This document discusses customer relationship management (CRM) for arts groups. It defines CRM as integrating sales, marketing, service, and support strategies to maximize customer value, relationships, retention and loyalty. The document outlines CRM strategies, components, best practices, and metrics. It argues that CRM is necessary for arts groups to adapt to competitive pressures and the "new consumer" who expects personalized, relevant experiences and problem-solving. CRM aims to increase customer retention and organizational performance through integrated customer data and relationships.

1. Customer RelationshipCustomer Relationship
Management (CRM)Management (CRM)
MISHA SULPOVARMISHA SULPOVAR

2. Session Goals &Session Goals &
AgendaAgenda
1.1. Understand CRM,Understand CRM, Components & StrategiesComponents & Strategies
2.2. Understand CRMUnderstand CRM Best Practices, Value & ROIBest Practices, Value & ROI
3.3. Understand How Arts Groups CanUnderstand How Arts Groups Can Best Use CRMBest Use CRM
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3. Arts Group CRM Success:Arts Group CRM Success:
A Customer andA Customer and
Competitive NecessityCompetitive Necessity
ASPIREASPIRE
Total Customer DevelopmentTotal Customer Development tmtm

4. Why CRM is aWhy CRM is a CustomerCustomer
and Competitive Necessityand Competitive Necessity
• It typicallyIt typically costs 5-10 timescosts 5-10 times as much to acquire a new customer as itas much to acquire a new customer as it
does to retain an existing one.does to retain an existing one.
• ““Some companies canSome companies can boost profits by almost 100% by retaining justboost profits by almost 100% by retaining just
5%5% more of their customers.” Harvard Business Reviewmore of their customers.” Harvard Business Review (Reicheld & Sasser)(Reicheld & Sasser)
• A recent McKinsey study showed that the averageA recent McKinsey study showed that the average new customernew customer
spendsspends $24.50$24.50 at a given web site in theat a given web site in the first 3 monthsfirst 3 months as a shopper.as a shopper.
The averageThe average repeat customer spends $52.50 every 3 monthsrepeat customer spends $52.50 every 3 months..
• Most companiesMost companies lose 50%lose 50% of their customers in 5 yearsof their customers in 5 years (Harvard University)(Harvard University)
• On averageOn average only 15%only 15% of a site’s customers consider themselvesof a site’s customers consider themselves loyalloyal
to it. The loyalty rating among people who had experienced a problemto it. The loyalty rating among people who had experienced a problem
waswas only 6%.only 6%. Customers who had not experienced problems indicatedCustomers who had not experienced problems indicated
a customer loyalty rating ofa customer loyalty rating of 19%.19%. The loyalty rating among customersThe loyalty rating among customers
who had experienced problems but were satisfied with the way theywho had experienced problems but were satisfied with the way they
were handled:were handled: 21%.21%. (Digital Idea)(Digital Idea)
• 70% of repeat purchases70% of repeat purchases are made out ofare made out of indifferenceindifference to the seller,to the seller,
NOT loyalty.NOT loyalty. (eLoyalty)(eLoyalty)
• The web customer is ‘The web customer is ‘only 1 clickonly 1 click away from your competition’.away from your competition’.
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5. What is CustomerWhat is Customer
Relationship ManagementRelationship Management
(CRM)?(CRM)?
Customer Relationship Management (CRM) is:Customer Relationship Management (CRM) is:
the integration of sales, marketing, servicethe integration of sales, marketing, service
and support strategy, process, people andand support strategy, process, people and
technology to maximize customertechnology to maximize customer
acquisition, value, relationships, retentionacquisition, value, relationships, retention
and loyalty.and loyalty.
• A Redesigning of your Business from the Outside In.A Redesigning of your Business from the Outside In.
• Customers, Data and Database at the Center of yourCustomers, Data and Database at the Center of your
Organization (Customer-centricity).Organization (Customer-centricity).
• A organization-wide single customer view.A organization-wide single customer view.
• A Foundation for “A Foundation for “1to1 Marketing: Treating Different1to1 Marketing: Treating Different
Customers Differently” (Single Ticket Buyer vs. Subscriber)Customers Differently” (Single Ticket Buyer vs. Subscriber)
• A Means to Your Total Customer Development Ends.A Means to Your Total Customer Development Ends. 5Misha Sulpovar

