Are you in the arts and thinking about a Customer Relationship Manager / Constituent Relationship Manager? This was the PPT from a 60 min presentation given on the subject.
Lisa Colton, founder of Darim Online, presents to the Synergy Seminar at the UJA Federation of NY on how synagogues can be using online tools to accept donations and to promote their cause. 3/09
This document provides information on how to become a powerful networker to build a great business. It discusses that a powerful networker consistently attracts prospects through networking, systematizes their networking activities, seeks out opportunities, understands the return on investment of networking, and is active rather than passive. The key aspects of networking discussed are meeting people, engaging them by making them curious and interested, and following up with them over time through various means. It emphasizes that networking is just one part of an integrated marketing system and recommends remembering the M-E-F process of meet, engage, and follow up to be a powerful networker.
Leading Success: Gaining Relevancy & Profitability Through LeadershipQuantumDigital
The document discusses the need for real estate companies to adapt their business models to changing market conditions and consumer demands. Specifically, it recommends moving from an agent-centric to consumer-centric model by focusing on becoming trusted advisors, offering ancillary services, and empowering agents through systems that ensure consistent service. It also stresses the importance of leadership, profitability, and having a clear vision and purpose to guide the company through times of change.
This document provides an overview of digital business models and strategies for local media organizations. It notes that traditional print journalism has little value and many local newspapers and media companies are struggling financially. It then outlines a 3-step plan for media companies to 1) reduce costs and understand competition, 2) increase print share through operational efficiency, and 3) increase new revenue streams through profit sharing, audience growth, and tapping into new revenue models. The document emphasizes the need to run digital operations like a business with metrics, key performance indicators, and tying compensation to profitability. It also stresses integrating print and digital sales teams to provide clients with multiple solutions.
This document summarizes a year in the life of a new donor to a nonprofit organization using eTapestry fundraising software. It describes key events and touchpoints over the course of cultivation and engagement, including the donor signing up for a newsletter, making an initial donation, ongoing communication and cultivation leading to increased giving, and end-of-year reporting activities. It highlights various features of the eTapestry platform that support these activities.
The document discusses ways for real estate companies and agents to reinvent themselves for the modern real estate landscape. It highlights key areas like recruiting, facilities, internet marketing, and technology integration. The presentation encourages attendees to identify areas within their own companies that need improvement and to begin discussions on reinventing processes to better engage online consumers and mobile agents.
This document provides information about the DMAW Executive Committee and Board of Directors for 2015. It also summarizes the president's perspective on some current hot topics in marketing, including the need to optimize websites for mobile, acquire new domain names like .ngo to prevent competitors from taking them, and dealing with new rules from organizations like Charity Navigator on acquisition practices for non-profits. The president encourages attendees of the recent Bridge conference to discuss these and other hot topics from the event.
Lisa Colton, founder of Darim Online, presents to the Synergy Seminar at the UJA Federation of NY on how synagogues can be using online tools to accept donations and to promote their cause. 3/09
This document provides information on how to become a powerful networker to build a great business. It discusses that a powerful networker consistently attracts prospects through networking, systematizes their networking activities, seeks out opportunities, understands the return on investment of networking, and is active rather than passive. The key aspects of networking discussed are meeting people, engaging them by making them curious and interested, and following up with them over time through various means. It emphasizes that networking is just one part of an integrated marketing system and recommends remembering the M-E-F process of meet, engage, and follow up to be a powerful networker.
Leading Success: Gaining Relevancy & Profitability Through LeadershipQuantumDigital
The document discusses the need for real estate companies to adapt their business models to changing market conditions and consumer demands. Specifically, it recommends moving from an agent-centric to consumer-centric model by focusing on becoming trusted advisors, offering ancillary services, and empowering agents through systems that ensure consistent service. It also stresses the importance of leadership, profitability, and having a clear vision and purpose to guide the company through times of change.
This document provides an overview of digital business models and strategies for local media organizations. It notes that traditional print journalism has little value and many local newspapers and media companies are struggling financially. It then outlines a 3-step plan for media companies to 1) reduce costs and understand competition, 2) increase print share through operational efficiency, and 3) increase new revenue streams through profit sharing, audience growth, and tapping into new revenue models. The document emphasizes the need to run digital operations like a business with metrics, key performance indicators, and tying compensation to profitability. It also stresses integrating print and digital sales teams to provide clients with multiple solutions.
This document summarizes a year in the life of a new donor to a nonprofit organization using eTapestry fundraising software. It describes key events and touchpoints over the course of cultivation and engagement, including the donor signing up for a newsletter, making an initial donation, ongoing communication and cultivation leading to increased giving, and end-of-year reporting activities. It highlights various features of the eTapestry platform that support these activities.
The document discusses ways for real estate companies and agents to reinvent themselves for the modern real estate landscape. It highlights key areas like recruiting, facilities, internet marketing, and technology integration. The presentation encourages attendees to identify areas within their own companies that need improvement and to begin discussions on reinventing processes to better engage online consumers and mobile agents.
