CRM Case Study v 4.9

Transcription

2010 Case Study
A case study of Bournemouth University
A funded JISC Project IT Services, Business School and Marketing and Communications CASE STUDY Case Study
Project Information
Project Acronym
CRMBU
Start Date
1 August 2009
End Date
31 July 2010
Lead Institution
Bournemouth University
Project Director
Karen Everett, Director of Finance
Project Manager &
Contact Details
Neil Warren, [email protected]
Project Web URL
http://crm-bu.ning.com/
Programme Name (and
Number)
RMSAS
Programme Manager
Simon Whittmore
st
st
Document Name
Document Title
Business and Community Engagement (BCE) Customer Relationship
Management (CRM) Case Study
Authors(s) & Project Role
Dr Gelareh Roushan (Lead Academic) and Theresa McManus
(Researcher)
Date
April 2010
Access
Project and JISC Internal
Version
4.9
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Case Study
Contents
1 EXECUTIVE SUMMARY ............................................................................................................................ 6 2 BACKGROUND ........................................................................................................................................ 7 3 BRIEF DESCRIPTION OF, AND RATIONALE FOR, THE METHODOLOGY ADOPTED ...................................... 8 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4 WHAT IS CRM? ......................................................................................................................................... 8 THE NEEDS OF HEIS AND FECS ...................................................................................................................... 9 WHO ARE YOUR CUSTOMERS? ..................................................................................................................... 10 WHERE ARE YOU NOW? ............................................................................................................................. 11 ARE YOU READY FOR CHANGE? .................................................................................................................... 14 PROCESS MAPPING ................................................................................................................................... 15 WHICH CRM? ......................................................................................................................................... 17 EVALUATION OF THE SELF ANALYSIS FRAMEWORK ........................................................................................... 20 CRM IMPLEMENTATION LIFECYCLE ............................................................................................................... 22 TRANSFERABLE NEW LEARNING OR GOOD PRACTICES .......................................................................... 25 4.1. LEARNING ..................................................................................................................................................... 25 4.2. GOOD PRACTICES ........................................................................................................................................... 26 5 CURRENT PROCESS MAPS ..................................................................................................................... 28 5.1 5.2 5.3 5.4 5.5 PROCESS MAPPING APPROACH .................................................................................................................... 28 CURRENT ORGANISATIONAL SUPPORT FOR CRM ............................................................................................ 28 CRM PROCESS USAGE OVERVIEW ............................................................................................................... 29 ENTERPRISE-‐WIDE CRM PROCESSES ............................................................................................................. 29 DEPARTMENTAL CRM PROCESSES ............................................................................................................... 30 5.6 5.7 5.8 INDIVIDUAL CRM PROCESSES ...................................................................................................................... 33 CURRENT CHALLENGES ............................................................................................................................... 34 THE EXTERNAL CUSTOMER’S PERSPECTIVE ..................................................................................................... 34 6 THE CURRENT AND POTENTIAL IMPACT OF IMPROVED CRM PROCESSES .............................................. 36 7 RECOMMENDATIONS ........................................................................................................................... 40 8 GLOSSARY ............................................................................................................................................ 42 9 REFERENCES ......................................................................................................................................... 45 APPENDIX A: BUSINESS MEASURES .............................................................................................................. 47 APPENDIX B: CRM MATURITY ....................................................................................................................... 49 APPENDIX C: BUSINESS IMPACT ................................................................................................................... 53 APPENDIX D: STATEMENT OF REQUIREMENTS ............................................................................................. 56 APPENDIX F: FINDINGS ................................................................................................................................. 68 APPENDIX G: KEY STAKEHOLDER QUESTIONNAIRE ....................................................................................... 71 APPENDIX H: MAIN STAKEHOLDER QUESTIONNAIRE .................................................................................... 73 APPENDIX I: CRM PROCESS USAGE ............................................................................................................... 79 Page 3 Case Study
Figures FIGURE 1: DESCRIPTORS/DIMENSIONS OF BCE RELATED CRM SYSTEMS .............................................................................. 12 FIGURE 2: BU CRM ANALYSIS PROCESS ........................................................................................................................ 16 FIGURE 3: PROJECT ROADMAP FOR IMPLEMENTING A CRM SYSTEM ................................................................................... 18 FIGURE 4: ORGANISATIONAL STRUCTURE SUPPORTING ENTERPRISE AT BU ........................................................................... 28 FIGURE 5: CONTACT MANAGEMENT FOR PROJECTS PROCESS .............................................................................................. 30 FIGURE 6: INTERNATIONAL RECRUITMENT PROCESS ......................................................................................................... 31 FIGURE 7: LEAD GENERATION PROCESS ......................................................................................................................... 32 FIGURE 8: PROSPECT ACTIONS PROCESS ........................................................................................................................ 33 FIGURE 9: BU GENERAL BUSINESS ENQUIRIES PROCESS ..................................................................................................... 35 FIGURE 10: UPDATE ALUMNI DETAILS PROCESS ............................................................................................................... 36 FIGURE 11: CRM AND LIST MANAGEMENT PROCESS ........................................................................................................ 37 FIGURE 12: SALES ENQUIRY PROCESS ............................................................................................................................ 38 FIGURE 13: CRM AND SALES PROCESSES ....................................................................................................................... 38 FIGURE 14: CRM AND MARKETING PROCESS .................................................................................................................. 39 Page 4
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Tables TABLE 1: MOVING FROM A PERIPHERAL TO A STRATEGIC CRM SYSTEM .............................................................................. 11 TABLE 2: BOURNEMOUTH UNIVERSITY READINESS FOR CHANGE ........................................................................................ 14 TABLE 3: MAPPING OF BU PROJECT ACTIVITIES AGAINST THE NOTTINGHAM SELF ANALYSIS FRAMEWORK .................................. 19 TABLE 4: EVALUATION OF THE SELF ANALYSIS FRAMEWORK .............................................................................................. 20 TABLE 5: BU LIFECYCLE FOR IMPLEMENTING A CRM PROJECT ............................................................................................ 23 TABLE 6: BUSINESS MEASURES .................................................................................................................................... 47 TABLE 7: BOURNEMOUTH UNIVERSITY’S STATE OF CRM MATURITY .................................................................................... 49 TABLE 8: BUSINESS IMPACT OF IMPLEMENTING A CRM SYSTEM ......................................................................................... 53 TABLE 9: CATEGORIES USED FOR CATEGORISING INTERVIEW FINDINGS ................................................................................. 61 TABLE 10: SELECTION OF FINDINGS FROM THE INTERVIEWS ............................................................................................... 68 TABLE 11: KEY STAKEHOLDER INTERVIEW QUESTIONNAIRE ................................................................................................ 71 TABLE 12: CRM PROCESS USAGE IN BU ....................................................................................................................... 79 Page 5 Case Study
1 Executive summary In 2008, Bournemouth University (BU) conducted an initial review of Customer Relationship
Management (CRM) products in the Higher Education (HE) market. The review concluded that the
business and technology had matured to such an extent that a detailed organisational and process
review was required.
The aim of this project is to provide recommendations for the development of CRM processes and a
system to support and improve BU’s Enterprise and Research relationship with local and national
businesses and organisations. JISC refer to this as Business and Community Engagement (BCE).
The project produced a detailed literature review that drew on the theoretical concept of CRM, and
was set it in the context of CRM processes and a CRM system within BU. This was followed by an
extensive primary data collection activity involving a set of key stakeholders from the University’s
Executive Group (UEG,) which was also used to agree and prioritise a list of main stakeholders from
the University’s academic Schools and Professional Services.
A detailed analysis of the data incorporated numerous approaches to categorise and classify the
users’ requirements and expectations (demand) for a CRM system. This report outlines these findings
with the support of the Appendices attached. This project considered numerous CRM Maturity Models
and identified the models presented in KSA (2007), a JISC project report on CRM, and the Gartner's
CRM Maturity model as most comprehensive for the purposes of this research study.
The findings from the data analysis informed the project and the University of the maturity of our
existing CRM processes, identified the need for change, and highlighted the barriers to implementing
the change. The recommendation of the project, based on the findings from the Nottingham SelfAnalysis Framework, was to commence an Implementation project (Martin, 2006) to implement the
proposed and improved CRM process models. As part of the implementation we will identify a
suitable solution which aligns with our requirements. Our improved processes can be implemented
incorporating the solution, but may require some rework to adapt them to the functionality of the
solution. Once we have understood how the processes and the solution can be implemented, the
project will have a clearer understanding of the required cultural changes that are needed. Once the
cultural changes are identified, a structured cultural change programme can be planned and
implemented.
The project found substantive evidence of a significant need for the implementation of CRM, to
enhance the University’s internal activities and external engagement of enterprise and research with
businesses and community. However, findings of this study place the emphasis on a need for a
substantial level of support for each department and greater attention to consolidating reference data
values, supporting data migration and dealing with data integrity issues, training, testing, and general
support.
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2
Background Bournemouth University was established as a University in 1992 (Bournemouth University, 2010a)
and currently has enrolled more than 17,000 students. At least 15,000 students are studying on
Undergraduate programmes and over 2,000 students are studying on postgraduate courses. It has
several academic Schools including the School of Health and Social Care, School of Services
Management, Business School, School of Design, Engineering & Computing, School of Conservation
Science and The Media School. The Media School hosts the only recognised Centre for Excellence in
Media Practice.
Bournemouth University (BU) endeavours to contribute to national and international knowledge and
the economy. When BU engages in BCE, it provides benefits to BU’s students, staff and employers in
our region. BU’s enterprise activity, encourages staff to further their research interests, supports local
businesses with expertise, and enables students to develop ideas and work on their own initiative.
Students can then differentiate themselves early in their careers. BU has several Knowledge Transfer
Partnerships (KTPs) in progress each year within the regional business community. These graduate
employment contracts cover various career paths including Marketing, Design, Finance, Tourism and
Media Production. The initiative is going from strength to strength with an increase in sales of £3.2M
reported by those businesses working with BU in 2008 (Bournemouth University, 2008a).
The University claims to “establish its position as one of the leading universities in the exploitation of
its intellectual assets across the full breadth of its activities for the benefit of the University, its staff,
students and the local, regional and national economy. The University will create and reward an
entrepreneurial culture by developing strong external relationships and the entrepreneurial skills of its
staff and students” (Bournemouth University, 2008b).
In October 2006, BU initiated a programme of change and a key aspect of the programme is, “to
ensure coordination and consistency across the University and to consider good practice in other
HEIs, that could be of benefit to the University.” The programme aims to reduce bureaucracy, and to
provide high quality marketing, corporate communications and management information.
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3 Brief Description of, and Rationale for, the Methodology Adopted This project broadly followed the Nottingham Self Analysis Framework (University of Nottingham,
2010). This section details which elements of the framework were used, issues encountered, how
they were resolved, and new tools and approaches that we introduced to supplement the framework.
For this project, there was a significant focus on providing deliverables including business
requirements and proposed process models for a full, strategic CRM implementation at BU. As a
result, aspects of the cultural analysis within the Nottingham Self-Analysis Framework were descoped from the project with the recommendation that they be included as part of the implementation
project scope, where it is planned to be undertaken as part of a cultural change programme.
The Nottingham Self-Analysis Framework consists of the following sections:
Section 3.1
What is CRM?
Section 3.2
The needs of HEIs and FECs
Section 3.3
Who are your customers?
Section 3.4
Where are you now?
Section 3.5
Are you ready for change?
Section 3.6
Process Mapping
Section 3.7
Which CRM?
This project’s usage of each element of the framework will be discussed in the following sections.
3.1 What is CRM? This initial section of the Nottingham Self Analysis Framework allows for familiarisation of the project
team with the concept of CRM. The framework and supporting information also helps provide a wider
understanding of CRM.
For the BU project, this phase was conducted after project initiation and the output was the Literature
Review. The literature drew from existing sources across the University. This was based on the broad
experience and knowledge of the project team, which was comprised of members from Marketing &
Communications, the Business School, and IT Services.
The Literature Review provided an introduction to the concept of CRM and adopted Soutiman Das
Gupta’s (2005) definition of CRM used by the Nottingham JISC CRM project. CRM is “...a
management strategy that enables an organisation to become customer-focussed and develop
stronger relationships with its clientele. It helps piece together information about customers, sales,
marketing effectiveness, responsiveness and market trends”.
The Literature Review also incorporated an outline of the key considerations for adopting CRM:
Organisational, Social and Technical, that reflected the technology, process and people aspects in the
Nottingham Self Analysis Framework. This is followed by a reflection on challenges that are expected
to be faced by Higher Education Institutions (HEIs) and Further Education Colleges (FECs) when
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considering CRM implementation. Secondary data findings from the literature also acknowledge the
opportunity that is provided by CRM to integrate both front and back office activities.
The project also endeavoured to incorporate relevant theoretical relationship models to help support
and validate the findings and proposals. Therefore, as relationship marketing is recognised as an
element of CRM “the Commitment-Trust Theory of Relationship Marketing” model by Morgan and
Hunt (1994) proposes a set of factors as ‘key mediating variables of relationship marketing’. It is
suggested that since the two key mediating variables are Relationship Commitment and Trust these
should be placed at the centre of relationship development. They argue that the presence of
relationship commitment and trust is central to successful relationship marketing. It is advised that any
implementation strategy identifies and assesses the commitment-trust issues to help add value to the
any buy-in initiatives in the process.
3.2 The Needs of HEIs and FECs Studying the needs of the sector for CRM and BCE helped put the project into context for the BU
project team, and provided an insight into the varying stages of process maturity and the variety of
options already implemented in UK institutions.
