1. A CRM
for Non Profit Organisations
For the long run
Impact Hub München, 23rd May 2019
Yves Leblond
Consulting & Innovation Director, UpCRM

2. We are servicing Non Profit Organization like:
UpCRM
Level Up! We launched UpCRM in September 2013 to support organizations to gain deeper insights & build strong engagement with
their customers, partners and employees, to strive for more Agility to become fully Customer Centric:
UpCRM is committed to provide
highest level of partnership:
4S
Turning Customer Centric Solutions into a driver of
success in our client’s digital transformation.
Our “4S” solutions portfolio: Customer Journeys,
CRM Implementation, Data & Systems Integration,
Data Analysis & Quality Management
4D
Providing continuous quality consulting and
delivery services & proactive innovation advises
through our “4D” services methodology:
Discover, Design, Deliver & Drive

3. UpCRM Evolution
2013 2015
2017
2018
2019
UpCRM
Experience
Center
2016
3
Top Salesforce
Partner 2018

4. UpCRM Corporate Social Responsibility
UpCRM funders are convinced that establishing a CSR policy is easier the first years of a
company. Like that, these values are in the DNA of the company.
UpCRM chose to join the leaders and entrepreneurs network with CSR experiences as IMS, to be
supported in the decision taking and to implement efficient actions.
UpCRM has a specific activity with Non-Profit Organizations and is engaged in events organized by
Non-Profit.
UpCRM is Salesforce.org partner
UpCRM is conducting also CRM projects for NPO delivering services with special T&C.
Moreover, UpCRM is member of IMS since 2015
and a signatory of the Charte de la Diversité.

5. CRM Scope
for Non Profit Organisations

6. Which CRM features in NPO context ?
Membership
Management
Event
Organization
Volunteers
Management
Donation
Management
Members
Acquisition
and Animation
360 View Process Execution
Custom Process :
e.g. F21 Matching Process
Training Coaching
Management
Project Management
with local teams

7. Which CRM features in NPO context ?
Members, Volunteers,
Donors Analytics
Financial Flow
Analytics
Activity Reports
for Stakeholders
Accounting
Integration
Fiscal
Receipt and Reports
Traceability
Compliance

8. Build for the long run
Set the vision
Leverage on strong solutions,
Build and support the transformation path

10. Set the Vision
Organization Goals and Model
E.g. The F21 Visions statement
External Stakeholder Experience
Look from your stakeholder perspective
Donors, Fund providers
Members, Volunteers
Employee Experience
Look from your employees perspective
Easy to use tools
Efficient Process
Everything starts with a clear and strong vision
The vision give the impulse and the direction.

11. Architect the vision
A strong core CRM system
Selected for long perspective (>10 years)
Remember that usually temporary solutions stays
for years, even without giving satisfaction
Avoid ad-hoc solutions
Completed by specific add-on
CRM extensions, other integrated applications
Attention Points
There is no ‘free solutions’
Team training ? team productivity ? Maintenance and support ? ‘specific’, rare (and expensive) skills ? Implementation costs ?
Evolution, Scalability, Integration, Open Access
Your needs will change, as the organization evolves and grow
Strong Customer Experience and Efficient Process Automation requires solid system integrations, even for ‘small projects’. Actually, there is
no often ‘small project’.
Open Access : Own your data ! ... So avoid locked systems

12. Plan for the long run
Have a clear execution path
Setup your Target Operation Model (Which services, Which team Which processes)
The core CRM System is strategic to support growth and extensions in customer interactions
Design flexibility from the beginning…. that won’t appear magically after if not planned initially
… And keep the execution path evolutive
Usually, a vision will never be implemented completely : needs and goals evolves
It is a framework to implement the organization goals step by step
Review it every year, every two years

13. Build progressively
Start with a strong MVP then build on top of it
Minimum Viable Product
The “I want it all right now” is the best path to a delayed ‘Go Live’
Select the right target for the MVP (horizon 3 to 4 months)
Customer oriented
Organization satisfaction starts while delivery value / satisfaction to the customer
Team oriented
Their first experience with the new solution will set up the team motivation for the long run
A coherent set of features
Even ‘small’ gaps will break the flow of customer/employee experience and undermine the whole effort
Extend gradually
Cumulative Return on Investment
Each new features has to bring new productivity / customer value / customer satisfaction
Respecting the architecture you planned (internal process / customer )

14. Keep everything under control
Have the control over the complete solution
Don’t « buy » and forget
Secure the solution stability in the long run for the core
CRM system
Choose reliable technical interlocutors
(solutions vendors, service providers)
You may allow more ‘short ’ pragmatic/exotic solution selection
for some peripheric tools/applications (but not for all)
Focus on main stream tools / knowledge
You CRM system is not a ‘technical lab’ : don’t listen to the ‘geek’, to the ‘new this year technology’
Common market skills are easier to replace, rare skills may let you in trouble on maintenance or evolution issues

15. Onboard the team
New solution are here to support
an organizational transformation,
and transformation requires change management
Initial Training is important
But continuous technical and operational support is even more
Be attentive to new employee, customer requests
Change management : in a moving environment, the team expectations will evolve over time
A non evolving tool, will soon be replaced by ‘shadow IT tools’ (an excel file, a dropbox folder, …) : the water find its
way.
Remember that ‘all’ of your employees don’t have the same usage context
Employees, Volunteers, Trainees have different expectation / requirements
Solutions have to fit their available learnig time for the learning curve
They may act at the office, on the move, in the streets, at remote Place, …
Tools shall not lock them at a fixed place to be productive

16. « Good Data » is key
For the quality of stakeholder interaction
360° understanding
Process efficiency
The cost of data
‘wrong, missing data’
‘incoherent data’
‘duplicate, desynchronized’ data
For the activity understanding
KPI / Business Goals Achievements Monitoring
Market / Situation Analysis / Segmentation

17. The right moment, the right pace
Find the right moment to start
If new roles in the organization appear, synchronize project schedule and organization evolution
Start project when confident you will succeed, not too early
Orchestrate the project around your organization rhythms
More intense periods depending of your activity (Christmas holidays, summer period)
A CRM project will required internal expert / key user contributions, but they are intensively required for other tasks
Include the learning curve in the changes implementation
Learn step by steps, don’t overload with new tasks to understand
Give time to get confidence in the systems
Find the appropriate implementation speed
Too slow, the project loose the momentum, user motivation declines
Too fast, teams can’t follow changes, and are discouraged
Usually, with modern technology, technical implementation speed is not the main issue

18. Thanks