6. Total Customer DevelopmentTotal Customer Development™™
HierarchyHierarchy
Interactive Marketing Management
Customer Relationship Management
Customer Innovation Management tm
Customer Quality Management tm
Cause Marketing Management
Customer Experience Management
Customer Lifecycle Management
Customer Evangelism Management tm
Customer Actualization Management tm
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7. CRM StrategiesCRM Strategies
Customer AcquisitionCustomer Acquisition
• Gain the greatest number of new “Best” customers as early inGain the greatest number of new “Best” customers as early in
their “lifespan” as possible.their “lifespan” as possible.
Customer RetentionCustomer Retention
• Retain and expand your business and relationships with yourRetain and expand your business and relationships with your
customers through up-selling, cross-selling and servicing.customers through up-selling, cross-selling and servicing.
Customer LoyaltyCustomer Loyalty
• Offer programs to ensure that your customers happily buy whatOffer programs to ensure that your customers happily buy what
you offer only from you.you offer only from you.
Customer EvangelismCustomer Evangelism
Enable loyal customers to become a volunteer sales force.Enable loyal customers to become a volunteer sales force.
Cost ReductionCost Reduction
• Reduce costs related to marketing, sales, customer service andReduce costs related to marketing, sales, customer service and
support.support.
Improve ProductivityImprove Productivity
Enhance your e-business strategies.Enhance your e-business strategies.
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8. The “Customer”The “Customer”
Customer SegmentsCustomer Segments
• Suspects, Visitors, Prospects, Subscribers, Patrons,Suspects, Visitors, Prospects, Subscribers, Patrons,
Members, Ticket Buyers, Users, Consumers, VIPs,Members, Ticket Buyers, Users, Consumers, VIPs,
Volunteers, Annual / Major Donors, Advisors, Advocates,Volunteers, Annual / Major Donors, Advisors, Advocates,
Legislators, Strategic Partners, Sponsors …Legislators, Strategic Partners, Sponsors …
• What data do really you have on your customers’What data do really you have on your customers’ Problems,Problems,
Pains, Fears, Needs, Wants, Likes, Goals, Influences,Pains, Fears, Needs, Wants, Likes, Goals, Influences,
Relationships, Affiliations, Alliances, Experiences, Aspirations,Relationships, Affiliations, Alliances, Experiences, Aspirations,
Options, Expectations, Questions, Knowledge, Skills, Activities,Options, Expectations, Questions, Knowledge, Skills, Activities,
Attention, Communications, Interactions, Emotions, Memories,Attention, Communications, Interactions, Emotions, Memories,
Satisfaction, Perceptions, Beliefs, Admirations, Attitudes,Satisfaction, Perceptions, Beliefs, Admirations, Attitudes,
Opinions, Values, Learning, Ideas, Motivations, Objections,Opinions, Values, Learning, Ideas, Motivations, Objections,
Priorities, Choices, Behaviors, Personality, Self-Concepts,Priorities, Choices, Behaviors, Personality, Self-Concepts,
Trust, Loyalty, Attention, Recognition, Time, Energy, Risks,Trust, Loyalty, Attention, Recognition, Time, Energy, Risks,
Investments, Rewards, ROI, Lifestyle, Lifecycle Stage, SocialInvestments, Rewards, ROI, Lifestyle, Lifecycle Stage, Social
Class, Culture, Sub-culture, Age, Family, Education, Hobbies,Class, Culture, Sub-culture, Age, Family, Education, Hobbies,
InterestsInterests…?…? 8Misha Sulpovar