In 2008, BU responded to concerns regarding substantial estimated loss of revenue from lost
research and enterprise opportunity, which was attributed to “mostly from poor handling of contacts,
lack of follow-through, etc”. A CRM Project Mandate (Bournemouth University, 2009a) was raised.
The project highlighted the need to review the value of external relationships that universities develop,
and the processes and systems used to facilitate internal and external relationships. BU has
responded to this need by reviewing their strategic position and publishing the ‘Marketing &
Communication Strategy 2009-2012’ (Bournemouth University, 2009b). This strategy supports the
CRM initiative through one of its aims, “to implement a relationship marketing approach to cultivating
prospective clients for BU’s enterprise products and services”. It places the emphasis on improved
business and community engagement, and addresses recommendations from the internal Enterprise
Review. It also addresses the wider objectives for ‘Enterprise’ described in the Lambert Review
(Lambert, 2003), and the subsequent HEFCE Employer Engagement Strategy (2006).
For the implementation of a CRM system, our findings suggest that there are two key areas where BU
could require external support. Firstly, as BU has a preference for purchasing a CRM application
rather than developing an in-house system, it is recommended that a partnership is formed with a
vendor where there can be a knowledge transfer exercise to establish relevant skills in-house.
Secondly, the project recommends that the Implementation Project introduces a programme of
cultural change. The programme should include training, and it should be designed, and possibly run
by, specialist consultants in the field of organisational change management.
The internal support requirements will be more extensive because it is recommended that the
implementation should be phased. A phased implementation requires a smaller project team and
allows time for user engagement and support. It is envisaged that this approach will increase user
buy-in and to maximise system usage.
There will need to be a dedicated project team and their responsibilities will include: detailed process
tailoring; product tailoring; product training; coordinating user testing; facilitating data migration; and
support of the data migration activities for each team or department. Correspondingly, there will need
to be a commitment of time and dedicated resource from each business unit during implementation.
At the start of this project, BU was considered to be at a very early stage of being able to measure its
CRM success. Our findings indicate that there are plans to establish the information on which a
Balanced Score Card approach for measuring CRM success could be based. However, in addition to
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this, we fully expect to be able to use the process maturity model developed as part of this project to
measure the progress of CRM implementation and adoption.
Appendix A lists the particular business measures that have been collated as examples of what data
is required to ensure that CRM implementation progress can be tracked (Table 5, Appendix A).
3.3 Who are your Customers? When this project started, BU was at a very early stage of performing a detailed customer analysis.
Our findings confirm that it is the intention of the Marketing and Communications Department to focus
on this area in future.
Who are our
customers?
BU has robust systems in place to analyse student demographics, utilising enrolment data,
and student survey data (e.g. annual freshers’ and decliners’ surveys). However, current
data capture for our business customers is devolved and inconsistent. We recognise the
need to capture consistent and robust information that can be analysed. BU needs to
provide reports about current customers, and make recommendations for product
development for these customer groups, in a similar way to the student analysis.
Increasing the
customer group
As we are still at an early stage of business engagement, more work is required to
determine the strategy for the expansion of business services and products.
Determining
customer needs:
the information
journey
A considerable amount of work was undertaken to map the student journey by Marketing
& Communications to inform the information/collateral requirements (on and offline). A
similar project will be undertaken in this academic year for our business customers using
focus groups wherever possible.
Consultation
methods
Planned methods of customer communication will include:
•
Focus groups
•
Product satisfaction surveys (online post-delivery of product, pape- based during
delivery)
Effective feedback mechanisms will be informed prior to implementation by asking
customers about their expectations.
Creating and
mapping
customer value
As we are at an early stage of development, we will be conducting further research to
learn from other HEIs about how to do this. We currently do not have sufficient quantitative
or qualitative information about the customer base.
Managing the
customer
experience and
increasing
customer value
Processes are already being developed to manage the customer experience. These
include:
•
Centralisation of enquiry handling (AskBU) to ensure a consistent service. AskBU
staff are expected to complete a NVQ in Customer Service.
•
Centralisation of an operations team in the Centre of Research & Enterprise (CRE),
who will provide back office support for the administration, management and
delivery of research and enterprise projects.
Both teams will meet regularly with Marketing & Communications to ensure product
knowledge is up-to-date and consistent, communication messages are on-brand, issues
(complaints) are owned and managed effectively, and verbal feedback is shared and acted
on so that customers feel valued.
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External
Customer
Analysis
For the purposes of this project, the term ‘customer’ represents the business and
community customers, and it excludes students, business partners and suppliers.
In the absence of enterprise or departmental contact lists for Marketing &
Communications, customer lists are purchased as required for promoting individual
products.
Although market research was available (Higher Education South East, 2008) and (Foot
and Rickaby, 2009) to advise on product development, products and services were
brought to market by BU’s Schools and Professional Services from their existing skills
base, capabilities and capacity to deliver.
As marketing of the business services portfolio is an emerging initiative for BU, customer
analysis is in progress and based on the need to market current products to a relevant
prospective target audience.
Internal
Product/Service
Provider Analysis
Desk based market research and focus groups were used to identify names for the
product categories, and derived from existing products and services. Products ready for
market were allocated to one or more of these categories.
Although Standard Industry Classification (SIC) codes are recognised by Marketing and
Communications, the common industry sector name and job function was applied to make
the products appeal to the relevant target audience.
3.4 Where are you Now? BU is increasingly focusing on BCE, but it is currently operating at a peripheral level, as defined by
stage 4 of the Nottingham Self Analysis Framework. Enterprise activity is ad hoc and localised. In
particular, there is no BCE strategy and no enterprise-wide CRM system and processes. BU wishes
to move towards operating at a tactical level and then to a strategic level, as defined by stage 4 of the
Framework.
Table 1: Moving from a Peripheral to a Strategic CRM System
All business units across
BU use the CRM system
on a routine basis
Strategic
BCE units and some
business units across BU
use the CRM system on a
routine basis
BCE unit and/or central
team uses the CRM
system on a routine basis
Tactical
Peripheral
BCE relationships
managed; no/little
integration with other BU
systems; multiple
instance/record of
customer data
BCE relationships
managed; integration with
some other BU systems;
movement towards a
single instance of
customer data
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managed; full integration
with relevant BU systems;
single instance/record of
customer data
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3.4.1 Descriptors for analysing the state of BCE For initial analysis of the state of BCE activity within the University, we have used the set of
descriptors of the BCE related CRM systems shown in Figure 1 below. (Haywood et al 2007).
Figure 1: Descriptors/dimensions of BCE related CRM systems
3.4.2 Current maturity of BU processes There is a Centre for Research & Enterprise (CRE) within BU, and this operations team provide
support to all schools for their business relationship engagement for enterprise and research. In
addition, BCE is performed proactively within schools, by the Alumni and Development department
and by the Public Relations (PR) team within BU.
There are some CRM systems in operation, e.g. the Alumni Office which uses a system called
Raiser’s Edge. However, generally, different schools, individual academics and staff hold their own
contact lists using a variety of means, including hard copy address books, contacts in MS Outlook and
in EXCEL spreadsheets. In addition, BU has a system called RAKE (Research And Knowledge
Enterprise) that is used across the university to track bids, project awards and research grants. Some
contact information is stored on this system. RAKE will be replaced in the next academic year, and its
successor system will not store contact information, as it is intended that a CRM system should hold
this information.
Presently, the interoperability and sharing of contact information between these systems in BU is
extremely limited and in most cases, data collection and analysis is done manually among the
disparate contact lists. In addition to this, some staff are also accessing external mailing lists such as
the UK Research Councils, local authorities and those that are provided by PR companies. As a
consequence, mailing lists become out of date and some companies are contacted multiple times by
different parts of BU, who are unaware of the other parts of BU making contact.
It is not possible to analyse CRM information from past or current projects unless data is pulled and
gathered from different systems manually. There is no central system, which would enable different
departments, schools and academics to share information at different stages of BCE.
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3.4.3 Where would BU like to be? In order to determine how to move from a peripheral to a tactical state, BU complemented the
recommendations from the empirical study of BCE CRM systems in academic institutions (Haywood
et al, 2007) with a literature review of maturity models on the market that could be applied to CRM. It
was perceived that there was a need for a model to guide the analysis of the transitions to a strategic
BCE CRM status. The work (Bobeva, 2009) confirmed the critical success factors for deployment of a
CRM and identified a number of categories that a maturity model should contain.
These were:
•
CRM vision
•
CRM strategy/strategies
•
consistent valued customer experience
•
organisational collaboration
•
CRM processes
•
CRM information
•
CRM technology
•
CRM metrics
Most of the reviewed models had some of these categories, but only one model, Gartner’s ‘Eight
Building Block (Close et al, 2001) had them all. BU used this model to develop an understanding of
where we would like to be and what action we need to take to get there. This involved using the
framework to determine the current state of BCE CRM within BU, to determine the desired state, and
to determine the action required to achieve the desired state. The results are summarised in Appendix
B.
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3.5 Are you ready for change? The scope of this project has been to examine and document current BU processes with a
view to redeveloping them to support enterprise-wide CRM. Consequently, the scope did not
include the actual implementation activities, which would require a clear assessment of
readiness for change.
The findings have been used to develop a reflective assessment of BU’s readiness for
change, shown in table 2 below.
Table 2: Bournemouth University Readiness for Change
Leadership
Structure
Factor
Comment
Management’s willingness to
support risk associated with change,
encourage new ideas and commit
resources to the change effort
There has been a great deal of organisational
change over a short period of time (a few
years), after a long period of stagnation.
Consequently, there is generally great
resistance to change
Clear linkage between vision and the
need for change, and good
communication of ideas
There is a clear understanding of the
importance of enterprise to BU, but how
enterprise goals are to be achieved is far less
clear.
Steps taken to gain commitment of
people for change; addressing
resistance directly and effectively
Changes have been made to the appraisal
system and to the promotion process, but it is
expected that these will take a long period to
become established.
Ensuring that mistakes are used as
opportunities for learning
Some mistakes have been highlighted, but
these are probably the exception
Clarity of roles assigned to people
plus freedom to fulfil that role
There is some clarity, although structures vary
according to department. This is still being
developed for enterprise activities in BU
Perception of link between personal
growth and achievement of goals
tied to assigned job responsibility
This is clear, but is also new. Some resistance
is still widespread
The degree to which current
structure supports and encourages
effective performance
There has been a lack of support for enterprise
activities, especially in comparison with
research
The degree of trust and co-operation
among employees
In places, but not yet widespread. Enterprise
culture is still developing
The perceived fairness of
management through a period of
change
Generally, management is perceived as being
fair across the University. However, perceived
fairness does depend upon the role and
position of the person within the organisation
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People
Processes
Factor
Comment
The capability of individuals to
understand change and perform
skills at the required level
This varies widely. The introduction of
enterprise goals for academics has suffered
because some academics do not have, and
have no wish to acquire, the necessary skills
for enterprise
Personal identification with the
institution, its purpose and values
Enterprise culture is still at an early stage of
development, and hence its purpose and
values are not well understood across the
University
The likelihood of staff remaining with
the institution
High, due to the good location
The degree to which work processes
are flexible and meet customer
needs in an efficient manner
Difficult to assess without understanding
customer needs
Those processes used by
management to guide and sustain
performance - planning, resource
allocation, information exchange
Resource planning has not yet been adopted.
Information exchange is limited
Training, communication, rewards,
performance management and
information technology
Performance management is at an early stage
of development
The project developed a matrix to help identify the current and anticipated usages of the CRM
business processes within departments, to formulate an understanding of the anticipated level
business impact (Appendix C). Some areas of BU, where CRM processes are already in
place, will require a different implementation approach from those where there are few or
none.
This project reflects the findings of Pettigrew (1985) who identifies change as “not an episode”
but “a sequence of episodes” and that “change projects have to be seen as an ongoing
process of continuity and transformations”. Finnegan and Willcocks (2007) support this view
and maintain that an incremental approach is more valuable to the change strategy
implementation than the big bang approach.
3.6 Process Mapping The following diagram shows the overall approach taken to the analysis, including the
modelling for the current and proposed processes.
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Figure 2: BU CRM analysis process
BU IT Systems
BU CRM Analysis
Telephone Directory
Stakeholder
List
Agree
Interview
Notes
Create
Stakeholder
List
Project Team
Proposed
Processes
Model
Current
Processes
Model
Proposed
Processes
Arrange
Interviews
Develop
Solution
Validate
Models
Extract
Requirements
Analyse
Conduct
Interviews
BU CRM
Stakeholder
Data
Models
Requirements
Current
Processes
START
BU Analyst
Interview
Notes
Interview Log
Requirements
END
Model Data
Review
Models
Propose
Stakeholders
Agree
Interview
Attend
Interview
Review
Interview
Notes
See section 8 for glossary on process symbols used above.
The information required for modelling current processes was elicited from stakeholders in a
series of interviews. The 60 interviews were conducted over a six week period by the CRM
Researcher and the Business Analyst.
The stakeholder list was initially developed through creating an organisational structure chart
based on the internal telephone directory. The approach taken was to group potential
stakeholders according to the organisational structure, e.g. Academic School or Professional
Services department. The stakeholders were dealt with as two distinct groups. Firstly, key
stakeholders from the University Executive Group (UEG) that represents members of the
Office of Vice Chancellor, as well as the University’s Senior Management Team – that
represents the Academic Schools and Professional Services Directors, who were expected to
provide direction and context for the project. Secondly, the main stakeholders, who were
expected to have much more insight into operational requirements. Each group added to the
list of other stakeholders to interview. Following the completion of the initial key stakeholder
interviews, a set of questions for the main stakeholders was devised. To help improve the
pertinence of the information provided, some of the initial interviews were used as pilots to
achieve this.
