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Migrating to a Learner-Centric Environment Implementing Strategic CRM at the University of Minnesota College 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 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 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 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 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 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 • 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 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 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 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 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 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 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 • 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 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 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 • 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 • 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 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 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 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 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 Q&A

Thank You University of Minnesota, College of Continuing Education Stephanie Platteter Liz Turchin Director 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 [email protected] edu turch [email protected] edu High-Yield Methods Dick Lee 651 -483 -0047 [email protected] com For additional resources: www. h-ym. com