9. CRM PeopleCRM People
““Customers”Customers”
• Suspects, Visitors, Prospects, Subscribers, Patrons,Suspects, Visitors, Prospects, Subscribers, Patrons,
Members, Ticket Buyers, Users, Consumers, VIPs,Members, Ticket Buyers, Users, Consumers, VIPs,
Volunteers, Annual / Major Donors, Advisors,Volunteers, Annual / Major Donors, Advisors,
Advocates, Legislators, Strategic Partners, Sponsors …Advocates, Legislators, Strategic Partners, Sponsors …
UsersUsers
• Management, Employees, VisitorsManagement, Employees, Visitors
SuppliersSuppliers
• Services - ConsultantsServices - Consultants
• CRM / Customer Development ExpertsCRM / Customer Development Experts
• Products - TechnologyProducts - Technology
• Software, Hardware, ConnectivitySoftware, Hardware, Connectivity
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10. CRM Processes / MappingCRM Processes / Mapping
 Re-examine all of yourRe-examine all of your customer managementcustomer management
business processes.business processes.
 Re-/define where CRM provides theRe-/define where CRM provides the greatest valuegreatest value
to your “best” customers and your organizationto your “best” customers and your organization..
 Don’t “repave the cow paths”Don’t “repave the cow paths”
 IncrementallyIncrementally implement CRM to improveimplement CRM to improve toptop
targeted processes.targeted processes.
 Ex.Ex. Subscription RenewalSubscription Renewal processesprocesses
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11. Customer RelationshipCustomer Relationship
Management CRM ModelManagement CRM Model
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12. Non-Profit / Arts OrganizationNon-Profit / Arts Organization
eCRMeCRM ModelModel
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13. Non-Profit / ArtsNon-Profit / Arts
OrganizationOrganization eCRMeCRM SystemsSystems
E-MarketingE-Marketing ManagementManagement
• E-mail Marketing:E-mail Marketing: Alerts, E-Newsletter ManagementAlerts, E-Newsletter Management
• E-Surveying:E-Surveying: Progressive Profiling ManagementProgressive Profiling Management
• Viral Marketing:Viral Marketing: Tell-a-Friend ManagementTell-a-Friend Management
• Web Design:Web Design: Registration, Subscription, VIP ManagementRegistration, Subscription, VIP Management
• Online CommunityOnline Community / E-Suggestion Box / Blog Management/ E-Suggestion Box / Blog Management
• E-Commerce:E-Commerce: Memberships, Event Registration ManagementMemberships, Event Registration Management
• Affiliate Management:Affiliate Management: Sponsorship ManagementSponsorship Management (Boston Symphony)(Boston Symphony)
• Reporting / Analysis:Reporting / Analysis: Profiles, Behaviors…Profiles, Behaviors…
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14. CRM Technology /CRM Technology /
InfrastructureInfrastructure
Operating SystemsOperating Systems
• Windows 9x…, Mac, Unix, Linux, BrowserWindows 9x…, Mac, Unix, Linux, Browser
Point Solutions vs. SuitePoint Solutions vs. Suite
• Homegrown, Packaged or HostedHomegrown, Packaged or Hosted
• Toolkit, Integrated Best of Breed or All-in-OneToolkit, Integrated Best of Breed or All-in-One
Application/Data IntegrationApplication/Data Integration
• Accounting, Financial, Other SystemsAccounting, Financial, Other Systems
IT / ConsultantIT / Consultant
• Support, Budget, TimeSupport, Budget, Time
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15. Why Arts OrganizationsWhy Arts Organizations
Must Adopt CRMMust Adopt CRM
• Arts groups today are struggling toArts groups today are struggling to do more with lessdo more with less..
• Rising competitionRising competition for entertainment/donor dollars,for entertainment/donor dollars,
especially as supporters reduce the number of causes theyespecially as supporters reduce the number of causes they
support.support.
• TThehe needneed for new programs and servicesfor new programs and services continues to growcontinues to grow..
• Budgets have tightenedBudgets have tightened in the wake of decliningin the wake of declining
endowments, reduced government, corporate andendowments, reduced government, corporate and
foundation funding.foundation funding.
• OrganizationsOrganizations are finding itare finding it tougher to sustain salestougher to sustain sales,,
fundraising and other forms of constituent support asfundraising and other forms of constituent support as
ttraditionalraditional marketing models are not working as well.marketing models are not working as well.
• MustMust add and integrate additional customer information andadd and integrate additional customer information and
communication channelscommunication channels to respond to demand.to respond to demand.
• The “New Consumer” / “Buyer-Centric” marketThe “New Consumer” / “Buyer-Centric” market demands itdemands it..
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16. The “New Consumer” /The “New Consumer” /
“Buyer-Centric” Market“Buyer-Centric” Market
RelevancyRelevancy
• I am nI am not overloaded by irrelevant data.ot overloaded by irrelevant data.
ExperiencesExperiences
• I seek “Memorable and Remarkable Experiences” over Products.I seek “Memorable and Remarkable Experiences” over Products.
AttentionAttention
• I am uI am unwilling to wastenwilling to waste attention. You must earn It.attention. You must earn It.
ValueValue
• I eI expect to receive 2-3x value in return for investing my attention.xpect to receive 2-3x value in return for investing my attention.
Desire For Knowledge and IndividualityDesire For Knowledge and Individuality
• I desire information that is valuable to me because it enables meI desire information that is valuable to me because it enables me
to decide what to do, and how best to do it.to decide what to do, and how best to do it.
Decoded ComplexityDecoded Complexity
• I will turn to reliable sources of “evaluated” information and mayI will turn to reliable sources of “evaluated” information and may
find it convenient to complete my purchase at the same time, andfind it convenient to complete my purchase at the same time, and
at the same point.at the same point. 16Misha Sulpovar

