changing our enrollment game with crm technology · 2015-09-16 · changing our enrollment game...

Changing Our Enrollment Game with CRM Technology

Presented by Nellie Pharr-Maletta

Assistant Director of Admissions/Recruitment

The College of Southern Maryland


The Game Plan! I. Introductions

II. Game Changing Moments

III. The Enrollment Game

IV. Upping The Game - CRM Technology

V. Game In Play- The CRM at CSM

VI. How To Win! Summary and Practical

Points for New CRM Users


Introductions

ME: 22 Twenty-two Year Academician

The College of Southern Maryland: 50 Fifty -Year Old Open Enrollment Public Community College

A CRM: 5 Five Year Old Software Solution for Building Customer

Relationships

YOU: ?


Introductions

MONOPOLY BOARD GAME

(Registered Trademark of Parker Brothers, Inc. )

77/99 Years Old

http://en.wikipedia.org/wiki/File:BoardGamePatentMagie.png

“GAME CHANGING MOMENTS”

Changing Our Enrollment Game With CRM Technology


Recession Driven Changes

Different Types of Learners

Organizational Change

Increased Technological Change in

Higher Education




• The Two-Year Enrollment Boom

• Continual Declines in Staff and

State Funding

• The Creation of CRM Solutions




• The Two-Year Enrollment Boom



Different Types of Learners

Special /Early Admissions

Traditional Age College Students

Adult and Returning Learners

Commuter versus Residential Learners

Part Time versus Full-Time Students



Different Types of Learners At CSM (FY 2011/2012)

10,000 Credit Students

» 700 – Special/Early Admissions (Junior High and High School Students)

» 5,600 - Traditional Age Students » 3,700 - Adult Learners

12,000 - Non-Credit (Job Training or Personal Enrichment for all ages)

60% Female Population




“Change is the New Constant!”

Unparalleled technological change in the 21st century

Change can be scary, threatening



Technological Change

is Organizational Change

AKA : How not to put your foot (shoe) in it!


Key Components in Implementing

Organizational Change: Grady, Victoria, Magda, Beverly & Grady, James. (2011)

Support from Leadership

A Communications Plan

End-User Involvement

A Training Plan



More on Organizational Change (Norris and Poulton, 2008)

• Understand the Contextual Factors

• View All Processes: Structural, Human, Political and Symbolic

(Bolman and Deal, 2003)

• Help others Make Sense of Changing Conditions

• Involve All levels

• Anticipate Resistance

• Plan Down (Lead); Plan Sideways (Support) and Plan Up (Navigate Change)

• Maintain the best of the old, while embracing the new

• Start Small!



Even More on Organizational Change… (Christensen and Eucher, 2011)

• “The better organizations don’t just manage change, they embrace and create it.”

• Anticipate “disruptive challenges” – aka Don’t invent a better buggy whip, anticipate the horseless buggy.

• Don’t squander opportunities for growth!



Still More on Organizational Change…

You must have:

• A Training Plan

• A Change Plan

“Planned Change will take longer without a Change Plan”



More on Organizational Change

“ The very face of higher education is being transformed by new challenges and opportunities.”

Norris and Poulton, 2008




“ Innovation distinguishes between a leader and a follower.”

- Steve Jobs



Last Word on Organizational Change…

Poop Happens! Prepare!



Increased Technological Change

in Higher Education



Increased Technological Change in

Higher Education

• On-Line Learning and Institutions

• Leveraging Social Media

• Changing How We Teach and Share Data

• The Creation of CRMs


“THE ENROLLMENT GAME”



Your Move!

How do you?

- Attract Interested Students

- Build Relationships with Prospective Students

- Turn Inquiries into Enrollment

- Affect Persistence and Graduation



How to Win Some, Then Win Some More!”



“How To Win Some, Then Win Some More!”

Goal Setting, Relationships and Challenges



Rules for Play: Step 1 - Goal Setting

– Determine the Object of The Game!

– Essential for successful implementation and use of a CRM System

– Start with one really good, well-thought out big question!



