Migrating to a Learner-Centric Environment Implementing Strategic CRM

Migrating to a Learner-Centric Environment Implementing Strategic CRM at the University of Minnesota College of Continuing Education 16 th 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 • • • 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 B 2 B 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 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 – – Recruitment Marketing campaign management B 2 B sales Event management • Workflow/information flow first (data integration) • Drill down to work process (application software)

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: – – – Need single system 360° view of learner for IC, Advisers (and prospecting) Marketing campaign management Sales force automation for B 2 B 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 • B 2 B – % 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 platt 013@umn. edu turch 001@umn. edu High-Yield Methods Dick Lee 651 -483 -0047 dlee@h-ym. com For additional resources: www. h-ym. com