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Corporate CRM System - The Teesside Experience
 

Corporate CRM System - The Teesside Experience

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Karen Race, from Teesside University, provides an overview of their experience in implementing a corporate Customer Relationship Management (CRM) system. ...

Karen Race, from Teesside University, provides an overview of their experience in implementing a corporate Customer Relationship Management (CRM) system.

This presentation was delivered during a CPD & Training Project event.For more information see: http://www.netskills.ac.uk/content/projects/2008/jisc-bce-cpd/index.html

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  • Update where we are now and future plans You may not all have to enter contacts and orgs into the system but will need to know how easy it is You need to know all of the information held in the system in order to inform your decisions about how your schools will use it More importantly for you to get the information out
  • Project Board, Cliff, Laura and Paul L and an external from the company who customised the system Made decisions about how the system will be used. Two primary uses. Commercial activity, largely where the employer pays – occasionally they don’t pay for enterprise activities, may be subsidised or a loos leader to bring in larger work. WfD where the employer is the primary customer – so closed recruitment Open recruitment – single employer is not the primary customer, not student placements Scope sits with other systems – one true record. Not a financial system, not a student record system, not a student recruitment or alumni system – about organisations we have a relationship with. In special cases record individuals – GBU and DC Fellows. Scope includes Monitoring ERDF and Single Programme contract outputs, which are largely businesses although individuals also recorded
  • First two will be mandated in due course International office Schools and colleges liaison Careers Service Student services another instance of dynamics to manage case work
  • Transparent and open system – some flexibility to hide sensitive information but the point of it is for others to see contacts and activity It is in the customer's interest for us to: Communicate effectively internally Manage our delivery well and keep them informed Give them access to whole University Keep them up to date with other products and services System has come into its own in the management of cross department projects – UTEL, Finance and delivery team in school Mass communication - never been able to do. To date we have piloted this functionality with about half a dozen campaigns – still some work to do Already reaping the benefits of reporting – good business practice to be able to produce stats about where the business is and where it might be PECR and DP. Recent audit of processes – which comply. Holding an individuals info brings responsibilities – tell them and what it will be used for, keep it updated secure and give them the opportunity to unsubscribe
  • Software loaded onto everyone’s PC Need co operation of your ICT support. Schools systems people need to be on board. Config checking Policy about promotion of emails – configuration is very important
  • Database of organisations Linked to these are contacts Enq leads and projects Activities can be recorded against any of these – emails, appts, tasks Marketing – group into marketing lists – fairly stable – it is the campaigns that change Paper detailing functionality included in pack – a good introduction
  • Putting the Customer First Status – Contact dormant, just made contact, may be included in marketing campaigns Interested in – positive enquiry Lead – project in planning Project – delivery imminent or in progress, feedback Project teams and access rights Walk through an example interested in – do one?
  • Putting the Customer First How can we make sure the charter is fulfilled?
  • Plan and manage activities eg number of communications for one event
  • 3 ways of getting info out Search
  • PCF processes to manage enquiries and emphasise feedback Mass communication facility with the opportunity to log all communications with a contact and to evaluate campaigns
  • Database of organisations Linked to these are contacts Enq leads and projects Activities can be recorded against any of these – emails, appts, tasks Marketing – group into marketing lists – fairly stable – it is the campaigns that change Paper detailing functionality included in pack – a good introduction
  • Concerns about misuse of data – number of policies These issues are raised at the introductory training and this is why this training is essential for all licence holders.

Corporate CRM System - The Teesside Experience Corporate CRM System - The Teesside Experience Presentation Transcript

