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The Blueprint for CRM An Approach for  NFP Organisations
What are the key concerns? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What we cover in this presentation… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Imperatives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Imperatives ,[object Object],[object Object],[object Object],[object Object]
Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed
Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed Do you know where each member is on this scale?
If you don’t have the insight into your members, donors and supporters how do you hope to manage the relationship?
How CRM differs from a  legacy membership system ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How CRM differs from a  legacy membership system
Acquisition Reactivation Customer Relationship Management "Creating the Customer Relationship" "Reinventing the Relationship" Retention & Growth "Strengthening the Relationship" Typical View of CRM “ Contact Cadence”
Strategic Cycle of CRM   Analytical CRM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Operational CRM ,[object Object],[object Object],[object Object],Interactive CRM  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Central  Database
The Customer Management Framework ,[object Object],Competitive Intelligence Analysis & Planning Comms Strategy Operational Process Human Resource and Structure Information Technology Member/Customer Experience Market Intelligence Impact & Effect Proposition Offer Channel Media Operational & Interactive CRM Corporate Culture
The Customer Management Framework Competitive Intelligence Analysis & Planning Comms Strategy Operational Process Human Resource and Structure Information Technology Member/Customer Experience Market Intelligence Impact & Effect Proposition Offer Channel Media Operational & Interactive CRM Corporate Culture ,[object Object],[object Object],[object Object],[object Object],[object Object]
Applications and Data Member/Customer Data Prospect Data Analytical CRM Operational CRM Collaborative CRM Billing Subs, Purchase &   Training Processing Market Data Fulfilment Services Research Data Statutory & mass comms } Management System } CRM }
Are you ready for CRM? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Business Case ,[object Object],[object Object],[object Object],[object Object]
The Business Case ,[object Object]
The Business Case ,[object Object],What is the achievable increase to lifetime value?
[object Object],Promoting Buy-In ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Executive Sponsor Steering Committee Commercial Team Membership Marketing Finance HR Business Analyst Data Integration Project Management Delivery  Team
Promoting Buy-In ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],Customer Relationship Management
DMC Can Help ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
www.dmcounsel.co.uk

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CRM Blueprint For NFPs

  • 1. The Blueprint for CRM An Approach for NFP Organisations
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed
  • 7. Members have their own view of the relationship SPECTRUM OF RELATIONSHIP I need constant contact I know where you are when I want something Mail Email Phone Social Network Ad hoc Aloof Active Committed Do you know where each member is on this scale?
  • 8. If you don’t have the insight into your members, donors and supporters how do you hope to manage the relationship?
  • 9.
  • 10.
  • 11. Acquisition Reactivation Customer Relationship Management "Creating the Customer Relationship" "Reinventing the Relationship" Retention & Growth "Strengthening the Relationship" Typical View of CRM “ Contact Cadence”
  • 12.
  • 13.
  • 14.
  • 15. Applications and Data Member/Customer Data Prospect Data Analytical CRM Operational CRM Collaborative CRM Billing Subs, Purchase & Training Processing Market Data Fulfilment Services Research Data Statutory & mass comms } Management System } CRM }
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.

Notas del editor

  1. At this point we might introduce some definitions, although they don’t need to go into the slides
  2. The Project Team should comprise: Representatives from the business – the Marketing and Sales users; involve people at the coalface as well as managers and if you have a field sales force and/or branch or distributor channels involve staff from these channels too. If you expect your IT department to deliver a solution for your database strategy then it is wise to involve them from the outset and since there are likely to be implications on working practices and business processes, your HR department should also be represented; not only will they assist in providing some scope to the inter-personal elements, but they will also be useful in helping to manage change in the business once the scheme goes ahead. Ideally involve a board member in your project team. They will become your champion upstairs and will fight your corner when it comes to business case, resources and changes in business processes.