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H I G H E R E D U C A T I O N Managing Critical Customer Relationships in Higher Education May 13, 2002 – CUMREC 2002 – Minneapolis, MN Copyright Joe Burkhart,

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Presentation on theme: "H I G H E R E D U C A T I O N Managing Critical Customer Relationships in Higher Education May 13, 2002 – CUMREC 2002 – Minneapolis, MN Copyright Joe Burkhart,"— Presentation transcript:

1 H I G H E R E D U C A T I O N Managing Critical Customer Relationships in Higher Education May 13, 2002 – CUMREC 2002 – Minneapolis, MN Copyright Joe Burkhart, Mark Danis and Kwok Lam, This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2 H I G H E R E D U C A T I O N Page 1 Presenters n Mark Danis Senior Vice President, Higher Education n Joe Burkhart Manager, Higher Education n Kwok Lam Senior Manager,Higher Education For further information or copies of this presentation Contact Joe Burkhart at:

3 H I G H E R E D U C A T I O N Page 2 Presentation Agenda n What is Customer (Constituency) Relationship Management n Issues facing the Institution n Student For Life n Enabling Technology n Benefits n Q&A

4 H I G H E R E D U C A T I O N Page 3 Corporations Are Beginning To Understand Their Customers “We have only two sources of competitive advantage: 1.The ability to learn more about our customers faster than the competition. 2.The ability to turn that learning into action faster than the competition.” Jack Welch General Electric The turn of the millennium has shown corporate America’s renewed focus on what is most fundamental to business: The Customer

5 H I G H E R E D U C A T I O N Page 4 What CRM really is... Entire new markets have emerged to address the issues of Customer Relationship Management. This has created confusion on what CRM really is... CRM is… CRM aligns business processes with customer strategies to build customer loyalty and increase profits over time. (Note that the words “technology” and “software” are conspicuously absent from the definition. Harvard Business Review February 2002

6 H I G H E R E D U C A T I O N Page 5 DRIVERS n Competition n Constituent Expectations n Increasing Service Delivery Costs n Complex Institutional Infrastructure n Multiple Service Touch Points BENEFITS n Revenue generation n Cost Reduction n Sustained Customer Loyalty n Competitive Advantage Customer Relationship Management (CRM) The market is driving Institutions to focus on Customer Relationship Management to deliver business performance.

7 H I G H E R E D U C A T I O N Page 6 Disparate Customer Experience

8 H I G H E R E D U C A T I O N Page 7 Enterprise Issues President’s Office Customer Satisfaction Enrollment Branding & Image Advancement Alumni Support Fundraising Finance & Administration Budget Enrollment Capacity Financial Aid Discount Rate Accounts Receivable Integration Multiple Projects & Initiatives Staff Skill Sets Evolving Technology Diverse Organizational Needs and Expectations Academic Affairs Needs Learning Management Retention Student Services Needs Student Satisfaction Student Participation Retention Information Technology

9 H I G H E R E D U C A T I O N Page 8 Student Life Cycle KPMG Consulting develops CRM business processes along the “Student Life Cycle” Potential Recruit Successful StudentContributing Alumni Student For Life

10 H I G H E R E D U C A T I O N Page 9 Life-Cycle/Interaction Management

11 H I G H E R E D U C A T I O N Page 10 Life Cycle Capability Needs Ability to deliver personalized service Ability to deliver proactive service Ability to manage service Ability to provide “One-Stop-Service” Ability to support self-service Ability to integrate technologies for a seamless and blended customer experience Ability to determine effectiveness of programs and services. Ability to project recruitment and retention Ability to deliver personalized service Ability to deliver proactive service Ability to manage service Ability to support self-service Ability to integrate technologies for a seamless and blended customer experience Ability to determine effectiveness of programs and services. Pre-AttendingAttending

12 H I G H E R E D U C A T I O N Page 11 Life Cycle Capability Needs Ability to identify supportive alumni and donors Ability to manage solicitations of supportive alumni and donors Ability to deliver personalized service Ability to deliver proactive service Ability to manage service Ability to support self-service Ability to integrate technologies for a seamless and blended customer experience Ability to determine effectiveness of programs and services. Post-Attending

13 H I G H E R E D U C A T I O N Page 12 CRM vs. ERP CRM is to the “Front Office” as ERP is to the “Back Office” ERP applications are designed to reduce costs and improve transaction efficiency. CRM applications enable an institution to: Improve Market Promotion for the Institution Increase Customer Satisfaction Promote Loyalty to the Institution

14 H I G H E R E D U C A T I O N Page 13 Enabling Technology Pre-AttendingAttending Post-Attending AdmissionsRegistration Financial Aid Student Accounts Academic Advising Learning Management Advancement FinancialsHuman Resources / Payroll Data Management & Warehouse Application Integration Infrastructure ERP Data Hardware

15 H I G H E R E D U C A T I O N Page 14 Marketing Portal Experience Contact Management Knowledge Management Analytics Enabling Technology AdmissionsRegistration Financial Aid Student Accounts Academic Advising Learning Management Advancement FinancialsHuman Resources / Payroll Data Management & Warehouse Application Integration Infrastructure Customer Management ERP Data Hard Ware Pre-AttendingAttending Post-Attending

16 H I G H E R E D U C A T I O N Page 15 CRM Benefits Performance Measures Commercial Sector Higher Ed Potential Cost of Recruitment BeforeAfter Cost of Sale 35% Donation Volume and Cycle Time BeforeAfter Sales Cycle Time 25% Customer Satisfaction BeforeAfter Customer Satisfaction 20% Source: Survey of 295 companies by Insight Technologies Group

17 H I G H E R E D U C A T I O N Page 16 Other Potential Benefits Benefits to Customer n Single Point of Contact “One-Stop-Shopping” n Self Service n Proactive Service n Improved Response Time n “End to End” Service n More “One and Done” Contacts n Positive 1st impression

18 H I G H E R E D U C A T I O N Page 17 Other Potential Benefits Benefits to Institutions n Consolidated view of customer n Lower Cost to Recruit n Increase Retention n Reduced churn on service deliveries – improved efficiencies n Workflow Management n Performance Management n Quality Assurance n Service Tracking n Service Benchmarking n Increase Retention of Staff n Customer Profiling n Consistent responses n Effective Volume management n Reduced Training costs

19 H I G H E R E D U C A T I O N Page 18 Questions & Answers For further information or copies of this presentation Contact Joe Burkhart at: WEB FaxPhone In Person Multi-Channel Unified Channels Singular Customer Experience


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