Delivering Exceptional Student Service


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Educational institutions are being challenged to become more flexible, responsive, efficient, and focused on serving students' needs. Join us to learn how Wayne State University developed a Student Service Center where phone calls, emails, and walk-in visits from prospective and current students are aggregated at a central location, enhancing recruitment and retention by providing service that is responsive and accountable. Delivering superior customer service every day also requires strong business processes and continuous improvement practices to be effective. Wayne State will share how they leverage ERP data while listening to students, provide prompt responses and solve problems to improve the student experience.

Who Should Attend:
Student Services
Student Affairs
Academic Affairs


Ann Elinski, Assistant Director of the Student Service Center, Wayne State University
Ann received a Bachelor's Degree in English and Spanish language, and a Master's Degree in Business Administration, from Eastern Michigan University. Elinski has spent the past thirteen years in Higher Education specializing in student service. Ann currently acts as the Salesforce super user for the Division of Enrollment Management.

Nicole Brandenburg, Associate Director of Campaigns for Salesforce CRM, Wayne State University. Nicole previously worked in the undergraduate admissions office at WSU and transitioned to her current role when the university first brought a CRM solution to the campus in 2010. Nicole works closely with the university's Marketing office, Enrollment Management units and various departments to assist in the development of communication plans and implementation.

Adam Lincoln, Lead Systems Integrator, Wayne State University
Adam Lincoln is a developer for central IT at Wayne State University, working primarily on native development and integration with campus systems. He has been writing software for 10 years, ranging from web applications to terminal utilities. Previously, Adam taught physics and astronomy courses and analyzed experimental data.

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  • Hello, my name is ____. Today I’d like to talk with you about why now is the time for transformation within higher education, what it means to be a connected campus, and how Salesforce can help you on thatjourney. To do this, I am going to tell you a little about and the Foundation, and then I am going to show how our customers are making a transformation in their business using social, mobile and cloud technologies to better connect with their students and evolve into a connected campus.
  • Key Takeaway:We are a publicly traded company. Please make your buying decisions only on the products commercially available from Track:Before I begin, just a word from our lawyers.  We are a publicly held company and this is our safe harbor statement which if you cannot read, you can find on our website.  Any purchasing decisions you make, should be made based on currently available technology.
  • Key Takeaway:The success of our customers has propelled us to #1. Our commitment to innovation allows our customers to be innovative so we are proud about the award from Forbes as the most innovative company 3 years in a row.Talk Track:Our customers have responded to our cloud computing offerings with lots of enthusiasm. Their success has propelled us to be #1 in enterprise cloud computing and #1 in CRM according to IDC and Gartner.And while we’re excited about our business momentum, our ongoing focus is grounded on a firm commitment to innovation. This is why in addition to being pleased with industry analyst recognition from IDC and Gartner, we’re particularly excited to be cited by Forbes Magazine as the world’s most innovative company for three years in a row.--------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Additional Context on accolades:Forbes “Most Innovative Companies in the World” is awarded to the company offering the most “Innovation Premium” - The Innovation Premium is a measure of how much investors have bid up the stock price of a company above the value of its existing business based on expectations of future innovative results (new products, services and markets) . Members of the list must have $10 billion in market capitalization, spend at least 1% of their asset base on R&D and have seven years of public data.The FORTUNE World’s Most Admired Companies study surveys top executives and directors from eligible companies, along with financial analysts, to identify the companies that enjoy the strongest reputations within their industries and across industries.In Dec 2012, the Economist awarded and Marc Benioff the award for innovation in the process and service category Forbes “Best Companies to Work For” – was awarded #7 for 2013. The ranking of the top companies was determined by taking cumulative average ratings from the half-million employees who responded to the 18-question survey between Nov. 24, 2012 and Nov. 13, 2013.CRM Market Leader Awards: The Market Leader Awards rate the top five vendors in categories based on a composite score that includes revenue, revenue growth, market share, customer wins, reputation for customer satisfaction, depth of product functionality, and company direction.
  • Key Takeaway:Salesforce has also been a pioneer with our innovative Philanthropy to go along with our technology model. Our 1:1:1 (product, time, and equity) has been successful and adopted by Google, Workday, etc.Talk Track:Aside from having the most innovative and comprehensive technology, we have led the way in terms of innovative corporate philanthropy. Here at the Foundation, we are dedicated to helping NGOs and not-for-profit higher ed institutions connect to their students in a whole new way by leveraging technology.  We accomplish our mission in three ways:First and foremost, we remove the financial obstacles to using best-in-class technology by offering our solutions at deeply discounted prices to eligible nonprofit colleges and universities.Second, we then reinvest the proceeds from our sales into our technology, partners and programs to support our grant strategy to build healthy communities across the globe.Finally, every employee can dedicate 1% of their time to volunteering—that’s 6 paid volunteer days a year—so they can invest in and support their communities in areas they are passionate about. To date, the Foundation has given over 588,000 hours of service to communities around the world, $55M in grants, and over 20,500 nonprofit organizations are using Salesforce.
  • Key Takeaway:A Connected Campus connects to their students by better connecting internally: creating a 360 degree view and leveraging social and mobile technologies to forge more meaningful intimate and enduring relationships on which you can measure your performance.Talk Track: The answer to not being left behind is the Connected Campus. A connected campus connects your entire university or college so you can Improve recruitingEnsure student successRaise more fundsCommunicate more effectivelyThis is done by having a 360 degree view of the student, placing the student at the center of everything you do, and leveraging mobile and social technologies to create and nurture those relationships. You now also have the ability to measure and demonstrate your impact.
  • Feedback from students sent to each staff member and their manager for review of quality customer service review
  • Assessing training and staff knowledge is critical to the success of a one-stop shopStudents have to trust and believe the answers your staff give
  • Knock down the "walls" between the offices and come together as working partners to make the change a success
  • Delivering Exceptional Student Service

