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The document discusses how United Way of Greater Cincinnati is working to improve customer engagement and expansion through a focus on people, process, and technology. It outlines research findings showing a need to change how the organization relates to donors and redefine the donor experience using customer relationship management capabilities. United Way of Greater Cincinnati is developing a strategy and focus areas to strengthen relationships with customers and reverse trends of donation deterioration and relevance erosion.

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Getting Serious About Relationship Building: People, Process, & Technology May 17, 2007 Staff Leaders Conference Pittsburgh, PA
The Critical Mix People 50% Process Technology 30% 20% 2
Agenda & Objectives • People – how you can begin the shift to relationship orientation • Process – identify critical business processes that touch customers or constituents • Technology – learn about the selection of CRM system to support United Ways 3
Speakers Tim Deuitch Rob Reifsnyder Vice President President United Way of Greater Twin Cities United Way of Greater Cincinnati Sherrie Brach Bart Goldenberg Chief Executive Officer President United Way of Greater Richmond & ISM Inc. Petersburg 4
National Professional Council Relationship Management Taskforce TASKFORCE CHARGE • Collect and prioritize the business requirements • Select a system or systems to accelerate the implementation of a robust relationship management approach across the United Way system that supports cross-geographic relationships. 5
Taskforce Members Connie Hodges, Jacksonville (Chair) Nancy Jernigan, Cape Girardeau (Co-chair) David Balch, Austin Rob Reifsnyder, Cincinnati Juan Botello, Denver Sandra Rupp, Ann Arbor Sherrie Brach, Richmond Mark Walker, San Jose Mike Brennan, Detroit Merl Waschler, Phoenix Carol Burger, Jackson Carl Zapora, Everett Dan Duncan, Tucson Cynthia Round, UWA Scott Ferguson, Utica Michael Schreiber, UWA Diane Hummon, Minneapolis Mary Kay Leonard, UWA Nancy Powers, Boston Jim Yu, UWA 6
Super Users Group (SUG) Sherrie Brach, Richmond, VA (Executive Sponsor) EXECUTIVE COMMUNITY IMPACT FINANCE Merl Waschler, Phoenix, AZ Anita Moller, Utica, NY Juan Botello, Denver, CO Laura Meloy, Richmond, VA Armando Rayo, Austin, TX RESOURCE DEVELOPMENT Charles Wright, Cincinnati, OH Anne Neeson, Houston, TX OPERATIONS, PROCESSING, & IT LaVonne Douville, Tucson, AZ Chris Martin, Cincinnati, OH Mark Tolley, San Jose, CA Cliff Grimes, Charlotte, NC Lori Rowley, Richmond, VA Deb Bratkovich, Ann Arbor, MI MARKETING Cesar Ricardo, Jacksonville, FL Jeff Fish, San Francisco, CA Andy Goldman-Gray, Greater Twin Cities Michael Pinck, UWA Kathy Parker, UWA Gail Harris, Richmond, VA Nataly Larrabee, Charlotte, NC Linda Malloy, Jacksonville, FL Sandy Clifford, Greater Twin Cities Maro Casparian, Denver, CO Marcia Mintz, Phoenix, AZ Rebecca Lindgren, Phoenix, AZ Myra Smith, Richmond, VA Rana Smith, Dallas, TX Susan Jacobson, San Francisco, CA John Kuropchak, UWA 7
Thank You!
Getting Serious About Relationship Building People Process Technology May 17, 2007
The Critical Mix People 50% Process Technology 30% 20% 10
People On change: –Will change –Can’t change –Will not change 11
Relationship Oriented Culture Defining the culture and outputs: What it is: What it is not: • Knowing donor motivations and • Being friends needs • Senseless data capture • Donor values your contact - and returns your calls • A discussion only about you • The capture of information that • “Ground Hog Day” matters to the donor • A low value transaction • Donor sees you as a partner • A progression of loyalty and growth in commitment 12
Counselor Process The Challenge of Supporting: The Zone of Indifference 13
People: Relationship Culture Behavioral attributes: External staff Essential to building trust and growing commitment: Attributes: People person, enjoyable to be with, natural interviewer Capacity: Can be with donors, assigned to donor interface roles Focus: Proven ability to move conversation to action and resolution Elements that can impede progress and execution: Attributes: Task focused, process thinker, favors hard details vs. soft skills Capacity: Role that can’t change, limited donor interface responsibilities Focus: Satisfied with current. Not energized by opportunity. Compliant. 14
People: Relationship Culture Intent Commitment Execution 15
People: Relationship Culture Intent: Establish “Why” and move to “What” Examine your environment The market is …… Articulate your philosophy So our business is …. Set strategic priorities Our approach will be …. Link to production And the result will be …. 16
People: Relationship Culture Intent: Closer look Examine your environment: Know the charitable market: Market share Status of our donor base Tangible knowledge of donor options and expectations Generational requirements Perceptions of donors 17
Other Education Attributes that become more Religion Other HHS Donor Survey Findings important as total charitable United Way (for Leadership Donors) contribution increases: • Support religion Total Charitable Contribution 100% • Support school • Attributes that become less 80% important as total charitable contribution increases: 60% • Broad Based 40% • Personal Involvement 20% 0% 1K-5K 5K-10K 10K-100K 100K-1M 18
People: Relationship Culture Intent: Closer look Articulate your philosophy: Illustrate the gap between your current and desired space… an example: We currently struggle to achieve even incremental progress in both fund raising and in addressing our most critical issues. We are valued and important but are not advancing. To achieve our impact agenda and to foster and maintain financial commitment, our donors and prospects must see UW as both an answer for the issues most critical to our community, and as an important partner in their philanthropy. 19
People: Relationship Culture Intent: Closer look Set strategic priorities Determine your economic drivers – where success means greatest return. Weave Impact agenda into place, and match to donor interests. Segment the marketplace and communicate accordingly. 20
“Good to Great” : Hedgehog Concept What you are What you can deeply passionate be the best in about the world at What drives your economic engine 21
People: Relationship Culture Intent: Closer look Link to production Changes only matter if they’re successful – amplify success and lessons learned Make progress public internally and externally Link meaningful compensation and recognition to attainment of targets 22
Organizational Metrics Measures 1. Grow Achieve 2007 budget target of $98.0 million: Revenue $87.8 million campaign & $10.2 million SB6 and Dollars Under Management Gateway ($1,000-2,499): 74% retained or grown (same as 2006) 2. Donor Cornerstone ($10-25k): 87% retained or grown (increase by 2%) Retention Corporate gifts (any size): 80% retained or grown (increase 1%) Administrative Cost Ratio: 11.6% 10.6% (w/Success By 6) 3. Financial Return on Investment: $13.46 $14.48 (w/Success By 6) Management 4. Diversity & Grow staff of color in the organization, and reduce turnover rate by 4% Inclusiveness Increase number of volunteers of color to reflect the communities we serve 5. Community Success By 6 Impact Indicators Maintain 3,000 children at 92% age-appropriate level – test all 5 year olds. Health and Independence: 7,500 children in underserved populations engage in healthy behaviors Basic Needs: 7,500 households will increase economic self sufficiency 23
People: Relationship Culture Lessons Learned: Confront brutal facts Intent Continuously answer ‘why’ Address unhelpful paradigms 3rd party help and Champions a must CommitmentExecution 24