The interviews were managed using an interview log to schedule the tasks associated with
the interviews. The interview notes have been agreed with interviewees.
This project was particularly focused on mapping current processes and redesigning those
processes to support an enterprise-wide CRM system. The project considered using
specialised process modelling tools. However, as the intention was for the process models to
be owned by process owners, it was decided that Visio should be used as it is a commonly
used and accessible tool. Within the confines of Visio, the project considered a number of
different templates, including Unified Modelling Language (UML) and the Riva modelling
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notations. The Riva and UML notations can record detailed information about processes.
However, because they can record detailed information, the notations are complex.
Consequently, it takes time for modellers and process readers to understand the notation and
the process diagrams. On the project, our priority was for the diagrams to be immediately
understandable. This is because we had limited time to spend explaining what the diagrams
meant. We felt that if the notation was complex, it would hinder understanding of the actual
process because people would be more focussed on understanding the notation.
The cross functional template notation, in the Business section of Visio, was used because it
was simple to learn and easy to communicate with users.
A set of target process models have also been produced as a result of process reengineering
which have helped to inform the proposed solution and implementation approach.
The team eliciting the information for process modelling comprised of two analysts, one
internal to the organisation and the other external. This project confirmed the assessment that
the internal perspective elicited more detailed information than the external perspective.
The details of the key current processes are discussed in section 5 of this document. Details
of the proposed processes and their impacts are discussed in section 6.
3.7 Which CRM? As discovered in the development of the literature review, there is a clear direction for support
of a CRM system as part of the University’s Corporate Strategy documentation, particularly
reflected in the Strategy documents for Marketing & Communication (Bournemouth
University, 2009b) and IT (Bournemouth University, 2010). It is widely expected that the
introduction of an enterprise-wide CRM system would enable efficiency improvements leading
to the maximising of the enterprise opportunities.
Within the scope of this project for BU a business case is being developed which will review
project costs in financial, time and resource terms. It is expected that the scope of the
implementation project will include developing a project initiation document and a project plan.
The requirements for a CRM system were determined from the interview findings. Initially
these were all documented and categorised. Three levels of categorisation were used. These
are listed in Appendix E. Each set of categorised findings was then grouped: first by team,
then by Professional Services Department or Academic School, with an additional group for
the University’s Executive Group (UEG). Finally, the three top level groupings were
consolidated into one set of summarised findings, providing overview of requirements,
(functional and non-functional, data and process requirements), issues relating to
implementation, and items for consideration by the project manager/project board, amongst
many other useful items.
This form of grouping also further highlighted the areas that needed to be followed up. For
instance where an interviewee may have suggested that further leads or onward references
were followed up to help gain further information and the time constraints did not make this
possible. It is therefore recognised that the requirements form the basis of the selection,
configuration and testing of a CRM application. General and technical issues will inform the
implementation plan, providing a set of recommendations for the next stage of the project. It is
expected that the cultural and communication issues will inform a change management
programme and training issues will inform the training plan. Also, part of that document will
provide information for further process mapping.
Page 17 Case Study
Findings from this analysis have been summarised in the Appendix F to represent the
participants’ statement of requirements (Appendix E) and an indication of their importance.
A road map has been developed to illustrate the different stages of CRM implementation,
shown in ascending chronological sequence. This is illustrated in Figure 3.
Figure 3: Project roadmap for implementing a CRM system
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Case Study
In summary, Table 4 below illustrates a mapping of the BU project activities against the Nottingham
Self Analysis Framework.
Table 3: Mapping of BU project activities against the Nottingham Self Analysis Framework
Framework
Section
Activities
What is CRM
Provides background information for
CRM and for CRM Project Management
Definitions of
CRM
The needs of
HEIs and
FECs
Who are your
customers
Where are
you now
In BU
Scope
Develop Literature
Review
Provides background information for
CRM
Y
Develop Literature
Review
Analysis of needs
N
1
¥
Identify external support requirements
N
4
¥
Identify internal support requirements
N
4
¥
Define the business strategy for CRM
N
4
¥
Define metrics and processes for
monitoring the implementation of the
strategy and the delivery of the benefits
N
4
¥
Analysis of business customers
Y
2
µ
Report on customer
analysis
Analysis of community customers
Y
5
µ
Report on customer
analysis
Analysis of BU needs with regard to
customers
N
4
¥
Analysis of customer needs
N
4
¥
Define customer consultation strategy
(to create customer value)
N
4
¥
Define process usage maturity
1
¥ - Deferred to the implementation project
2
µ - CRM to provide raw data for analysis
2
β – Requires business impact model
CRMBU Activity/ Task
Y
Define future CRM process usage
Comment
Page 19 Y
Maturity model
Process adoption
model
Y
Process adoption
model
Case Study
Framework
Section
Are you ready
for change
Process
mapping
In BU
Scope
Activities
Comment
3
β
CRMBU Activity/ Task
Define implementation approach
Y
Implementation Plan
Define culture
Y
Review interview
findings
Assess readiness for change
Y
Readiness for Change
model
Develop Current Process Models
Y
Current Process
Models
3.8 Evaluation of the Self Analysis Framework The Nottingham Self Analysis Framework was evaluated and the results have been
summarised in Table 4. In addition, some recommendations have been documented.
In general, the Framework provided some useful information and links to other resources.
However, the information was not well structured or logically ordered. There was no concept
of a CRM lifecycle. Recommendations for the model would be to create a CRM set of
resources, to provide models of the CRM implementation lifecycle.
Table 4: Evaluation of the Self Analysis Framework
Self Analysis
Framework
Benefits
Weaknesses
Recommendations
Stage 1: Some
tools for HEIs
Puts the framework in
context.
Not a stage.
Place the information into an
introduction and /or glossary
Stage 2: What
is CRM?
Useful information to get
the project started.
Lacks specific
information and
examples.
Place the information in an
introduction and/or an appendix and
glossary
Confused structure.
Place ‘Learning from Others’ and ‘Top
Tips’ information into an
implementation checklist
3
β – Requires business impact model
Page 20
Case Study
Self Analysis
Framework
Benefits
Weaknesses
Recommendations
Stage 3: The
needs of HEIs
and FECs
Highlights that a CRM
strategy is required and
the progress and
benefits need to be
measured. Provides
some general guidance
on how to do this.
Lacks specific
information and
examples.
Separate out the strategy, support,
benefits and measures into different
sections.
The stage encompasses
CRM strategy, internal
and external support,
measuring progress and
benefits. It is not obvious
how these are linked and
hence the structure of the
information is confusing.
Give specific examples/exemplars of
CRM strategy within a HEI.
Provide checklists for internal and
external support.
Put general information about
measuring progress into a glossary
and/or index. Create a checklist of
things to remember when measuring
progress. Provide guidance on how to
define measures that can be
quantified and measured. Produce a
generic list of measures that could be
used, and how these measures could
be quantified. For example, retention
of staff using staff turnover in
enterprise roles.
Provide guidance about how to define
measurable benefits. Produce a
checklist of things to remember when
defining benefits. Provide a generic
list of measurable benefits
Stage 4: Who
are your
customers?
Highlights that a HEI
needs to consider who
their customers are and
what information they
want.
Does not provide a
structured way of
categorising and
segmenting the customer
base.
Provide a list of categories for
classifying and segmenting customers
Provide an example data model for a
CRM system that could be used by a
HEI
Does not address what
information should be
collected about
customers.
Stage 5:
Where are you
now?
Useful exercise to
perform to understand
our current state of
maturity and what level
of maturity we would like
to achieve.
Model suggested is
inadequate to perform a
capability assessment
Provide a more comprehensive model
to perform a maturity evaluation, such
as the one recommended in this case
study in section 3.4.3 Where would
BU like to be, and Appendix B
Recommend performing a gap
analysis between the current state of
maturity and the desired state of
maturity. This is illustrated in this case
study in Appendix B
Page 21 Case Study
Self Analysis
Framework
Benefits
Weaknesses
Recommendations
Stage 6: Are
you ready for
change?
Useful background
information for
performing a cultural
analysis.
Did not indicate what to
do with the information
that you gather and how
to bring about change.
Provide recommendations for how to
implement and measure cultural
change. E.g. communications plan,
incentives schemes, policy, training.
Did not suggest what
information should be
collected and how this
should be collected.
Provide an example template of a
communications plan
Stage 7 should have
encompassed ‘analysis’
and included
requirements elicitation,
documentation and
analysis, in addition to
process modelling.
Extend the stage to be ‘analysis’ and
include requirements elicitation and
analysis.
Stage 7:
Process
mapping
This was the most
beneficial stage. It really
helped to communicate
with stakeholders, and to
provide a view of the
‘bigger picture’.
Did not recommend a
particular notation or
provided modelling
guidelines and templates.
Hence, if you did not
have process modelling
experience, it was
difficult to know where to
start.
Stage 8:
Which CRM?
Highlights the need to
determine the whole
project costs and to plan
the project.
Provides some good
advice and useful links.
The information was
unstructured. Information
about CRM systems was
mixed up with general
information about project
management and
procurement.
Provide a list of generic questions that
could be used in interviews to find out
what are the barriers to change
Provide guidelines for eliciting,
documenting and analysing
requirements.
Recommend a modelling notation.
Provide modelling guidelines.
Provide a Visio template
Separate out general information
about CRM systems from advice
about how to do project management
and procurement
Provide an exemplar of a project
schedule and project plan for a CRM
project
3.9 CRM Implementation Lifecycle The lifecycle that BU is using to implement CRM is illustrated in Table 5, and it is based on
the project management lifecycle used at BU. The project lifecycle is divided into four phases:
project request/bid phase, feasibility study/analysis phase, project implementation, and postproject implementation. At the end of each phase is a decision/review point, where the project
could be terminated if the business case is no longer valid.
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Case Study
Table 5: BU lifecycle for implementing a CRM project
BU Lifecycle
Phase
SAF
Stages
Rationale
Project
request/bid
1, ,3
Understanding that a CRM system is required and what benefits
(stage 3) would arise from implementing one.
Feasibility
study/analysis
3,4,7,5,8
In order to gather the information required to create a business case
to implement a CRM system and a proposed solution, a HEI needs
to:
Project
Implementation
3, 6,8,7
•
Understand what is the CRM strategy (stage 3)
•
Understand who are the customers and how are they segmented
(stage 4)
•
Model what processes for CRM currently exist (stage 7)
•
Understand the maturity of the CRM processes and what
maturity the HEI wishes to achieve (stage 5)
•
Elicit, document and analysis requirements for a CRM system
(not defined in SAF but could be put in stage 7)
•
Produce a high level implementation plan and recommended
solution (stage 8)
When the business case has been approved, and a project for
implementing a CRM system has been initiated:
•
Define progress measures and benefits to be achieved (stage 3)
•
Perform a cultural analysis and plan a change management
programme (stage 6)
•
Create a CRM policy for using the CRM system (stage 6)
•
Revise the implementation plan and use it to monitor progress
on the project (stage 8)
•
Procure an IT system; if part of the solution (stage 8)
•
Model the new system processes (stage 7)
•
Initiate the change management programme (stage 6)
•
Train users in the new processes and IT System (stage 6)
•
Roll out the IT System to users (stage 8)
•
Revise the new processes (stage 7)
Page 23 Case Study
BU Lifecycle
Phase
SAF
Stages
Rationale
Post project
implementation
6,7,8,3
Implement and enforce the CRM policy for using the CRM system
(stage 6)
Continue change management programme (stage 6)
Continually improve processes (stage 7)
Enhance the IT System (stage 8)
Measure progress towards achieving the new state of maturity
(stage 3)
Measure benefits achieved (stage 3)
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Case Study
4 Transferable New Learning or Good Practices This section outlines transferable new learning or good practices which enrich and add value
to the CRM Nottingham Self Analysis framework.
4.1. Learning Listed here are the areas where the project team have learned lessons that would be useful
to share with JISC and other JISC projects.
Stakeholder
Analysis
Take a bottom up approach to stakeholder analysis, focussing on the processes
and who uses them to identify stakeholders, and then working upwards to senior
management. From our own experience, we found that taking a top down approach
to stakeholder analysis resulted in more senior members of staff being interviewed
than was necessary.
Stakeholder
Interviews
Ensure that the interview questions include questions on change readiness and
cultural change. From our own experience, we reflected afterwards that more
information in this area would have been helpful to the project.
Are you ready for change?
Guidance on the primary data analysis (stakeholder interviews) should have
revealed that this key information could have been elicited in the interviews along
with requirements/process information.
The project endeavoured to incorporate relevant theoretical relationship models to
help support and validate the findings and proposals. Therefore, as relationship
marketing is recognised as an element of CRM “the Commitment-Trust Theory of
Relationship Marketing” model by Morgan and Hunt (1994) proposes a set of
factors as ‘key mediating variables of relationship marketing’. It is suggested that
the two key mediating variables are Relationship Commitment and Trust and
should be placed at the centre of relationship development, since they argue that
the presence of relationship commitment and trust is central to successful
relationship marketing. It is advised that any implementation strategy identifies and
assesses the commitment-trust issues to help add value to the buy-in initiatives in
the process.
Requirements
Classification
Relate requirements and process classifications to the business functions that are
required by the institution. From the experience of BU, we found that we needed to
take into account the business functions required by BU, as well as the business
functions supported by some/most/all CRM IT systems.
Data
Modelling
Tools
Consider the advantages and disadvantages of data modelling tools carefully. The
advantage of using Visio is that it is cheap and is available to all staff across the
University. The disadvantages of using Visio were the technical constraints
imposed by not using a dedicated data modelling tool, in that the diagram area was
limited to A3/A4. This meant it had to be divided into sections, and that it was
therefore difficult to provide an enterprise-wide view of the data in one diagram.