    1. 1. /Salesforce.comFoundation @SFDCFoundation Delivering Exceptional Student Service
    2. 2. Safe Harbor Safe harbor statementunder the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of,inc. could differ materially from the results expressed or implied by the forward- looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available.,inc. assumes no obligation and does not intend to update these forward-looking statements.
    3. 3. EnterpriseCloud Computing Market Share #1 World’s Most Innovative Company 2011, 2012, 2013 #1 Market Leader: Enterprise, MidMarket, SMB & Sales Force Automation #1 #1 in Enterprise Cloud Computing & CRM
    4. 4. 1% Time Equity Product 588,000+ Hours Service $55M+ Grants 20,500+ Non-profit Organizations 1/1/1 Model Adopted by
    5. 5. Become a Connected Campus: Put Your Students at the Center Real-Time Data Mobile Social 360° student view Communicate more effectively Recruit the right students Ensure student success Raise more funds
    6. 6. Featured Presenters Nicole Brandenburg Associate Director, CRM Wayne State University Ann Elinski Assistant Director Wayne State University Adam Lincoln Developer Wayne State University
    7. 7. Join Us at the Higher Education Summit • 23 higher education sessions • 45+ speakers • Dr Mark Milliron and Eric Stoller as keynotes • Loads of networking opportunities ts/higher-education-summit-2014/ June 5-6, 2014 in Tempe, AZ
    8. 8. Delivering Exceptional Student Service Presented by Nicole Brandenburg, Associate Director of CRM Ann Elinski, Assistant Director of SSC Adam Lincoln, Lead Systems Integrator Wayne State University
    9. 9. Nicole Brandenburg Associate Director of CRM
    10. 10. Agenda • About Us • How we got to Salesforce • How it works • Q&A
    11. 11. About Wayne State University Combines the academic excellence of a major research university with the practical experiences of an institution whose history, location and diversity make it a microcosm of the world students will enter when they graduate. • 30,000 students: 2/3 undergraduate and 1/3 graduate • 400+ undergraduate, grad. and professional programs • Central undergraduate admissions and student service • Decentralized graduate admissions • Banner (Ellucian) ERP
    12. 12. Student Service Center Why create a one-stop? • Fall 2010 student survey results • Desire to bring financial aid phone service in-house • Consolidate customer service across enrollment management departments Vision for SSC: • Create a central location for problem-solving, dispersing information, and document intake • Collect and analyze data to identify issues that impede student success – policies, procedures, forms • Collaborate with other departments to re-engineer processes How did we create SSC? • Visited other one- stops • Research, research, research... • Identified the departments to be represented • Determined what services would be offered • Responsibility matrix
    13. 13. Why We Chose Salesforce • Salesforce Foundation – 10 free licenses • Base system easily configured • Vast add-on product ecosystem • Robust APIs • Tools for continual improvement • Ability to track communications and interactions • Creation of the Student Service Center, WSU’s one- stop for student services
    14. 14. • System to accommodate the service needs for the new one-stop service center • Integrate specific Banner information with the new Salesforce system • Efficient way to record interactions with students/customers • Ability to monitor trends and efficiencies of the SSC • Track communication campaigns to show comprehensive view and effectiveness • Reporting and Dashboards for units and executive management Assessed Initial Needs
    15. 15. Ann Elinski Assistant Director, Student Service Center
    16. 16. How we use Salesforce • Contact database for prospects, applicants and students • Document interactions with our contacts • Track contact reasons • Record and monitor campaigns to track effectiveness • Timekeeping • Chatter • Customer service surveys • Calendars • Dashboards • Reports - performance measures, accountability • Professional development
    17. 17. Student Service Center Front Counter
    18. 18. Student Service Center Call Center
    19. 19. SSC Feedback Loop Email follow up Data on cases delivered to partner offices Outbound call campaigns developed from case trends Customer service survey Survey feedback used assess performance Initial Student Contact -Weekly Training -Assess learning through Salesforce Survey modules
