Migrating to a Learner-Centric Environment

16th Annual UCEA Marketing SeminarFebruary 15, 2008

Implementing Strategic CRM at the University of Minnesota College of Continuing Education

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

• 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

• 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

Organizational

Commitment

StrategyDevelopment

Org structure and functions

Business Process

TechnologyProduct

Centric/Disparate

View

Customer Centric/Single View

2001 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– Recruitment– Marketing campaign management– B2B sales– Event management

• Workflow/information flow first (data integration)

• Drill down to work process (application software)

Customer

Support rep

Level II tech

CRM system

1. Customer calls for support

2. Reps solve 85% of issues

3. CRM system forwards 15% of calls to Level II

4. Level II resolvesReps empowered and better trained

Visual Workflow Sample - Process View

Process 10: "To Be" Order Entry

ProCarta v1.8.1

Feb 23, 2003 5:33pm

Process Flow Task Journal

Step 10: Start process

Step 20: Customer quote request

· 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" web-based system

Step 30: Sales prices

Step 100: Return to rep with instructions

Page: 2

· Task 10: Make sure latest price download loaded

Use laptop configurator with matrix pricing; business rules regarding allowable discount levels necessary

Step 40: Present to customer

· 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

Decision 50: Customer approves

Step 60: Sync to CRM server

· Task 10: Sync orders as soon as practical. Don't wait for end-of-day sync

Will require delta synchronization; configurator price changes must go e-mail versus sync to reduce sync span

Decision 70: Within allowed

variance?

Step 110: Enter order

Page: 2Yes

Step 80: Forward to manager for

approval

Page: 2

No

Page 1

No

Yes

U of M Evolution

Organizational

Commitment

StrategyDevelopment

Org structure and functions

Business Process

TechnologyProduct

Centric/Disparate

View

Customer Centric/Single View

2001 2008

From Process To Technology

Gap Analysis• Functional teams developed and

vetted requirements• Technology gaps identified:

– 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

• 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

• 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

• 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

• 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 EducationStephanie Platteter Liz TurchinDirector of Marketing Associate Marketing Director612-624-3203 612-625-1274platt013@umn.edu turch001@umn.edu

High-Yield MethodsDick Lee For additional resources:651-483-0047 www.h-ym.comdlee@h-ym.com