Transcript Learner-Centric Strategies - High

Migrating to a Learner-Centric Environment
Implementing Strategic CRM at the University of Minnesota College
of Continuing Education
16th Annual UCEA Marketing Seminar
February 15, 2008
First Some Context
• University of Minnesota
– More than 65,000 enrollments students across 3 campuses
– 17 colleges and professional schools
– Increasing centralization
• College of Continuing Education (CCE)
– Approximately 4,000 enrolled students (credit only)
– An array of credit and non-credit programs
– More than 37,000 non-credit registrations/year
• Credit registration system: Peoplesoft
• Non-credit registration system: CCE built and owned
Learner-Centric Environment
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Hear with all ears
See with one eye
Act as one, multi-faceted organization
Respond to market needs
Respond to individual learner needs
Learner-centricity by design
Why Bother?
• Learners are consumers, so when consumer expectations
change, so do learner expectations
– Empowerment
– The “70 million pound elephant”
– New cohorts marching across the life stages
• Spectrum of learning goals widens
– Personal enrichment
– Forced career change
• Empowers employees with information
Plus the B2B Side
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Employers cut training
Outsourcing creates CE opportunity
Long-term relationships the most profitable relationships
Internal and external collaboration critical to success
How Does CRM Help?
• Establishes a context & scope
• Provides a structured path
– Learner-centric strategies
– Expressed by redesigned process
– Enabled by supporting technology
• Plus a learning curve
• Supports professional sales processes
Leading Indicators of CRM Success
• Customer-centric strategies
• Employee empowerment & training
• Organizational willingness to change
• Willingness and discipline to measure outcomes
U of M Evolution
Product
Centric/
Disparate View
2001
Organizational
Commitment
Org structure and
functions
Strategy
Development
Technology
Business
Process
Customer
Centric/
Single View
2008
Organizational Commitment
Obtained
• Business challenges demanded
new thinking
– New businesses and programs
– More competition internally and externally
• Major processes had not been developed to address new
business realities
• New leadership was driven to change and empowered
employee teams to lead
Customer-Centric Strategies
Developed
• Deliver real value to customers
(rather than bombard them with
marketing messages)—know our customers
• Deliver programs customer need—ask them what they want
and listen
• Develop long-term relationships and support customers
through process—deliver exceptional service
• Build stronger relationships with employers and organizations
Organizational Structure & Functional
Activities Aligned
• Broadening of marketing/
recruiting scope
• Formation of Information Center
• Centralized Advising and advising expanded to previously
underserved groups
• Formalized contract learning function
Business Process Reengineering
• Right people doing the right things
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Recruitment
Marketing campaign management
B2B sales
Event management
• Workflow/information flow first (data integration)
• Drill down to work process (application software)
Customer
1. Customer calls for support
2. Reps solve 85% of issues
4. Level II resolves
Support rep
Reps empowered and better trained
3. CRM system forwards 15%
of calls to Level II
CRM system
Level II tech
Visual Workflow Sample - Process View
Process 10: "To Be" Order Entry
Process Flow
Task
ProCarta v1.8.1
Feb 23, 2003 5:33pm
Journal
Step 10: Start
process
Step 20: Customer
quote request
Step 100: Return
to rep with
instructions
Step 30: Sales
prices
· Task 10: Initiate quote form
from customer record
· Task 20: Review previous
discount levels
Enter customer data into
continuous form on laptop; sales
often cannot work connected, so
cannot use "zero footprint" webbased system
· Task 10: Make sure latest
price download loaded
Use laptop configurator with
matrix pricing; business rules
regarding allowable discount
levels necessary
· Task 10: Sending files okay,
provided face-to-face meeting
scheduled
· Task 20: Print hard-copy for
meeting
CRM will require quote formatting
utilty, attach quotes to customer
record; consider full Acrobat for
sending formatted materials
· Task 10: Sync orders as soon
as practical. Don't wait for endof-day sync
Will require delta synchronization;
configurator price changes must
go e-mail versus sync to reduce
sync span
Page: 2
Step 40: Present
to customer
No
Decision 50:
Customer
approves
Yes
Step 60: Sync to
CRM server
Step 110: Enter
order
Yes
Page: 2
No
Step 80: Forward
to manager for
approval
Decision 70:
Within allowed
variance?
Page: 2
Page 1
U of M Evolution
Product
Centric/
Disparate View
2001
Organizational
Commitment
Org structure and
functions
Strategy
Development
Technology
Business
Process
Customer
Centric/
Single View
2008
From Process To Technology
Gap Analysis
• Functional teams developed and
vetted requirements
• Technology gaps identified:
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Need single system
360° view of learner for IC, Advisers (and prospecting)
Marketing campaign management
Sales force automation for B2B sales
Project management for events
Automating manual processes (petition management, events needs
assessments, referrals, etc.)
• Build vs. buy decision made
• Fit technology to process needs, not process to technology
360° Learner View
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Meld credit and non-credit learners & activities
De-dupe database
Track motivations and needs
Maintain integrated relationship history
Show integrated current status
Import learner data from University legacy system
Centralize data in CRM (Oncontact)
Campaign Management
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Comprehensive job management
Campaign set-up and tracking
List management
Reporting and analysis
More targeted messages
Sale Force Automation
• Manage sales leads
• Manage & track selling process
• Manage sales opportunities
• Manage sales pipeline
• Forecast revenue
Leading Indicators of CRM Success
• Customer-centric strategies
• Organizational willingness to change
• Employee empowerment & training
• Willingness and discipline to measure outcomes
Learner-Centric Strategies
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Very first step
Provided direction & boundaries
Created initial buy-in (although some reluctant)
Clearly established CRM as a business initiative, not
technology
Organizational Commitment/
Willingness To Change
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Consistency
“Participation is not optional”
Listening and responding
“To-be” process not reliant on “as-is” practices
Business side chose technology
Business/IT leadership of tech roll-out reinforced strategy and
processes
• Constant reinforcement for “team behavior”
Employee Empowerment & Training
• Line staff & management on steering committee
• Line staff in business-unit teams
• Business units (not IT) determine process & technology
requirements
• IT represented at all meetings
• Neutral arbiter to resolve conflicts among Business Units
• Ongoing, two-way communication
• Process documentation supports training
• Software training in groups with 1-on-1 support
The Future: Willingness And Discipline To
Measure Outcomes
• The IC
– % one-call resolutions
– Subscriptions & fulfillment generated
• Marketing
– Campaign cycle time (and associated staff hours)
– Response & conversion rates
• B2B
– % leads to sales
– Customer penetration
Q&A
Thank You
University of Minnesota, College of Continuing Education
Stephanie Platteter
Liz Turchin
Director of Marketing
Associate Marketing Director
612-624-3203
612-625-1274
[email protected]
[email protected]
High-Yield Methods
Dick Lee
651-483-0047
[email protected]
For additional resources:
www.h-ym.com