People: Relationship Culture Commitment: From What into How Leadership leads The way we’ll operate is…. Staff are empowered Tell us what you need…. Volunteers as Champions Assets are fully utilized by.… 25
People: Relationship Culture Commitment: Closer look Leadership walks the talk: Behavior and role changes affirmed. Job changes supported and HR ramifications & paradigms addressed Budget latitude established 26
People: Relationship Culture Commitment: Closer look Staff empowered to succeed: Behavior and role changes understood and accepted Job and alignment changes established and HR ramifications addressed Timeline understood – and public progress reports accepted Reward/recognition system is motivating and meaningful 27
People: Relationship Culture Commitment: Closer look Volunteers primed as champions: Know interests – and obtain input on change elements Reconcile Cabinet and other roles as needed Job and alignment changes established Timeline understood – and public progress reports considered meaningful 28
Lake County IL UW Used Board members to visit leadership donors believed to be indifferent to UW Result: Donors were receptive, and enjoyed being called for their advice and opinion. Bonus: Board is energized and eager to call on donors – the effort has increased participation at events by both the donors visited and the Board members. 29
People: Relationship Culture Lessons Learned: HR partnership! Change takes time Intent Communicate!!! Empower staff 3rd party help and Champions a must CommitmentExecution 30
People: Relationship Culture Execution: All about how Alignment for results Our roles maximize production Skill sets in place We know how to build commitment Metrics to guide work We know exactly what to focus on Technical support We have the tools we need 31
People: Relationship Culture Execution: Closer look Alignment to drive new paradigms: Staff and volunteer roles & resources allow for year-round presence with donors. Internal staff armed to create external strength. Impact agenda easy to illustrate and Subject Matter Experts ready to help. Work flows established to illustrate next steps and progress. 32
People: Relationship Culture Execution: Closer look Skill sets to gain trust and commitment: Consultative Selling training received by all external staff. Coaching obtained to assist with roll out and transformation. Work flows in place to maximize new behaviors and paradigms. Recognition/Incentives in place to motivate performance. “For our purposes, we will define a habit as the intersection of knowledge, skills, and desire.” Stephen Covey 33
Counselor Process The Counselor Shift 34
I don't know if I practiced more than anybody, but I sure practiced enough. I still wonder if somebody - somewhere - was practicing more than me. Larry Bird 35
People: Relationship Culture Execution: Closer look Metrics to guide behaviors: Stated and publicly documented donor/prospect visit and timing requirements. Regular capture and communication of sales funnel progression and solicitation. Volunteers fully embrace commitment and track progress. 36
People: Relationship Culture Execution: Closer look Technical support: Laptops, cell phones, DSL and other tools in place. User friendly CRM system to capture donor data and sales process progression. Public dashboards that illustrate progress and awareness ‘Point & Click’ information capture – drop down menus Capable and committed IT support 37
People: Relationship Culture Lessons Learned: Keep it simple/clear Intent Leadership present No wrap arounds Scoreboard critical Coaching & Practice 3rd party help and CommitmentExecution Champions a must 38
Thank You!
The Critical Mix People 50% Process Technology 30% 20% 40
Prioritizing United Way Business Requirements • 7 site visits • 2 webinars with over 700 attendees • Meetings with NPC & Major Market United Ways • Conducted CRM survey with Metro 1 to 4 United Ways (450+ responses across multiple functional areas) 41
Site Visits • San Jose, CA • Austin, TX • Phoenix, AZ • Dallas, TX • Tucson, AZ • Jacksonville, FL • Richmond, VA • Cincinnati, OH 42
Process: A particular course of action intended to achieve a result Business Process: A collection of related, structured activities-- a chain of events--that produce a specific service or product for a particular customer or customers. 43
Prioritized United Way Business Processes • Constituent relationship & communication (reducing churn) • Customer profiles • Major gifts planning & management • Customer service • Community investment/initiatives • National account management 44
Table Exercise 10 Minute Table Discussion: Which of the prioritized business processes would you tackle first at your United Way? Why? Sherrie Brach May 17, 2007 Staff Leaders Conference Pittsburgh, PA 45
Thank You!
CRM and UWGC: Cincinnati’s Efforts in Customer Engagement & Expansion Presentation To: 2007 United Way Staff Leaders Conference May 17, 2007
United Way of Greater Cincinnati: At a Glance • Traditionally Strong and Relatively Traditional UW • Evolution to Greater Community Impact in 1990’s • 2001: Beginning of Bold Redesign to Greater Community Impact – 2002 Vision 2010 – 2004 The State of the Community Report – 2005 The Agenda for Community Impact – 2006 The Call for Investment • 2006: Key Board Discussions Regarding Our Customers – Market Research – Donor Loss – How to Engage and Expand Our Customers/Donors • 2007: Customer Engagement & Expansion Planning Begun 48
Customer Engagement & Expansion Plan Presentation Overview Data Conclusions • Relevance Strategy erosion • Change how we relate Focus Areas • Donation • Redefine the deterioration • Change donor Picture of the organization’s experience • Operations and Future culture process • Develop Customer • Databases • Customer Relationship engagement Management • Segmentation capability • Culture • Assess/begin improving • 2007/2008 required activity operations/ processes 49
Data 2006 Research Findings Price Not getting fair share of donations from Affluents or ACIs Share and source “Being asked” is critical, yet 40% are not of individual contributions Religious giving dominates locally Place Sole distribution channel waning Channels B-to-B campaign model inaccessible to many potential donors Product Still perceived as a raiser and distributor of donations; significant, What UW does widening gap between importance of the benefits of giving and UW’s ability to deliver them Promotion Current share-of-voice not competitive Segmentation differences not being leveraged/accommodated Awareness, share of voice, Perceptual measurements declining: trust, results-oriented, perceptions, convenience, etc. brand strength, and Emotional detachment and weakening brand signaled by low level recommendations of recommendation 50
Data 2006 Research Findings National and local UW relevance has eroded. • UW is not perceived as a key community builder. – Only 48% of respondents to the 2005-2006 public opinion poll believe UW brings the community together for pressing problems • UW lacks a personal relationship with its consumers. – Is dependent on a corporate campaign; business-to-business approach – Corporate philanthropic environment changing – Not keeping pace with economic growth 51
Data 2006 Research Findings # Annual Campaign Donors 244,771 241,227 250,000 212,907 209,137 214,907 200,000 188,074 174,209 155,235 150,000 129,045 100,000 50,000 0 1973 1977 1981 1985 1989 1993 1997 2001 2005 52