Moreover, there was no existing enterprise data model to validate the findings
against. In addition, there was also no data dictionary or means of validating
different types of diagram/model automatically, for example, the process and class
diagrams.
Page 25 Case Study
4.2 Good Practices Listed here are the areas where the project team used tools and techniques in addition to
those referenced in the Nottingham Self Analysis Framework, as well as suggestions for JISC
programme management.
Literature Review
A literature review was produced in the ‘What is CRM?’ stage. Developing the
Literature Review document provided an excellent vehicle for the project team to
become familiar with the background within BU and also explained the
underpinning theory and the previous findings from JISC and its projects relating
to CRM. This process also helped to identify the key relationships between
previous and current JISC projects in this area.
CRM Maturity
Model
A maturity model was used in stage 5 ‘Where are you now?’ to assess the
maturity of CRM processes at BU. Stage 5 involves an honest assessment of
your current position. However, what the guidance in stage 5 fails to provide is a
model or framework with which to assess objectively your current position. With
this in mind, BU did a literature research and found an appropriate model with
which to assess the maturity of its CRM processes. The chosen model was ‘Eight
Building Blocks of CRM’ (Close et al, 2001).
Stage 5 does classify CRM practice as peripheral, tactical and strategic.
However, the classification is not detailed or objective enough to be able to
measure progress when practice moves from one classification to another. The
advantage of the Gartner model is that it is detailed and objective enough to be
able to use it to measure progress of CRM practice.
BU used the Gartner model to assess its current state of CRM practice maturity.
In addition, it extended the use of the model by determining what it wanted its
future CRM practice maturity to be. By reviewing the current and future states, it
was possible to determine what steps needed to be taken to close the gap
between them. In using the model in this way, it is possible to objectively
measure the process that BU makes in improving the maturity of its CRM
processes.
Data Modelling
The project considered that data modelling is a gap in the Nottingham SelfAnalysis Framework. It is seen as important that the data requirements are
captured and modelled and used as part of the product selection criteria. Ideally,
the model should also be be incorporated into an enterprise-wide data model.
As data requirements were identified, they were initially documented as Entity
Relationship Diagrams (ERDs). However it was subsequently agreed to use class
diagrams. It is recognised that ERDs and class diagrams are quite similar, but
class diagrams provided the opportunity to cross-reference processes with
operations.
A traditionalist approach was taken to an initial attempt in grouping some entities
as super-types and sub-types. E.g. BU, supplier organisations and customer
organisations were defined as super-types of organisation, and staff, student,
customer contact were all sub-types of person.
As detailed product analysis had not already been conducted within BU, the data
model represented the product classification structure as recursive, allowing
maximum flexibility.
The class diagram was validated against the proposed process models by
ensuring that the operations identified for each class corresponded to a process.
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Case Study
It is acknowledged that a case tool would have done this automatically.
The CRM project used class diagrams to model the data required in a CRM
system, and the relationships between the data. For the purposes of the project,
only association relationships and multiplicity were considered. This was because
we only needed to model data at a high level to provide information for the BU
enterprise architecture and to assess CRM systems.
Roles and
Responsibilities
Matrix
An important part of establishing the project team was the generation of a roles
and responsibilities matrix to help identify milestones, resources and task
owners.
Project Team
Communications
Senior Management were briefed so that they understood the objectives and
goals of the project. Once the list of Key Stakeholders was agreed, it was decided
that, in order to help introduce the project, a formal communication statement was
to be issued by the Project Board to the University’s Executive Team and other
senior managers.
In addition, staff across the university were briefed about the project using a
number of channels including the staff portal and the staff newsletter.
Project
Organisation
The interviews were managed using an interview log to identify the scheduling of
the tasks associated with the interviews.
Traceability of
Aims and
Objectives
A traceability exercise was conducted to help map the approaches taken against
the project aims and objectives. The purpose of this exercise was to ensure that
the project produced the appropriate deliverables.
Page 27 Case Study
5 Current Process Maps The process maps of the current BU processes show widespread use of elements of CRM
behaviours, but little enterprise-wide adoption of processes or centralisation of data. They
also show a limited amount of crossover between student lifecycle services, e.g. alumni and
placements, and CRM processes.
5.1 Process Mapping Approach The mapping work was been undertaken by one experienced contractor, based on
information elicited through interviews. Interviews have been conducted with all
representatives of all areas of the university, but not all of these have provided information
suitable for mapping purposes.
The original interview notes were issued for review to all interviewees, and the majority have
been approved. However, due to time constraints, the process models have not been
explicitly reviewed, so there may be some errors relating to interpretation, and/or to a lack of
complete information.
5.2 Current Organisational Support for CRM The introduction of a CRM system and processes is seen by the University’s senior
leadership as an essential part of achieving the key objective of BU to increase its enterprise
income. Findings of this project indicate that the proposed implementation project will need to
work closely with the Deans to ensure that CRM processes are satisfactorily implemented in
their faculties.
Figure 4: Organisational structure supporting Enterprise at BU
Research & Enterprise Leadership
Academic Leadership
OVC Leadership
(Deans, Deputy Deans,
Head of Research
Research and Enterprise)
Head of Enterprise
Centre for Research and Enterprise
(Externally facing organisation – Business
Services
Centre for Research and Enterprise
(Internally facing - CRE Operations)
Individual Academics
The Research & Enterprise unit shown above in figure 3, is comprised of academic leadership
and the Heads of Research and Enterprise, is a virtual steering organisation at a senior level.
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Case Study
The group called the Centre for Research and Enterprise, shown above in figure 3, has been
formed and is being extended as a sub-group of the Finance and Commercial Services
professional service department. In addition to this organisation, in some Schools there is a
specific role, akin to a Business Development Manager, who acts as a focus for that School’s
enterprise activities.
This is an emerging structure with emerging roles, responsibilities and processes, which
currently exists in parallel to the enterprise activities conducted by schools and some
Professional Services departments.
5.3 CRM Process Usage Overview Table 11 in Appendix I shows where some departments within BU have adopted more CRM
processes than others. It also shows that, for those processes which have been modelled,
there are more operating at a team level than at individual level. It also shows that there are a
few instances of some processes operating at a departmental level, and one at enterprise
level.
5.4 Enterprise-‐wide CRM Processes There is an enterprise-wide store of contact details for those with whom the university does
business. Where those contacts and that business is project-related, those details are stored
in RAKE (see Section 3.4.2). Where the relationship is cemented by any sort of financial
transaction, that data is also held in the finance system, BluQube. However, these are
effectively inaccessible for the purposes of CRM. This lack of a shared central resource is
also considered to be a contributory factor in the occasional reluctance to share contact data.
Also people are very protective of their contacts; they do not want them bombarded by other
departments of marketing campaigns.
The enterprise-wide process in place for managing the BU Business and Community contacts
associated with approved research and enterprise projects is focussed on using a central,
user-developed, stand-alone system that has been adopted as an interim solution.
Page 29 Case Study
Figure 5: Contact management for projects process
Contact Management for Projects
RAKE Customer
IT System
Customer
already in
RAKE ?
BluQbe
Account Id
Add Customer
No
Document in
RAKE
Academic
Personal Contact List
Renew existing
contact
Discuss
Commercial
Project
Financial
Processing in
RACE
Raise Invoice
Yes
START OF
PROJECT
Raise Invoice
Request
Agree Project
with Customer
START
No
END
END
External
Customer
Finance
Draw Up and
Agree Contract
Invoice Request
Contract
START
Invoice
There is currently no process for maintaining data integrity and avoiding duplicate entries, and
although this is a central store, it is not constructed for the purpose of CRM at all. This cannot
easily be used as a source of contact data as the mechanism for extracting data from the
system for subsequent use is very limited, and access to the system itself is also limited. This
inaccessibility may contribute to a disinclination to share contacts which exist in certain areas
of the university.
The system had originally been designed to include more general contact management
functionality, (not just for approved projects), but this is rarely used due to a poor userinterface and lack of reliability.
There are plans developing to replace this system with a more strategic solution.
5.5 Departmental CRM Processes Described below are some examples of CRM processes established at a departmental or
team level.
The International Recruitment Team, which sits in the Marketing and Communications
department, use CRM processes (e.g. monitoring the agent's performance, maintaining
regular communication with agents) for managing their globally distributed network of agents.
They maintain a central spreadsheet of agent contact data, and also use system-based
functionality in order to record contact activity, and to monitor and chase progress through a
series of recruitment-related activities. Some modifications have been made to the Unit-E
Student Administration System to support their specific requirements.
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Case Study
Figure 6: International recruitment process
Students
Agents
BluQbe
Unit - E
BluQbe
START
Organise
Recruitment Event
Monitor and
Record
Recruitment
Progress by Agent
Check Agent
Details
Other BU Staff
Intnl Recrt Staff
IT System
International Recruitment M&C
Process
Application
Provide Update
Identify Potential
Recruits
Make Application
Check Payment
Details
Process Payment
Student
Application
Check Payment
Details
END
Process Payment
Send Payment
Send Invoice to
BU
Report on
Progress
Receive Payment
Another example is The Centre for Excellence in Media Practice, which is a leading UK
institution in its field, and includes a sales team to manage its portfolio of software products
and services. This team use CRM processes for lead generation, sales and support. This is a
lucrative venture for BU and as a result the team are currently protective of their contacts and
are unwilling to allow open access to them. However, they are interested in replacing their
current manual processes with a more effective system, and are particularly keen on having a
more effective means of recording and following up actions.
Page 31 Case Study
Figure 7: Lead generation process
IT System
Lead Generation MS (CEMP)
School Sales Staff
Advertising Campaign List
START
Identify Suitable
Item for Mailing
Departmental Contact List
Create Addressee
List
Lead List
Issue Mailing
Monitor Hits
Create Leads List
New or
Returning ?
Independent
Enquiry
END
External
Customer
CEMP CoDir
Hit List
Provide Additional
Lead Info
Signify Interest
(Webpage Hit)
START
The functionality which the Centre for Media Excellence aspires to acquire, is already present
in the system used by the Alumni team for fundraising, which is called Raiser’s Edge. The
fundraising activities are supported by CRM processes, like generating leads, sales (obtaining
funds), and tracking progress where actions relating to contact activities are assigned to staff.
This team also organise events as part of maintaining their contact network and generating
leads. This team are very satisfied with the performance of the application, and the support it
provides for their processes; it meets their requirements.
The Raiser’s Edge database is uploaded annually with graduate information from the Student
Administration system, Unit-E.
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Case Study
Figure 8: Prospect actions process
IT System
Prospect Actions SAS (Alumni)
Raiser’s Edge
Raiser’s Edge
NO
Alumni Staff
START
Run Active
Prospect Report
(Monthly)
Is an Action
Present ?
Assign an Action
END
YES
NO
START
Run Parked
Prospect Report
(Quarterly)
Is an Action
Required ?
Assign an Action
END
Other BU Dept
Alumni
YES
5.6 Individual CRM Processes There are a number of other CRM processes that are adopted locally across the university.
5.6.1 Contact Management In some areas, a conscious effort is made to attend events in order to extend networks of
useful enterprise contacts. Sometimes this can be achieved on the back of previous,
successful projects, e.g. by a member of staff offering to give a presentation about a project.
Another key CRM activity which, although not widespread, is evidenced in a number of areas
of BU, is that of following up contacts, assessing their value, and passing them on to
colleagues where appropriate.
5.6.2 Student Support A process is promoted by an academic employee at BU, which involves establishing and
maintaining meaningful and trusted relationships with students that extends from their course
at BU into their subsequent employment. The contacts with the Alumni are used to engage
with enterprise; each graduating student becomes a part of the professor’s extensive and
productive network of contacts. As a consequence of his work with enterprise through his
extensive network of contacts, the academic received a professorship.
Page 33 Case Study
5.7 Current Challenges There is a lack of integration between systems that is currently a key inhibitor in improving
efficiency across many areas. However, it is possible that this technological barrier is masking
a cultural barrier where enterprise-wide thinking is not yet established. For CRM, a central
database will enable a more detailed customer analysis, including a mapping of which
customers currently purchase which products and services. A central CRM system could
make available more placement opportunities to students.
It is understood by the project team that a CRM approach will enhance efficiency in many
ways. Firstly, effort will be saved from recording and maintaining contact details wherever a
customer has more than one contact in BU. Conversations with customers will be better
informed with more information about them, their purchasing preferences and their history
with BU available to the member of staff. With internal BU staff better informed with
relationships with organisation, the University’s professional reputation is promoted and
protected.
A significant saving across the University will be in the effort involved in the generation and
collation of lists of contacts for events and distribution lists. Improvements will be able to be
made in customer service, with facilities for forwarding customer contact tasks to colleagues,
monitoring contact activity, and establishing and performing follow-up tasks. Other
improvements could be made in reducing the number of embarrassing incidents, e.g. where a
key customer receives too many disparate mailings from different areas in BU. This is a
vicious circle as it makes people reluctant to share their contacts.
One challenge that findings of this study suggest is that there may be a risk to the
implementation project of seemingly high staff expectation of a CRM system. It is proposed
that staff expectation is managed through careful consideration of training requirements of
different types of users that may also require varying approaches, depending on their
knowledge and background of CRM systems and their current requirements. The needs of
these potentially diverse users would need to be reflected in the duration of the structure and
training and duration of training programmes.