Goal Setting: At CSM

– Started With Our Strategic Plan

– We chose to begin with the New Credit Applicant

– Our Big Question was:

“How can we more effectively increase the enrollment of the different types of credit students? ”



THE COLLEGE of SOUTHERN MARYLAND

2010-2013 Strategic Plan

Mission Statement: The College of Southern Maryland (CSM) is an open-admissions, comprehensive regional community college that fosters academic excellence and enhances lives in Southern Maryland. CSM meets the diverse needs of students and the community by providing accessible, accredited, affordable, and quality learning opportunities for intellectual development, career enhancement, and personal growth. The college embraces lifelong learning and service, providing a variety of personal enrichment and cultural programs in a safe and welcoming environment.

Vision: Transforming lives through lifelong learning and service.




Goal 1: CSM effectively meets the life-long and diverse educational, workforce development, cultural,

and community needs of a changing Southern Maryland.

• Objective 1.1 Increase the percentage of high school students and recent high school graduates from the tri-county area enrolled at CSM or another post-secondary institution.

• Objective 1.2 Develop recruitment strategies to increase the diversity of the student body.

• Objective 1.3 Increase the number of adult learners – those 25 years of age and older – who choose CSM to facilitate career changing, associate degree completion, and skill enhancement.




Goal 2: CSM promotes student success by providing outstanding education and related support services

that help students achieve their goals.

• Objective 2.1 Increase persistence and the graduation and/or transfer rates for all credit students.

• Objective 2.2 Increase the percentage of African-American students who graduate and/or transfer.

• Objective 2.3 Decrease the percentage of students who place into developmental education courses.

• Objective 2.4 Increase the percentage of students who successfully complete their developmental coursework within four years.


Rules for Play: Step 2

- Building Relationships

– Internal is the “Big Game”

– External Relationships

– a by-product of Internal Relationships

– Improve Organizational Communication

– Processes, Processes, Processes



Building Relationships

– Processes, Processes, Processes

– Anticipate Process Re-design



Building Relationships – Process Redesign (Finkenscher and Bakerman, 2011)

» Is essential to technology deployment

» Involves the experts

» Uses a team/multidisciplinary approach

» Conducts a thorough assessment of the current state of the organization

» Establishes a steering group to oversee the

process redesign



Building Relationships

“ Organizational Processes are often relationships in disguise” (Finkenscher and Bakerman, 2011)



Building Relationships/Processes At CSM Here is our biggest question:

“ What areas contribute to/ are directly impacted by the recruitment and admissions’ processes for new and prospective credit students?”



Building Relationships/Identifying Processes At CSM

IT Chairperson

Director of Creative Services/Marketing

Director of Admissions

Assistant Director of Recruitment

Assistant Director of Administration

Admissions Manager

Director of Workforce Development

Director of Planning, Institutional Effectiveness and Research



Rules for Play: Step 3 – Expect Challenges

• The Inter-Relatedness of the Game

• Playing The Hand that You have been Dealt



Challenges • “Well over half of the technology initiatives in

organizations fail to achieve their stated goals”

(Dickie, 2002)

• “Industry experts claim that organizational change initiatives continue to experience a failure rate approaching 70%) (Grady, 2011)

• “Sixty percent of all organizational

projects fail.”(Jorgensen, Owen and Neus, 2009)



Challenges - Why CRM Projects Fail More than half of all CRM implementations fail to meet their

objectives due to lack of:

– Clear/Measureable Objectives

– Review and Definition of Key Performance Indicators

– Clear Metrics

– Generalized Software

– Rewards and Incentives to assure User Buy-In



Challenges - Why CRM Projects Fail And….

– Inadequate, Inappropriate or Ill-timed Training

– Inaccurate or Incomplete Data

– Unaligned Business Processes

– Lack of A Change Plan

– Insufficient Budget

– Insufficient Allocation of Time and Resources



Challenges - Why CRM Projects Fail

“Successful implementation is often elusive

because CRMs require

Company-Wide, Cross-Functional, Customer-Focused

business process re-engineering.” – Chen, 1995


“UPPING THE GAME”: CRM TECHNOLOGY



What Is A CRM?