What We’re Trying to Do Change how we relate with our customers – Engage more effectively with current customers and channels – Identify new/potential customers and channels – Prepare for direct-to-donor marketing/communications Change organization’s approach/culture – Processes – Infrastructure – Job functions 53
Here’s Where We Are Strategy – Redefine Donor Experience Plan Development Work • Hired business process and engagement consultant • Identified business process/operations for improvement • Reviewed and identified data needs, constructing data ‘wish list’ • Identified need for culture change and steps to accelerate change • Attended customer engagement ‘best practices’ meeting with 12 other United Ways • Trained Resource Development staff in Consultative Selling donor- interaction model 54
Here’s Where We Are Strategy – Redefine Donor Experience Plan Development Work - continued • Participating in United Way of America Customer Relations Management Task Force • Attended UWA Brand Forum, gaining new insights on segmentation and engagement strategies • Identified three segments for pilots • Have begun meetings with local companies to explore their customer engagement models 55
Here’s Where We Are Focus Areas EFFECTIVE FOUNDATION Business Process Improvement New/Re-directed Resources Measurement & Accountability 1. Operations & Process 2. Databases 3. Segmentation 4. Culture 56
Focus Area #1 Operations & Process Performed a Start/Stop & More/Less Assessment • Identified approximately 65 Customer Engagement & Expansion processes to stop, start, do more of, do less of • Ranked each process for ease and impact of change • Selected five processes across functional areas to improve • Developed current state, future state, preliminary action plan for each Next Steps • Concentrate on “stop do’s” • Identify 3-5 more processes to improve • Evaluate 2007 progress 57
Focus Area #1 Operations & Process Five Critical Processes: 1. Thank all donors 2. Ensure database access and use by all employees 3. Track and use volunteer placement data 4. Ensure key messages understood and used by all employees 5. Address Leadership Team composition, format, purpose, and outcomes 58
Focus Area #2 Data • Completed identification and review of potential data elements captured for existing donors. • Identified 25 data elements for a wish list for all donors. • Agreed on 13 elements as data target to capture for all donor profiles • Created donor bio profile screen. • Trained all staff, starting with Executive Team, in use of Andar. 59
Focus Area #2 Data 13 Critical Data Elements to be Captured for All Donor Profiles 2. Complete and correct name 3. Spouse/partner name 4. Salutation 5. Home address 6. Home phone 7. Main email 8. Employment history with title 9. Work phone 10. UWGC relationship manager & other contacts 11. Donor contact tracking 12. Giving history 13. Interests – Linked to Agenda and UWGC work 14. UWGC volunteer activities 60
Focus Area #3 Segmentation What is segmentation? • A process that divides a market into smaller clusters based on similar characteristics • Objective: • Focus on segments that have the greatest potential and strategic impact • Develop offerings and target marketing efforts to meet a segment’s needs more effectively 61
Focus Area #3 Segmentation . • Identified pilot segments that are findable and reachable • Selected 3 segments for expansion or retention • Emerging Leaders • High-potential Small Business CEOs • Pre-retirees • Defined success criteria and metrics • Acknowledged that the key outcome from the pilots will be learnings to help future segmentation efforts 62
Focus Area #4 Culture Philosophy • Customer engagement & expansion are everyone’s responsibility Expectations Framework • Cultural change is demonstrated by behavior change • Behavioral expectations have been identified for the five process changes and the one data change • Behavioral expectations are framed from the perspective of the Board, Executive Team, Leadership Team, and all United Way staff • Implement metrics and reward/recognition system • Reinforce key internal messages and success through consistent internal communication and advocacy 63
Focus Area 2007 – 2008 Activities/Next Steps 24-Month Implementation Plan Jan 07 Jan 08 Jan 09 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Operations/Process          Data         Culture     Communications/Marketing (Initiate Direct to Donor Efforts) Segmentation Pilots       Technology*       * Depends on progress of UWA and NPC Task Force 64
Focus Area 2007 – 2008 Investment Requirements 2007 2008 Operational Investment Operational Investment Recommendation Impact Requirement Impact Requirement Operations/Process Data Organization/Culture Communications/Marketing Technology KEY Operational Impact Investment Requirement Minimal Moderate Significant <$15K $15K-$75K >$75K 65
What We Hope to Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Who they are, • Personal • Known and • Spend more time where they live, interaction that is appreciated by engaged with UWGC where they work timely and UWGC • Donate more • What they care motivating • Important to the financial gifts about and their • Targeted and causes they care • Offer more personal interest in our relevant about time to volunteer Donors agenda communications • In control of the • Advocate UWGC • Their capacity, that reflect our impact they are throughout their affinity and understanding of making community propensity to them give to UWGC • Products and • Communication services that preferences meet their personal interests 66
What We Hope to Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Corporate • Like a partner of • Increase their • Their business interaction that is campaign pledge UWGC and how they timely and • Important to the • Encourage other give back to the motivating companies in the campaign community • Targeted and • Appreciated by community to • Who their relevant participate Companies both UWGC and employees are, communications • Be willing to share their staff where they live, that reflect our • In control of the employee data with where they work understanding of UWGC impact they are • Their campaign them • Encourage more making preferences and • Employee volunteerism with desires interaction that is their employees respectful and appropriate 67
What We Hope to Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Their purpose • Timely distribution • Significant to • Offer more support to and their of funds UWGC UWGC agenda • Relevant • In control of the • Share more data on • Who volunteers interaction and impact they are their donors and Agencies and who gives communication making volunteers them donations • More money and • Like a partner of • Advocate UWGC • How they fit in more volunteers UWGC throughout their the “big picture” sphere of influence at UWGC • Share program information and research 68
What We Hope to Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners Other • Their unique • Programs and • Understood and • Become advocates of Non- challenges, initiatives that are supported by UWGC Traditional issues and relevant to them UWGC • Share information Partners priorities • Messaging that is • Important and and research • What their meaningful and appreciated • Encourage (e.g., School districts, Departments of needs are motivating • Like a partner of participation and Human Services, Libraries, Housing and how our • Respectful, UWGC engagement to Authorities, etc.) benefits empathetic • Responsibility for others within their match those interaction some of the sphere needs • Impact credit for success • Work with UWGC to • Our shared set mutual concerns on expectations issues needing to be addressed 69
This is Clearly A Work in Progress! Thank You. 70
Thank You!