  • Corporate CRM System The Teesside Experience Karen Race 13 May 2010
  • Overview
    • Describe how we approached the introduction of a CRM for BCE
    • Describe the key elements of the system
    • Explain how we tackled engagement and training of staff
    • Outline lessons learned
  • Where we started from
    • Summer 2007
    • Fairly mature enterprise infrastructure and experience
    • Few, small pockets of Workforce development activity
    • A CRM system used for enterprise and shared with regional partners
  • Strategy
    • Ambition to be one of the foremost employer engagement universities
    • Strategic Development Fund bid
    • Business solutions approach
    • Account Managers
    • Cross school working
  • Context
    • Performance management
    • Putting the Customer First
    • CRM system
    • Process, systems, staff training
  • Scope
    • The system must be used for:
      • management and recording of all business engagement activity, from start to finish
      • monitoring and management of all externally funded contracts (Regional Office) and recording of contracted outputs
  • Scope
    • The system can be used for:
      • managing relationships with stakeholders
      • business marketing
      • managing research contacts and projects
      • student placements
    • Each of us will be able to manage our activity with the organisation more effectively and efficiently.
    • Communication with external organisations will be co-ordinated because we will know who else in the University is currently working with them.
    Aims of the CRM 1
  • Aims of the CRM 2
    • The University will be able to communicate with groups of our contacts more effectively
    • We will be able to provide reports on our external activities to senior managers more efficiently and more systematically
    • The risks of non-compliance with Data Protection Legislation and Privacy and Electronic Communication Regulations [PECR] will be managed
  • Timeline
    • Decision taken to purchase a new system – Summer 2007
    • Specification prepared – December 2007
    • Tender process – Jan- June 2008
    • Customisation project July – Oct 2008
    • Go live – 50 users - Oct 2008
  • Timeline
    • ‘ Stand still’ evaluation
    • Evaluation report Jan 2009
    • Data Cleansing
    • Feb to December, growth to 200 users
    • Piloting of marketing, Summer 2009 onwards
    • Senior managers training, Oct-Dec
    • Launch of reports site, Feb 2010
    • Key Elements of the Teesside System
    • The system can be accessed via Outlook
    • Additional options appear:
    • - Dynamics CRM
    • - Toolbar
    Accessing the CRM
  • Activities
    • The system provides the ability to record enquiries, leads and live projects.
  • Business Service Charter
    • Business clients of the University can expect:
    •   Courtesy and confidential treatment 
    • A clear outline of proposed services and their timescale for delivery, with a commitment to honour appointments and deadlines, and to keep clients informed about exceptional circumstances
    • A prompt response to all enquiries 
    • A single named contact who will manage the service
    • A clear assessment of business needs and a clear service proposal
    • Advance notice of charges and information on any sources of financial support 
    • Access to accurate information and impartial advice, including signposting to other external services that may be able to help
    • A prompt response to any complaints, and open access to our complaints procedure and customer feedback
  • Campaign
  • Advanced Find
    • The user has the ability to search and find CRM data based on simple or complex filter criteria.
    • Search on any area of the CRM
    • Save these reports to run as and when required
    • Over 271 trained users, rolling out for ‘in scope’ activities
    • A communication tool across the University
    • New processes to improve the services
    • The beginnings of rich management information
    • Mass communication facility
    Where we are now
  • Engagement and training approach
  • Communication Strategy
    • Project Board
    • Presentations: University senior managers, Enterprise conference, School senior teams, lunchtime academics, groups with specific interest
    • Local Implementation Teams
    • Enterprise Committee and Workforce Development Strategy Group reports
  • Training menu
    • Formal sessions:
      • Introduction
      • Employer journey
      • Funded contracts
      • Marketing and event management
      • Senior managers training
    • Business process workshops
    • Bespoke sessions, drop in sessions, one to ones
  • Scale of training
    • Overall Trained Users: 284
    • Active Trained Users: 271 * (13 Trained Staff Members having left employment since being trained).
    Training Session Title: No. of Users Attended: Duplicate Attendees: TOTALS: Introduction To CRM: 284 18 302 The Employer Journey: 148 11 159 Marketing & Event Management: 129 6 135 ERDF (Funding) Process: 14 2 16 Senior Managers Training: 26 0 26 TOTALS: 601 37 638
  •  
  •  
  • Policies
      • Access and Security
      • Code of Practice
      • And later
        • Account Management
        • Management of public sector orgs
        • Marketing
        • Data cleansing
      • Also in the Staff Handbook :Data Protection and Data Misuse Act
  • Documents
    • Putting the Customer First quality procedures
    • Suite of training manuals
    • Quick Guides
    • University Intranet site
  • Training Evaluation
    • Training activity effectiveness
  • Training Evaluation
    • Most helpful aspects of the training:
    • Interactive nature of the training activity
    • “ The hands-on aspect which allowed us to put tasks etc on the system as a test”
    • References to specific aspects of the system itself and its relevance
  • Lessons learned – what worked
    • Timescales
    • Part of a wider strategy
    • Clear scope, aims and ‘fit’ with other systems
    • Implementation with Customer First etc
    • Corporate approach
  • Lessons learned – What worked
    • Structured and professional approach
    • Breaking programme down into chunks that relate to job roles
    • Detailed manuals
  • What we’d do differently
    • Better communication
    • Timing, practising skills
    • Context, motivation
    • More prescription
    • Use of champions/ownership
  •