Higher Education CRM Software Deployment - 2012 Research Findings

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Higher Education CRMDeployment SurveyDeployment Survey

Research Findings

Findings

60% of respondents deployed CRM software w/in last 24 Mos.

Deploying CRM Software

Copyright 2012Copyright 2012

Majority of respondents in enrollment-related functions

Breakdown of Survey Respondents by Institutional Function


Departmental deployments

Deploying CRM Software by Department(s)


Enterprise deployments

Enterprise-Level CRM Software Deployments


46% did not have a previous CRM software

Prior CRM Software Deployments


Top goals: enroll & automate

CRM Goals Focus on Enrolling More Students and Automated Communications


Deployments lacked planning

Defining Pre-Deployment CRM Strategy


Modules deployed around recruitment and automation

CRM Software Modules


Selection criteria

Fit with Business Requirements Top Selection Criteria


Relatively small deployments

Over Half of Implementations are Less Than 50 Users


Vendors have room to improve

Satisfaction with CRM Vendors


A mixture of software types

SaaS- Versus Installed-CRM


Annual CRM licensing costs

Annual CRM Software Licensing Costs


Vendor consideration set: 3-4

Three to Four Vendors Typically Make the Consideration Set


Barriers to success? People and processes

Processes and People Limit CRM Success


Biggest challenges? People, data, processes

Challenges to Improving CRM — Cooperation, Data, Processes


Important software selection criteria

Colleges and Universities Devalue Vendor Strategy and Fit


Qualitative recommendations fromthe fieldthe field

A “cloud-based” view of recommendations


Planning recommendations

• “Define realistic project scope in advance and have strong executive sponsorsupport before moving forward. This step is crucial to support business processredefinition.”

• “Understand the risks upfront - it can be disruptive.”

• “It's not a magic bullet, spend time on strategy and planning before the first vendorcomes to campus.”

• “Be sure to undergo a thorough planning process that includes I.T., all areas thatwill utilize the software, and executive sponsor(s) of the project. Also be sure toobtain a complete, detailed explanation from your vendor regarding services


obtain a complete, detailed explanation from your vendor regarding servicesprovided, training, etc. Understand why you are investing tremendous time andmoney and what positive, tangible outcomes you expect.”

• “Define your business practices, goals and be prepared to pay the going rate toget full access and service from the get-go (don't cheap-jack or try to save moneyby using a partial DIY model).”

• “Revisit all your business practices prior to mapping out implementationpriorities.”.

People recommendations

• “Plan before you invest, proceed with caution Users want the samesoftware processes in current software in new software - doesn't work thatway.”

• “Our institution bought into the concept of CRM — but getting people touse it on a daily basis was a bit of a challenge, especially for our olderend users. CRM is a radical behavioral change.”

• “Understand business processes up front build communication plans planfor user adoption/rejection.”


for user adoption/rejection.”

• “We weren't prepared for the level of change required to align variousenrollment units. They all had their own ways of doing things. From a50,000 view, their functions are very similar - to the departments theywere all "unique“.

Process recommendations

• Start with "relationship" data to ensure accuracy and completeness Realignsimilar processes across recruitment and communication first Anticipate trainingand change management needs to move users from current software

• Continue to get people from different areas in the same room to hash out process/who-wins decisions before implementing; make sure the finance andadvancement consultants work together to understand the differences betweenFASB and GASB accounting standards.

• 1) Identify the gaps in your current marketing processes before you start - you willfind the gaps to be considerable 2) Spend time to understand the real


find the gaps to be considerable 2) Spend time to understand the realrequirements of users. We found many instances where users didn't realize thatsome capabilities already existed with our systems. 3) Estimate deployment timeand then multiply by 2

• Do a complete analysis of workflow and put together a team representing all users

Technology recommendations

• “Find a vendor which is willing to spend time getting to know the needs of yourorganization and do some preliminary "prep" or tweaking of software/display in thedirection of meeting those needs before the institution begins to utilize thesoftware. Our biggest frustration the first 6 months was that what the vendorcalled " user training" was more about us explaining our need to the companyrepresentative (programmer) in some area and them doing some "on the fly"programming of the system to meet the immediate need, while we observed,during which times little was added to our knowledge/skills in actually using thesoftware.”


• “Allow twice the projected amount of time for deployment and TESTING.”

• “1. Define what customizations are the most important to the institution from thebeginning. 2. Be very thorough in knowing how your old CRM passed informationinto other institutional systems (e.g., Banner) and make sure you have a solid planto match that process or make it better.”

• “Do not believe sales teams.”

Methodology

Research methodology

• Professionals from admissions, alumni and development, business andfinance, and information technology were invited to participate in anonline survey from July 15 – August 20, 2012

• Exact sample sizes in this study are provided on a question-by-questionbasis. The number of respondents is not guaranteed to be representativeof the population. Unless otherwise noted, statistical data is intended tobe used for descriptive and not inferential purposes.

• In addition to sampling error, one should bear in mind that the practical


• In addition to sampling error, one should bear in mind that the practicaldifficulties in conducting surveys can introduce error or bias into thefinding of opinion polls. Other possible sources of error in polls areprobably more serious than theoretical calculations of sampling error.These other potential sources of error include question wording, questionordering, and non-response. As with all survey research, it is impossibleto quantify the errors that may result from these factors without anexperimental control group.

About DemandEngine

• DemandEngine delivers solutions to colleges anduniversities to grow relationships. Our servicesinclude enrollment and CRM consulting, demandgeneration, and marketing automation software.

• To learn more, visit us at www.demandengine.comor call 912-354-8007.


or call 912-354-8007.

Higher Education CRM Software Deployment - 2012 Research Findings

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