��"

"

Start!with!a!Clear!CRM!Strategy!

If"t�� %&�&'&�! ��!�% 3&�� !)�)��! %&�&'� &%�:�0�0��'%� �%%��!��' �&+.��'$$� &�!$�"$!%"��&�(��

%&'�� &%;��$��"!$&� &�� !)�&��$��(�!$�!$�&$��&�� &�%�!'�� .��&3%��'�&�&!��(�$�

%&$�&��(��'��)�&�� 0��&3%�!�&� ��"�'��&!�� !nsulting"firm"to"help"set"strategy"and"to"

build" organizational" consensus." " Demonstrated" CRM" experience" and" higher" education" domain"

expertise" is" a"must." " Establishing" the"metrics" and" the" initiatives" to" support"businessNdriven"goals"

and"objectives"is"akin"to"writing"your"CRM"project"success"story"7"before"the"investment"begins."

"

�� !

�! 3&��&��!%&�� &��&�� !�!�+�!�� !$��&��!'&�&��"$!��%%�� &�� &�

issues.""Too"often"too"much"money"is"spent"on"technology"without"a"clear"plan"to"get"the"benefits"

from"the"investment."And"if"all"the"benefits"of"CRM"accrue"to"institutional"leadership,"the"people"on"

the" front" lines" will" only" see" another" technology" system" they" have" to"master." A" oneNsize" fits" all"

technology"approach"will"particularly"discourage"users"that"support"enrollment"that"falls"outside"of"

&��2&$��&�! ��3��"'%�%+%&��0"

"

Take!an!Incremental!Approach!

�! 3&� &$+� &!� �!� �(�$+&�� &� ! ��0� �� %&� � � "$!��&%� �$�� $�� &�� 8" by" enrollment"

department," student" segment" or" process" area." Find" areas" with" eager" users" and" clearly" defined"

processes"for"initial"projects"to"build"support"for"broader"initiatives.!

!

Demand!Technical!Flexibility!and!Scalability!

It"would"be"naïve"to"think"that"anyone"system"can"be"the"endNallNbeNall"solution"for"most"colleges"

� ��' �(�$%�&��%0��$��&+��%�&��&�&!��+3%�� "$!(��$%��'%&��&!��!��&�&�� !N

system"that"includes"a"variety"of"technology"solutions,"including"ERPs,"SIS,"CMS"and"various"Web"

properties." " Fortunately,"many" providers" that" offer" access" to" a" robust" application" programming"


interface" (API)"make"tying"these"solutions"together"a"seamless"process." "However," integration" is"

about"much"more"than"just"passing"data.""Look"for"providers"that"offer"guidance"and"best"practices"

on"leveraging"your"data"across"the"student"life"cycle."

If" executed"properly," a"CRM" initiative" should" enable"your" institution" to"provide" your" institution"with"

growth,"efficiency,"quality"and"intelligence."""

"


ABOUT'THE'AUTHORS"

Tim-Copeland,-General-Manager,-DemandEngine-

Tim" Copeland" is" the" managing" partner" for" DemandEngine," an" interactive" enrollment" marketing"

consulting" and" services" company" for" higher" education." His" experience" spans" corporate" marketing"

management"and"consulting"and"higher"education"enrollment"management."

"

Daniel-Obregon,-Vice-President,-Marketing,-Intelliworks-

"Dan" is" vice" president" of" marketing" for" Intelliworks," a" leading" provider" of" relationship" management"

software" and" services" for" higher" education.""Intelliworks" works" with" a" broad" range" of" educational"

institutions" to" help"market" their" programs," grow"enrollment" and" drive" tuitionNbased" revenue.""Dan" is"

responsible" for" guiding" all" marketing" efforts" at" Intelliworks," including" product" marketing," branding,"

market"research"and"online"interactive"marketing."

'

ABOUT'DEMANDENGINE$DemandEngine" is" an" interactive" enrollment" marketing" consulting" and" services" company" for" higher"

education." Combining" talent," strategy," and" technology,"we" help" colleges" and" universities" intelligently"

uncover" demand" and" engage" their" students," influencers," and" other" constituents" to" reach" desired"

enrollment"and"business"objectives."Our"customers"appreciate"our"strategyNfirst"approach."

ABOUT'INTELLIWORKS'

Intelliworks" enables" enrollment" and" admissions" professionals" to" make" purposeful" connections" with"

students"through"its"WebNbased"relationship"management,"marketing"and"recruitment"services."Leading"

� %&�&'&�! %� �$!' �� &�� !�� (�$�� &��)!$�%3� $��&�onship" management" solutions" for" higher"

education"to"increase"enrollment,"enhance"marketing"performance"and"improve"operational"efficiency."

"


END'NOTES'

"""""""""""""""""""""""""""""""""""""""""""""""""""""""""""i"��&��! �&!$.�4�'%� �%%��$� �%/�� $%&� �� !'$��'��&�! �� !�!�+��'%&!��$.5�?==A"

ii"National"Center"for"Education"Statistics,"Digest"of"Education"Statistics,"2009"

iii"Band,"William."The"ROI"of"CRM"Upgrades."Forrester"Research."March"2009."

iv"Student"information"systems"serve"a"primary"role"of"managing"transactional"data"such"as"application"processes"as"well"as"serving"as"an"institutional"repository"of"academic"history."These"systems"were"not"originally"designed"to"manage"ongoing"interactions"and"communications"and"often"lack"easyNtoNuse"analytics"and"reporting"capabilities."

v"A'standard'definition'widely'attributed'to'the'Noel:Levitz'company.'Retrieved"July"15,'2009'from'www.ewu.edu/groups/academicaffairs/.../EM_White_Paper_9_06.pdf.""

"

"

crm for higher education: one size does not fit all

Education

leading institutions

institutions bestaofabreed

legacy technology

existing systems

continuing education

complexities of graduate

support costs

global level