This document provides information about the DMAW Executive Committee and Board of Directors for 2015. It also summarizes the president's perspective on some current hot topics in marketing, including the need to optimize websites for mobile, acquire new domain names like .ngo to prevent competitors from taking them, and dealing with new rules from organizations like Charity Navigator on acquisition practices for non-profits. The president encourages attendees of the recent Bridge conference to discuss these and other hot topics from the event.
Want to use online tools to streamline efficiencies and allow you more time to do the things you love? Come learn about increasing your organization’s digital culture and digital intensity. You can learn how your org can become more digitally integrated with tons of examples of real tools that you can use right-away. Come with questions!
This presentation was developed and delivered as part of the linked digital future initiative. For more information, visit: https://linkeddigitalfuture.ca/resources/workshops/
The document discusses improving customer experience (CX) at LNER. It begins by asking whether there is a clear understanding of customer pain points across the business and whether strategies align to address those pain points. It then presents a mapping of specific customer problem statements against different stages of the customer journey, from inspiration through onboard travel to arrival and onward travel. This is to help understand problems from the customer perspective.
The document discusses Colorado Creative Music (CCM), an independent record label founded by Darren Curtis Skanson. CCM is facing several challenges, including a lack of clear strategic vision and focus on its core competencies. Additionally, Skanson spends most of his time touring instead of managing the company. The company's distribution channels are also limited, and while revenue has grown, expenses have increased and profits have declined. The document recommends that CCM update its technology, move to a proper facility, and refocus its strategic vision and business functions to improve its financial situation and long-term growth potential.
Purple vision salesforce 1 for non profits (slideshare vid)Purple Vision
See how Salesforce CRM can help your non-profit do more for less, using Salesforce 1.
From simple digital integrations to the latest innovations including app integrations and more, this presentation (given at Institute of Fundraising Technology Special Interest Group in May 2015), shares more.
Purple Vision are a Salesforce Cloud Alliance partner and specialise in working with charities, associations and non profits, supporting them to use technology to build and develop fundraising, stakeholder engagement and more.
Fiona Green: "Social Media Marketing Is Not CRM"CASTdigital
Social CRM is a business strategy that uses technology and social media to engage customers in conversations to provide mutual value. It aims to facilitate customer-owned conversations in a transparent way. While social media marketing is not the same as CRM, social CRM integrates social data about customers to better understand them and communicate with them on an individual level according to their needs.
Funtick.club is a social platform that allows users to organize, share, and discuss events. It aims to simplify the event organization process by finding venues, equipment, and services and calculating costs for the user. The platform also functions as a social network where users can communicate with friends and invite them to events. It seeks to raise $214,000 in capital to fund its growth and launch.
The document provides an overview of implementing successful digital marketing campaigns. It discusses researching customers and competitors, developing objectives and key performance indicators, and implementing strategies across paid, owned and earned media channels. It also touches on tools for search engine optimization, analytics and testing to optimize campaigns and monitor results.
The document provides guidance on building trusting online relationships with customers. It recommends starting with planning, understanding your customers and business objectives. Key strategies include making the customer experience simple and focused on their needs, empowering customers and building trust through consistency, transparency and ethical practices across all marketing channels. The goal is to attract and retain customers by engaging them in an ongoing dialogue.
This document provides an overview of a presentation on customer relationship management (CRM) for arts groups. The presentation will cover the components and strategies of CRM, best practices and value. It will also discuss how arts groups can best use CRM and provide an example of a successful arts group CRM implementation. The goals are to understand CRM and how it can provide value to arts organizations as both a customer and competitive necessity.
This document provides an overview of a presentation on customer relationship management (CRM) for arts groups. The presentation will cover the components and strategies of CRM, best practices and value. It will also discuss how arts groups can best use CRM and provide an example of a successful arts group CRM implementation. The goals are to understand CRM and how it can provide value to arts organizations as both a customer and competitive necessity.
This document discusses customer relationship management (CRM) strategies for arts organizations. It defines CRM and its key components, including integrating marketing, sales, service and customer data. The presentation covers CRM best practices, metrics and case studies of arts groups using CRM to increase revenue, retention and engagement. It recommends tactics arts groups can implement, such as permission-based email marketing, surveys, online communities and personalized communications based on customer data and segmentation.
TThe FFAM Group, LLC is a service company that connects people to one another to maximize their profitability potential. Specializing in Entertainment Related industries such as Film & Music Entertainment, Sports, Retail (Fashion & Luxury) Finance, E-Commerce, Art, Travel and Private Charter.
The document discusses a webinar presentation about the nonprofit fundraising and relationship management software eTapestry. It outlines eTapestry's features such as donor tracking, online fundraising, email marketing, reporting, and integration capabilities. The presentation emphasizes how eTapestry can help nonprofits improve fundraising, increase efficiencies, and enhance donor relationships through technological solutions and partnership.
