crm implementation
DESCRIPTION
Joe Murray, President of JMA Consulting, discussed how a CRM implementation can vastly improve a nonprofit's operations, fundraising initiatives, communications outreach and more. In this presentation, Joe explains what a CRM can do from an external (public) and internal (staff) perspective, demonstrates how to go from a nonprofit's mission statement to an effective planning process, prepares nonprofits for in-house CRM implementation, and provided tips on how to work with a CRM consultant.TRANSCRIPT
JOE MURRAY, JMA CONSULTINGFEBRUARY 11, 2014 TORONTO NET
TUESDAY
How a Good CRM Implementation Can Propel
Your Nonprofit
Outline
What is a CRM?Planning a CRM Implementation:
Building the Project Team Choosing a Process Determining Needs Making the selection Scoping phases
What is CRM?
Constituent Relationship Management systems Integrate communication channels/lists/data silos Provide full history, 360 degree view Facilitate targeting and customization
Goals: better relationships at lower costImplementation challenges:
Internal change management for people, processes Technical issues with replacing many systems,
integrating
Nonprofit CRM Functionality
Email subscriptionsDonations*MembershipsEvent registrationsVolunteersClient casesGrant seekingGrant givingCampaignsReporting / analytics
SMSFaxingPetitionsSurveysVirtual phone banksInbound phoneSocial media sharingSocial media
integrationIntegrationsChat
Other “Constituents”
Elected officials or other advocacy targetsSponsorsFundersBoard and committee membersStaffCoalition membersMediaWebsite visitors
Building the Team
Executive sponsorKey functional managers
Fundraising Communications Events, etc.
Key staff users with Knowledgeable of actual processes Different levels of tech-savviness
Technical expertise, in-house or consultantFeedback from users, other stakeholders
Project Methodology
Conventional Waterfall Agile Scrum
Top Down Mission Driven Requirements
Mission defines succinctly your organization’s end-result or achievement (Daily Bread’s)
Use it to figure out top down: Who your constituents are What interactions form the relationships Priorities, including changes to what is done
What are your ‘sales funnels’ and the value propositions in your ‘ladders of engagement’?
Bottom-up Technical Requirements
Current systems document many requirements Functionality, data Don’t forget paper forms, mailbacks, paper signups,
Excel, Outlook, manual processesPain points
What is not working What needs to be added
Consider removing cruft, not migrating unneeded data
In-house versus Consultants
In-house Lower cost Understand existing systems and needs Will need to operate the new system May have existing work responsibilities
Consultants Experts in the software Experts in CRM and software change projects
Phases and Scope
CRM Implementations can be large, complex, risky and mission-critical
Often a good idea to phase By legacy system being replaced By priority for new needs Easy early wins To reduce risk
Ensure training for each role for each phaseProvide on-going technical support
Exercise
Given your organization’s mission, what area of public facing CRM functionality would benefit from a new or better integrated IT system?
What are the current internal “pain points” in your organization’s Constituent Relationship Management?
Who in your organization would be good people to put on a CRM Team, and why?