crm blueprint for nfps

Download CRM Blueprint For NFPs

Post on 12-Jan-2015

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An introduction to preparing fro CRM for not-for-profit organisations

TRANSCRIPT

  • 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
      • Cost
    • 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
      • Pre-requisites
      • Business culture
    • Approach
    • 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
  • 10.
    • 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
    How CRM differs from a legacy membership system
  • 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
    Operational CRM
    • Process management
    • Delivery of information to touchpoints
    • Strategic communications
    Interactive CRM
    • Direct mail
    • e-mail
    • Mobile
    • Web
    • Surveys
    • Social networks
    Central Database
  • 13. The Customer Management Framework
    • Textbook CRM restricted to operational and analytical elements
    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
  • 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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