CRM: Walking the Walk Not Just Talking the Talk

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Using Customer Relationship Management (CRM) solutions to answer the tough questions:

How does your university differentiate from others?
What's your institution's favorite piece of its communication flow?
How to get students interested?
Does your university personalize for its audience?
How to easily get a new project completed internally?

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CRM: Walking the Walk Not Just Talking the Talk

  1. 1. CRM: Walking the walk not just talking the talk April 2012 Daniel Falls Customer Solutions Consultant - Hobsons Nicky Chapman Director – ND Events and MarketingAll Intellectual Property, concepts, ideas and specifications contained in this presentation remain the property of Hobsons Europe PLC
  2. 2. Higher education in this country is no longer dominated by 18 to 21 year olds living on campus, studying full time, attending classes, enjoying a social life dominated by their colleagues, and being taught by a privileged academic elite. Large numbers of students work long hours in paid jobs, study off-campus or in the workplace, learn in flexible ways that involve networked technologies as well as face to face teaching, live at home, and commute to university. Most belong to social networks that reach far beyond higher education.More broadly, there is growing recognition that students have a major role to play Universities and colleges are increasingly positioning students as engaged collaborators rather than inferior partners in assessment, teaching, course planning and the improvement of quality, and are using student representatives as central contributors to the business of enhancing the student experience. I have seen a real focus on the student experience globally, such as the recently established awards for excellence in the Swedish system, and the course experience questionnaire in Australia, the latter of which helps to shape the future of course content and delivery. It has been driven partly by initiatives from funding bodies and their agencies and partly by institutional aspirations to retain and grow market share for students in a global environment Students view the opportunity to gain a degree as a right, and a service for they will pay for Given the latest government (UK) funding cuts, the most prevalent outlook in Higher Education today is one of business, forcing institutions to reassess the way they are managed and promoted to ensure maximum efficiency, sales and ‘profits’
  3. 3. During the enquiry stage, all communications are highlydesigned and are written in a friendly tone giving theimpression that you are interested in them and would likethem to come to your University 4
  4. 4. Once an application has been received, the tone changesto be more directive and the style of communicationsbecomes more corporate. 5
  5. 5. After a student has enrolled, once again the tone changesto be very corporate and dictatorial potentially giving thestudent the view, now we have you we don’t need to tryanymore. 6
  6. 6. How are you differentiating from other institutions?Are you doing the same thing you’ve always done?What’s your favourite piece in your communication flow? What’s your least favourite?If money was no object, what do you wish you had?Do you personalise anything to your audience?Is your material specifically addressing your key audiences, oris it general?How do you get students interested?How easy is it to get a new project completed internally? 7
  7. 7. Understand your own HEIAre you using systems to its full ability?What other systems are in use?What type of CRM do you need?Undertake a touch point analysis exercise internally 8
  8. 8. Integrating different media and messaging to: reach the right audience increase efficiency increase numbers of touch points and emotions reached drive personalisation Making sense of the situation: analysis of current student population national and/or local brand value what makes sense from students’ perspectives current areas of successExecuted through:Custom designed/written emailsUnique printed materialsDigital magazinespersonalised videos 10
  9. 9. With around 25,000 students from 80 different countries, Birmingham CityUniversity is one of the largest universities in the UK and our popularity hasgrown significantly in recent years. Between 2008 and 2010, we had thehighest rise in UCAS applications of any university in the Midlands.Situated in Birmingham, the UK’s second city, we are proud of our stronglinks and close collaboration with the region, which dates back to 1843. TheUniversity puts more than £270 million into the regional economy andsupports thousands of jobs in the city and surrounding area.Our six academic faculties offer over 350 courses, from foundation level,through undergraduate degree programmes, to taught Master’s coursesand research doctorates. About a third of our students study part-time,combining employment with our professionally relevant courses, improvingtheir career prospects. 11
  10. 10. The University’s popularity has grown tremendously in recent years;between 2008 and 2010 BCU had the highest rise of UCAS applications ofany Midlands university. However, it had no coherent approach to enquirymanagement with enquiries received centrally within Marketing and each ofits six academic faculties. Almost half of prospective student enquiriesreceived were not being logged at all and other than Open Day invitationsand an ad hoc magazine, there was very little by way of nurturing.Decentralised administration processesDid not collect enquiry informationWhich led to no way of tracking enquiriesLarge teams using disparate systemsEveryone had their own way of working 12
  11. 11. Pull together a resource planGet the right people on the team: Skills required Level of influence Access to resource networks Capacity to participate effectively Ability to work well in a teamResult: a strong, results oriented team! 13
  12. 12. Be clear about the project requirementsIdentify possible pitfallsCommit the time and the right peopleWho are the right people?Understand it will not go to plan so allocate a littleleeway 14
  13. 13. Do not over promise Do ‘sell it in’ to all the key stakeholders and createexcitement within the UniversityEnsure time for trainingCascade training 15
  14. 14. Big bang or phased go-liveChoose a realistic date – build in a little flexibilityConsider institutional and individuals calendarsDo you need a soft go-live then a big bang laterTEST TEST TEST 16
  15. 15. Cost savingTime savingEnhanced engagementImproved relationships internallyUltimately more bums on seats 17
  16. 16. Keeping it freshGuru’sSupportDevelopments 18
  17. 17. Birmingham City University – a successfulimplementation and continuing to work withHobsons on new exciting projects – Top Secret –watch this space!!Results speak for themselvesThank you and any questions 19

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