Customer Relationship Management Software

– More than Technology

– A Source of Needed Recruitment and Retention Efficiencies

– A Way to Measure Enrollment Goals

“Upping The Game”: CRM Technology


CRM – More Than Technology (Chen, 1995)

• CRM’s seek to help companies to better understand their customers.

• CRM’s are an integrated approach to developing and managing customer relationships

“One Part Processes, One Part People and One Part Technology”



CRM – More Than Technology

What a CRM Isn’t

– A magic wand, a panacea!




What a CRM Is

A useful tool!

“ A fool with a tool is still a fool” - Grady Booch




What a CRM Is

One part processes, one people, one part product!




Limitations of Any Good Tool:




Limitations of Any Good Tool:

The Importance of The Process Conversation!



Leading CRM Software Packages

• Top School

• Target X

• Enterprise CRM

• Blackboard Enterprise

• Right Now CX

• Talisman

• Ellucian’s Banner Relationship Management

• Ellucian (Datatel) Recruiter



CRMs • Ellucian Recruiter –

– “ A CRM software product that enables colleges and universities to streamline

their recruitment processes by giving them the tools to find the best-fit students and achieve their institution’s enrollment goals.”

– Product Features from Outreach to Admissions: On-line Applications, List loading and Cleansing, Event Management, List Segmentation, Personalized and Dynamic Email Communications, Response tracking and Reporting and analytics.

From “recruiting the right” students to the “right” recruiting for students



The CRM Provides Needed Efficiencies:

– Managing Student Information

– Tracking Data

– Capturing Data over the Student Life Cycle (from Prospect to Alumnus)

– Providing Student-centric Solutions



Tracking Campaign Data



Evaluate Cost and Outcome of Recruitment Events



Providing Needed Efficiencies

“Colleges and Universities today are under more pressure

than ever to make sure they enroll the right students in the right programs, and that these students stay

engaged through graduation.”

~ Justin McMorrow Top School’s

Chief Customer Service Officer



Student Life Cycle - Beyond Recruitment

The potential to capture data over the Student Life Cycle impacts retention, funding, community outreach, etc.



Measuring Enrollment Goals

– Start with your Strategic Plan

– Gather data specific to that population


“GAME IN PLAY!”


“GAME IN PLAY”

The Shared New Language of Change:

Suspect (Lead) => Prospect => Student

How Ellucian (Datatel) Recruiter Maps to the CSM Admissions Process


“GAME IN PLAY”

CSM’s Step #1 : Data Capture for New and Prospective Students

Prospect Must Create An Account

* Denotes a

required

field

Prospect Directed to Our Landing Page

Register for an Event

Our Application

Our Application

Residency Options-

More than 3 months,

less than 3 months, I do

not live in Maryland/Tri

County Area

Our Application

Explanatory text, stating SSN is

required at registration

Option to Save

application and come

back to it later

Our Application

Freshman or

Transfer

Are you planning on pursuing

a degree in nursing at CSM?

If so, select General Studies as

your academic program. If

you intend to apply for

financial assistance, you must

select a degree program.

Our Application

Designates admissions

programs for students in

high school, gifted and

talented etc.

Our View – New Applicants

Our View – Individual Applicants

Our View – Effectiveness of Individual Recruitment Events


Our View – Staff Effectiveness


Our View – Events


Recall Our Bigger Question:

How can the CRM help us to recruit different types of students?

“GAME IN PLAY”

“GAME IN PLAY”

Some Cool Things We Can Now Do to Help Us Reach Our Enrollment Goals

- Send Mass emails to identified prospects through Exact Target

- Rate Prospects Probability of Enrollment

- Post Upcoming Events with RSVPs to our Webpage

- Evaluate Return on Investment of Recruitment Events

- Evaluate Recruitment Personnel

- Identify Organizations that are key sources of new students

- Create Reports to Analyze Outcomes


At CSM – How We Are Winning!

I. Improved Org Communication and Improved Focus on Org Goals II. Planning for Organizational Changes III. Overcoming Practical Challenges

“GAME IN PLAY”


Our Next Moves! – Establish comprehensive communications with

prospective students

– Respond instantly with tailored communications

– Measure return on investment/ recruitment dollars

– Be proactive with our data

– Make better use of purchased college lists

– Do more than recruit!

