Migrating to a Learner-Centric Environment

1. Migrating to a Learner-Centric Environment Implementing Strategic CRM at the University of Minnesota College of Continuing Education 16th Annual UCEA Marketing Seminar February 15, 2008

2. First Some Context • University of Minnesota • More than 65,000 enrollments students across 3 campuses • 17 colleges and professional schools • Increasing centralization • College of Continuing Education (CCE) • Approximately 4,000 enrolled students (credit only) • An array of credit and non-credit programs • More than 37,000 non-credit registrations/year • Credit registration system: Peoplesoft • Non-credit registration system: CCE built and owned

3. Learner-Centric Environment • Hear with all ears • See with one eye • Act as one, multi-faceted organization • Respond to market needs • Respond to individual learner needs • Learner-centricity by design

4. Why Bother? • Learners are consumers, so when consumer expectations change, so do learner expectations • Empowerment • The “70 million pound elephant” • New cohorts marching across the life stages • Spectrum of learning goals widens • Personal enrichment • Forced career change • Empowers employees with information

5. Plus the B2B Side • Employers cut training • Outsourcing creates CE opportunity • Long-term relationships the most profitable relationships • Internal and external collaboration critical to success

6. How Does CRM Help? • Establishes a context & scope • Provides a structured path • Learner-centric strategies • Expressed by redesigned process • Enabled by supporting technology • Plus a learning curve • Supports professional sales processes

7. Leading Indicators of CRM Success • Customer-centric strategies • Employee empowerment & training • Organizational willingness to change • Willingness and discipline to measure outcomes

8. U of M Evolution Organizational Commitment Org structure and functions Technology Product Centric/ Disparate View Customer Centric/ Single View Strategy Development Business Process 2008 2001

9. Organizational Commitment Obtained • Business challenges demanded new thinking • New businesses and programs • More competition internally and externally • Major processes had not been developed to address new business realities • New leadership was driven to change and empowered employee teams to lead

10. Customer-Centric Strategies Developed • Deliver real value to customers (rather than bombard them with marketing messages)—know our customers • Deliver programs customer need—ask them what they want and listen • Develop long-term relationships and support customers through process—deliver exceptional service • Build stronger relationships with employers and organizations

11. Organizational Structure & Functional Activities Aligned • Broadening of marketing/recruiting scope • Formation of Information Center • Centralized Advising and advising expanded to previously underserved groups • Formalized contract learning function

12. Business Process Reengineering • Right people doing the right things • Recruitment • Marketing campaign management • B2B sales • Event management • Workflow/information flow first (data integration) • Drill down to work process (application software)

15. U of M Evolution Organizational Commitment Org structure and functions Technology Product Centric/ Disparate View Customer Centric/ Single View Strategy Development Business Process 2008 2001

16. From Process To Technology Gap Analysis • Functional teams developed and vetted requirements • Technology gaps identified: • Need single system • 360° view of learner for IC, Advisers (and prospecting) • Marketing campaign management • Sales force automation for B2B sales • Project management for events • Automating manual processes (petition management, events needs assessments, referrals, etc.) • Build vs. buy decision made • Fit technology to process needs, not process to technology

17. 360° Learner View • Meld credit and non-credit learners & activities • De-dupe database • Track motivations and needs • Maintain integrated relationship history • Show integrated current status • Import learner data from University legacy system • Centralize data in CRM (Oncontact)

19. Campaign Management • Comprehensive job management • Campaign set-up and tracking • List management • Reporting and analysis • More targeted messages

20. Sale Force Automation • Manage sales leads • Manage & track selling process • Manage sales opportunities • Manage sales pipeline • Forecast revenue

24. Leading Indicators of CRM Success • Customer-centric strategies • Organizational willingness to change • Employee empowerment & training • Willingness and discipline to measure outcomes

25. Learner-Centric Strategies • Very first step • Provided direction & boundaries • Created initial buy-in (although some reluctant) • Clearly established CRM as a business initiative, not technology

26. Organizational Commitment/Willingness To Change • Consistency • “Participation is not optional” • Listening and responding • “To-be” process not reliant on “as-is” practices • Business side chose technology • Business/IT leadership of tech roll-out reinforced strategy and processes • Constant reinforcement for “team behavior”

27. Employee Empowerment & Training • Line staff & management on steering committee • Line staff in business-unit teams • Business units (not IT) determine process & technology requirements • IT represented at all meetings • Neutral arbiter to resolve conflicts among Business Units • Ongoing, two-way communication • Process documentation supports training • Software training in groups with 1-on-1 support

28. The Future: Willingness And Discipline To Measure Outcomes • The IC • % one-call resolutions • Subscriptions & fulfillment generated • Marketing • Campaign cycle time (and associated staff hours) • Response & conversion rates • B2B • % leads to sales • Customer penetration

29. Q&A

30. Thank You University of Minnesota, College of Continuing Education Stephanie Platteter Liz Turchin Director of Marketing Associate Marketing Director 612-624-3203 612-625-1274 platt013@umn.edu turch001@umn.edu High-Yield Methods Dick Lee For additional resources: 651-483-0047 www.h-ym.com dlee@h-ym.com