Not for Profit CRM procurement: What you need to know

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Not for Profit CRM procurement: What you need to know

Purchasing a CRM system for a charity, membership organisation or an educational establishment is a long term decision – not one to be rushed. You shouldn’t need to revisit your decision before anything less than 10 years. If you do, you need to question the success of the procurement and implementation process. Here are our top dos and don’ts to help you avoid the pitfalls of system selection. We are fortunate to be selected by over 50 NFP organisations every year to implement our NFP CRM solution, Access thankQ CRM. We see many different approaches on how clients evaluate and procure systems – here are a few of the dos and don’ts from our experience…

Do’s vs Don’ts___________________________________________________________

+ Fully review your current position, objectives and systems+ Weigh up costs versus return+ Build the business case+ Set realistic expectations+ Your research+ Feel the chemistry

- Get swayed by free offers- Engage a consultant – at least not straight away- Speed Date- Set difficult deadlines

Do ___________________________________________________________

Don’t ___________________________________________________________

Fully review your current position, objectives and systems

Ask questions. Be clear on why you are considering a new system. If this is your first CRM investment, decide on the range of features you expect e.g. campaign communications, membership or fundraising income handling, event management etc. If you are replacing a system, understand how the current system is being used and identify its shortcomings; which legacy processes are obsolete? How will the new system address your latest requirements for bulk email communications, social media or linking to your website?

If there is a genuine reason for keeping old data then consider storing it outside of your new system. But bear in mind that Data Protection and consent management will play a big part in all CRM projects moving forward, so implement processes that cater fully for this. Consider carefully which data needs to be kept and moved into the new system.

Weigh up costs versus return

Ask your team “What does success look like?” Know the benefits of change and where there will be a return on investment. It has to justify the cost. And this includes indirect and ‘hidden’ costs. As part of this process you will need to identify whether your organisation has a cloud strategy and what its hosting needs are. You will also need to understand how each transaction will be charged, be clear on how many users will require access as well as how large the database is likely to be. All of these factors will impact on the cost. Equally, know the indirect benefits of change – from improvements in inter-departmental relationships to helping improve working practices. It all matters.

Set realistic expectations

Set and test your budgets by engaging with suppliers early on. Test the assumptions behind pricing estimates to avoid unrealistic or low estimates and understand how to read between the lines with timelines and services. If you are successful in securing funding for a project you want to be sure it is sufficient to choose from a range of systems so you end up with one that will meet your needs. Otherwise the project will be compromised before it starts.

Build the business case

This is a beneficial exercise no matter what size of organisation; work through the proposed project costs, risks, benefits and success factors. What might the improvements be in recruitment of members or donors, or indeed reduced attrition based on stronger communication with them or better benefits? All projects start out assuming they will be on schedule and within budget, but if you plan for these to vary a little it will reduce the pressure on your organisation. Crucially, to get management and trustees fully on side, emphasise the impact of not making a change – such as costly mistakes, inefficiency and loss of confidence – just as much as the outcomes and benefits.

Do _____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

#1 #2

#4

#3

Your research

There is no short cut. Talk to other organisations who have recently been through a similar project about their experiences and recommendations. Research potential suppliers for the suitability of their solution and how it meets your requirements – look for ease of use, integration, flexibility etc. Ask suppliers who they have worked with and establish their track record with similar organisations. Ask to speak to their clients about the product and how the project went as well as how they found the customer service and support. If you decide to use an advisor, do the same. Find out about their track record and establish their expertise by talking with organisations like your own. Are they really as ‘independent’ as they say they are? Find out.

Feel the chemistry

Get familiar with the software you’re considering – but also get to know the people behind it. Could you work with them? Do they understand what your organisation needs? Are they committed to the long-term NFP market. Do your financial due diligence – if this is a 10 year relationship check your supplier is financially stable – will they make the journey with you?Set expectations on both sides even at initial meetings and during demonstrations. The fit has to be right.

Do _____________________________________________

_____________________________________________

#5 #6

Get swayed by free offers

Question why something is being given for free. It might seem attractive but it may lock you in to a solution that’s unsuitable. The long term cost and the cost of changing later shouldn’t be underestimated. Watch for hidden fees or limitations – and always calculate costs over a five year period (or longer) to get the full picture. Value for money now may mean you get stung further down the line. Your CRM system should last you for at least 10 years before you need to consider changing it.