CMA Calgary_Internet Marketing and StrategyJohn Hutchings
The document discusses the importance of developing an online marketing strategy, including on social media. It notes that newspapers, magazines, radio and print yellow pages are expected to decrease by at least 9% as more advertising shifts online. The document outlines key topics for an online strategy such as defining goals, understanding the target audience, and developing an integrated marketing mix. It also provides models and frameworks for conducting audits and analyzing competitors.
How Could Data Transform the Arts - TCG 2017 (with notes)Devon Smith
This document summarizes a presentation about how data could transform the arts sector. The presenter discusses 7 trends where data is already transforming other industries and could have significant impact on the arts: 1) Personalization, 2) Outcomes-based predictions, 3) Big data, 4) Combining data sets, 5) New collection methods, 6) Consumer access, and 7) Data as art. For each trend, the presenter provides examples of arts organizations that are using data in innovative ways and the impact it is having. The goal is to inspire the audience to find new opportunities to use data in new ways at their own organizations.
The world is changing and donors expect a personalized experience. Don't get left behind in your fundraising efforts because you aren't leveraging the power of personalization in your fundraising efforts.
Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
Essay On Importance Of Reading For Class 6Adriana Lovato
The document provides instructions for requesting and completing an assignment writing request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a form with assignment details, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied with the work. The process aims to match clients with qualified writers and provide original, high-quality content through revisions.
The document provides guidance on developing an effective fundraising plan and strategy for a FIRST robotics team. It outlines key elements to include such as creating an executive summary, team profile, product description, funding request, and developing key messages. It then discusses identifying potential donors and sponsors in the local community, scheduling meetings with them, and providing sample fundraising tools and pitches. Finally, it offers a timeline and tips for effective fundraising throughout the seasons.
Part of the 2019 Digital Ladders sessions hosted by the BC Alliance for Arts and Culture.
Today, virtual collaboration is becoming an important part of non-profits. Whether for time-efficiency, greater focus, increased travel, environmental impact, or hiring far-flung talent, people are writing, sharing and dreaming together online. How can your organization make geographic distance less of a barrier in collaboration? This session will provide an overview introduction, case studies and an adaptable list of tools.
Do you have complex stakeholder relationships? I've worked with many organizations to help them with this. Here's a presentation I gave at BCIT that has a fun approach to stakeholder relations.
Want to use online tools to streamline efficiencies and allow you more time to do the things you love? Come learn about increasing your organization’s digital culture and digital intensity. You can learn how your org can become more digitally integrated with tons of examples of real tools that you can use right-away. Come with questions!
This presentation was developed and delivered as part of the linked digital future initiative. For more information, visit: https://linkeddigitalfuture.ca/resources/workshops/
The document discusses improving customer experience (CX) at LNER. It begins by asking whether there is a clear understanding of customer pain points across the business and whether strategies align to address those pain points. It then presents a mapping of specific customer problem statements against different stages of the customer journey, from inspiration through onboard travel to arrival and onward travel. This is to help understand problems from the customer perspective.
The document discusses Colorado Creative Music (CCM), an independent record label founded by Darren Curtis Skanson. CCM is facing several challenges, including a lack of clear strategic vision and focus on its core competencies. Additionally, Skanson spends most of his time touring instead of managing the company. The company's distribution channels are also limited, and while revenue has grown, expenses have increased and profits have declined. The document recommends that CCM update its technology, move to a proper facility, and refocus its strategic vision and business functions to improve its financial situation and long-term growth potential.
Purple vision salesforce 1 for non profits (slideshare vid)Purple Vision
See how Salesforce CRM can help your non-profit do more for less, using Salesforce 1.
From simple digital integrations to the latest innovations including app integrations and more, this presentation (given at Institute of Fundraising Technology Special Interest Group in May 2015), shares more.
Purple Vision are a Salesforce Cloud Alliance partner and specialise in working with charities, associations and non profits, supporting them to use technology to build and develop fundraising, stakeholder engagement and more.
Fiona Green: "Social Media Marketing Is Not CRM"CASTdigital
Social CRM is a business strategy that uses technology and social media to engage customers in conversations to provide mutual value. It aims to facilitate customer-owned conversations in a transparent way. While social media marketing is not the same as CRM, social CRM integrates social data about customers to better understand them and communicate with them on an individual level according to their needs.
Funtick.club is a social platform that allows users to organize, share, and discuss events. It aims to simplify the event organization process by finding venues, equipment, and services and calculating costs for the user. The platform also functions as a social network where users can communicate with friends and invite them to events. It seeks to raise $214,000 in capital to fund its growth and launch.
The document provides an overview of implementing successful digital marketing campaigns. It discusses researching customers and competitors, developing objectives and key performance indicators, and implementing strategies across paid, owned and earned media channels. It also touches on tools for search engine optimization, analytics and testing to optimize campaigns and monitor results.
The document provides guidance on building trusting online relationships with customers. It recommends starting with planning, understanding your customers and business objectives. Key strategies include making the customer experience simple and focused on their needs, empowering customers and building trust through consistency, transparency and ethical practices across all marketing channels. The goal is to attract and retain customers by engaging them in an ongoing dialogue.
