Customer Relationship Management Strategy
Executive Director’s Management Team
8th May 2014
Purpose & Agenda
Build awareness of the CRM Strategy and explore what it means
to you and to this leadership team
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Why a CRM Strategy?
Objectives
Framework
Opportunities
Culture change
Discussion
Heightened global
competition and
market
Student
Prospective
Student
Alumni
Competition for
students
nationally
Donors &
Benefactors
School/Parent
Digital
transformation
Reach out to a broader student
body
Manage alliances with graduate
employers
Intensify collaboration between
researchers and industry
Agent
Volunteer
Attract research leaders
Create Research Partnerships
Strengthen connections with
Alumni and supporters
Community
Increase in
consumer choice
and career
readiness focus
Researchers
Government
and other
institutions
Research
Funder/
Strategic
partners
Industry/
Employers
Reduced
government
funding
Increasing
government
intervention
The University deals with customers according to a single role at a
point in time, fractured by function and/or Faculty
PROSPECTIVE STUDENT INTERACTION
A new approach is needed to provide a single view of the customer
and enable customised interactions that deliver mutual value
Objectives of the CRM Strategy
• Engage and serve customers based on deep understanding,
respect and mutual value
• Attract, retain and develop relationships through improved
management practices
• Develop CRM capability across the University through
strategy, structures, skills, processes, information and systems
to enable:
– Better adaptation to changing environment
– Tailor student experience to meet individual needs, recognising diversity
– Leave those with whom the University interacts with a positive and enduring
experience
– Engage with organisational customers in a professional and integrated way
– Build brand equity, improve advocacy and greater customer value
CRM Framework: Customer Lifecycle
University of Adelaide
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CRM Framework: Customer Lifecycle
CRM Framework: Needs Based Segmentation
• Focus on value to customer
• Recognise that customers
see value in different things
• Define customer groups to
focus on their needs and
values
• Develop and test value
propositions for customers
and segments
• Customise interaction to
Undergraduate
maximise value
International
Pathway
Students
Post Graduate
Domestic
Disadvantaged
ATSI
Employed
Program
CRM Framework: Lifetime value (LTV)
• Focus on value to the University
• Customer value increases as the relationship develops
• Understand the “cost of doing business” versus the return for each
customer/customer segment
• Use this information to make good decisions, prioritise initiatives
and allocate resources
• Measure and manage LTV for different customers and customer
segments
• Allows proportional investment of resources to customer value
26 Areas of Opportunity
Acquisition
Retention
Relationship Development
Prospect enquiry and
contact management
Service enquiry and
contact management
Positive word of mouth
leading to referral
Lead and pipeline
management
Explicitly designed student
experience
Re-acquisition of
postgraduate/HDR
Brand integrity
Consistency across
departments
Segment extension
Accessing new segments
Consistency across
channels
Alumni/supporter growth
Conversion rate
First year engagement
“At risk” student detection
and pro-active intervention
26 Areas of Opportunity
Organisational Customer
Enabling
Organisational customer experience
Define and manage the customer
lifecycle
Business development and opportunity
management
Manage customer value (lifetime value
assessment)
Key account management
Single view of customer
Coordinated engagement and project
management
Reduce complexity and duplication
Reduce transactions/costs
(“write once, use many”; clear map of
customer information)
Automation/workflow
Culture Change
FROM
TO
Activity focus
Point in time service
excellence
Outcome focus
Proactively create
value over time
Act within span of
control
Shared ownership
across boundaries
Inside-out thinking
Outside-in thinking
Treat customers the
same
Treat customers
differently based on
need and value
Questions & Comments?
Discussion
To what extent will we progress the CRM Strategy through our
current performance objectives and plans?
Are there opportunities to extend and/or better align what we
are doing with this strategy?
What opportunity do you see for this leadership team to drive
change?
University of Adelaide
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