UW NPC CRM Software Selection Barton Goldenberg, ISM May 2007
The Critical Mix People 50% Process Technology 30% 20% 73
Top-Down Methodology CRM CRM Customer Partner CRM Burning C Input Strategy R Issues Recommendations M CRM People CRM S CRM Strategy Program T Issues Approach R Observations A CRM T CRM VISION CRM VISION CRM E Process High Level G Issues Business Case Y CRM CRM Technology Competitive Issues Issues 74
Bottom-Up Methodology Phase 1: Requirements Analysis 1. Brainstorming session 1. Kick-off Meeting/Launch Communications Plan 7. Needs Analysis Questionnaires 2. Business Process Assessment 8. Business Functional Prioritization 3. Technical Baseline Review 9. Technical Platform Review/Gap Analysis 4. Field & Customer-Facing Personnel Visits 10. Interim Report Meeting 5. CRM University 11. Organizational Readiness Assessment Phase 2: Software/Implementation Partner Selection 12. Either Develop RFP or System Specification 13. RFP Review Ongoing business 14. Demonstration of Supplier Capabilities 15. Selection of Suppliers and Partners process, change Phase 3: Project Implementation management & 16. CRM Business Case technical 17. Implementation – Project Management enhancements 18. Systems Assurance/Customer Satisfaction 75
Getting To Vision Iteration 1 Iteration 2 Iteration 3 Iteration X Operational 80% 60% 40% 20% Issues Executive 60% 20% 40% 80% Vision 76
Accomplishments Site Visits September ‘06 – May ‘07 Technology Platform Survey November ‘06 Learning Sessions (Webinars) Fall ‘06 CRM U & Brainstorming Session October ‘06 PPT Workshops November ‘06 Requirements Document December ‘06 Needs Analysis Survey February ‘07 Prioritized Functions & Processes February ‘07 CRM Interim Report March ‘07 RFP to Vendors April ‘07 Review of RFP Responses April ‘07 Vendor Demonstrations May ‘07 Vendor Selection May ‘07 77
Site Visits • San Jose, CA • UWA • Phoenix, AZ • Dallas, TX • Tucson, AZ • Austin, TX • Richmond, VA • Jacksonville, FL • Cincinnati, OH 78
Business Function Prioritization CRM Function CFP Rank MGR Rank Account Management 1 1 Contact Management 2 2 Customer Service 3 3 Knowledge Management 4 4 Business Analytics & Reporting 5 5 Opportunity Management 6 8 Project Management 7 13 Marketing 8 14 Community Impact Management 9 11 Volunteer Management 10 9 E-business 11 6 Lead Management 12 7 Time Management 13 12 Events Management 14 10 Contract Management 15 15 Managing Relationships Across Geographies 16 16 79
Process Prioritization CFP MGR Exec Process Name Description Rank Rank Rank Constituent relationship & The process of cultivating and managing 1 2 1 communication (reducing constituent relationships taking into account churn) constituent preferences and value to United Way. Customer profiles Process for tracking and accessing all of the 2 1 2 interactions with constituents to have a complete view of our relationships with key individuals. Major gifts planning & Process for cultivating and managing this donor 3 3 3 management segment to maximize impact. Customer service The process used to manage the lifecycle for 4 4 4 resolving constituent issues. Community Process for managing these projects to ensure 5 5 5 investment/initiatives efficient use of resources for maximum community benefit and impact. National account Process that defines how all levels of a national 6 6 6 management account are managed across United Way. Accounts for local preferences and national and corporate requirements – both United Way and the account. 80
Vendor Selection • Based on ISM experience + UW relationships • Sent RFPs to 13 vendors • Received RFP responses from 10 vendors • UW cross-functional team reviewed/scored RFPs - business functionality - technical features • Selected the 3 finalists with highest scores 81
Vendor List for RFP • Access International (MS-CRM) • ADP (NetSuite) • Datamatics (Siebel) • Helix • Infinity (Sales Logix) • Infor • Invoke Systems (MS-CRM) • OnContact • Pivotal • Salesforce.com 82
Vendor Finalists • Datamatics (Siebel) • Invoke Systems (MS-CRM) • Pivotal 83
Vendor Demos • Vendor demonstrations to SUG • Standard format – scripted approach - Business functions - Technical functions • Review and scoring by SUG • SUG selected winning vendors 84
Understanding CRM Constituents Data CRM Application base Andar Rainbow Enterprise Other App App App Apps Data Data Data Data base base base base 85
Technical Note The CRM system will be available, eventually, to United Ways as an on-premise, hosted or on-demand solution. 86
Thank You!
UWA Resources Campaign/management CPO’s and Lead Volunteer Departments or full organization One-page how-to tools: Why a relationship model?: On-site session: The CEO Call An outline of the implementing a relationship The Coordinator meeting imperatives for achieving model in your organization. Getting things off your Impact and maintaining lap relevance to your donors. Coaching: periodic Bringing in the volunteer personal or phone visits •Others to be developed Win-Win Consultative from trained facilitators can Selling: A United Way help teams stay on course. Webinar: New Tools to customized book that Reduce Churn: Keep/Grow details the discipline and On-site Consultative Selling Leadership Contributors power of its use. courses: Host a course or blend with neighbor UW’s. Coaching: periodic On-site session: personal or phone visits implementing a relationship Best practices from the from trained facilitators model in your organization. Knowledge Café. Listserv of Consultative Selling alumni: Learn from your peers what works and what doesn’t. 88
Questions & Answers Session
Thank You!

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united wsay

  • 1.
    Getting Serious AboutRelationship Building: People, Process, & Technology May 17, 2007 Staff Leaders Conference Pittsburgh, PA
  • 2.
    The Critical Mix People 50% Process Technology 30% 20% 2
  • 3.
    Agenda & Objectives •People – how you can begin the shift to relationship orientation • Process – identify critical business processes that touch customers or constituents • Technology – learn about the selection of CRM system to support United Ways 3
  • 4.
    Speakers Tim Deuitch Rob Reifsnyder Vice President President United Way of Greater Twin Cities United Way of Greater Cincinnati Sherrie Brach Bart Goldenberg Chief Executive Officer President United Way of Greater Richmond & ISM Inc. Petersburg 4
  • 5.
    National Professional Council RelationshipManagement Taskforce TASKFORCE CHARGE • Collect and prioritize the business requirements • Select a system or systems to accelerate the implementation of a robust relationship management approach across the United Way system that supports cross-geographic relationships. 5
  • 6.
    Taskforce Members Connie Hodges, Jacksonville (Chair) Nancy Jernigan, Cape Girardeau (Co-chair) David Balch, Austin Rob Reifsnyder, Cincinnati Juan Botello, Denver Sandra Rupp, Ann Arbor Sherrie Brach, Richmond Mark Walker, San Jose Mike Brennan, Detroit Merl Waschler, Phoenix Carol Burger, Jackson Carl Zapora, Everett Dan Duncan, Tucson Cynthia Round, UWA Scott Ferguson, Utica Michael Schreiber, UWA Diane Hummon, Minneapolis Mary Kay Leonard, UWA Nancy Powers, Boston Jim Yu, UWA 6
  • 7.