This document provides an overview of a presentation on customer relationship management (CRM) for arts groups. The presentation will cover the components and strategies of CRM, best practices and value. It will also discuss how arts groups can best use CRM and provide an example of a successful arts group CRM implementation. The goals are to understand CRM and how it can provide value to arts organizations as both a customer and competitive necessity.
This document provides an overview of a presentation on customer relationship management (CRM) for arts groups. The presentation will cover the components and strategies of CRM, best practices and value. It will also discuss how arts groups can best use CRM and provide an example of a successful arts group CRM implementation. The goals are to understand CRM and how it can provide value to arts organizations as both a customer and competitive necessity.
This document discusses customer relationship management (CRM) strategies for arts organizations. It defines CRM and its key components, including integrating marketing, sales, service and customer data. The presentation covers CRM best practices, metrics and case studies of arts groups using CRM to increase revenue, retention and engagement. It recommends tactics arts groups can implement, such as permission-based email marketing, surveys, online communities and personalized communications based on customer data and segmentation.
TThe FFAM Group, LLC is a service company that connects people to one another to maximize their profitability potential. Specializing in Entertainment Related industries such as Film & Music Entertainment, Sports, Retail (Fashion & Luxury) Finance, E-Commerce, Art, Travel and Private Charter.
The document discusses a webinar presentation about the nonprofit fundraising and relationship management software eTapestry. It outlines eTapestry's features such as donor tracking, online fundraising, email marketing, reporting, and integration capabilities. The presentation emphasizes how eTapestry can help nonprofits improve fundraising, increase efficiencies, and enhance donor relationships through technological solutions and partnership.
CMA Calgary_Internet Marketing and StrategyJohn Hutchings
The document discusses the importance of developing an online marketing strategy, including on social media. It notes that newspapers, magazines, radio and print yellow pages are expected to decrease by at least 9% as more advertising shifts online. The document outlines key topics for an online strategy such as defining goals, understanding the target audience, and developing an integrated marketing mix. It also provides models and frameworks for conducting audits and analyzing competitors.
How Could Data Transform the Arts - TCG 2017 (with notes)Devon Smith
This document summarizes a presentation about how data could transform the arts sector. The presenter discusses 7 trends where data is already transforming other industries and could have significant impact on the arts: 1) Personalization, 2) Outcomes-based predictions, 3) Big data, 4) Combining data sets, 5) New collection methods, 6) Consumer access, and 7) Data as art. For each trend, the presenter provides examples of arts organizations that are using data in innovative ways and the impact it is having. The goal is to inspire the audience to find new opportunities to use data in new ways at their own organizations.
The world is changing and donors expect a personalized experience. Don't get left behind in your fundraising efforts because you aren't leveraging the power of personalization in your fundraising efforts.
Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
Essay On Importance Of Reading For Class 6Adriana Lovato
The document provides instructions for requesting and completing an assignment writing request on the HelpWriting.net website. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a form with assignment details, sources, and deadline. 3) Review bids from writers and select one. 4) Review the completed paper and authorize payment. 5) Request revisions until satisfied with the work. The process aims to match clients with qualified writers and provide original, high-quality content through revisions.
The document provides guidance on developing an effective fundraising plan and strategy for a FIRST robotics team. It outlines key elements to include such as creating an executive summary, team profile, product description, funding request, and developing key messages. It then discusses identifying potential donors and sponsors in the local community, scheduling meetings with them, and providing sample fundraising tools and pitches. Finally, it offers a timeline and tips for effective fundraising throughout the seasons.
Part of the 2019 Digital Ladders sessions hosted by the BC Alliance for Arts and Culture.
Today, virtual collaboration is becoming an important part of non-profits. Whether for time-efficiency, greater focus, increased travel, environmental impact, or hiring far-flung talent, people are writing, sharing and dreaming together online. How can your organization make geographic distance less of a barrier in collaboration? This session will provide an overview introduction, case studies and an adaptable list of tools.
Do you have complex stakeholder relationships? I've worked with many organizations to help them with this. Here's a presentation I gave at BCIT that has a fun approach to stakeholder relations.
This document discusses interactive games and websites. It provides links to examples of an interactive animation video and game websites. It also includes contact information for Phillip Djwa, the creative director of Agentic Digital Media, a company that focuses on interactive games and websites, including his email address and social media handles.
Towards a Digital Ecology: The New Organization's Digital FootprintJai (Phillip) Djwa
Ten years ago, many not-for-profit organizations didn't have a single website online and often struggled to create them. Today, many organizations have multiple websites: their main site, microsites, specific campaign sites, maybe even some program sites.
Add in Facebook and Twitter and the struggle required to maintain this digital footprint becomes obvious. All these websites form a digital brand that represents your organization's digital ecology.
This web presence, or digital ecology, needs to be thought through strategically. You need to explore this interconnectedness by answering basic questions like
How should all these connect?