5.8 The External Customer’s Perspective This section has analysed the internal CRM processes within BU. From the external
customer’s point of view, little investigation has been carried out as this was not considered to
be within the scope for this project. What can be determined, however, is that there is a
single point of contact for external customer queries. The BU website provides a telephone
number and an email enquiry form that are dealt with by the one, centrally located team of 4
staff who are available 8am – 8pm, called askBU. This team mostly handle student enquiries
but from early 2010 will also handle business and community enquiries. There is an in-house
developed system called COHORT which is used to capture and manage student enquiries.
This data is interfaced to Unit-E, the student administration system. A system feature was
recently added, (end of 2009), to capture business and community enquiries. The data
captured is currently very limited, (organisation name, contact name, contact details, product
category, enquiry source, notes). There is only workflow facility for managing the subsequent
activities for student enquiries, not for business enquiries. Business enquiries are expected to
be handed off to other areas of BU to be dealt with, but this part of the process is not able to
be tracked or managed.
Page 34
Case Study
Figure 9: BU general business enquiries process
IT Systems
BU General Business Enquiries
COHORT IT
System
Unit-E Student
Admininstration
COHORT
(Business
Services)
Enquiries Team
CRE Contact List
Cut and Paste COHORT enquiry
details into an email
Receive Enquiry
Other BU Staff
External
Customer
Feed Student
Enquiries to Unit-E
Log Enquiry, noting
Product/Service
Category and Enquiry
Source
Identify BU
Provider
Pass to BU
Provider
Receive Enquiry
START
Handle Enquiry
END
Contact BU with a
Business Enquiry
(email or phone)
The COHORT system has a single back-end database, so this is yet another store of
organisation and contact details. However, there was no data migration of existing data so
this does not represent the best source of organisation and contact data.
Overall, the askBU team normally deal with 70,000 – 80,000 enquiries a year. The anticipated
business enquiries volumes are not known, but are not expected to be high – less than 100 a
month.
This arrangement means that whilst BU will have a centralised process for dealing with
enquiries from the website, there will still be localised processes for dealing with direct
contacts.
Also, this process provides no facility for managing how well or how promptly the customer
request is dealt with once it is passed on within BU. There is not an option for recording to
whom it is passed.
In conclusion, there are a number of good CRM practices that can be developed upon, but a
CRM system will require significant investment for BU. Partly because of the system
integration required, and the complexities of data migration, but mostly because of the need
for a programme of cultural change to adapt to an enterprise-wide service culture.
Page 35 Case Study
6 The Current and Potential Impact of Improved CRM Processes A series of process models were developed to show how CRM processes could operate for
BU in the various areas where they are expected to be used. This document discusses a
selection of these and the impact of each is discussed in turn.
Figure 10: Update alumni details process
BU IT Systems
BCE CRM Project : Update Alumni Details
CRM IT
System
Person
Other
System
Impacts ?
Update CRM
System
Alumni IT
System
Alumni
Alumni
Team
Update System
Details
Customer
Customer
Contact
Contact Alumni
Team with
Updated Details
Person
Ext Org/Cust
Contact
END
Update Person
Details
Other
System
Impacts ?
Update Alunik
System
Update Person
Details
Alumni
START>
Contact Other BU
with Updated
Details
BU Staff
START>
Update System
Details
The above model shows how the proposed CRM system would be integrated with the system
used for managing alumni. The processes shown for updating the CRM systems as a result of
the alumnus contact details being updated could be physicalised in a number of ways. E.g. a
service could be developed to be initiated by the alumni or CRM systems when needed,
either in real time or in batch. Another possibility is that one or both of these systems can
support an enterprise data store. The key requirement from the system user’s point of view, is
that the contact details are not entered or updated twice. There are therefore no additional
processes for the alumni team but the data they capture is made available across BU.
The area described below is where a significant saving is expected to be made. Currently,
contact lists are compiled ad hoc from disparate sources by each person who wants to use
one. This takes a considerable amount of time and is generating a set of information which is
rarely re-used. This happens across the Academic Schools and Professional Services.
Using a CRM system will not only simplify the processes involved in creating a list, store lists
for re-use, and provide more sophisticated search criteria, but will hugely increase the pool of
contacts available for selection.
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END
Case Study
Figure 11: CRM and list management process
BU
Enterprise
IT System
BCE CRM Project: CRM and List Management (including ezines and newsletters)
Mailing List
Ext Org /
Customer
Contact
Mailing List
Ext Org /
Customer
Contact
Define List
Define Criteria and
Search for
Contacts
Review/Update
Mailing List
Complete
?
NO
Add More Orgs/
Cust Contacts
Add New Orgs/
Cust Contacts
START>
Check websites for
existing contacts; search
for additional contacts.
Check for duplicates.
YES
End
External
Customer
BU
Student
BU Department
(List Owner)
Other
BU IT
System
CRM IT
System
Define List Owner, and
Purpose
The following models are similar to the enquiries and sales process documented as being
currently used in the Centre for Media Excellence, but these will be able to be used across
BU wherever sales are performed. The model is structured to differentiate between sales
activity and CRM activity in order to allow for these business functions to be supported by
separate systems if required. However, this is a common CRM feature and so could be used
to replace the functionality currently provided by RAKE, the tactical system used for recording
approved bids.
This proposal will provide a consistent process for enquiries and sales across BU, and the
contact information captured will be available enterprise-wide. Also available will be the key
information about what products and services the external customers are interested in, and
go on, to purchase.
Page 37 Case Study
Figure 12: Sales enquiry process
BU Org
Structure
Establish relationship
with Product/BU Dept
Ext Org/Cust
Contact
Contact Activity
Other IT System
CRM IT
System
BU Enterprise IT
System
BCE CRM Project : Sales Enquiry
Sales
Currently RAKE
New
BU Department
New Org/Cust
Contact ?
Review/
Amend
This could be creating a
workflow record to pass to
the relevant user/queue
Record
Expression of
Interest
Where To ?
BU Team
END
External
Customer
BU
Student
Transfer Enquiry
START >
Express Interest in
Venture
Figure 13: CRM and sales processes
BU
Enterprise
IT System
BCE CRM Project : CRM and Sales
(Sales)
CRM IT
System
Read BU Product /Product
Offering in order to Insert
Customer Product,
including Product Roles
Other IT System
Enquiry
If New
Ext Org/Cust
Contact and
Product
Insert New
Records
Ext Org/Cust
Contact and
Product
Action
Sale
BU
Department
Update Existing
Records
Identify Sales
Action
Perform Sales
Action
Record Sale
Details
Respond to Sales
Action
Agree Sale
External
Customer
BU Student
Record Enquiry
START>
Make Enquiry
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END
Case Study
Finally, included is a proposed process for conducting market analysis, which shows how the
CRM data will be used to inform the identification of customer needs, and to assist with the
identification of potential customers for new products. It also shows how the external
customers could become involved in the analysis exercise.
Figure 14: CRM and marketing process
BU Enterprise
IT Systems
BCE CRM Project : CRM and Marketing
Marketing
Activity Plans
BU Products
CRM IT
System
Insert new orgs, update
needs of existing orgs.
Ext Org
END
Identify
Opportunities for
Existing Products
START>
Identify Target
Customers
Identify Customer
Needs
Match BU Product
Portfolio to Cust
Needs
Insert new orgs, update
existing orgs.
Add relationship to
marketing activity plan.
Identify
Opportunities for
New Products
Develop Marketing
Plan
Identify Potential
New Customers
External
Customer
BU
Student
BU Department (M&C)
Other IT
System
Ext Org
Respond to
Enquiries
It is already planned at BU that placement visits, where appropriate, will be exploited as
enterprise opportunities in the future. Alumni contact data is already made available to those
who wish to exploit it for enterprise purposes, but it is subject to negotiation and to an upper
limit of 1000 addresses. This is to prevent multiple organisations/departments contacting the
same alumni on numerous occasions.
There are some practices in place for managing strategic relationships, where account
management is performed for key customers. This is typically carried out by a senior manager
in an Academic School, or by the UEG.
It is not necessary however, that a CRM system must be in place before market research is
carried out to establish what customers and potential customers want in terms of products
and services.
Page 39 Case Study
7 Recommendations This section outlines a list of recommendations to inform the future development of JISC work
to support institutional BCE CRM (JISC Grant Funding 05/09, para F46). With regard to
related areas in which JISC could provide more support and guidance for the HEIs and FECs
in the UK, this project’s findings suggest the following recommendations.
Programme
Management
Provide more effective programme management of projects. This includes more
focus and attention on defining objectives and deliverables before the projects
commence, and reviewing preliminary deliverables during the project. This would
help to ensure that there are no misunderstandings about what is expected of the
project, and that achievable deliverables of an appropriate quality are provided to
JISC by a HEI or FEC at the end of the project.
Project
Management
Provide guidance on how to manage IT projects. This has been addressed in part
by ‘the Box’, a set of online tools for project management produced by JISC
infoNet. This could be enhanced by providing a list of risks that are common to IT
projects, and how these risks can be mitigated.
Business
Analysis
Provide guidance on how to perform business analysis. This includes how to
perform a stakeholder analysis, how to document and categorise requirements,
and how to model processes. This should include advice on which process
modelling notation to use and guidelines on how to model the data.
The decision on which process notation to use would have been taken more
quickly if the framework had provided direction on this.
Requirements
Classification
Provide a suggested classification scheme for classifying requirements. This
would have significantly improved the efficiency of the requirements analysis
process because it took BU sometime to determine a suitable classification
scheme, and there was retrospective work to reclassify some of the
requirements.
Enterprise
Architecture
Provide guidance on how to model enterprise architectures, and how to transform
systems into enterprise architectures. This would greatly facilitate the systems
integration required for a CRM system.
Accessibility of
Information
Provide a clearer and readily accessible summary list of the material available. A
large volume of information was provided by JISC in support of this programme,
which was comprehensive and helpful. However, it was not always easiy to
navigate through the data supplied.
Page 40
Case Study
JISC
Communications
Provide video conferencing forums and meetings to ensure that the whole of the
project team could be briefed, as not everyone could attend the event. HEIs and
FECs project teams who are new to JISC would benefit from an induction to
JISC, perhaps using video conferencing, in addition to the project start up
meeting.
Arrange regular teleconference or videoconference meetings for the JISC project
managers, organised by the JISC programme manager, to enable communication
between JISC projects.
Information
Repository
Provide a central project repository for documents so that information can be
easily shared with JISC and other JISC projects.
CRM Strategy
Provide exemplars of CRM and guidelines for creating a CRM strategy, to help
HEIs create their own CRM strategy. Guidelines should include how a change
management programme could be formulated to support the strategy.
CRM Policy
Provide exemplars of CRM policies to help HEIs define the procedures and
protocols to maintain and manage the data in a CRM system.
Barriers to
change
It was clear at the Final Meeting that other project members had experienced
similar issues regarding the barriers to implementing new CRM processes or a
system. JISC could collate this information and organise workshops with all
project members to address this issue with a unified approach.
Use of best
practice in CRM
CRM in the commercial work is sales and marketing focused. HEI’s do not have
the same depth of experience of sales and marketing activities as commercial
organisations. Consequently, JISC could provide industry case studies and
industry contacts, so that HEIs could learn from companies who are highly
experienced in using CRM system.
JISC could also recommend a supplier or solution that would be an example of
best practice for HEI’s to learn from.
Enhance the SAF
Framework
Refer to section 3.8 Evaluation of the Self Analysis Framework in Table 4 for
detailed recommendations on how to improve the framework.
Page 41 Case Study
8 Glossary AskBU
Centralised enquiry handling team at Bournemouth University.
Balanced
Score Card
The balanced scorecard (BSC) is a strategic performance management tool ; a semistandard structured report supported by proven design methods and automation tools.
It can be used by managers to keep track of the execution of activities by staff within
their control and monitor the consequences arising from these actions.
BCE
Business and Community Engagement . Also known as 'knowledge transfer and
exchange' and third stream (in reference to the third stream of funding alongside
teaching and research). BCE aims to exchange knowledge and expertise with external
partners (businesses in the private and public sector) for economic and social benefit.
JISC supports this activity through facilitating collaboration, knowledge management
and institutional change for knowledge transfer and exchange, through the appropriate
deployment and support of tools and technologies.
BU
Bournemouth University
Class
Diagram
In software engineering, a class diagram in the Unified Modelling Language (UML) is
a type of static structure diagram that describes the structure of a system by showing
the system's classes, their attributes, and the relationships between the classes.
CRE
Centre for Research & Enterprise. The Centre at Bournemouth University, supports
the coordination, promotion and development of the University’s Research and
Enterprise activities.
CRM
Customer Relationship Management . Methods that organisations use to interact with
‘customers’.
ERD
Entity Relationship Diagram . An entity-relationship (ER) diagram is a specialized
graphic that illustrates the interrelationships between entities in a database. ER
diagrams often use symbols to represent three different types of information. Boxes
are commonly used to represent entities. Diamonds are normally used to represent
relationships and ovals are used to represent attributes.
FEC
Further Education College
HEFCE
7
HEI
Higher Education Institution
IT
Information Technology
4
5
7
6
Higher Education Funding Council for England. A non-departmental public body
funded by the Department for Business, Innovation and Skills, to distribute public
money to universities and colleges in England that provide higher education.