17. The “New Consumer” /The “New Consumer” /
“Buyer-Centric” Market“Buyer-Centric” Market
Not Deliberately Misled or ConfusedNot Deliberately Misled or Confused
• Your uncoordinated marketing communications result in a lack ofYour uncoordinated marketing communications result in a lack of
congruency or no “single version of the truth” to me.congruency or no “single version of the truth” to me.
Organizational MemoryOrganizational Memory
• I expect all employees that I interact with to “know” me.I expect all employees that I interact with to “know” me.
Respects PrivacyRespects Privacy
• My data is not shared with anyone and is only used to improveMy data is not shared with anyone and is only used to improve
your value and service my needs.your value and service my needs.
Problems and NeedsProblems and Needs
• I expect you to solve my current and future problems and needsI expect you to solve my current and future problems and needs
quickly, professionally and efficiently.quickly, professionally and efficiently.
Can Quickly Find Information Pertinent to Current InterestsCan Quickly Find Information Pertinent to Current Interests
• Ideal: Let me define what information I am interested in, and “anIdeal: Let me define what information I am interested in, and “an
agent” would go and find it for me, and report back later in a form,agent” would go and find it for me, and report back later in a form,
at a time, on a device, and over a medium appropriate to me.at a time, on a device, and over a medium appropriate to me. 17Misha Sulpovar

18. CRM Goals, Benefits andCRM Goals, Benefits and
ValueValue
⇑⇑ Increased Hard / Soft Results ($,%,#)Increased Hard / Soft Results ($,%,#)
∀ ⇑⇑ Internal:Internal: Revenue,Revenue, Margins, Profitability, Results, ROI,Margins, Profitability, Results, ROI,
ROA, Conversion Rates, Knowledge, Strategy, Efficiency,ROA, Conversion Rates, Knowledge, Strategy, Efficiency,
Effectiveness, Creativity, Products, Innovation, Morale,Effectiveness, Creativity, Products, Innovation, Morale,
Customer Focus…Customer Focus…
∀ ⇑⇑ External:External: Customer Acquisition, Up-selling, Cross-Customer Acquisition, Up-selling, Cross-
selling, Personalization, Interaction, Feedback, Service,selling, Personalization, Interaction, Feedback, Service,
Satisfaction, Loyalty, Evangelism, Relationships, Value,Satisfaction, Loyalty, Evangelism, Relationships, Value,
Understanding…Understanding…
⇓⇓ Decreased Hard / Soft ResultsDecreased Hard / Soft Results ($,%,#)($,%,#)
∀ ⇓⇓ Internal:Internal: Costs,Costs, Time, Errors, Employee Defection,Time, Errors, Employee Defection,
Frustration, Fear, Uncertainty, Doubt…Frustration, Fear, Uncertainty, Doubt…
∀ ⇓⇓ External:External: Customer Issues, Complaints, Attrition, ChurnCustomer Issues, Complaints, Attrition, Churn
Dissatisfaction…Dissatisfaction… 18Misha Sulpovar

