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

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 Strategy Development Org structure and functions Business Process Technology Product Centric/ Disparate View Customer Centric/ Single View 2001 2008

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 Strategy Development Org structure and functions Business Process Technology Product Centric/ Disparate View Customer Centric/ Single View 2001 2008

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 PlatteterLiz Turchin Director of MarketingAssociate Marketing Director 612-624-3203612-625-1274 platt013@umn.eduturch001@umn.edu High-Yield Methods Dick LeeFor additional resources: 651-483-0047www.h-ym.com dlee@h-ym.com