4
Definition from the JISC glossary (http://www.jisc.ac.uk/aboutus/glossary.aspx#j)
5
Definition from Wikipedia (http://en.wikipedia.org/wiki/Class_diagram)
6
Definition from About.Com: Databases (http://databases.about.com/cs/specificproducts/g/er.htm)
Page 42
Case Study
7
JISC
Joint Information Systems Committee . JISC is an independent advisory body that
works with further and higher education by providing strategic guidance, advice and
opportunities use to use ICT to support learning, teaching, research and administration
KTP
Knowledge Transfer Partnership
NVQ
National Vocational Qualification
PR
Public Relations
RAKE
Research and Knowledge Enterprise. This is an IT system that is used across BU to
track bids, award projects and research grants
RIVA
Riva offers a business-focused approach to the discovery, definition, design, and
diagnosis of business processes, in a way that is accessible to both analysts and
business people
UEG
University Executive Group. Key stakeholders at Bournemouth University who
represent members of the Office of the Vice Chancellor (OVC).
UML
Unified Modelling Language . UML combines best techniques from data modelling
(entity relationship diagrams), business modelling (work flows), object modelling, and
component modelling. It can be used with all processes, throughout the software
development life cycle, and across different implementation technologies
Visio
Visio is a Microsoft Office drawing application for Microsoft Windows that uses vector
graphics to create diagrams
7
8
9
7
Definition of RIVA from the Riva Method Website (http://rivamethod.org/)
8
Definition from Wikipedia (http://en.wikipedia.org)
Page 43 Case Study
BU CRM Process Map Glossary.
On-page reference
Process
Deciscion
Document
Direct data
Stored data
Internal storage
Terminator
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Case Study
9 References Bobeva, M. 2009. Comparative analysis of maturity models and frameworks relevant to CRM.
Unpublished raw data.
Bournemouth University (2008a). Annual Review.
http://www.bournemouth.ac.uk/about/introduction_to_bu/annual_review_2008/enterprise.html
[Accessed 7/1/10].
Bournemouth University (2008b). Corporate and Strategic Plan 2008-2012.
Bournemouth University (2009a). ISSG – Project Mandate; Project 207 – Customer
Relationship Management.
Bournemouth University (2009b). Marketing and Communications Strategy 2009-2012.
Bournemouth University (2010a). http://en.wikipedia.org/wiki/Bournemouth_University
[Accessed 7/1/10].
Bournemouth University (2010b). IT Strategy Refresh 2009-14.
Bringle, R.G. and Hatcher J.A. (2000). Institutionalization of service learning in higher
education.
Close et al. (2001). CRM at Work: Eight Characteristics of CRM Winners, Gartner, June 2001,
ID Number: AV-13-9791.
Das Gupta, S. (2005), “CRM: beyond technology”. Network Magazine: Technology Decisions
for the Enterprise: May 2005. www.networkmagazineindia.com/200505/coverstory01.shtml
accessed online August 2008.
Foot, D. and Rickaby, S. (2009). Maximising Opportunities for Business Engagement,
January 2009, Bournemouth University.
Finnegan, D.J. and Willcocks, L (2007). Implementing CRM: From Technology to Knowledge,
Wiley.
HEFCE Employer Engagement Strategy (2006).
http://www.hefce.ac.uk/econsoc/employer/strat/
Higher Education South East (2008), The Market for Higher Level Skills Training in the South
East 2008 Final Report.
Journal of Higher Education.
Haywood, M., Nixon, I., Bowden, A. an Bell, R. (2007). Study of Customer Relationship
Management (CRM) Issues in UK Higher Education Institutions, JISC report, August 2007,
Available from:
http://www.jisc.ac.uk/media/documents/themes/bce/crmstudyfinalreport20070817.pdf
Lambert, R. (2003). Lambert Review of Business-University Collaboration: Final Report.
Martin, D. (2006), Customer Relationship Management; Planning for a University-Wide CRM
System, University of Hertfordshire.
Morgan, D. and Hunt, S.D. (1994). “The Commitment and Trust Theory of Relationship
Marketing", Journal of Marketing, 58 (3) pp. 20-38.
Page 45 Case Study
Ould, M. A. (2005). Business Process Management: A Rigorous Approach, The British
Computer Society, ISBN 1-90205-60-3.
Pender, T. (2003). UML Bible, Wiley Publishing, ISBN 0-7645-2604-9.
Pettigrew, A. M . (1985). The Awakening Giant: Continuity and Change in ICI. Oxford:
Blackwell
University of Nottingham (2010), Nottingham Self Analysis Framework
http://www.nottingham.ac.uk/gradschool/crm/ [Accessed 27/01/10].
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Case Study
Appendix A: Business measures Table 6: Business measures
This table outlines the business areas within BU and what measures could be applied to
them.
Business Area
Measure
Performance on Prospects
Number of Prospects
Number of Active Prospects
Number of New Prospects
Performance on Sales
Number of Conversions
Performance on Sales
Number of Conversions per BU staff Member
Marketing Campaigns
Number of Targets
Marketing Campaigns
Percentage of Responses
Marketing Campaigns
Percentage of Sales
Marketing Campaigns
Cumulative Sale value - Campaign cost
Performance on Customers
Number without sales
Average number of Sales per Customer
Average value of Sales per Customer
Average number of sold product categories per customer
Performance on Lapsed Customers
Number of new sales
Number of referrals
Average sales cost per customer
Average number of sales by distribution channel
The following further defines the terms used in the above table 5:
•
A prospect is a potential customer who is new to BU and has not yet agreed to
purchase a product or service or been accepted as a student, at the point in time for
which the report/query is being run. They may still be a supplier or partner organisation.
Page 47 Case Study
•
A sale is when someone agrees to purchase a product or service during the period for
which the report/query is being run.
•
An active prospect is a prospect who has recently contacted the BU, including website
hits. The period designated as ‘recently’ has yet to be defined.
•
A new prospect is someone who was not a prospect in the previous reporting period.
•
A conversion is the same as a sale.
•
The targets of a Marketing Campaign are comprised of its distribution list.
•
A marketing campaign response will include related website hits in the reporting period.
•
The value of a sale is what the customer will pay BU.
•
A lapsed customer is a customer who has not purchased a product or service for a
period of time. The period has yet to be defined.
•
A referral is where a prospect informs BU that another prospect, existing customer or
lapsed customer made a recommendation.
•
A distribution channel is the medium through which the customer was initially
contacted, e.g. newsletter, event, etc.
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APPENDIX B: CRM maturity Table 7: Bournemouth University’s state of CRM maturity
This table summarises Bournemouth University’s current state of CRM maturity, its desired
state of maturity, and what action it needs to take in order to achieve the desired state.
CRM Building
Blocks
CRM vision
CRM strategy
Categories
Current State =
Peripheral
Required Action
Desired State =
Tactical
Leadership
No prominent
leadership for
recognition and
adoption across all
BU units involved
with BCE CRM
Establish BU leaders
to guide establishing
CRM strategies and
practices with BU,
incl. BCE-focused.
Inspirational
leadership for BUwide understanding of
CRM and BCE
Market position
Not well understood
Perform market
research to
understand BU’s
market position
Use the market
research to inform the
development of BU
products and services
Value
proposition
No definition of the
value a cross-BU
BCE CRM could
offer to our
customers
Define the value BCE
CRM system would
add to current
practices within BU
Shared
understanding of
what CRM and BCE
mean to BU and to
BU customers
Objectives
No CRM strategy
Define a CRM
strategy within the
context of the BU
strategic plan
Produce and
communicate BU
CRM strategy for
BCE
Segments
Product and
customer
segmentation exists
but requires further
development
Develop BCE product
and customer
segmentation
Use BCE product and
customer
segmentation to
inform the CRM
strategy
Effective
integration
CRM is based on
localised activity
Define a CRM
integration strategy
and its impact on
other BU systems
Implement the CRM
strategy across BU
Understand
requirements
Not clearly
understood or
documented
Elicit and document
customer
requirements
Routinely elicit and
document customer
requirements as part
of the way that BU
does business
Page 49 Case Study
CRM Building
Blocks
Valued
customer
experience
Categories
Current State =
Peripheral
Required Action
Desired State =
Tactical
Monitor
expectations
Limited feedback
from customers
Elicit feedback from
customers to
understand their
expectations
Customer
expectations
monitored routinely
as part of the way
that BU does
business
Satisfaction
versus
competition
Satisfaction only
measured in some
localised situations.
Not bench marked
against other HE
institutions
Determine how to
measure satisfaction
and how to
benchmark against
other institutions
Satisfaction routinely
monitored and
benchmarked against
other HE institutions
Act on feedback
Ad hoc action taken
from customer
feedback. No record
is kept of the
interaction with
customers
Train and mentor staff
on how they should
act on feedback from
customers
Acting on feedback
from customers in a
timely systematic way
with traceable results
within the CRM
system.
Customer
communication
Ad hoc and
localised
Train and mentor staff
on how to
communicate with
customers
Consistent and
professional
communication with
businesses and
community; are
regularly informed of
relevant CRM
aspects
Culture and
structure
Culture and
structure are not in
place
Put in place a CRM
strategy, organisation
and make appropriate
resources available
Culture and structure
are supporting CRM
practices
Customer
understanding
Customer needs
are not well
understood
Perform market
analysis and collect
and analyse feedback
from customers
Customer needs are
understood and CRM
maintains quality data
of customer needs
Skills and
competencies
Staff do not have
the required skills
and competencies
Train staff to develop
the appropriate skills
and competences
Staff have the
required skills and
competencies and
undergo training as
necessary
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Case Study
CRM Building
Blocks
Categories
Current State =
Peripheral
Required Action
Desired State =
Tactical
Organisational
Collaboration
Incentives and
compensation
Incentives and
compensation
conflict with the
aims of CRM
Implement a staff
incentive scheme that
encourages BCE
Incentives and
compensation are in
line with CRM
Internal
communications
Internal
communications are
ad hoc
Produce a
communications plan
for CRM and
implement the plan
Internal
communications are
integrated across the
organisation
Partners and
suppliers
Ad hoc
collaboration across
the university
Produce and
implement a strategy
for collaboration that
can be rolled out
across the university
Strategy and policy
for collaboration that
is routinely
implemented and
followed
Customer life
cycle
No defined
customer life cycle
Agree, define and
implement a
customer life cycle
Defined customer life
cycle
Knowledge
management
No defined CRM
processes
Define and implement
organisational
processes. Assign
process owners to
processes.
Clearly defined
organisational
processes for CRM;
Effective relationship
between BU units
dealing with BCE.
Data
Data collection is ad
hoc and localised.
Data is stored in
local repositories,
such as Outlook
contact lists and
Excel spreadsheets
stored on
individuals’ hard
drives
Define the data that
needs to be collected.
Cleanse for quality.
Data is modelled,
defined, and stored in
a central repository;
Cleansing procedures
to ensure quality data
resources.
Localised and ad
hoc
Analysis data that is
collected in a way
that it quantifies how
the objectives in the
CRM strategy are
being achieved
CRM
Processes
CRM
Information
Analysis
Page 51 Create a repository to
store the data in.
Collect the data,
quality assure the
data, and store the
data in the repository.
Analysis relates
directly to the CRM
strategy
Case Study
CRM Building
Blocks
CRM
Technology
CRM Metrics
Categories
Current State =
Peripheral
Required Action
Desired State =
Tactical
Market research
Localised and ad
hoc
Perform market
research and then
use the information
from the market
research to inform the
CRM strategy
Market research is
routinely carried out
for all BU products
according to a CRM
strategy, policy and
processes
Applications
Outlook contacts,
EXCEL
spreadsheets, and
an Access database
Specify and procure
an appropriate CRM
system
Integrated application
for CRM
IT Architecture
No IT architecture.
Applications are
localised, ad hoc
and not integrated
with one another
Define an enterprise
architecture and
ensure a CRM
system is procured
that is compatible
with this architecture
Enterprise
architecture that
incorporates a CRM
application
No defined metrics
Define metrics and
collect data
Metrics defined,
collected, analysed,
tracked, and used to
make decisions
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Case Study
APPENDIX C: Business impact Table 8: Business impact of implementing a CRM system
This table outlines the business impact that implementing a CRM system could have on BU.
HLBP
Degree of Change
Migration
Urgency
Comment
Alumni
Would need to replace
Raiser's Edge
Migrate from
Raisers Edge
Low, providing
there can be
integration.
Otherwise high
Assumption
Archiving
To be developed as part
of each h/w s/w
implementation
n/a
Medium
Complaints
New function to be set
up
n/a, or by user
High
Enquiry
A replacement function
which will generally be
much more formalised
than previously used
No system
migration
required.
High - results in
funding
Also possibly
part of on-line
shop
Events
Pretty similar function
but not replacing a
system
Migration from
disparate users
Medium - major
advantage would
be single view of all
BU events
Also possibly
part of on-line
shop
Follow Up
No system
migration
required.
High - excellent
customer service
List
Management
much more centralised
If solution
integrated with
Outlook, minimal
migration may be
required
High - time saver
Marketing
Fairly new functions will
benefit from
homogenisation
Configuration only
High
Placements
Would need to replace
existing non-package
solution. Would require
in-depth business
analysis
Migrate from
existing data
stores
Medium as existing
system seems to
work well, although
others cannot take
advantage of the
customer details
Page 53 Case Study
HLBP
Degree of Change
Migration
Urgency
Process
Contact
Currently not a
widespread function.
Would require training
to encourage
widespread use
Limited, from
RAKE
Essential
Process
Customer
than previously used,
probably capturing more
data
BluQbe and/or
RAKE and
schools' lists and
personal lists. Not
a big-bang job
Essential
Process Org
data
From BluQbe
Essential
Projects
data
RAKE
Medium - existing
systems works if
badly
Ref Data
Creating the
consolidated ref data
will be a new process,
as will the maintenance
processes. This may
require job
role/resourcing changes
Standard Lists
(e.g. SIC) and
various existing
categorisations
n/a this will be a
prerequisite for any
implementation
Reporting
Enhanced functionality
and accessibility will be
delivered
n/a
High - time saver
Sales
more extensive than
previously used.
