is your crm performing like a rock star or an amateur?
TRANSCRIPT
Is Your CRM Performing Like A Rock Star or an
Amateur?
Best Practices and Strategies to Ensure
Your CRM Can SingEmily Meehan,Intelliworks
Michele Hamer,SUNY Oswego Division of Graduate Studies
Agenda Symptoms and Root Causes of an
“Under Realized” CRM SUNY Oswego Case Study Best Practices
DefinitionCommunicationAdoptionOptimization
Show of Hands, Please Currently
using a CRM? Consider the
project complete or live?
Think you are operating at full potential?
Sometimes even the greatest acts need a little help to the stage…
What We [Should] All Know About CRM
Yeah yeah, it’s about People, Process AND Technology!
Your Ability to:
Define goals and objectives
Receive data on recruiting effectiveness (inclusive of all recruitment initiatives)
Optimize tactics to
improve response to recruitment initiatives
• Increased enrollment
• Improved yield
• Ideally improved student retention rates which demonstrate quality and quantity of the match.
Should Result In:
But getting there is easier said than done….
How Pervasive is CRM Underutilization?
Survey of 1,700 worldwide companies indicated 83.9% are underutilizing the CRM tools they have in place
Dickie, J., 2009. 2009-Era sales needs 2009-Era CRM. Customer Relationship Manage
In-crease
d Rev-enue 16.10
%
System Underuti-
lized 83.90%
Ability to Demonstrate Increased Revenue
What are Some Symptoms of an
Underutilized CRM?
Inability to Define the Database Universe
No idea; 40%
Event leads; 15%
Purchased lists?; 20%
Applicants (but in what stage?); 25%
Who’s In There?
Inability to Efficiently Respond to Leads
After 30 Days After 60 Days After 90 Days0
20
40
60
80
100
120
First Fol-lowup; 30
First Fol-lowup; 60
First Fol-lowup; 70
Second Fol-lowup; 10
Second Fol-lowup; 20
Second Fol-lowup; 20No Followup;
60
No Followup; 20
No Followup; 10
Are prospective students waiting longer than they
need to?
Is it personalized? Is it targeted based on the specified program of interest?
Inconsistent Data Capture Across Users
Road Warrior Recruiter
Student Worker
The Confident Project Lead
Frustrated End-User
Partial Deployment of Functionality
Automated
Comms
Social Media
Event Manageme
nt
Email Marketi
ng
Online Inquiry Form
Online Applicati
on
No Roadmap
WHERE IS YOUR ROADMAP TO GET
THERE?
The End Game
CRM Rolled Out
More Applications
More Accepts
More Enrolled Students
CRM Rollout has an “End” Date
What Causes CRM Underutilization?
Discovery
Listening
Engaging
Reinforcing
Poorly Defined Strategic Goals
? Growth
Quality
Intelligence
Efficiency
Lack of Executive Level Support and Sponsorship
Limited Time, Resources, Budget
User Adoption Challenges
(Source: Intelliworks; ProSci, Best Practices in Change Management; DemandEngine; AMR Research, Gartner)
No Buy-In Configuration
Does Not Meet Needs
Lack of Training Lack of Support
CASE STUDY: SUNY OSWEGO
About SUNY Oswego Four schools with 30 graduate degree
programs and 5 approved non-degree certificate programsSchool 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
Where We GigSUNY Oswego Program
We are where they want to hear us play!Main Campus in Oswego NYBranch Campus in Syracuse NYFinger Lakes area, North Country and various
venues in Oswego CountyOnline, hybrid and traditional f2f
No song is the sameApplication requirements vary by program/area
of study -Marketing is not all rock’n roll--blues, rap,
country…
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.
Objectives Identified
Objective Initiative
GrowthDrive effective recruiting practices leveraging people, 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
What Could Go Wrong?
Built Business Case for CRM
Selected Vendor to Meet Technical and Business Requirements
Implementation Road Map
Configuration Moves Ahead…
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
WHAT HAPPENED?