    Super Users Group(SUG) Sherrie Brach, Richmond, VA (Executive Sponsor) EXECUTIVE COMMUNITY IMPACT FINANCE Merl Waschler, Phoenix, AZ Anita Moller, Utica, NY Juan Botello, Denver, CO Laura Meloy, Richmond, VA Armando Rayo, Austin, TX RESOURCE DEVELOPMENT Charles Wright, Cincinnati, OH Anne Neeson, Houston, TX OPERATIONS, PROCESSING, & IT LaVonne Douville, Tucson, AZ Chris Martin, Cincinnati, OH Mark Tolley, San Jose, CA Cliff Grimes, Charlotte, NC Lori Rowley, Richmond, VA Deb Bratkovich, Ann Arbor, MI MARKETING Cesar Ricardo, Jacksonville, FL Jeff Fish, San Francisco, CA Andy Goldman-Gray, Greater Twin Cities Michael Pinck, UWA Kathy Parker, UWA Gail Harris, Richmond, VA Nataly Larrabee, Charlotte, NC Linda Malloy, Jacksonville, FL Sandy Clifford, Greater Twin Cities Maro Casparian, Denver, CO Marcia Mintz, Phoenix, AZ Rebecca Lindgren, Phoenix, AZ Myra Smith, Richmond, VA Rana Smith, Dallas, TX Susan Jacobson, San Francisco, CA John Kuropchak, UWA 7
  • 8.
  • 9.
    Getting Serious AboutRelationship Building People Process Technology May 17, 2007
  • 10.
    The Critical Mix People 50% Process Technology 30% 20% 10
  • 11.
    People On change: –Will change –Can’t change –Will not change 11
  • 12.
    Relationship Oriented Culture Definingthe culture and outputs: What it is: What it is not: • Knowing donor motivations and • Being friends needs • Senseless data capture • Donor values your contact - and returns your calls • A discussion only about you • The capture of information that • “Ground Hog Day” matters to the donor • A low value transaction • Donor sees you as a partner • A progression of loyalty and growth in commitment 12
  • 13.
    Counselor Process The Challenge of Supporting: The Zone of Indifference 13
  • 14.
    People: Relationship Culture Behavioral attributes: External staff Essential to building trust and growing commitment: Attributes: People person, enjoyable to be with, natural interviewer Capacity: Can be with donors, assigned to donor interface roles Focus: Proven ability to move conversation to action and resolution Elements that can impede progress and execution: Attributes: Task focused, process thinker, favors hard details vs. soft skills Capacity: Role that can’t change, limited donor interface responsibilities Focus: Satisfied with current. Not energized by opportunity. Compliant. 14
  • 15.
    People: Relationship Culture Intent Commitment Execution 15
  • 16.
    People: Relationship Culture Intent: Establish “Why” and move to “What” Examine your environment The market is …… Articulate your philosophy So our business is …. Set strategic priorities Our approach will be …. Link to production And the result will be …. 16
  • 17.
    People: Relationship Culture Intent: Closer look Examine your environment: Know the charitable market: Market share Status of our donor base Tangible knowledge of donor options and expectations Generational requirements Perceptions of donors 17
  • 18.
    Other Education Attributes that become more Religion Other HHS Donor Survey Findings important as total charitable United Way (for Leadership Donors) contribution increases: • Support religion Total Charitable Contribution 100% • Support school • Attributes that become less 80% important as total charitable contribution increases: 60% • Broad Based 40% • Personal Involvement 20% 0% 1K-5K 5K-10K 10K-100K 100K-1M 18
  • 19.
    People: Relationship Culture Intent: Closer look Articulate your philosophy: Illustrate the gap between your current and desired space… an example: We currently struggle to achieve even incremental progress in both fund raising and in addressing our most critical issues. We are valued and important but are not advancing. To achieve our impact agenda and to foster and maintain financial commitment, our donors and prospects must see UW as both an answer for the issues most critical to our community, and as an important partner in their philanthropy. 19
  • 20.
    People: Relationship Culture Intent: Closer look Set strategic priorities Determine your economic drivers – where success means greatest return. Weave Impact agenda into place, and match to donor interests. Segment the marketplace and communicate accordingly. 20
  • 21.
    “Good to Great”: Hedgehog Concept What you are What you can deeply passionate be the best in about the world at What drives your economic engine 21
  • 22.
    People: Relationship Culture Intent: Closer look Link to production Changes only matter if they’re successful – amplify success and lessons learned Make progress public internally and externally Link meaningful compensation and recognition to attainment of targets 22
  • 23.
    Organizational Metrics Measures 1. Grow Achieve 2007 budget target of $98.0 million: Revenue $87.8 million campaign & $10.2 million SB6 and Dollars Under Management Gateway ($1,000-2,499): 74% retained or grown (same as 2006) 2. Donor Cornerstone ($10-25k): 87% retained or grown (increase by 2%) Retention Corporate gifts (any size): 80% retained or grown (increase 1%) Administrative Cost Ratio: 11.6% 10.6% (w/Success By 6) 3. Financial Return on Investment: $13.46 $14.48 (w/Success By 6) Management 4. Diversity & Grow staff of color in the organization, and reduce turnover rate by 4% Inclusiveness Increase number of volunteers of color to reflect the communities we serve 5. Community Success By 6 Impact Indicators Maintain 3,000 children at 92% age-appropriate level – test all 5 year olds. Health and Independence: 7,500 children in underserved populations engage in healthy behaviors Basic Needs: 7,500 households will increase economic self sufficiency 23
  • 24.
    People: Relationship Culture Lessons Learned: Confront brutal facts Intent Continuously answer ‘why’ Address unhelpful paradigms 3rd party help and Champions a must CommitmentExecution 24
  • 25.
    People: Relationship Culture Commitment: From What into How Leadership leads The way we’ll operate is…. Staff are empowered Tell us what you need…. Volunteers as Champions Assets are fully utilized by.… 25
  • 26.
    People: Relationship Culture Commitment: Closer look Leadership walks the talk: Behavior and role changes affirmed. Job changes supported and HR ramifications & paradigms addressed Budget latitude established 26
  • 27.
    People: Relationship Culture Commitment: Closer look Staff empowered to succeed: Behavior and role changes understood and accepted Job and alignment changes established and HR ramifications addressed Timeline understood – and public progress reports accepted Reward/recognition system is motivating and meaningful 27
  • 28.
    People: Relationship Culture Commitment: Closer look Volunteers primed as champions: Know interests – and obtain input on change elements Reconcile Cabinet and other roles as needed Job and alignment changes established Timeline understood – and public progress reports considered meaningful 28
  • 29.
    Lake County ILUW Used Board members to visit leadership donors believed to be indifferent to UW Result: Donors were receptive, and enjoyed being called for their advice and opinion. Bonus: Board is energized and eager to call on donors – the effort has increased participation at events by both the donors visited and the Board members. 29
  • 30.
    People: Relationship Culture LessonsLearned: HR partnership! Change takes time Intent Communicate!!! Empower staff 3rd party help and Champions a must CommitmentExecution 30
  • 31.
    People: Relationship Culture Execution:All about how Alignment for results Our roles maximize production Skill sets in place We know how to build commitment Metrics to guide work We know exactly what to focus on Technical support We have the tools we need 31
  • 32.
    People: Relationship Culture Execution: Closer look Alignment to drive new paradigms: Staff and volunteer roles & resources allow for year-round presence with donors. Internal staff armed to create external strength. Impact agenda easy to illustrate and Subject Matter Experts ready to help. Work flows established to illustrate next steps and progress. 32
  • 33.