When do you kill a site?
When do you launch a microsite and when do you add another navigation item?
This document discusses tools for online advocacy and social change organizations. It provides an overview of various social media platforms, tools for communication like blogs and email, and analytics tools to measure engagement and impact. The goal is to help organizations increase audiences, mobilize people to take action, organize volunteers, inform people about issues, and develop advocacy campaigns through the effective use of online tools and infrastructure.
This document discusses how Star Wars fans in the digital era have created and shared fan-generated works using new digital tools and platforms. It provides examples of fan films, animations, games, costumes and more that remix and expand upon the original Star Wars universe. The document explores how fan works both leverage existing franchises but also create new creative expressions and opportunities.
The document discusses a web development training session presented by Phillip Djwa of Agentic Communications. It provides background on Djwa and his experience in web development. The agenda covers topics like what is happening online with social media, why organizations should have an online presence, tools that can be used to engage audiences online, and examples of other organizations' online strategies.
This document provides an overview of going online and establishing a website for small organizations. It discusses why organizations should be online, what they can do with a website, and some of the challenges involved in making a website effective. Key points covered include using a website to educate stakeholders and engage audiences, having someone dedicated to regularly updating and maintaining the site, and leveraging online tools to complement offline communication efforts.
This document discusses using online tools and Drupal to build a movement to end the genocide in Darfur. It outlines services from Agentic Communications to help progressive organizations with web development and strategic planning. Some key tools mentioned for online campaigns include content management systems, email lists, social media, donations, and advocacy toolkits. The ongoing genocide in Darfur launched by the Sudanese government is briefly described. An example project called StandNow that was built with Drupal is provided as well.
Digital literacy is increasingly important for First Nations communities in British Columbia to prepare for 21st century jobs. A 2007 report on digital literacy in BC First Nations communities found that a holistic, community-based approach focused on learner needs is key. Sustainability and understanding the purpose behind technology use are also important. The report concluded that defining literacy for each community and taking a learner-centered approach helps First Nations adults succeed with technology skills.
The document discusses how work is changing due to trends like increasing technology, globalization, and the rise of knowledge work. It argues that students need to develop skills like creativity, collaboration, and information fluency to succeed in this new environment where work is increasingly based on knowledge instead of physical labor. The document provides suggestions for how educators can help prepare students for this changing world of work through developing these new skills.
Social networks allow users to connect and share interests through online communities, with communication tools like chat rooms, instant messaging, video, and blogs. While social networking provides opportunities for interaction, there are also potential pitfalls to consider. The document discusses social networking and its implications, opportunities, and how teachers and youth are using social media tools like Facebook, MySpace, Digg, Delicious, Flickr, and blogs.
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❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart Final Matka Satta Matta Matka 143 Kalyan Chart Satta fix Jodi Kalyan Final ank Matka Boss Satta 143 Matka 420 Golden Matka Final Satta Kalyan Penal Chart Dpboss 143 Guessing Kalyan Night Chart
2. Grateful to be a visitor and
live and work on unceded territory of the
sḵwx̱ wú7mesh (Squamish), sel̓íl̓witulh
(Tsleil-Waututh), and xʷməθkʷəy̓ əm
(Musqueam) nations.
3. Phillip Djwa
10+ years as a composer
20+ years in digital
Digital Strategist & Creative
Technologist
Fringe Board Member
BC Arts Council Board Member
6. Agenda CRMs
I want to answer three main questions:
What are CRMs, and how can they help your organization?
How CRMs can support better quality relationships with your
community, in a way that is aligned with your organizational goals
and purpose.
How to choose a CRM that works best for you.
8. 1:1 Marketing
There has been a sea change in the way we market and promote,
through the use of online tools
Specifically, the rise of 1:1 marketing
1:1 marketing is a customer relationship strategy that uses
personalization and customer insights to build stronger
relationships and foster increased loyalty
Critical to have a digital engagement strategy
Leading organizations use CRMs as part of a modern data-focused
organization, along with a digital ecology of:
o Marketing automation (emails, newsletters)
o E-commerce (art sales, ticketing)
o Donor/Customer stewardship
o Donor/Customer segmentation
9. 1:1 in the Digital Age
While Dunbar’s number of 150 is somewhat of a fallacy, there is a
real issue in keeping track organizationally of several hundred
people
The challenge is knowing about your supporters in a way that is
meaningful
If you have someone donate one time then Excel is great.
o But what if they were a subscriber last year, but not this year,
and they gave $100 this year but $500 last year? Why is that
happening and how do you even know? What if they like certain
types of shows and not others? Would you want to know that?
o What about if they bought more than one piece of art in the
past and you have a new one to offer?
o And doesn’t everyone want to be known and seen? How do you
do that as an organization?
10. If you go back to the 19th century, we all lived in small villages and your
reputation was built on the promises you made and kept, and if you did
that well, you had a business forever. I believe [digital] media is changing
the way we work, play and communicate making the world a small village
once again.