    20. 20. Initial Student Contact • Phone calls are done through an ACD phone system; manual case creation • Email-to-Case for all SSC email addresses • Front counter sign in • All Cases: • Office, reasons and topics assigned • A brief summary of the conversation is added to the case
    21. 21. Create a case from an incoming call Live Demo
    22. 22. Email Follow-Up on Cases • Email templates have been set up so staff can email information instead of waiting for students to write down instructions • This decreases service times by quickly dispersing information • Increases first call resolution • Templates are customizable so Specialists can add a personal touch, or answer additional questions
    23. 23. Reporting to Partner Offices • Month End Reports show changes in case reason and contact volume • Allows partner offices to see if proactive strategies are having an affect on case volumes • Total cases since SSC opened 10/3/11 – 3/31/14: 340,173
    24. 24. Case Data: Partner Offices and Staff Motivation
    25. 25. Outbound Call Data
    26. 26. Campaigns Developed from Data Outbound call campaigns were developed from case trends: • Prospects with an incomplete admission application • Congratulate to our admitted students • Register students for on campus events and orientation • Proactively ask if our new students have questions or need assistance • Contact students who register then drop all of their courses • Assist students in turning in financial aid documents
    27. 27. Live Demo Call flow from a user’s perspective – Register & Drop
    28. 28. • Customer Service Survey to deliver feedback on every case Tools used to facilitate proactive service and feedback
    29. 29. • Staff knowledge assessment through Salesforce survey tool Tools used to facilitate training and development of staff
    30. 30. Adam Lincoln Lead Systems Integrator, Computing & Information Technology
    31. 31. Our approach: • Balance Salesforce data needs • Keep SIS processes inside SIS • Find/prevent duplicates at data entry point Integration Philosophy
    32. 32. Interface with other systems (e.g., Clean Address); do more advanced prep logic; submit to Bulk API For each record: new? match? unsure? If unsure, suspend and present to a person for review Very few dupes in org data! Prep data inside RDBMS (probably optional) ERP Integration with Salesforce
    33. 33. Visitors follow a simple Flow to "sign in" • Case created, using internal unique ID if provided to link to Contact record • Alternatively, collects generic information for purposes of linking to Contact Integration hook provided with Apex exposed as a REST resource Walk in Controller Integration
    34. 34. • Documented and standardized training and assessment • Improvements in financial aid processes • In the middle of re-engineering back office processes to be visible to students • Implementation of outbound call center • Campaigns to improve retention and graduation rates • Focused communications • Continually investigating new ways to support recruitment engagements for new prospects • Live chat Results!
    35. 35. • Changing divisional processes is stressful and involves hard work and dedication to the end goal of exceptional customer service • Each office involved needs to be willing to take a fresh look at "how things have always been done" • Partner offices need to ask questions and become curious about their data trends • Individuals need to commit to reviewing the data in a continuous improvement process mentality • Requires a change in mindset from reactive service to proactive service • The payoff is increased student satisfaction with a goal to higher retention rates (ROI) Change is Hard Work
    36. 36. Implementation Best Practices For a Successful Implementation • Have an executive sponsor who is active and committed • Work with energetic partners who aren’t afraid of change • Have a big vision but phase in your implementation • Focus on continual improvement • Have smart people on staff • Define and test the ability to integrate with your ERP and any other external systems required • Don’t be afraid of the cloud!
    37. 37. Contact Us Nicole Brandenburg @NBburgWSU Adam Lincoln @adamjlincoln Ann Elinski @aelinski
    38. 38. Thank you!