    People: Relationship Culture Execution: Closer look Skill sets to gain trust and commitment: Consultative Selling training received by all external staff. Coaching obtained to assist with roll out and transformation. Work flows in place to maximize new behaviors and paradigms. Recognition/Incentives in place to motivate performance. “For our purposes, we will define a habit as the intersection of knowledge, skills, and desire.” Stephen Covey 33
  • 34.
    Counselor Process The Counselor Shift 34
  • 35.
    I don't knowif I practiced more than anybody, but I sure practiced enough. I still wonder if somebody - somewhere - was practicing more than me. Larry Bird 35
  • 36.
    People: Relationship Culture Execution: Closer look Metrics to guide behaviors: Stated and publicly documented donor/prospect visit and timing requirements. Regular capture and communication of sales funnel progression and solicitation. Volunteers fully embrace commitment and track progress. 36
  • 37.
    People: Relationship Culture Execution: Closer look Technical support: Laptops, cell phones, DSL and other tools in place. User friendly CRM system to capture donor data and sales process progression. Public dashboards that illustrate progress and awareness ‘Point & Click’ information capture – drop down menus Capable and committed IT support 37
  • 38.
    People: Relationship Culture Lessons Learned: Keep it simple/clear Intent Leadership present No wrap arounds Scoreboard critical Coaching & Practice 3rd party help and CommitmentExecution Champions a must 38
  • 39.
  • 40.
    The Critical Mix People 50% Process Technology 30% 20% 40
  • 41.
    Prioritizing United Way Business Requirements • 7 site visits • 2 webinars with over 700 attendees • Meetings with NPC & Major Market United Ways • Conducted CRM survey with Metro 1 to 4 United Ways (450+ responses across multiple functional areas) 41
  • 42.
    Site Visits • SanJose, CA • Austin, TX • Phoenix, AZ • Dallas, TX • Tucson, AZ • Jacksonville, FL • Richmond, VA • Cincinnati, OH 42
  • 43.
    Process: A particular courseof action intended to achieve a result Business Process: A collection of related, structured activities-- a chain of events--that produce a specific service or product for a particular customer or customers. 43
  • 44.
    Prioritized United Way BusinessProcesses • Constituent relationship & communication (reducing churn) • Customer profiles • Major gifts planning & management • Customer service • Community investment/initiatives • National account management 44
  • 45.
    Table Exercise 10 Minute Table Discussion: Which of the prioritized business processes would you tackle first at your United Way? Why? Sherrie Brach May 17, 2007 Staff Leaders Conference Pittsburgh, PA 45
  • 46.
  • 47.
    CRM and UWGC: Cincinnati’sEfforts in Customer Engagement & Expansion Presentation To: 2007 United Way Staff Leaders Conference May 17, 2007
  • 48.
    United Way ofGreater Cincinnati: At a Glance • Traditionally Strong and Relatively Traditional UW • Evolution to Greater Community Impact in 1990’s • 2001: Beginning of Bold Redesign to Greater Community Impact – 2002 Vision 2010 – 2004 The State of the Community Report – 2005 The Agenda for Community Impact – 2006 The Call for Investment • 2006: Key Board Discussions Regarding Our Customers – Market Research – Donor Loss – How to Engage and Expand Our Customers/Donors • 2007: Customer Engagement & Expansion Planning Begun 48
  • 49.
    Customer Engagement &Expansion Plan Presentation Overview Data Conclusions • Relevance Strategy erosion • Change how we relate Focus Areas • Donation • Redefine the deterioration • Change donor Picture of the organization’s experience • Operations and Future culture process • Develop Customer • Databases • Customer Relationship engagement Management • Segmentation capability • Culture • Assess/begin improving • 2007/2008 required activity operations/ processes 49
  • 50.
    Data 2006 Research Findings Price Not getting fair share of donations from Affluents or ACIs Share and source “Being asked” is critical, yet 40% are not of individual contributions Religious giving dominates locally Place Sole distribution channel waning Channels B-to-B campaign model inaccessible to many potential donors Product Still perceived as a raiser and distributor of donations; significant, What UW does widening gap between importance of the benefits of giving and UW’s ability to deliver them Promotion Current share-of-voice not competitive Segmentation differences not being leveraged/accommodated Awareness, share of voice, Perceptual measurements declining: trust, results-oriented, perceptions, convenience, etc. brand strength, and Emotional detachment and weakening brand signaled by low level recommendations of recommendation 50
  • 51.
    Data 2006 Research Findings Nationaland local UW relevance has eroded. • UW is not perceived as a key community builder. – Only 48% of respondents to the 2005-2006 public opinion poll believe UW brings the community together for pressing problems • UW lacks a personal relationship with its consumers. – Is dependent on a corporate campaign; business-to-business approach – Corporate philanthropic environment changing – Not keeping pace with economic growth 51
  • 52.
    Data 2006 Research Findings # Annual Campaign Donors 244,771 241,227 250,000 212,907 209,137 214,907 200,000 188,074 174,209 155,235 150,000 129,045 100,000 50,000 0 1973 1977 1981 1985 1989 1993 1997 2001 2005 52
  • 53.
    What We’re Tryingto Do Change how we relate with our customers – Engage more effectively with current customers and channels – Identify new/potential customers and channels – Prepare for direct-to-donor marketing/communications Change organization’s approach/culture – Processes – Infrastructure – Job functions 53
  • 54.
    Here’s Where WeAre Strategy – Redefine Donor Experience Plan Development Work • Hired business process and engagement consultant • Identified business process/operations for improvement • Reviewed and identified data needs, constructing data ‘wish list’ • Identified need for culture change and steps to accelerate change • Attended customer engagement ‘best practices’ meeting with 12 other United Ways • Trained Resource Development staff in Consultative Selling donor- interaction model 54
  • 55.
    Here’s Where WeAre Strategy – Redefine Donor Experience Plan Development Work - continued • Participating in United Way of America Customer Relations Management Task Force • Attended UWA Brand Forum, gaining new insights on segmentation and engagement strategies • Identified three segments for pilots • Have begun meetings with local companies to explore their customer engagement models 55
  • 56.
    Here’s Where WeAre Focus Areas EFFECTIVE FOUNDATION Business Process Improvement New/Re-directed Resources Measurement & Accountability 1. Operations & Process 2. Databases 3. Segmentation 4. Culture 56
  • 57.
    Focus Area #1 Operations& Process Performed a Start/Stop & More/Less Assessment • Identified approximately 65 Customer Engagement & Expansion processes to stop, start, do more of, do less of • Ranked each process for ease and impact of change • Selected five processes across functional areas to improve • Developed current state, future state, preliminary action plan for each Next Steps • Concentrate on “stop do’s” • Identify 3-5 more processes to improve • Evaluate 2007 progress 57
  • 58.
