Prospect Management and the CRM Advantage


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Learn how to implement process change initiatives through the use of effective change management strategies. This session will discuss how to redesign your system and processes to enable a 360 degree view of your prospects.

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Prospect Management and the CRM Advantage

  1. 1. Prospect Management & the CRM Advantage Nancy Benavente, Vice President, Development Services , Oregon Health and Sciences University Foundation Wayne Combs, Director, Advancement Services and Information Management , Occidental College
  2. 2. PM with CRM – Why? Prospect Management encompasses the processes and procedures that determine the “life cycle” of prospects within a fundraiser’s portfolio. Constituent Relationship Management “CRM is the set of processes and supporting technologies used to acquire, retain, and enhance customer relationships.” – Forrester Research “CRM is both a business strategy and a set of discrete software tools and technologies , with the goal of reducing costs, increasing revenue, identifying new opportunities and channels for expansion, and improving customer value satisfaction, profitability, and retention.” – Gary B. Grant and Greg Anderson
  3. 3. How does CRM Support PM? 1. Comprehensive view of constituents 2. Customizable view for diverse needs 3. Data mining and segmentation 4. Targeted stewardship and donor recognition 5. Consistent and cohesive messaging 6. Ability to push services out to constituents 7. Automated resolution and follow-up 8. User independence in accessing their data 9. Enhanced internal controls, quality assurance 10. Business analytics, executive dashboard
  4. 4. Where should they intersect? Technology – Compatibility and integration with relevant campus systems. Operations - Alignment of business rules with other contributing campus units. Process - Quality control and standardized data input, dissemination, and reporting.
  5. 5. Building PM with CRM in Mind 1. Origination in Strategic Plan 2. Leadership Advocacy 3. Institutional Commitment 4. Information Management 5. Continuous Process Improvement
  6. 6. Strategic Plan: Simple Snapshot Occidental College Advancement Services Strategic Initiatives FY08/09 Institutional Advancement “Build an information-centric and service oriented culture” 1. Self-Service Access – present enhanced and quick access to constituent information and prospect data management. 2. Desktop Reporting – allow all users access to data for daily reporting and build a suite of campaign reports. 3. Document Imaging – initiate process for records retention and file management of all current and historical information. 4. Data Enhancement – implement comprehensive strategy for data migration, coding, and standardization into Banner. 5. Knowledge Sharing – train users and document policy and procedures with new business rules of operation. Major Gifts Corporate & Foundation Alumni Relations Annual Giving Stewardship “Establish prospect “Support a comprehensive “Create social “Increase donor “Build donor relations management to support integrated knowledgebase networking for enhanced participation through model through targeted collaborative fundraising” for strategic cultivation” alumni engagement” segmentation” messaging” 1. Projects / Proposals 1. Data migration and 1. Event registration 1. Donor loyalty 1. Integrated 2. Contact Report standardization / reporting suite personal entry 2. Fellowship / Grant targeted emailing 2. Data mining messaging 3. Performance metrics management 2. Alumni Directory and 2. Fund 4. Planned Gift data reporting 3. Web data segmentation management / exchange endowment Advancement Services & Information Management spending “Serve as the single source of record for institution’s advancement information” 1. Data Analysis – steward data in support of advancement areas through analysis, standardization, data maintenance and reporting. 2. Reporting / Data Integration – manage data migration, develop information tools, and design enhanced reporting suites. 3. Training / Documentation – deliver training and documentation while integrating new procedures and business rules. 4. Gift Policy Administration – communicate requirements for fundraising solicitations, gift acceptance, and donor receipting.
  7. 7. Leadership Advocacy PM is best supported when all participate in the collection and maintenance of data. This a fundamental change from the centralized Advancement Services model. This change in “owning” the data is only sustainable when driven from the top and supported at every level of an organization. Leadership actions must embody the new business rules, processes, and accountability to support this change.
  8. 8. Institutional Commitment Resource Alignment - central IT is crucial in providing maintenance & support, systems transformation, and data integration. Stakeholder Alignment – commitment from all participants is essential in contributing to a complete and standardized set of data.
  9. 9. Information Management Develop policy and procedures that validate coding structure, standardize data, and formalize data entry. Implement internal controls that will ensure accurate, consistent, and comprehensive data. Establish business rules that will support fundraising, including assignments, moves management, contact reporting, and performance metrics.
  10. 10. Continuous Process Improvement Testing & Feedback – users must provide feedback for systems enhancements, new policy, and efficient procedures. Commitment – users must ensure data is entered accurately and completely into system in accordance with established business rules. Data Use – users must take every opportunity to apply data for validation and updates from current sources, which will lead to better benchmarking, internal controls, and data usability. Evaluation – users must understand that long term benefits will be determined by a process of continually evaluating the effectiveness of business rules, value of data derived from the system, and success in supporting fundraising and engagement efforts.
  11. 11. How to Prepare for CRM 1. Audit current state of data in relation to input and output. 1. Assess people’s needs and desires to know more. 1. Align business rules with the scalability of operations. 1. Identify support and build incentives for collaboration. 1. Establish strategy for data enhancement and standardized data dictionary. 1. Accept innovation as desired and build on informed
  12. 12. Who are Your Constituents? All constituents represent potential and/or existing prospects that should be cultivated. Collecting information on their relationship with the institution establishes method of engagement. Information to be considered: - Interests - Event attendance - Alumni status - Student activities, academic focus - Parent, family legacies - Giving designations, history - Prospect research - Volunteer involvement
  13. 13. Build Constituent Relationships Involve prospects in your organization based on their needs and interests. Build upon past interactions to cultivate partnerships and increased affinity. Test and survey the experience of your constituents as potential/existing prospects. Ensure you are meeting expectations and providing the full benefit of each interaction. Include all institutional stakeholders in the conversation of building relationships.
  14. 14. CRM: Drive interaction based on Knowledge
  15. 15. Involvement Escalation: Consider online and offline opportunities for involvement
  16. 16. CRM’s Impact Considerations Potential 1. Talent Retention 1. Increase employee efficiency, offer competitive compensation through costs 2. Consistent and “real-time” data access savings 3. Data integration, synchronization 2. Costs savings, enhanced fundraising, greater 4. Single normalized data repository ROI 5. Expectation for a commercial online 3. Segmentation and targeted messaging experience 4. Comprehensive reporting and business 6. Increased reporting and auditing analytics requirements 5. Personalized, builds greater affinity 7. Alumni, donors move with economy 6. Transparency of integrated data and 8. Student recruitment completeness 9. Increase donations 7. Accurate and expedient connectivity to relevant data 8. Create comprehensive, evolving, and relevant vision of institution 9. Personal, timely, and customizable interactions
  17. 17. Thoughts?
  18. 18. Bibliography “Creating the Relationship-Centric Organization: Nonprofit CRM”, “In Search of CRM Part 1: Understanding Constituents and Processes”, In Search of CRM Part 2: Searching for Software”, by Paul Hagen , www. “CRM is Always Right”, by Craig Sanford , “Chapter 3, Customer Relationship Management: A Vision for Higher Education”, by Gary B. Grant and Greg Anderson , “Web Portals and Higher Education: Technologies to Make IT Personal”, Richard N. Katz and Associates