Your relationships are critical to your success and [digital engagement] is
an amazing way to cultivate those relationships. People buy from people
they like, know and trust.
Jon Ferrara, CEO of Nimble, Co-founder of
Goldmine
https://blog.olark.com/history-of-crm-software
“
11. Enter CRMs…
It is an embodiment of the 1:1 philosophy
CRM stands for Customer Relationship Manager
o Read Customer as “audience member”, “client”, “supporter” etc
13. Rise of CRMs
In the 1980s, Sales people were tracking leads and forecasting
sales with paper, spreadsheets, DayTimers and Rolodexes.
The first CRMs were ACT! in 1987 and then Goldmine in 1989.
They tracked contacts and what they had purchased.
In 1993, Siebel Systems began as a sales force automation (SFA)
software company. Siebel Systems was named Fortune magazine’s
fastest-growing company, and was acquired by Oracle in 2006.
In 1999, former Oracle executive Marc Benioff and a team of
software developers founded SalesForce, which is now the largest
CRM in the marketplace.
Since then, the landscape has exploded. There are 1000s of
different CRM solutions for all different sectors.
14. Why would CRMs help my org?
Make people
happier with
you long term
Increase
revenue
Deeper
conversations
Automate
Everyday Tasks
Collaboration
Better Data
and Reporting
Cost Savings
16. Downsides to a CRM
It can be a lot of work to figure out what kind of CRM will work for
you. What should you be tracking?
What you track might not be what is relevant to your constituents.
It takes strong leadership and a committed staff to be able to
implement and work with a CRM
The Total Cost of Ownership can be high if you choose poorly
Data management, privacy and security become real issues
Training is ongoing and constant
It requires a technical aptitude and attitude. People need to buy in
that it will help
18. How CRMs can support better
quality relationships with your
community.
19. What can CRMs do in the arts?
Ticketing
o Selling and tracking tickets to shows
o Subscriptions
Sales
o Selling art
Membership
o Tracking members
o Tracking supporters
o Tracking clients, dealers
Events
o Invite to Shows, fundraisers, AGMs
o Managing and assigning volunteers
Fundraising
o Donor stewardship
o Tracking households
Marketing/Promotion
o Send E mail blasts
o Send Last minute offers
Finances
o Integrate with finance systems like
Quickbooks
o Provide donation receipts
20. “We are a performing arts organization that
produces 4-6 shows a year and currently send
an email newsletter and use Brown Paper
Tickets for tickets. We’re looking for a more
integrated approach to how we can handle
this.”
“
21. Small Performing Arts Org
Let’s imagine that you think
getting more people to your
shows is a key reason for
you to invest in a CRM
Let’s think about how
people come to your shows
22. Subscribe
/volunteer
Buys the
ticket!
Able to afford it
and able to go
(confidence)
Decides to go to a show
Hears about a show and is
motivated to try
Gets informed about a show
Just heard of your theatre company
Digital Engagement Pyramid
A
b
a
n
d
o
n
23. Subscribe
/volunteer
Buys the
ticket!
Able to afford it
and able to go
(confidence)
Decides to go to a show
Hears about a show and is
motivated to try
Gets informed about a show
Just heard of your theatre company
CRM Opportunities
Manage Volunteers, special offers, donation
Purchase Tickets
Send reviews via email, special
invite
Website integration, coupons
Social media, reviews
Email blast, email invite
Email blast, social
media
24. CRM FrameworkAnne
buys a
ticket
online
from the
CRM
Email
show
reminder
goes out
Her info is
stored in
the CRM
She is
checked
in at show
on mobile
She likes
the show
on Social
Media
Staff thank
her on FB
for the like.
Her profile
is updated.
Anne buys
another ticket.
Box office
updates CRM
Staff send an email
to everyone that
liked that previous
show (a Segment)
telling them about
a pre-show for the
new show.
At event,
Donor/Development
Manager says hi and
introduces
themselves. Anne
decides to donate at
the event.
25. CRM Framework
Donor
campaign
launches,
CRM targets
Anne’s
segment.
Anne
signs up
for the
season.
They have a
great convo
and Anne
shows up at
the next AGM
Donor
manager
says hello at
event and
thanks her.
Anne gets a call from a
board member thanking
her. They know how
much she has donated.
She has been ID’d in the
CRM as a high-value
member.
Next season,
email with
special offer
goes out
Anne gives
generously on
mobile this year.
CRM updated
Anne decides to
join the board.
29. Are you ready?
Do you keep your members in an Excel spreadsheet?
Do you know what’s important to your constituents?
How do you communicate with them?
Are your staff ready for real, system-wide change?
If your box office manager left, would you be hooped? (I mean you
would be, but would all the knowledge walk out the door?)
Does your staff take to training? Would they follow rules easily?
31. Criteria
Functionality Will it do what you need?
Product Maturity How long has it been in use? How many customers?
Process Automation Does it have tools to help manage workflows, emails, etc?
Reporting Will it provide you with the right data for decisions?
Customization Can you customize for your org?