Training will be required
Medium - existing
systems works if
badly
RAKE/BluQbe
Page 54
Comment
May get
dragged in
anyway with
RAKE's contact
management
functions
May get
dragged in
anyway with
RAKE's contact
management
functions.
Also possibly
part of on-line
shop
Case Study
HLBP
Degree of Change
Migration
Urgency
Search
Enhanced functionality
and accessibility will be
delivered
n/a
Medium
Sports
It may be possible to
use a CRM system as a
sports membership
system, which would
therefore replace a
paper-based system.
Training/system design
would be required
Transfer
Ownership
A new function. Will
require behaviours
training
Comment
Low - not a
strategic BU focus
n/a
See Comment
Page 55 Question the
inclusion of this
Case Study
APPENDIX D: Statement of Requirements This section details the statement of requirements for a CRM system.
Non-‐Functional Requirements Requirement
Category
Specific Value
Rating
# Concurrent Users
200 - 500 concurrent users
Essential
Accessibility
From all BU offices and from home
The website must be compliant with the Disability Discrimination Act
1995 (DDA), and Double-A compliant to the W3C Web Content
Accessibility Guidelines (WCAG) 1.0 and 2.0 (PAS 78:2006)
Essential
Archiving
The System must provide an archive into which data from the live
database can be periodically archived
Essential
The application will be available during normal office hours. At a
later date this may be extended to Sports Centre hours and
ultimately to 24x 7.
Availability
The application will respond in less than 5 seconds 90% of the time
when 500 customers are using the system, excluding hardware
issues.
The application will respond in less than 15 seconds 99% of the time
when 500 customers are using the system, excluding hardware
issues
Essential
Configurability
e.g. lookups, lists, tags, labels, screens
Essential
Data import/export
Essential
DBMS
The system will store customer details and transactional information
in a back-end database and it will be possible to run queries and
reports using this information. In addition, it will be possible to export
customer information from the database in EXCEL and CSV
formats.
The Supplier should indicate which database platforms they support.
For example, SQL server and/or Oracle.
Database systems supported at BU are Oracle 10g+ and SQL
Server (2005 / 2008), My SQL and MS SQL databases
Essential
Implementation
Support - Consultancy
0 - 5 days consultancy required
Desirable
Ease of Use
Subject to usability testing
Essential
Efficiency
To add no further time for existing processes
Essential
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Case Study
Requirement
Category
Specific Value
Rating
Extensibility
The system needs to be modularised so that it can be easily
extended and enhanced, and allow a staged implementation
Essential
Filtering & Searching
Ideally on all fields, at least key fields
Desirable
Integratability
With all relevant systems e.g. project management (RAKE), finance
(BluQube), event management (tendered), on line shop (tendered),
alumni (Raiser's Edge), placements (Excel), and student records
(Unit-E). Data reconciliation support is required
Essential
Interoperability required with the following components: Red Hat V5,
Cent OS v5, Microsoft Windows Server 2003/2008
Standard/Enterprise, Microsoft Windows Active Directory 2003,
Oracle 10g+, Microsoft SQL 2005/2008, Microsoft Internet
Information Services 6/7, Apache 2+, VMware ESX Infrastructure,
Microsoft Windows XP Professional SP2 & 3, Microsoft Vista
Enterprise SP1 and Windows 7 (32 & 64bit), Microsoft Internet
Explorer 6, 7 and 8, Mozilla Firefox 2+, Safari 2+
IPR
Security
BU will hold the Intellectual Property Rights on any bespoke
development of the System
Essential
Where a website component is included in the solution, it will have a
Secure Sockets Layer (SSL) or Transport Layer Security (TLS)
certificate
Essential
The traffic between the Website and the Database will be encrypted
using industry standard encryption techniques
Essential
The data in the Database will be encrypted using industry standard
encryption techniques.
Essential
The Website will have protection from SQL injecting attacks, crosssite scripting (XSS) and other common web vulnerabilities
Essential
The System will ensure that individual data in the database is
protected. For example, it cannot be accessed via a modified URL
Essential
The System will use Active Directory (AD) or Lightweight Directory
Access Protocol (LDAP) and SSL or TLS.
Essential
The system will degrade gracefully if the website cannot access the
database, and the system will provide a meaningful error message
to users
Essential
There will be a full audit trail of who has accessed the system,
when, and what transaction they have performed
Essential
The system will record a full audit trail in a system log of what has
been changed, when the change occurred, and by whom
Essential
Page 57 Case Study
Requirement
Category
Specific Value
Rating
Login
One login process or single sign-on supported
Essential
Look & Feel
Suitable for frequent and infrequent users
Essential
Performance
No noticeable delays due to CRM system
Essential
Reliability
Initial trial period required to establish SLA
Essential
Remote Devices
PDAs supported
Essential
Implementation
Support - Internal
No more than usual BU apps
Essential
Security
Definable user groups and definable data groups
Essential
Standard Compliance
Adherence to appropriate standards, including the following: NET,
HTML, XHTML, XML, PHP, CSS, Java, Perl, Python, Ruby
Essential
Technical
Infrastructure
Microsoft Active Directory
Essential
Users should not need training to use the application
Usability
There will be a consistent and standard user interface
Essential
Core Business Functional Requirements Criterion
Description
Specific Value
Rating
Account Management
Essential
Enquiries / Lead
Management
Essential
Follow-Ups
Essential
Mailings
Essential
Manage Company
Essential
Manage Customer
Essential
Manager Customer
Contact
Essential
Privacy
Essential
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Case Study
Criterion
Description
Specific Value
Rating
Sales
Essential
Territory Management
Desirable
Support Business Functions Criterion
Description
Specific Value
Rating
Alumni
Integration or Assimilation?
Desirable
Events
Desirable
Marketing Campaign
Management
Desirable
Placements
Desirable
Student Management
Desirable
Solution Provider Requirements Criterion
Description
Specific Value
Rating
Accessibility
24 x 7
Desirable
Account Manager
Dedicated
Desirable
HE Experience
Strong
Desirable
Helpdesk Support
The Supplier will provide system support via telephone and email
during office working hours to the BU support team for queries and
defect logging and resolution.
Essential
Licensing
Cost effective for 200 - 500 licences
Essential
Product Support
Normal Office Hours (24 x 7 later)
Manuals
On Line Help
The Supplier will provide system support via telephone and email
during office working hours to the BU support team for queries and
defect logging and resolution.
The Supplier will define the technical skills and knowledge required
to support the System.
The Supplier will provide costs for consultancy to implement and
configure the system, and to train software development staff
Essential
Page 59 Case Study
Criterion
Description
Specific Value
Rating
Product Training
Recommendation
Desirable
Strong
Essential
Regulatory
Compliance Support
UK CRM Market
Presence
Essential
Strong
Essential
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Case Study
Appendix E: Categories Table 9: Categories used for categorising interview findings
This section describes the categories that were used to categorise the interview findings.
Category
Sub-Category
Sub-SubCategories
Definition
Comment
Comment from interviewee that does not
need to be classified for further analysis
Data
Design
Needs to be taken into consideration for
data design - typically, include information
about objects, relationships between
object, data items in objects, or data
values. Use instead of Requirements/NonFunctional/Data Architecture
Data
Integrity
Relates to where data integrity issues are
key over and above usual requirement to
ensure data integrity at all times
Data
Migration
Use instead of Requirements/NonFunctional/Data Architecture
Data
Ownership
Requirements relating to data ownership.
If this is an issue - log under issue
Data
Security
Requirements relating to data security. If
this is an issue - log under issue
Issue
Commercial risks
e.g. under-performance, 3rd party
insolvency, partnership delivery failure
Issue
Communications
Frequency of
communication
Use when communication issues will affect
the implementation project
Issue
Communications
Information
provider
Issue
Communications
Information
required
Issue
Communications
Method of
communication
Issue
Communications
Stakeholder
Page 61 Case Study
Sub-Category
Issue
Cultural
Issue
Cultural
Collaboration
Use to identify where cultural change is
required for the implementation project
Issue
Cultural
Personal
Responsibility
Issue
Cultural
Trust
Economic/Financial/Market
Environmental
Use when external environment conditions
(e.g. climate, biodiversity, migrations, sea
level rise) will affect the implementation
project. Or other conditions external to the
organisation
Issue
Human factors
E.g. inadequate authority for role
fulfilment, poor staff selection, roles &
responsibilities unclear; personality
clashes
Issue
Infrastructure
E.g. infrastructure failure, breaches in
security
Legal/Regulatory
E.g. new or changed legislation, failure to
obtain approval (e.g. planning consent),
unforeseen liabilities
Management
E.g. management incompetence,
inadequate adoption of management
practices, poor leadership
Issue
Operational
E.g. professional negligence, human
error/incompetence; inadequate business
continuity, safety issues
Issue
Organisational
General
Use if not other sub-sub-category is
appropriate
Issue
Organisational
Policies
Inadequate policies
Issue
Organisational
Processes
Issue
Issue
Issue
Definition
e.g. exchange rate fluctuation, market
fluctuation, inflation, interest rate instability
etc.
Issue
Sub-SubCategories
Category
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Case Study
Category
Sub-Category
Sub-SubCategories
Definition
Issue
Organisational
Project
Management
This is about project management
discipline and process issues
Issue
Organisational
Structure
Issue
Political (external)
E.g. change of government, war and
disorder, adverse public opinion
Issue
Resource
Use where there is not enough manpower
for a process, or if there is an issue
relating to job descriptions etc.
Issue
Strategic
For issues relating to organisational
strategy
Issue
Systems
Integration
Issue
Technical
E.g. inadequate design, increased
decommissioning costs, performance
failure, maintenance problems
Issue
Training
Use Target to identify when training is an
issue.
Not asked
or answered
No response recorded
Opportunity
Where an opportunity has been identified
that BU could exploit and get value from
(usually after the implementation)
Project
Activity
Where an action for this project is
identified
Project
Assumption
Where an assumption for this project is
identified
Project
Benefit
Where a benefit of this project is identified
Project
Constraint
Where a constraint on this project is
identified
Project
Cost
Where a cost for this project is identified
Project
Dependency
Where a dependency on this project is
identified
Project
Input
Where an input to this project is identified
Page 63 Case Study
Sub-SubCategories
Category
Sub-Category
Project
Issue
Where an issue for this project is identified
Project
Lesson Learned
Where a lesson to be learned from this
project is identified
Project
Option
Where a project option is identified for this
project
Project
Prerequisite
Where a prerequisite of this project is
identified
Project
Risk
Where a risk for this project is identified
Project
Successor
Where a successor of this project is
identified
Project
Timescale
Where an impact on the timescale for this
project is identified
Non-CRM
Alumni
A requirement has been identified but for
another, named, system
Non-CRM
BURO
Non-CRM
Campaign Management
Non-CRM
Customer and Licence
Admin
Non-CRM
Event Management
Non-CRM
HR
Non-CRM
Placements
Non-CRM
Project Management
Process
Business Rule
Where a part of a process is described
that is not a requirement for the project
Process
End condition
Page 64
Definition
Case Study
Sub-Category
Process
Information provided
Process
Information required
Process
Metric
Process
Precondition
Process
Process Goal
Process
Stakeholder
Process
Task/Activity
Process
Trigger
Outputs
Reporting
A sub-set of the functional requirements
relating to reporting
Functional
A functional system requirement. (See
non-functional for clues as to what this
doesn't include)
Archiving
What length of time does data need to be
retained within the application? How
quickly do you need to be able to retrieve
data?
NonFunctional
Audit ability
Do you need to be able to show what has
happened to the data, who did it, and
when?
NonFunctional
Authentication
Do you need to know who you say you
are?
NonFunctional
Authorisation
Do you need to ensure that users can
access only certain functions? And if so,
which functions?
NonFunctional
Availability
What system uptime and support do you
require?
Process
NonFunctional
Sub-SubCategories
Category
Page 65 Definition
Case Study
Sub-Category
NonFunctional
Compatibility
Do you require adherence to industry
standards for inputs/outputs (e.g. XML)
NonFunctional
Configurability
Either on installation or by end-user
NonFunctional
Efficiency
NonFunctional
Extensibility
Will you need to be able to easily
incorporate add-on modules?
NonFunctional
Installability
How easy does the system need to be to
install?
NonFunctional
Integratability
Will this system need to integrate into a
larger system? And if so, which one(s)?
NonFunctional
Interoperability
Which APIs will be required to enable
other systems to easily communicate with
this system?
NonFunctional
Localisation
Will support for multiple
languages/locations be required?
Maintainability
How easily do you wish to be able to
maintain this application?
NonFunctional
Metrics
For measuring achievement of
organisational objectives. Consider using
Requirements; Functional; Reporting
NonFunctional
Multiple Environment
Support
Will multiple environments need to be run
on a single server?
NonFunctional
Operability
How much training do you envisage users
requiring to use and troubleshoot the
system?
NonFunctional
Performance
NonFunctional
Personalisation
Do you require users to be able to
personalise their view of the system?
Portability
Do you require the system to be used on
multiple media, different hardware
platforms, operating systems, DMS etc?
NonFunctional
NonFunctional
Sub-SubCategories
Category
Definition
What are the performance constraints?
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Case Study
Sub-Category
NonFunctional
Privacy
Do you need to be able to hide operations
and transactions from users?
Reliability
How confident do you need to be in the
accuracy of the operations and
transactions performed by users?
NonFunctional
Reuse
Will the software components be reused
on other systems?
NonFunctional
Robustness
How robust do you need the system to be
in terms of recovering from errors?
