crm blueprint for nfps
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Post on 12-Jan-2015
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DESCRIPTIONAn introduction to preparing fro CRM for not-for-profit organisations
- 1. The Blueprint for CRM An Approach for NFP Organisations
- 2. What are the key concerns?
- Research has shown that the most significant concerns in introducing CRM in are:
- Getting the specification right
- Obtaining buy-in
- Data quality
- Achieving full implementation
- Using data effectively
- There is also often uncertainty as to what CRM is and what it can mean to any specific organisation
- 3. What we cover in this presentation
- How a modern CRM differs from a legacy membership system
- How to determine if your organisation is ready for CRM
- Business culture
- The customer management framework
- Promoting 'buy-in'
- Creating the business plan
- 4. The Business Imperatives
- The ability to know:
- Which members or donors are less likely to renew
- How to withstand cutbacks
- How to reverse the slowdown in recruitment of new donors or members
- How to improve how members and supporters value their relationship with the organisation
- How to improve the cost effectiveness of marketing
- 5. The Business Imperatives
- Member, sponsor and other important stakeholder communication is essential to the success of membership organisations
- Move to individual conversations 1 to 1 communications
- Staff will need to (appear to) have a good level of knowledge of the member to fully engage
- Need to capture, organise and disseminate information to/from touchpoints
- 6. Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed
- 7. Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed Do you know where each member is on this scale?
- 8. If you dont have the insight into your members, donors and supporters how do you hope to manage the relationship?
- 9. How CRM differs from a legacy membership system
- Legacy membership management systems
- Tend to be business management systems, addressing:
- Orders and Fulfilment
- Event management
- Subscriptions and payments
- Membership and renewals
- Contact management
- Tend to co-exist with other applications created for specific jobs
- Functions linked to specific areas of the organisation
- No real ability to address business process
- Will work without a strategy of member management
- Restricted reporting rather than analysis and intelligence
- No-one sees the whole picture
- Customer Relationship Management (CRM)
- Business strategy, supported by a computer system that relies on a universal member-focused culture
- Single 360 view of the relationship based on activities from across the organisation accessible by anyone in the organisation
- Impacts every functional area, not only those that directly relate to members
- Everyone sees the same information, aware of the members various touchpoints with the organisation
- Ability to implement business process and workflows to reflect the organisations ethos
- Access to analytics and KPI measurements
- 11. Acquisition Reactivation Customer Relationship Management "Creating the Customer Relationship" "Reinventing the Relationship" Retention & Growth "Strengthening the Relationship" Typical View of CRM Contact Cadence
- 12. Strategic Cycle of CRM Analytical CRM
- Market analysis
- Data services
- Cleaning and conditioning
- Integrate different data sources
- Integrate external data
- Customer profiles and segmentation
- Behaviour analysis and Modelling
- Measurement and ROI
- Process management
- Delivery of information to touchpoints
- Strategic communications
- Direct mail
- Social networks
- 13. The Customer Management Framework
- Textbook CRM restricted to operational and analytical elements
- 14. The Customer Management Framework Competitive Intelligence Analysis & Planning Comms Strategy Operational Process Human Resource and Structure Information Technology Member/Customer Experience Market Intelligence Impact & Effect Proposition Offer Channel Media Operational & Interactive CRM Corporate Culture
- This expanded model incorporates
- Personalised up-sell/cross sell activity at the next customer touch point
- Fusion of research to fine-tune insight
- Measurement of the impact and effect of activity to provide learning
- Corporate culture, business process, skills and resources
- 15. Applications and Data Member/Customer Data Prospect Data Analytical CRM Operational CRM Collaborative CRM Billing Subs, Purchase & Training Processing Market Data Fulfilment Services Research Data Statutory & mass comms } Management System } CRM }
- 16. Are you ready for CRM?
- Ask yourself these questions:
- Is operational data held in more than one repository?
- Do contacts always only receive relevant communications?
- Are some being bombarded while others get nothing?
- Can we categorise or segment contacts easily and use that segmentation for selections or react to previous activity?
- Can we see a complete communication and response history for any contact?
- Can we set and monitor KPIs?
- Do we know if we are meeting targets?
- Do we know what marketing activity has worked and what hasnt and why?
- Can we manage the relationship to the greater benefit to the organisation?
- Can we address our supporters/members requirements for
- more open relationships
- the ability to participate how they want to and manage their own activities and learning
- active empowerment, rather than passive recipients
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