Engage a consultant – at least not straight away

Know what you want to achieve from the start. Then if you need a consultant, do thorough research on their background and approach. If they’ve implemented the same system five times in a row, they may not be as impartial as you’d like them to be. If they’re offering development and implementation services then they’re unlikely to be truly independent and shouldn’t be helping you with your evaluation and procurement.

Don’t let them steer you in a direction that’s not best for your organisation. More consultancy days for them means more cost for you and less to invest in the actual solution. Unfortunately, many consultancy firms now use an initial requirements analysis or assistance with a procurement exercises as a means to sell additional services and sometimes even try to push in their own software.

Set difficult deadlines

If you have a target deadline for your new system being live, make sure that you have enough time for both the procurement and the implementation. There is a lot to think about to ensure that the system works well and has the correct data, with all users trained and ready. Treat any suggested go live dates as aspirational until you have agreed a project plan with your supplier. Even then the timing may need to be flexible to cater for unexpected events. Don’t agree a go live date with your trustees before choosing your supplier and discussing it with them. It’s always worth waiting for a system that’s the best fit for your organisation rather than working to a pre-specified deadline. This is an investment in the future of your organisation; get it right and watch your organisation flourish on every level.

If you’d like to review how Access Group and its NFP software suite could help your organisation, please contact our team on xxxxxx or email: xxxxxxx@accessgroup.com

Speed Date

Choosing your CRM system is a long-term decision, so don’t make it quickly. Make sure you look at three or four possible systems as a minimum. Take a couple into a more detailed review. You shouldn’t be revisiting this process for many years, so you don’t want to be tied in to the wrong system. Take time over the selection and expect to meet the chosen supplier a number of times upon appointment. Run workshops to understand the solution and visit their offices so you can meet the people who will be supporting you. The chances of meeting long term friends or partners at speed dating sessions are low – the same is true of speedy software decisions. The cost of a failed project can be expensive and a drain on time and resources. Don’t rush.

Don’t _____________________________________________

_____________________________________________

_____________________________________________

_____________________________________________

#1 #2

#4

#3

If you’d like to review how Access Group and its NFP software suite could help your organisation, please contact our team on xxxxxx or email: xxxxxxx@accessgroup.com

What is Access aCloud?

Access aCloud is a suite of integrated cloud-based applications developed and provided by the Access Group. We have over 10,000 UK business customers spanning various sectors, including well-known brands Publicis, Legal & General and KPMG to name but a few.

Founded in 1991, Access has over 20 years’ experience in providing vertically focused industry specific software solutions. Proud recipients of ‘The Sunday Times Best Companies to Work For 2016’ award, our team of over 900 employees provide an outstanding service with a personal touch.

The Access Group brings you aCloud CRM in partnership with leading CRM manufacturer, SugarCRM. Widely recognised as a market leader in terms of CRM innovation, Sugar has over 1 million users worldwide.

Fully review your current position, objectives and systems

Ask questions. Be clear on why you are considering a new system. If this is your first CRM investment, decide on the range of features you expect e.g. campaign communications, membership or fundraising income handling, event management etc. If you are replacing a system, understand how the current system is being used and identify its shortcomings; which legacy processes are obsolete? How will the new system address your latest requirements for bulk email communications, social media or linking to your website?

If there is a genuine reason for keeping old data then consider storing it outside of your new system. But bear in mind that Data Protection and consent management will play a big part in all CRM projects moving forward, so implement processes that cater fully for this. Consider carefully which data needs to be kept and moved into the new system.

Do ___________________________________________________________

#1

Weigh up costs versus return

Ask your team “What does success look like?” Know the benefits of change and where there will be a return on investment. It has to justify the cost. And this includes indirect and ‘hidden’ costs. As part of this process you will need to identify whether your organisation has a cloud strategy and what its hosting needs are. You will also need to understand how each transaction will be charged, be clear on how many users will require access as well as how large the database is likely to be. All of these factors will impact on the cost. Equally, know the indirect benefits of change – from improvements in inter-departmental relationships to helping improve working practices. It all matters.