    Focus Area #1 Operations& Process Five Critical Processes: 1. Thank all donors 2. Ensure database access and use by all employees 3. Track and use volunteer placement data 4. Ensure key messages understood and used by all employees 5. Address Leadership Team composition, format, purpose, and outcomes 58
  • 59.
    Focus Area #2 Data • Completed identification and review of potential data elements captured for existing donors. • Identified 25 data elements for a wish list for all donors. • Agreed on 13 elements as data target to capture for all donor profiles • Created donor bio profile screen. • Trained all staff, starting with Executive Team, in use of Andar. 59
  • 60.
    Focus Area #2 Data 13 Critical Data Elements to be Captured for All Donor Profiles 2. Complete and correct name 3. Spouse/partner name 4. Salutation 5. Home address 6. Home phone 7. Main email 8. Employment history with title 9. Work phone 10. UWGC relationship manager & other contacts 11. Donor contact tracking 12. Giving history 13. Interests – Linked to Agenda and UWGC work 14. UWGC volunteer activities 60
  • 61.
    Focus Area #3 Segmentation Whatis segmentation? • A process that divides a market into smaller clusters based on similar characteristics • Objective: • Focus on segments that have the greatest potential and strategic impact • Develop offerings and target marketing efforts to meet a segment’s needs more effectively 61
  • 62.
    Focus Area #3 Segmentation . • Identified pilot segments that are findable and reachable • Selected 3 segments for expansion or retention • Emerging Leaders • High-potential Small Business CEOs • Pre-retirees • Defined success criteria and metrics • Acknowledged that the key outcome from the pilots will be learnings to help future segmentation efforts 62
  • 63.
    Focus Area #4 Culture Philosophy • Customer engagement & expansion are everyone’s responsibility Expectations Framework • Cultural change is demonstrated by behavior change • Behavioral expectations have been identified for the five process changes and the one data change • Behavioral expectations are framed from the perspective of the Board, Executive Team, Leadership Team, and all United Way staff • Implement metrics and reward/recognition system • Reinforce key internal messages and success through consistent internal communication and advocacy 63
  • 64.
    Focus Area 2007 –2008 Activities/Next Steps 24-Month Implementation Plan Jan 07 Jan 08 Jan 09 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Operations/Process          Data         Culture     Communications/Marketing (Initiate Direct to Donor Efforts) Segmentation Pilots       Technology*       * Depends on progress of UWA and NPC Task Force 64
  • 65.
    Focus Area 2007 –2008 Investment Requirements 2007 2008 Operational Investment Operational Investment Recommendation Impact Requirement Impact Requirement Operations/Process Data Organization/Culture Communications/Marketing Technology KEY Operational Impact Investment Requirement Minimal Moderate Significant <$15K $15K-$75K >$75K 65
  • 66.
    What We Hopeto Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Who they are, • Personal • Known and • Spend more time where they live, interaction that is appreciated by engaged with UWGC where they work timely and UWGC • Donate more • What they care motivating • Important to the financial gifts about and their • Targeted and causes they care • Offer more personal interest in our relevant about time to volunteer Donors agenda communications • In control of the • Advocate UWGC • Their capacity, that reflect our impact they are throughout their affinity and understanding of making community propensity to them give to UWGC • Products and • Communication services that preferences meet their personal interests 66
  • 67.
    What We Hopeto Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Corporate • Like a partner of • Increase their • Their business interaction that is campaign pledge UWGC and how they timely and • Important to the • Encourage other give back to the motivating companies in the campaign community • Targeted and • Appreciated by community to • Who their relevant participate Companies both UWGC and employees are, communications • Be willing to share their staff where they live, that reflect our • In control of the employee data with where they work understanding of UWGC impact they are • Their campaign them • Encourage more making preferences and • Employee volunteerism with desires interaction that is their employees respectful and appropriate 67
  • 68.
    What We Hopeto Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners • Their purpose • Timely distribution • Significant to • Offer more support to and their of funds UWGC UWGC agenda • Relevant • In control of the • Share more data on • Who volunteers interaction and impact they are their donors and Agencies and who gives communication making volunteers them donations • More money and • Like a partner of • Advocate UWGC • How they fit in more volunteers UWGC throughout their the “big picture” sphere of influence at UWGC • Share program information and research 68
  • 69.
    What We Hopeto Accomplish A Picture of the Future… Customer Engagement at UWGC What We What They Will How They What They Will Do Community Will Know See From Us Will Feel As a Result Partners Other • Their unique • Programs and • Understood and • Become advocates of Non- challenges, initiatives that are supported by UWGC Traditional issues and relevant to them UWGC • Share information Partners priorities • Messaging that is • Important and and research • What their meaningful and appreciated • Encourage (e.g., School districts, Departments of needs are motivating • Like a partner of participation and Human Services, Libraries, Housing and how our • Respectful, UWGC engagement to Authorities, etc.) benefits empathetic • Responsibility for others within their match those interaction some of the sphere needs • Impact credit for success • Work with UWGC to • Our shared set mutual concerns on expectations issues needing to be addressed 69
  • 70.
    This is ClearlyA Work in Progress! Thank You. 70
  • 71.
  • 72.
    UW NPC CRMSoftware Selection Barton Goldenberg, ISM May 2007
  • 73.
    The Critical Mix People 50% Process Technology 30% 20% 73
  • 74.
    Top-Down Methodology CRM CRM Customer Partner CRM Burning C Input Strategy R Issues Recommendations M CRM People CRM S CRM Strategy Program T Issues Approach R Observations A CRM T CRM VISION CRM VISION CRM E Process High Level G Issues Business Case Y CRM CRM Technology Competitive Issues Issues 74
  • 75.
    Bottom-Up Methodology Phase 1:Requirements Analysis 1. Brainstorming session 1. Kick-off Meeting/Launch Communications Plan 7. Needs Analysis Questionnaires 2. Business Process Assessment 8. Business Functional Prioritization 3. Technical Baseline Review 9. Technical Platform Review/Gap Analysis 4. Field & Customer-Facing Personnel Visits 10. Interim Report Meeting 5. CRM University 11. Organizational Readiness Assessment Phase 2: Software/Implementation Partner Selection 12. Either Develop RFP or System Specification 13. RFP Review Ongoing business 14. Demonstration of Supplier Capabilities 15. Selection of Suppliers and Partners process, change Phase 3: Project Implementation management & 16. CRM Business Case technical 17. Implementation – Project Management enhancements 18. Systems Assurance/Customer Satisfaction 75
  • 76.
    Getting To Vision Iteration 1 Iteration 2 Iteration 3 Iteration X Operational 80% 60% 40% 20% Issues Executive 60% 20% 40% 80% Vision 76
  • 77.
    Accomplishments Site Visits September ‘06 – May ‘07 Technology Platform Survey November ‘06 Learning Sessions (Webinars) Fall ‘06 CRM U & Brainstorming Session October ‘06 PPT Workshops November ‘06 Requirements Document December ‘06 Needs Analysis Survey February ‘07 Prioritized Functions & Processes February ‘07 CRM Interim Report March ‘07 RFP to Vendors April ‘07 Review of RFP Responses April ‘07 Vendor Demonstrations May ‘07 Vendor Selection May ‘07 77
  • 78.
