Gary Williams, John Drew and Lee Parton Crimson Consultants Presentation John Drew Microsoft Dynamics CRM Presentation

Crimson - John Drew John Drew - Partner at Crimson Consultants Business Development Director MicroCompass/Distinction/Unit4 Agresso From 1992 to 2006 Business Development Director Tribal Group PLC 2006 to 2009 Partner Crimson Consultants 2009 to date Current Engagements Include FE, HE, AOC & ACER Over 150 implementations of Microsoft Dynamics CRM majority of these UK Post 16 institutions.

What is CRM? Is it a product? Is it a technology? Is it a failure? Is it for me? What does it do? I have heard ABC College spend months trying to get it to work!! What is CRM?

Worldwide CRM Survey

Why CRM implementations FAIL!

You cannot……. JUST DO IT!

Technical delivery Security Deployment IPad/IPhone/Blackberry/Android Windows Phone Industry standard database Open API Fully Integrated suite Office Exchange/outlook Sharepoint Business focused Integration to back office MIS Business Intelligence on line Interoperable with SQL reporting services Price Select agreements in place with EDLARS Why Dynamics CRM?

1.Business to Business / Employer Engagement 2.Marketing for Employers 3.Enquiry Management- students, Business, etc 4.Work Based Learning / Short Course Management 5.Event Management and Open days 6. Alumni management and Fundraising 7. Recruitment management 8.Contract Management 9.Document Management 10.Placement management Crimson solutions on Dynamics CRM?

User Adoption Automatic tracking. CRM is aware of CRM contacts.

Enquiry Management Enquiry Tracking from Outlook records into CRM – 2 clicks!!

Employer Engagement Track business development activities through Outlook

CRM provides rich reporting capability including: Dashboards Inline Analytics Report Wizard Native Excel Integration Management Reporting

DO NOT Think 1.CRM is a product 2.It’s a technology, so we implement with wizards 3.It could be implemented without Senior stakeholder engagement 4.Your current data is good enough 5.Business Process change and culture change won’t happen Do Think 1.SMT commitment 2.Create a clear defined set of goals and objects and stick to them 3.Manage the cultural change 4.Be prepared to relook at data quality 5.Integration/interoperability and reporting In Summary

Confidence Control Visibility Proven guidelines from the Project Management Institute Access to technical resources Industry best practices In-depth requirements checklists Clearly defined roles Change/ risk management Help with executive commitment Value-add deliverables Training, tips and access to community in CustomerSource Helps Us Stay: On Time, On Budget, On Spec Sure Step and Fusion