Do ___________________________________________________________

#2

Build the business case

This is a beneficial exercise no matter what size of organisation; work through the proposed project costs, risks, benefits and success factors. What might the improvements be in recruitment of members or donors, or indeed reduced attrition based on stronger communication with them or better benefits? All projects start out assuming they will be on schedule and within budget, but if you plan for these to vary a little it will reduce the pressure on your organisation. Crucially, to get management and trustees fully on side, emphasise the impact of not making a change – such as costly mistakes, inefficiency and loss of confidence – just as much as the outcomes and benefits.

Do ___________________________________________________________

#3

Set realistic expectations

Set and test your budgets by engaging with suppliers early on. Test the assumptions behind pricing estimates to avoid unrealistic or low estimates and understand how to read between the lines with timelines and services. If you are successful in securing funding for a project you want to be sure it is sufficient to choose from a range of systems so you end up with one that will meet your needs. Otherwise the project will be compromised before it starts.

Do ___________________________________________________________

#4

Your research

There is no short cut. Talk to other organisations who have recently been through a similar project about their experiences and recommendations. Research potential suppliers for the suitability of their solution and how it meets your requirements – look for ease of use, integration, flexibility etc. Ask suppliers who they have worked with and establish their track record with similar organisations. Ask to speak to their clients about the product and how the project went as well as how they found the customer service and support. If you decide to use an advisor, do the same. Find out about their track record and establish their expertise by talking with organisations like your own. Are they really as ‘independent’ as they say they are? Find out.

Do ___________________________________________________________

#5

Feel the chemistry

Get familiar with the software you’re considering – but also get to know the people behind it. Could you work with them? Do they understand what your organisation needs? Are they committed to the long-term NFP market. Do your financial due diligence – if this is a 10 year relationship check your supplier is financially stable – will they make the journey with you?Set expectations on both sides even at initial meetings and during demonstrations. The fit has to be right.

Do ___________________________________________________________

#6

Get swayed by free offers

Question why something is being given for free. It might seem attractive but it may lock you in to a solution that’s unsuitable. The long term cost and the cost of changing later shouldn’t be underestimated. Watch for hidden fees or limitations – and always calculate costs over a five year period (or longer) to get the full picture. Value for money now may mean you get stung further down the line. Your CRM system should last you for at least 10 years before you need to consider changing it.

Don’t ___________________________________________________________#1

Engage a consultant – at least not straight away

Know what you want to achieve from the start. Then if you need a consultant, do thorough research on their background and approach. If they’ve implemented the same system five times in a row, they may not be as impartial as you’d like them to be. If they’re offering development and implementation services then they’re unlikely to be truly independent and shouldn’t be helping you with your evaluation and procurement.

Don’t let them steer you in a direction that’s not best for your organisation. More consultancy days for them means more cost for you and less to invest in the actual solution. Unfortunately, many consultancy firms now use an initial requirements analysis or assistance with a procurement exercises as a means to sell additional services and sometimes even try to push in their own software.

Don’t ___________________________________________________________#2

Speed Date

Choosing your CRM system is a long-term decision, so don’t make it quickly. Make sure you look at three or four possible systems as a minimum. Take a couple into a more detailed review. You shouldn’t be revisiting this process for many years, so you don’t want to be tied in to the wrong system. Take time over the selection and expect to meet the chosen supplier a number of times upon appointment. Run workshops to understand the solution and visit their offices so you can meet the people who will be supporting you. The chances of meeting long term friends or partners at speed dating sessions are low – the same is true of speedy software decisions. The cost of a failed project can be expensive and a drain on time and resources. Don’t rush.

Don’t ___________________________________________________________#3

Set difficult deadlines

If you have a target deadline for your new system being live, make sure that you have enough time for both the procurement and the implementation. There is a lot to think about to ensure that the system works well and has the correct data, with all users trained and ready. Treat any suggested go live dates as aspirational until you have agreed a project plan with your supplier. Even then the timing may need to be flexible to cater for unexpected events. Don’t agree a go live date with your trustees before choosing your supplier and discussing it with them. It’s always worth waiting for a system that’s the best fit for your organisation rather than working to a pre-specified deadline. This is an investment in the future of your organisation; get it right and watch your organisation flourish on every level.

___________________________________________________________

If you’d like to review how Access Group and its NFP software suite could help your organisation, please contact our team on xxxxxx or email: xxxxxxx@accessgroup.com

Don’t ___________________________________________________________#4