Customer Relationship Management StrategyExecutive Director’s Management Team

8th May 2014

Purpose & Agenda

Why a CRM Strategy? Objectives Framework Opportunities Culture change Discussion

Build awareness of the CRM Strategy and explore what it means to you and to this leadership team

Reach out to a broader student body

Manage alliances with graduate employers

Intensify collaboration between researchers and industryAttract research leaders

Create Research PartnershipsStrengthen connections with

Alumni and supporters

Student

Alumni

Donors & Benefactors

Volunteer

Researchers

Industry/ EmployersResearch

Funder/ Strategic partners

Government and other

institutions

Community

Agent

School/Parent

Prospective Student

Heightened global competition and

marketCompetition for students nationally

Increasing government intervention

Increase in consumer choice

and career readiness focus

Digital transformation

Reduced government funding

The University deals with customers according to a single role at a point in time, fractured by function and/or Faculty

A new approach is needed to provide a single view of the customer and enable customised interactions that deliver mutual value

PROSPECTIVE STUDENT INTERACTION

Objectives of the CRM Strategy

• Engage and serve customers based on deep understanding, respect and mutual value

• Attract, retain and develop relationships through improved management practices

• Develop CRM capability across the University through strategy, structures, skills, processes, information and systems to enable:– Better adaptation to changing environment– Tailor student experience to meet individual needs, recognising diversity– Leave those with whom the University interacts with a positive and enduring

experience– Engage with organisational customers in a professional and integrated way– Build brand equity, improve advocacy and greater customer value

University of Adelaide 6

CRM Framework: Customer Lifecycle

CRM Framework: Customer Lifecycle

CRM Framework: Needs Based Segmentation

• Focus on value to customer• Recognise that customers

see value in different things• Define customer groups to

focus on their needs and values

• Develop and test value propositions for customers and segments

• Customise interaction to maximise value

StudentsUndergraduate Post Graduate Domestic

International Disadvantaged ATSI

Pathway Employed Program

CRM Framework: Lifetime value (LTV)

• Focus on value to the University• Customer value increases as the relationship develops• Understand the “cost of doing business” versus the return for each

customer/customer segment• Use this information to make good decisions, prioritise initiatives

and allocate resources• Measure and manage LTV for different customers and customer

segments• Allows proportional investment of resources to customer value

26 Areas of Opportunity

Acquisition Retention Relationship Development

Prospect enquiry and contact management

Service enquiry and contact management

Positive word of mouth leading to referral

Lead and pipeline management

Explicitly designed student experience

Re-acquisition of postgraduate/HDR

Brand integrity Consistency across departments

Segment extension

Accessing new segments Consistency across channels

Alumni/supporter growth

Conversion rate First year engagement

“At risk” student detection and pro-active intervention

26 Areas of Opportunity

Organisational Customer Enabling

Organisational customer experience Define and manage the customer lifecycle

Business development and opportunity management

Manage customer value (lifetime value assessment)

Key account management Single view of customer

Coordinated engagement and project management

Reduce complexity and duplication

Reduce transactions/costs(“write once, use many”; clear map of customer information)Automation/workflow

Culture Change

FROMActivity focus

Point in time service excellence

Act within span of control

Inside-out thinking

Treat customers the same

TOOutcome focus

Proactively create value over time

Shared ownership across boundaries

Outside-in thinking

Treat customers differently based on

need and value

Questions & Comments?

University of Adelaide 15

Discussion

To what extent will we progress the CRM Strategy through our current performance objectives and plans?

Are there opportunities to extend and/or better align what we are doing with this strategy?

What opportunity do you see for this leadership team to drive change?