Extensibility Does it play well with others? Gmail, Mailchimp, etc
Available Expertise Who can help us that might be local or volunteer?
Self Hosted / Cloud? Where is the data? Who maintains the system?
Support Technical support is key. 24/7? Email only or phone?
Pricing What’s their pricing? Total Cost of Ownership?
34. Gold standard for orgs >$2M
• Super flexible and robust
• Keep up to commercial expectations – like
what ticketmaster offers
• Safeguards privacy and data
• Very easily administer seasons
• Consortium happy with it
• Development view is member-driven
• Member run - use it to develop - biz model
– BC based Theatre company
https://www.tessituranetwork.com/
• Database that handles ticketing,
fundraising, memberships, customer
relationship management, and more for
arts and entertainment
• $ needed to do implementation, training
$150k, 25k-50k yr
• Non-profit structure, built by Met Opera
and partners
• Has a consortium model (can get group
to buy a license)
35. Features
• Pricing based on per ticket
so no monthly or annual $
• Arts People (formerly Ticket Turtle)
is a cloud-based ticketing,
fundraising, CRM & patron data
management system developed
exclusively for the performing arts.
• Patrons may purchase tickets,
subscriptions, passes, gift certificates,
memberships, classes & passes online or
from your box office.
• Highly flexible pricing & database tools
integrate with ticketing for marketing,
reporting, mailings. Priced for non-profits.
https://www.arts-people.com
• “Good system but ticketing needs
work”
– Local Vancouver Dance Company
36. • “Theatre Manager provides all the
necessary controls to track
patrons, sell and print tickets,
record and manage donations,
volunteers, build & maintain
mailing lists, and assist with most
of the administrative tasks that
you will ever do.”
https://www.artsman.com/
• Not fantastic as a CRM, but good as a
database and ticket system
• Donor - segmentation - little bit of finessing
• Giving capacity - patron category -
prospects, cultivation
• Self-hosted with database on our own
servers
• Good underlying base system
• used for ticket purchases
• Mail chimp for the construction
• Yearly license - $3k + initial setup
• Good support and quick turnaround
• Box office, development and front-of-house
• Training is quick
– Audience Services Manager, Theatre
Company in BC
39. PatronManager
https://patronmanager.com/
PatronManager is built on the Salesforce platform - has lots of great features, but they've got more
pricey, and really now is only worth the money if you run your own theatre or museum with a busy box
office and a robust subscription/membership program. Arts Consultant
40. Final advice from Not-for-profits
Ask yourself “What do I hate doing?” and find out how to do that
with your CRM.
Be careful what consultant you hire - a good consultant can be
incredibly helpful, a bad consultant can really set you back
Getting your CRM set up with all your different processes will likely
take much longer than you think, especially if you need
customization.
Free usually isn’t free
Learn the system!
Everyone has to be on board to make it work
From a recent Toronto Net Tuesday, the full video is
available on this YouTube channel.
This session will help you understand the basics of CRM (Customer Relationship Management) technology. What are CRMs, and how can they help your organization? How can a CRM allow your work to be organized and leveraged over time to create efficiencies and help you stay connected to your audience? We will walk through how CRMs can support email lists and newsletters to allow for better quality relationships with your community, in a way that is aligned with your organizational goals and purpose. We’ll also go through how to choose a CRM that works best for you.
1) Make people happier with you long term
The more you know, and remember, about clients (or customers) the more your clients know you care about them. This enables you to forge a much stronger connection and a deeper relationship with your clients.
2) Increase revenue
Once everyone learns, and uses, the CRM productivity increases, sales cycles decrease, you have the ability to provide additional shows or products to constituents. You leave less $ on the table.
3) Deeper conversations
Knowing more, and remembering more, about people means you can build on your previous conversations. Imagine the difference between, “Are you a subscriber” vs “How did you enjoy the show last week?”
4) Automate Everyday Tasks
Best part is you can automate every tasks, like membership renewal notices, show reminders, donation asks, etc.
5) Collaboration
You have different depts. They can all load and review (with the proper permissions) the info. Development, Box Office, Programming, etc.
6) Better Data and Reporting
Learning what Key performance indicators and then being able to generate them on whatever basis you want means that you are making decisions based on knowledge, not guesses. Data becomes knowledge to make a decision.
7) Cost Savings
Done well, a CRM saves you money in the long term. Short term, you will pay for set up and training, but you will save in reduced staff time administering and more time solving problems for your constituents.
1. Begin with box office data
As soon as a customer is added to your database, that’s when your CRM strategy kicks in. Whether they buy online, over the phone or at the box office, you should have the correct online mechanisms and the staff training in place to capture customer information. It’s not possible to over-emphasize this point.
At the same time your box office and marketing team should be working on building a database of contactable people for those who either haven’t given you their email address or haven’t given you permission. In both cases it’s about reminding people that you want to send them interesting information that you think they’ll like when dealing with customers over the counter, over the phone and online. For example, your box office system should highlight to box office staff the customers who haven’t provided an email address that when they call you up, you can talk ask them for an email.