Scalability
Will you need to be able to handle a wide
variety of system configuration sizes and
requirements?
NonFunctional
Security
How critical is security? What security
requirements do you require (encryption
levels etc.)?
NonFunctional
Support
NonFunctional
Training
NonFunctional
NonFunctional
Sub-SubCategories
Category
Definition
NonFunctional
Upgradeability
How easily do you need to be able to
upgrade from a previous version of this
application to a newer version on servers
and clients?
NonFunctional
Usability
How intuitive and easy to use does the
system need to be?
Page 67 Case Study
Appendix F: Findings Table 10: Selection of findings from the interviews
This section details a selection of findings from the interviews performed at BU.
Category
Sub-Sub
Category
Finding
Comment
Conferencing customers return because of the quality
of service, the actual product, and the simple pricing
process
Comment
The pinnacle of CRM is where customers become
trusted partners. This is underpinned by good personal
relationships with mutual benefits
Comment
Some disciplines have more of an alignment between
research and enterprise. Where this is the case,
enterprise targets are easier to achieve
Comment
The relationships between BU contacts and contacts
in external organisations need to be viewed as the
property of the BU, not of the individual.
Comment
Whilst individuals may network, there is a lack of
collaboration. A CRM system will provide the means
for collaboration, but enterprise behaviours are
required to exploit it
Comment
If a marketed product does not sell it may be because
it is a poor product.
Data
Sub Category
Design
Data
Design
Data
Migration
Customer
Contact
Market courses by profession - therefore profession
needs to be recorded against product and
organisation/customer contact
Database
It would be useful to have a single customer database.
It is important to record who added the contact
information and when, and who has changed the data
and when. Include customer info, and product info,
value to BU, and contact information, employee
numbers, BU effort hours (by product). Historical data.
Provide big picture of activity across BU
Migration may be essential for the key customer
organisations, e.g. the top 100
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Case Study
Sub Category
Data
Migration
Data migration would be useful for details of existing
and prospective customers but not for ex-customers
Issues
Commercial
It is important to have a consistent pricing model
across BU, so that different business units are not
bidding for work with different charge out rates
Issues
Communication
Customers are not always aware of the products and
services available
Issues
Cultural
The school needs to be more collaborative. The open
plan offices are helping to break down these internal
barriers, and the resulting innovations are already
adding value to the BU
Issues
Human Factors
There is a gap between academics and selling but this
cannot be bridged by training alone.
Issues
Market
The market expects university resource/products to be
cheaper than industry equivalents
Issues
Organisational
NonFunctional
Reqts
Accessibility
Must be really accessible, to all, including from home
NonFunctional
Reqts
Integratability
This is a system fully integrated with outlook – it would
be ridiculous if it were not
NonFunctional
Reqts
Training
The system is implemented with appropriate training,
including on CRM behaviours, incentivisation, and
enforcement packages
NonFunctional
Reqts
Usability
An IT system must have advantages for the user or
they won’t use it
Process
Sub-Sub
Category
Category
Activity/Task
Finding
Collaboration
Policies
Conflict
Resolution
Clear areas of responsibility for process and data need
to be defined for the enterprise system portfolio
A method of dispute resolution (up the management
chain) will be required when there is conflict between
schools over an organisation/organisation contact
Page 69 Case Study
Category
Sub-Sub
Category
Finding
Process
Activity/Task
Contacting
Customers
When a contact in an external organisation is
identified, then they are mailed/called and effective
contact is either made, or further contact details are
provided. This can have a number of iterations.
Record at least Contact Name, contact email
Process
Activity/Task
List
Management
Enable management of Prestigious Partner List,
Student Swap List, Staff Swap List
Relationship
Marketing
Enable the development of the relationships which are
currently closest, as these have the highest propensity
to buy. These are the guys who should be invited to
events for networking
Process
Sub Category
Activity/Task
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Case Study
Appendix G: Key stakeholder questionnaire Project Description ISSG have endorsed this project to support the development of a Customer Relationship
Management (CRM) system to strengthen the Bournemouth University (BU) business and
community engagement (BCE). Although earlier research at BU provided outline process
mapping and stakeholder analysis of BCE interactions, and initial pan-BU CRM requirements,
this JISC co-funded project will review and extend previous work and enable integration
with Marketing & Communication's Relationship Marketing.
This project will deliver both process models and requirements for CRM in BCE, and a
Business Case for the implementation of the target solution.
Definition of Terms BCE
Business and Community Engagement is where BU interacts with certain types of external
organisations in the delivery products or services which benefit the economy or society.
These organisations are commercial, public sector, charities, trusts, cultural, social or civic
organisations. For the purposes of this study, organisations in the role of suppliers and
individuals in the role of students are excluded.
CRM
For the purposes of this project, the following quotation is used to define Customer
Relationship Management;
“...a management strategy that enables an organisation to become customer-focussed and
develop stronger relationships with its clientele. It helps piece together information about
customers, sales, marketing effectiveness, responsiveness and market trends.”
Soutiman Das Gupta (2005)
Questions Table 11: Key stakeholder interview questionnaire
Ref
Question
Response
1
What does BCE CRM mean to your area of
responsibility?
2
With which business or community organisations do
you and your team currently have external
customer relationships?
3
How do you manage these relationships?
4
How do you use CRM information for BCE in your
area? Where is it stored?
5
How do you currently measure BCE engagement in
your area?
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Ref
Question
Response
6
Please can you describe what you envisage as
success (or success criteria) for BCE CRM within
BU and your area?
7
How is BCE CRM success measured or valued?
8
What BCE CRM problems do you wish to solve?
9
Why do these problems exist?
10
How are these problems solved now?
11
How would you like to solve these problems?
12
Is an IT system required? Why?
13
Do you think historical data will be required to be
migrated?
14
Where does CRM sit in the BU org?
15
Should BCE CRM as a process be owned by a
member of the BU management? If so, who?
16
Should the system usage be mandatory?
17
Are there other projects that might impact/influence
this one?
18
What is your vision for BCE?
19
Whom do you view as the key BCE CRM
stakeholder groups within BU?
20
Whom do you view as the key stakeholder(s) for
agreeing BCE CRM requirements/process models
within each key group?
21
Do you have any other comments?
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Case Study
Appendix H: Main stakeholder questionnaire Project Description ISSG have endorsed this project to support the development of a Customer Relationship
Management (CRM) system to strengthen the Bournemouth University (BU) business and
community engagement (BCE). Although earlier research at BU provided outline process
mapping and stakeholder analysis of BCE interactions, and initial pan-BU CRM requirements,
this JISC co-funded project will review and extend previous work and enable integration
with Marketing & Communication's Relationship Marketing.
This project will deliver both process models and requirements for CRM in BCE, and a
Business Case for the implementation of the target solution.
Definition of Terms BCE
Business and Community Engagement is where BU interacts with certain types of external
organisations in the delivery products or services which benefit the economy or society. These
organisations are commercial, public sector, charities, trusts, cultural, social or civic organisations.
For the purposes of this study, organisations in the role of suppliers and individuals in the role of
students are excluded.
CRM
For the purposes of this project, the following quotation is used to define Customer Relationship
Management;
“...a management strategy that enables an organisation to become customer-focussed and
develop stronger relationships with its clientele. It helps piece together information about
customers, sales, marketing effectiveness, responsiveness and market trends.”
Soutiman Das Gupta (2005)
Questions Profile Name:
Date of Interview:
Department:
Job Title:
Responsibilities:
Key Key
Priority
For Requirements
For Processes
Page 73 Case Study
Key
Priority
For Requirements
For Processes
E
Essential
Indispensable, meaning that the
majority of users would not be able to
use the system without this feature.
Without the function, the system does
not fulfil its primary goal.
Indispensable, meaning that one or
more key objectives of the
University/School/Service
Unit/Department would not be able
to be met without this process.
I
Important
A minority of users would not be able to
use the system, and/or the system
does not fulfil some of the needs of the
majority of users.
The function would be impaired but
still able to operate without this
process.
U
Useful
The function would make life easier, the
system more appealing or more fun, or
provide extra functions to a minority of
users.
The process is not essential or
important but would improve
efficiency.
N
Not Required
The function is not required.
The process is not required.
Assessing the Problem 1.1
What problem do you want to solve?
1.2
Why does this problem exist?
1.3
How do you solve it now?
1.4
How would you like to solve it?
1.5
Is an IT system required? And why is an
IT system required or not?
1.6
How is success measured/ valued?
Understanding What You Currently Do 2.0
Do you have any dealings with
organisations who can be classed as
‘business’ or ‘community’ (commercial,
public sector, charities, trusts, cultural,
social and civic)?
2.1
In your dealings with the above, are the
organisations in the role of customers?
2.2
What interactions do you have with these
customers?
(elicit overall list of processes)
For each process:
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Case Study
2.31
What information do you receive/collect?
And from whom?
(Examples)
2.32
Where do you store the information that
you receive?
2.33
What
is
the
actions/steps/tasks
(Exceptions?)
2.34
What do you need to have in place before
you can perform these actions?
2.35
What information do you generate? And
for whom?
2.36
Where do you store the information that
you generate?
2.37
Who performs this process?
2.38
Which issues/problems interfere with how
you follow this process?
2.39
What happens when the basic set of
actions is not followed?
basic
set
of
that you perform?
Understanding What You Want a New CRM System To Do How important are the following functions – essential, important, useful or not required?
3.1
Operational
Customers’ contact histories
Enter information about
customers and details of
contacts made with them.
3.2
Collaborative
Security Permissions
Used by multiple teams across
BU. Give different individuals
and teams permissions to
access different parts of the
customers’ history.
3.3
Operational
Account and activity
management
E.g. escalation and
reassignment of leads.
Configure alerts to trigger
follow-up appointments, call
backs etc.
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3.4
Operational
Escalation and notification
alerts
3.5
Operational
Quotes and order entry
3.6
Operational
Integration with Outlook
E.g. all contacts, tasks,
appointments downloaded into
Outlook. Ability to view the
CRM entirely through Outlook.
3.7
Analytical
Management of opportunities
and leads
E.g. Track leads from first
contact to final sales. Manage
and analyse all information to
identify and recruit new clients
and resell to existing ones.
3.8
Analytical
Territory management
Assignment rules to
automatically route leads to the
right person. Analyse
campaigns by territory.
3.9
Analytical
Graphical forecasting and
reporting
3.10
Sales
Intelligence
Sales forecasting and
reporting
3.11
Campaign
Management
Management of marketing
campaigns
E.g. assign, schedule and track
marketing activities within a
campaign including
communications, opportunities,
responses, budget, actual cost
and target prospects.
3.12
Campaign
Management
Management of emails
E.g. distribute mass email using
templates and mail merge.
Store all communications about
a particular campaign.
Page 76
Case Study
3.13
3.14
3.15
Campaign
Management
Customer segmentation
Campaign
Management
Campaign reporting
Campaign
Management
Outbound call management
E.g. segment customer and
prospect lists. Deliver targeted
messages to select target
audience. Export marketing
lists to EXCEL.
E.g. information about the
success of campaigns by
tracking them from initial lead
generation right through to
close. Match sales revenue to
specific campaigns. Analyse
marketing campaigns by lead
source.
E.g. target lists and calls can be
allocated and scheduled.
Understanding the User Environment These questions are to be asked if the interviewee believes that an IT system is required.
4.1
Who in your organisation needs this
system/application?
4.2
Do users need to be able to work
offline and at home?
4.4
Which IT systems and tools are
currently being used by your team?
4.5
What are your plans for future IT
systems and tools?
4.6
What are your expectations for the
usability of the product?
4.7
What are the training requirements?
4.8
What are your expectations for
training time?
What kinds of user help do you use?
4.9
Are there any relevant processes or
rules/regulations?
Page 77 Case Study
Understanding the System Requirements These questions are to be asked if the interviewee believes that an IT system is required.
5.1
What actions or data must be
validated, acknowledged or recorded?
5.2
What format is data passed into and
out of the system? Which systems will
data be retrieved from, and which
systems will data be passed to, and in
what format?
5.3
Do you have any technology
requirements?
5.4
Which media types will be used to
view the information?
5.5
Do you have special requirements for
support?
5.6
Which locations do you need to use
the system?
5.7
What are the security requirements?
5.8
What are the availability
requirements?
Other Requirements 6.1
Are there any legal, regulatory, or
environmental requirements, or other
standards that must be supported?
6.2
Can you think of any other
requirements I should know about?
6.3
What are the requirements for
reporting?
Page 78
Case Study
Appendix I: CRM process usage Table 12: CRM Process usage in BU
This table outlines the usage of processes across BU.
CRM Process
BS
Account
Management
Contact
Management
I
Customer
Support
CS
DEC
HSC
N
D
T
N
D
T
I
T
I
T
I
N
Events
I
N
Follow Up
I
N
I
MS
SM
T
Mailings
N
T
I
E
E
E
Relationship
Management
N
Sales
N
I
E
E
HR
MC
SAS
T
T
N
T
T
N
T
T
T
D
T
N
N
I
N
E
FCS
N
Lead
Management
Project Contacts
EIT
N
T
N
I
T
E
E
E
I
N
T
T
I
N
E
E
Key BS
Business School
I
Individual
CS
Conservation Sciences
T
Team
DEC
Design, Engineering & Computing
D
Departmental
HSC
Health & Social Care
E
Enterprise-wide
MS
Media School
N
Not Known
SM
Services Management
EIT
Estates and IT
FCS
Finance & Commercial Services
Page 79 T
Case Study
HR
Human Resources
MC
Marketing & Communications
SAS
Student and Academic Services
Page 80

CRM Case Study v 4.9

Transcription

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