Work with one of my major clients was becoming increasingly complex to coordinate once the suppliers had been selected to deliver changes as part of a major systems overhaul. In all, five parties became involved in the programme, delivering new APIs to the membership system to enable online joining, renewals and exam entry; a new website supplier and a new website; and the installation of Microsoft Dynamics CRM.
1 Comment
Implementing a CRM is a business change - usually a major business change - that will have a wide impact on the organisation. I've found it useful to provide a vision statement for the CRM Strategy, based on a common structure. I try to keep the vision statement to a single page to make it more digestible to different groups of staff, so keeping the individual topics as bullet points.
The structure and contents of the CRM vision statement I've used are:
There are a number of important differences between CRM in the not-for-profit sector and CRM in the commercial sector. It's vital that both NFP organisations and suppliers recognise and understand these differences to make sure that new CRM systems fulfil the organisations' needs.
Three of Real Story Group's Technology Predictions for 2012 particularly caught my eye: big data meets web marketing; CRM and CMS on collision course; and new job titles emerge.
Some organisations focus almost entirely on their website as the main means of communication with contacts to the exclusion of other channels, particularly email marketing. There are two dangers to this - it assumes either that users will visit the organisation's website of their own volition if they have visited before; or that they will find the site from Google searches if they haven't visited before.
Anthony's recent blog post "We need CRM?" raised the interesting issues of the underlying requirements for managing relations with contacts and of the need for a strategy for how an organisation will manage those relations.
1 Comment
“We need CRM”, I have heard this statement frequently when speaking with Not for Profit / Membership and Financial Sector organisations. When I dig a little deeper and explore with clients what is really required, then the possible dangers of the ubiquitous CRM solution become evident. Simply investigating with the client, what the target business improvement is will start to steer the dialogue in a more effective direction.
There are some aspects of service (and more general customer relationship management) that can be assisted by IT and some that are more within the ambit of the business. The business is responsible for the staff and their skills for example, whereas IT is responsible for the systems that facilitate delivery of the services.