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CRM Implementation


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Joe Murray, President of JMA Consulting, discussed how a CRM implementation can vastly improve a nonprofit's operations, fundraising initiatives, communications outreach and more.

In this presentation, Joe explains what a CRM can do from an external (public) and internal (staff) perspective, demonstrates how to go from a nonprofit's mission statement to an effective planning process, prepares nonprofits for in-house CRM implementation, and provided tips on how to work with a CRM consultant.

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CRM Implementation

  1. 1. How a Good CRM Implementation Can Propel Your Nonprofit JOE MURRAY, JMA CONSULTING FEBRUARY 11, 2014 TORONTO NET TUESDAY
  2. 2. Outline  What is a CRM?  Planning a CRM Implementation:  Building the Project Team  Choosing a Process  Determining Needs  Making the selection  Scoping phases
  3. 3. What is CRM?  Constituent Relationship Management systems  Integrate communication channels/lists/data silos  Provide full history, 360 degree view  Facilitate targeting and customization  Goals: better relationships at lower cost  Implementation challenges:  Internal change management for people, processes  Technical issues with replacing many systems, integrating
  4. 4. Nonprofit CRM Functionality  Email subscriptions  SMS  Donations*  Faxing  Memberships  Petitions  Event registrations  Surveys  Volunteers  Virtual phone banks  Client cases  Inbound phone  Grant seeking  Social media sharing  Grant giving  Social media integration  Campaigns  Integrations  Reporting / analytics  Chat
  5. 5. Other “Constituents”  Elected officials or other advocacy targets  Sponsors  Funders  Board and committee members  Staff  Coalition members  Media  Website visitors
  6. 6. Building the Team  Executive sponsor  Key functional managers  Fundraising  Communications  Events, etc.  Key staff users with  Knowledgeable of actual processes  Different levels of tech-savviness  Technical expertise, in-house or consultant  Feedback from users, other stakeholders
  7. 7. Project Methodology Conventional Waterfall Agile Scrum
  8. 8. Top Down Mission Driven Requirements  Mission defines succinctly your organization‟s end- result or achievement (Daily Bread‟s)  Use it to figure out top down:    Who your constituents are What interactions form the relationships Priorities, including changes to what is done  What are your „sales funnels‟ and the value propositions in your „ladders of engagement‟?
  9. 9. Bottom-up Technical Requirements  Current systems document many requirements  Functionality, data  Don‟t forget paper forms, mailbacks, paper signups, Excel, Outlook, manual processes  Pain points  What is not working  What needs to be added  Consider removing cruft, not migrating unneeded data
  10. 10. In-house versus Consultants  In-house  Lower cost  Understand existing systems and needs  Will need to operate the new system  May have existing work responsibilities  Consultants  Experts in the software  Experts in CRM and software change projects
  11. 11. Phases and Scope  CRM Implementations can be large, complex, risky and mission-critical  Often a good idea to phase     By legacy system being replaced By priority for new needs Easy early wins To reduce risk  Ensure training for each role for each phase  Provide on-going technical support
  12. 12. Exercise  Given your organization‟s mission, what area of public facing CRM functionality would benefit from a new or better integrated IT system?  What are the current internal “pain points” in your organization‟s Constituent Relationship Management?  Who in your organization would be good people to put on a CRM Team, and why?