    Site Visits • SanJose, CA • UWA • Phoenix, AZ • Dallas, TX • Tucson, AZ • Austin, TX • Richmond, VA • Jacksonville, FL • Cincinnati, OH 78
  • 79.
    Business Function Prioritization CRM Function CFP Rank MGR Rank Account Management 1 1 Contact Management 2 2 Customer Service 3 3 Knowledge Management 4 4 Business Analytics & Reporting 5 5 Opportunity Management 6 8 Project Management 7 13 Marketing 8 14 Community Impact Management 9 11 Volunteer Management 10 9 E-business 11 6 Lead Management 12 7 Time Management 13 12 Events Management 14 10 Contract Management 15 15 Managing Relationships Across Geographies 16 16 79
  • 80.
    Process Prioritization CFP MGR Exec Process Name Description Rank Rank Rank Constituent relationship & The process of cultivating and managing 1 2 1 communication (reducing constituent relationships taking into account churn) constituent preferences and value to United Way. Customer profiles Process for tracking and accessing all of the 2 1 2 interactions with constituents to have a complete view of our relationships with key individuals. Major gifts planning & Process for cultivating and managing this donor 3 3 3 management segment to maximize impact. Customer service The process used to manage the lifecycle for 4 4 4 resolving constituent issues. Community Process for managing these projects to ensure 5 5 5 investment/initiatives efficient use of resources for maximum community benefit and impact. National account Process that defines how all levels of a national 6 6 6 management account are managed across United Way. Accounts for local preferences and national and corporate requirements – both United Way and the account. 80
  • 81.
    Vendor Selection • Basedon ISM experience + UW relationships • Sent RFPs to 13 vendors • Received RFP responses from 10 vendors • UW cross-functional team reviewed/scored RFPs - business functionality - technical features • Selected the 3 finalists with highest scores 81
  • 82.
    Vendor List forRFP • Access International (MS-CRM) • ADP (NetSuite) • Datamatics (Siebel) • Helix • Infinity (Sales Logix) • Infor • Invoke Systems (MS-CRM) • OnContact • Pivotal • Salesforce.com 82
  • 83.
    Vendor Finalists • Datamatics(Siebel) • Invoke Systems (MS-CRM) • Pivotal 83
  • 84.
    Vendor Demos • Vendordemonstrations to SUG • Standard format – scripted approach - Business functions - Technical functions • Review and scoring by SUG • SUG selected winning vendors 84
  • 85.
    Understanding CRM Constituents Data CRM Application base Andar Rainbow Enterprise Other App App App Apps Data Data Data Data base base base base 85
  • 86.
    Technical Note The CRMsystem will be available, eventually, to United Ways as an on-premise, hosted or on-demand solution. 86
  • 87.
  • 88.
    UWA Resources Campaign/management CPO’s and Lead Volunteer Departments or full organization One-page how-to tools: Why a relationship model?: On-site session: The CEO Call An outline of the implementing a relationship The Coordinator meeting imperatives for achieving model in your organization. Getting things off your Impact and maintaining lap relevance to your donors. Coaching: periodic Bringing in the volunteer personal or phone visits •Others to be developed Win-Win Consultative from trained facilitators can Selling: A United Way help teams stay on course. Webinar: New Tools to customized book that Reduce Churn: Keep/Grow details the discipline and On-site Consultative Selling Leadership Contributors power of its use. courses: Host a course or blend with neighbor UW’s. Coaching: periodic On-site session: personal or phone visits implementing a relationship Best practices from the from trained facilitators model in your organization. Knowledge Café. Listserv of Consultative Selling alumni: Learn from your peers what works and what doesn’t. 88
  • 89.
  • 90.

Editor's Notes

  • #4 6 6 6 Process that defines how all levels of a national account are managed across United Way. Accounts for local preferences and national and corporate requirements – both United Way and the account. National account management 5 5 5 Process for managing these projects to ensure efficient use of resources for maximum community benefit and impact. Community investment/initiatives 4 4 4 The process used to manage the lifecycle for resolving constituent issues. Customer Service 3 3 3 Process for cultivating and managing this donor segment to maximize impact. Major gifts planning &amp; management 2 1 2 Process for tracking and accessing all of the interactions with constituents to have a complete view of our relationships with key individuals. Customer profiles 1 2 1 The process of cultivating and managing constituent relationships taking into account constituent preferences and value to United Way. Constituent relationship &amp; communication (reducing churn) Exec Rank MGR Rank CFP Rank Description Process Name
  • #5 6 6 6 Process that defines how all levels of a national account are managed across United Way. Accounts for local preferences and national and corporate requirements – both United Way and the account. National account management 5 5 5 Process for managing these projects to ensure efficient use of resources for maximum community benefit and impact. Community investment/initiatives 4 4 4 The process used to manage the lifecycle for resolving constituent issues. Customer Service 3 3 3 Process for cultivating and managing this donor segment to maximize impact. Major gifts planning &amp; management 2 1 2 Process for tracking and accessing all of the interactions with constituents to have a complete view of our relationships with key individuals. Customer profiles 1 2 1 The process of cultivating and managing constituent relationships taking into account constituent preferences and value to United Way. Constituent relationship &amp; communication (reducing churn) Exec Rank MGR Rank CFP Rank Description Process Name
  • #7 CONNIE As you can see from this list that we are diverse in make-up with representation from different regions, metro sizes, and perspectives on relationship management. The taskforce includes CEOs while also providing opportunities for select executive leaders to participate. The folks who agreed to join this effort have a keen interest in better managing our United Way investor relationships. These are the folks who will help us understand and confirm United Way’s key business requirements and the challenges facing United Ways in managing and growing our relationships with our key individuals and organizations. I think you’ll agree with me that this is a strong group of United Way professionals. I very much look forward to working with these folks both individually and collectively as a team. Let’s keep moving and go to our next topic on our agenda. (NEXT SLIDE WILL COME UP)
  • #45 6 6 6 Process that defines how all levels of a national account are managed across United Way. Accounts for local preferences and national and corporate requirements – both United Way and the account. National account management 5 5 5 Process for managing these projects to ensure efficient use of resources for maximum community benefit and impact. Community investment/initiatives 4 4 4 The process used to manage the lifecycle for resolving constituent issues. Customer Service 3 3 3 Process for cultivating and managing this donor segment to maximize impact. Major gifts planning &amp; management 2 1 2 Process for tracking and accessing all of the interactions with constituents to have a complete view of our relationships with key individuals. Customer profiles 1 2 1 The process of cultivating and managing constituent relationships taking into account constituent preferences and value to United Way. Constituent relationship &amp; communication (reducing churn) Exec Rank MGR Rank CFP Rank Description Process Name