2. Work out of a single database across the whole organisation
Having a single database of customer records for your whole organisation is essential for having a full picture of your customers. A good database will allow you to see how a customer has interacted with your organization across every touchpoint, from clicking on a particular link in an email, to seeing how they’re connected to major donors. Having this ‘single customer view’ allows you to build a complex picture of your customers.
What’s important about this kind of single database, is that you can make decisions based on the value of the data. It’s easier to manage timed communications and avoid overlaps or miscommunication. For example, it avoids targeting some of the potential high level donors in your database with a subscription campaign instead of a donation ask which could be far more valuable. A single customer database therefore not only requires a good system but a solid organisational strategy to use it wisely.
3. Make data-driven decisions
You know you have a rock solid CRM strategy when you always measure the success of your marketing, sales and fundraising activities, feeding back the results into your future activities. Essentially, it’s a cycle that looks a little bit like this (thanks to Katy Raines at Indigo Ltd for introducing us to this):
Be customer centric
CRM considers the customer experience holistically, from their first interaction with your venue, to being inside the building. When a customer gives you their email address, do you start sending blanket ‘what’s on’ emails on a weekly basis and a season brochure? Or do you send a friendly welcome email that tells them a bit more about your venue and what you do?
Embed digital tools
Basket abandonment happens. Whether you’re a small rural theatre or a large urban Theatre, potential customers will change their mind about booking something or forget their good intentions to come back later all the time. But the difference between good CRM and plain old bad CRM is how you handle it.
4. Choose good technology that encourages speed and agility
Good CRM needs good technology to automate personalised service and make activities like segmenting your customer data much faster and easier. CRM is reactive, so speed and agility are super important. The technology you depend on for your box office, marketing and fundraising operations should be spurring on innovative CRM techniques in your organisation – not holding you back.
7. Strike while the iron is hot
Finally, it’s a lot cheaper getting an existing customer to come back than trying to get a whole new one. An existing customer is already aware of what you have to offer, so convincing them to take a look at your program and buy a ticket doesn’t cost as much as convincing an uninitiated stranger on the street. You should also already have some data on them that allows you to market to them more effectively.
https://www.techsoupcanada.ca/en/community/blog/how-to-select-a-crm-for-your-nonprofit-organization
Criteria
Functionality
Will it do what you need?
Product Maturity
How long has it been in use? How many customers?
Process Automation
Does it have tools to help manage workflows, emails, etc?
Reporting
Will it provide you with the right data for decisions?
Customization
Can you customize for your org?
Extensibility
Does it play well with others? Gmail, Mailchimp, etc
Available Expertise
Who can help us that might be local or volunteer?
Self Hosted / Cloud?
Where is the data? Who maintains the system?
Support
Technical support is key. 24/7? Email only or phone?
Pricing
What’s their pricing? Total Cost of Ownership?
Criteria
Functionality
Will it do what you need?
Product Maturity
How long has it been in use? How many customers?
Process Automation
Does it have tools to help manage workflows, emails, etc?
Reporting
Will it provide you with the right data for decisions?
Customization
Can you customize for your org?
Extensibility
Does it play well with others? Gmail, Mailchimp, etc
Available Expertise
Who can help us that might be local or volunteer?
Self Hosted / Cloud?
Where is the data? Who maintains the system?
Support
Technical support is key. 24/7? Email only or phone?
Pricing
What’s their pricing? Total Cost of Ownership?
Advice from nonprofits
At a recent Toronto Net Tuesday, nonprofits shared their successes and challenges with CRM (the full video is available on our YouTube channel). Here is some of there advice:Ask yourself “What do I hate doing?” and find out how to do that with your CRM.
CRM systems often have way more features than you are aware of, and it can be overwhelming to think of learning them all. Focus on your least favourite tasks (for example counting volunteer hours) and figure out how to set up your system to do it for you.Be careful what consultant you hire - a good consultant can be incredibly helpful, a bad consultant can really set you back
Choosing a consultant can be intimidating, so if possible get advice from nonprofits who have done similar work or from board members, volunteers or friends who know more about technology. As well, make sure your consultant is good at explaining what they are doing in plain English and that they will take the time to train you and your staff so you won’t be dependent on them once the project is done.Getting your CRM set up with all your different processes will likely take much longer than you think, especially if you need customization.
Prioritize the functionality you want and then map out when you might realistically be able to get it done. One organization that wanted a significant amount of customization had to change their expectations and revise their schedule from one month to two years! Part of the reason for this is any technology change will be accompanied by changes from a people and process perspective as well.Free usually isn’t free
You will likely need staff, volunteer and/or consultant time to set up the system and adapt it to your organization’s needs. Also consider what the costs would be of getting help if there is a problem with your system, or making further changes in the future.Learn the system!
Don’t assume that you can instantly adopt it in your organization without training. This might seem boring and technical, but think of it as an opportunity to get excited about all the things your system can do for you.
Everyone has to be on board to make it work