NAVIGATING THE
CHOPPY WATERS OF
CRM IMPLEMENTATION
Derek Nott & Charlie Habershon
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
1
Who we are?
Derek Nott
Charlie Habershon
Customer Experience Consultant
Higher Education Consultant
.
.
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
2
Why are University’s investing in CRM? External
Heightened Student expectations
Higher fees. and expectations of a
‘Amazon’ like user experience
Ambitions to grow student
numbers and keep them.
.
UG, PGT and Wider Participation
More competitive market
The removal. of the student cap
Inclusion of international students in net
migration target
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
3
Why are University’s investing in CRM? Internal
• Students enquiries are answered through out • Inconsistent processes for application
the University and often not recorded
handling
• Often there is a lack of ownership across the
student journey from enquiry to enrolment. • Lack of management information to fully
understand which activities are effective
• Enquirers will be bounced around the
University with getting a satisfactory answer
.
• There is no single record
of prospective
students and their needs and interactions
with the University
• Lots of frustrated staff whose valuable time
is taken up by double data entry and
deduplicating data!
• Academic’s time is often being taken up by
dealing with enquiries or making simple
admissions decisions
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
4
What challenges do we all face implementing CRM?
• Convincing senior leaders to make
the investment
• A belief that the technology will
solve all of the Universities problems.
• Bringing activities from across the
University together to create a more
consistent voice
• Releasing staff time when everyone
is busy
• Getting buy in for more standardized
ways of working
.
• It will take a long time before the full
benefits are realised. How do we
maintain momentum across he
duration?
• Prioritiesing activities? Everything is
‘business critical’
• Introducing new ways of working
with a focus on the ‘customer’
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
• Too often it is seen as an IT project.
How do you get the business to take
full ownership?
5
What are the opportunities for CRM?

The capability to deliver a more effective and professional experience for prospective
students

A better understanding of our prospective student
.

The capability to send consistent and targeted communications to prospective students.

Improve visibility of student recruitment numbers allowing for intelligent student planning

Management information to evaluate activities and focus efforts to increase conversion.
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
6
What does good change management look like?
Creating urgency and
commitment and building the
case for change to make it
essential.
Communicating and following
up on the change initiative to
make it stick
Driving and releasing
implementation of the
change initiative to make it
happen.
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
Designing and specifying
the plan for the change
initiative to make it ready.
7
Driving and Releasing Change on your CRM project
Drive
change top
down
MAKE THE CHANGE
ESSENTIAL
MAKE YOUR INSTITUTION
CHANGE READY
MAKE THE CHANGE
HAPPEN
MAKE THE CHANGE
STICK
Build and communicate a
compelling case
for the CRM
Develop
case for change. Ensure
this is audience specific
and future proof
Communicate the
change narrative. What
are the best channels for
your audience?
Agree and track
benefits. How will these
make a difference to
staff and students?
Realise
and communicate
benefits. Be consistent in
your messaging
Design and drive
the CRM programme
Agree
governance and scope of
processes / departments
Develop
the detailed plan. Share
with key stakeholders.
Deliver
against project
milestones. Deliver and
communicate quick wins.
Review
and support transition to
Business as Usual
Design a new institutional
operating model
Define
changes to your
operating model and
roles
Design detailed
operating model change.
Think outside
conventional structures
Deliver
business design changes.
Develop improvements
and embed KPIs
Identify, form
and develop
guiding coalition with
senior sponsors
Build
change capability.
Where are the skills gaps
needed for delivery?
Lead and
commit to the changes
Personify
change as the
new normal
Engage and enable
academic and
professional service staff
Identify and understand
stakeholders and the
scale of change required
Assess Impact,
identify and engage
change champions.
Provide
training and support
transition with frequent
feedback mechanisms
Maintain engagement
activity and feedback.
Embed new
behaviours
Define
the desired future
behaviours
Identify
behavioural gaps. What
activities could address
this?
Implement
changes, empower and
incentivise staff
Anchor
changes, celebrate
successes
Enable change
leadership
Release
change
bottom up
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
8
Making the change essential
Points to consider:
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
9
•
The case for change has to be genuinely compelling
– the vision must be exciting and the evidence base
sound
•
Develop a comprehensive business case including
full costs and benefits
•
Get the right people on board – governance needs
to be aligned with planned outcomes not
institutional structure
•
Allow sufficient time – don’t underestimate the
effort required
•
Design from the outside in – the student experience
must be developed from the student’s perspective.
Think outside conventional HE structures
•
Work with the enlightened – those that will make
the change happen and help you to remove blockers
•
Focus on the benefits that matter – move beyond
time and cost with focus placed on broader benefits
Making your institution change ready
Points to consider:
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
10
•
Think about your audience – CRM means different
things to different people so pitch your messages
accordingly
•
Be open and honest with stakeholders – if you
require a day a week from them, tell them
•
Design the technology around the optimum student
experience not how the technology works best
•
Involve the right people – blend analytical,
constructive and creative thinking – capture
requirements in a way that works for people
•
Support change leaders to maintain the vision as
the focus of change – change is not about
completing the programme but driving and releasing
the vision.
•
Ensure leaders ‘walk the talk’ – most will know that
commitment is generated from the top
Making the change happen
Points to consider:
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
11
•
Keep your eye on the big picture – CRM is not just
about the technology. Ensure all projects come
together to deliver the overall change vision
•
Face time – there is no substitute for seeing people
face to face to discuss progress, secure real-time
feedback and generate ongoing buy-in for the
change
•
Several iterations may be required to deliver the
required business change – persevere and ensure
continued alignement with the change vision
•
Provide support little and often – different people
require support in different ways – tailor the
approach to the person – one size rarely fits anyone
•
Never rely on the message getting through first
time – helping staff to adopt new ways of working
requires both formal and informal feedback
mechanisms – repetition is key
Making it Stick
Points to consider:
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
12
•
Communicate successes – but realise that all
improvements won’t happen on day one. Be patient
and communicate improvements and successes as
they happen
•
And lessons learned – it can be all to easy to dive on
to the next project or programme. Take time to
engage staff and students on what went well, what
didn’t and how you can change things in the future
•
Anchor the change in the organisation – the key to
making the change stick is cultural and behavioural
shift – measure the impact of CRM with hard and
soft metrics
Q&A
Any Questions?
PA CONFIDENTIAL – CRM Conference
© PA Knowledge Limited 2016
13