– Plan Retention Efforts Based

Upon Available Data

“GAME IN PLAY”

HOW TO WIN! SUMMARY

AND PRACTICAL POINTS FOR NEW CRM USERS



• Step One: Follow (or Lead) the Leader!

• Step Two: Select A Goal

• Step Three: Choose An Implementation Team

• Step Four: Involve Internal and External Partners -

Communicate the Vision

• Step Five: Talk, Talk and Talk Some More About Processes

and External Opportunities

• Step Six: Select One Small, Measurable Goal to Achieve

through CRM Software

• Step Seven: Measure, Communicate and Communicate

Some More!

• Step Eight: Celebrate, Innovate and Return to Step #2!

How to Win! Summary and Practical Points for

New CRM Users


– Start Small; Begin By Asking Better and Better Questions

– Establish Clear/Measureable Objectives

– Align All Business Processes

– Review and Define key performance indicators and clear metrics

– Don’t over customize the software initially

– Use rewards and incentives to assure user buy-in

– Develop and Implement an adequate Training Plan

How To Win! Summary and Practical Points for

New CRM Users


– Gather The Best Data Possible

– Develop and Follow Your Change Plan

– Budget Sufficient Financial, IT, Human Resource and Time Resources

– Anticipate “disruptive challenges”

– Prepare to break out of your “silos”

– Implement org changes that improve communication

How to Win! Summary and Practical Points for

New CRM Users


Your Enrollment Challenges?

Your Questions?


Thank You!

Nellie PM [email protected]

The College of Southern Maryland

mailto:[email protected]




Sources • Chen, I. J. (1995). Understanding customer relationship management (CRM): People, process and technology.

Business Process Management Journal. Retrieved from www.emeraldinsight.com/journals.htm?articleid=843553&show=abstract

• Christensen, C., & Eucher, J. (2011). Managing disruption: An interview with Clayton Christensen. Institutional Research Institute, Inc.

• Daneman, M. (2011). Over 50 and back to school: Boomers drive increase in community college enrollment. Chicago Sun-Times. Retrieved from http://www.suntimes.com/news/education/9480392-418/over-50-and-back-to-school-boomers-drive-increase-in-community-college-enrollment.html

• Dickie, J. (2002). Why CRM projects fail. Customer Relationship Management Association. Toronto. Retrieved from www.crmacanada.com/WhyFail.pdf

• Finkenscher, K., & Bakerman, M. (2011). Process redesign is key to successful IT deployment.

• Grady, V., Magda, B., & Grady, J. (2011). Organizational change, mental models and stability: Are they mutually exclusive or inextricably linked? Organizational Development Journal, 29(3), 9-22.

• Jorgensen, H. H., Owen, L., & Neus, A. (2009). Stop improvising change management. Strategy and Leadership, 37(2). 38-44.

• Monopoly. http://www.hasbro.com/monopoly/en_US/discover/history.cfm

• Mullin, C. M., & Phillippe, K. (2009). Community college enrollment surge: An analysis of estimated fall 2009 headcount enrollments at community colleges (2009-01PBL). American Association of Community Colleges. Washington, DC.

• Norris, D. M., & Poulton, N. L. (2008). A guide to planning for change. Society for College and University Planning.

• Stam, K., & Stanton, J. (2009). Events, emotions and technology: Examining acceptance of workplace technology changes. Information Technology & People, 23(1), 23-53. Emerald Group Publishing Limited. Retrieved from http://www.emeraldinsight.com/journals.htm?issn=0959-3845.

• www.ellucian.com

http://www.emeraldinsight.com/journals.htm?articleid=843553&show=abstract

http://www.suntimes.com/news/education/9480392-418/over-50-and-back-to-school-boomers-drive-increase-in-community-college-enrollment.html



























http://www.crmacanada.com/WhyFail.pdf

http://www.hasbro.com/monopoly/en_US/discover/history.cfm

http://www.emeraldinsight.com/journals.htm?issn=0959-3845



changing our enrollment game with crm technology · 2015-09-16 · changing our enrollment game...

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