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
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
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.
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
Identifying Objectives to Meet Goals
Assigning Task Owners
Establishing a Timeline
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
Where We Are Today…
Training Guides and Workflows
Process in Place to Capture and Qualify Inquiries Across 4 Schools
Personalized Targeted Campaigns
30% View Rate for Event Campaign
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
Best Practices for Leveraging the Most Out of Your CRM
•Definition•Communication•Adoption•Optimization
Let’s step back to the beginning…
Rule #1: Define Goals, Roadmap, Metrics
Define…A. The business case for a CRMB. Business and technical
requirementsC. An implementation plan with
defined ownersD. Goals and metrics to be measured
over the long term
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
B. Define Technical and Business Requirements Before Selecting a Vendor
C. Define Implementation Roadmap
Define Configure Verify Rollout
Month 2 Month 6Month 5Month 4Month 3Month 1 Month 4
Grad Fairs
On Campus Events
Applications Go Online
New Program Launch
Registration Begins
Managing the Change to Get There Involves a Lot of Effort
Change Manage-
ment; 70%
Software; 30%
CRM Effort
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.
And the Best Laid Schemes of Mice and Men…
Define Configure Verify Rollout
Month 2 Month 6Month 5Month 4Month 3Month 1 Month 4
Grad Fairs
On Campus Events
Applications Go Online
New Program Launch
Registration Begins
Often Go Awry
Define Configure Verify Rollout
Month 2 Month 6Month 5Month 4Month 3Month 1 Month 4
Grad Fairs
On Campus Events
Applications Go Online
New Program Launch
Registration Begins
Project Manager Leaves
New student workers on
board New Program Launches
New Executive Level Projects
Mediating Conflicts on Process
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
D. Define Goals and Metrics for the Long-Term
Growth
Quality
Intelligence
Efficiency
•Increase Y-o-Y inquiries by 15%
• Grow enrollments in X program by 25%
• Generate 500 more attendees to info sessions
• Reduce by 25% the time it takes to complete a campaign
• Maintain inquiry response time under 4 hours
• Automate assignment of leads to counselors
• Reduce abandonment rates by 20%
• Reduce by 45% number of clicks to complete application
• Improve satisfaction rates to >85% at 4-5.
Rule #2: Communicate…
CRM Team Captain
End-Users
To prevent mutiny on the CRM!
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
What to Communicate During Implementation
Project What, When, and Why
Change in Roles or Job Functions
Management Expectations
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
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
Rule #3: Drive Adoption
Dr. BJ Fogg studies how to harness technology and human psychology to influence human behavior.
Prospective students are not the only customers you have….
3 Essential Elements for End-User Adoption
Motivation
Simplicity(Keep It Simple
Stupid)
Behavior Trigger
What You Don’t Want
Mmm yeah, not much buy-in going on here…
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
Quinnipiac University: Best Practice for Driving Adoption
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.
Quinnipiac University: • Online Graduate Programs • 10 Recruiters
Heard on the Street…
Generate excitement and anticipationRewards-based system Use incentives to encourage
participation and best practice sharing
“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
Lesley University: Best Practices for Driving Adoption
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 groupsREMOTE trainer presents!!
Lesley University: • Graduate and Undergraduate Programs • 60 End-Users , many across the US
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
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
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
Rule #4: There is No Project “End Date”! Observe
Executive support/oversightReporting to benchmark resultsInclude a model and placeholders for
summary of observations/findings and recommendations.
Refine Change outreach strategy to improve
campaign effectivenessCommunicate results to Executive Support
and get buy-in to optimize or change gears
Build A Scorecard To Track Progress
It’s a Continuous Process
Communicate
Enable
EvolveExpectations
Changes and updates
Needs and concerns
Make it easy. Motivate, use triggers,
Observe, Refine, Optimize
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
THANK YOU!
Michele HamerState University of New YorkOswego Division of Graduate [email protected]
Emily [email protected]