19. CRM MetricsCRM Metrics
Response RatesResponse Rates
• Well-executedWell-executed event-driven marketingevent-driven marketing campaigns typicallycampaigns typically
deliver response rates of the order ofdeliver response rates of the order of 25% - 50%.25% - 50%.
Increased SalesIncreased Sales
• A well-used CRM system typically yields a direct salesA well-used CRM system typically yields a direct sales
revenue increase ofrevenue increase of 10%-20%.10%-20%.
Customer RetentionCustomer Retention
• Improvement of Average Observed Customer benefitImprovement of Average Observed Customer benefit 10%-18%10%-18% forfor
Customers That Formally Measured.Customers That Formally Measured.
ROI JustificationROI Justification
• AA 10%10% improvement in customer retention and increasedimprovement in customer retention and increased
revenuesrevenues and aand a 14%14% increase in customer satisfaction,increase in customer satisfaction,
though small, can provide all the justification any companythough small, can provide all the justification any company
needs to implement a CRM system.needs to implement a CRM system. ((Aberdeen Group 2003)Aberdeen Group 2003)
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20. CRM Project PlanningCRM Project Planning
CRM Innovation ManagementCRM Innovation Management tmtm
1. Investigate Needs1. Investigate Needs
• Define SuccessesDefine Successes
• Identify GapsIdentify Gaps
Define Organizational / Customer RequirementsDefine Organizational / Customer Requirements
• Use Cases, Internal/External ProcessesUse Cases, Internal/External Processes
• Features, Functions and TechnicalFeatures, Functions and Technical
2. Create Ideas2. Create Ideas
• Business Case, CRM PlanBusiness Case, CRM Plan
• Cost Justification, ROICost Justification, ROI
4.4. Evaluate SolutionsEvaluate Solutions
• Select based on Best Fit to RequirementsSelect based on Best Fit to Requirements
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21. CRM Project ManagementCRM Project Management
4. Activate Plans4. Activate Plans
• Prioritize - ScopePrioritize - Scope
• Design - ReviewDesign - Review
• Install - ConfigureInstall - Configure
• Pilot - AdjustPilot - Adjust
• Launch - MeasureLaunch - Measure
• Support - GrowSupport - Grow
21Misha Sulpovar

22. CRM Best Practices /CRM Best Practices /
Critical Success FactorsCritical Success Factors
Customer-Centric DesignCustomer-Centric Design
• Leverage Your Marketing Plan, Strategies and Segments.Leverage Your Marketing Plan, Strategies and Segments.
• Based on Customer Value, Requirements and Related Processes.Based on Customer Value, Requirements and Related Processes.
Project Plan and MethodologyProject Plan and Methodology
• Establish Prioritized and Firm Requirements, Scope, Team.Establish Prioritized and Firm Requirements, Scope, Team.
• Nuggets: Demonstrate credibility-building quick results first.Nuggets: Demonstrate credibility-building quick results first.
Top Management SponsorshipTop Management Sponsorship
• Secure On-going Figurehead, Vision, Communication, Commitment.Secure On-going Figurehead, Vision, Communication, Commitment.
User Buy-in and UseUser Buy-in and Use
• Train, Fun, Communication, Enthusiasm, Motivation, Workshops,Train, Fun, Communication, Enthusiasm, Motivation, Workshops,
Support, Recognition, Rewards, Punishment?Support, Recognition, Rewards, Punishment?
Track Key Metrics and GrowTrack Key Metrics and Grow
• Increased / Decreased Sales, Costs, Profitability, Satisfaction $, %, #…Increased / Decreased Sales, Costs, Profitability, Satisfaction $, %, #…
 How well has CRM solved your current business problems andHow well has CRM solved your current business problems and
delivered results?delivered results?
22Misha Sulpovar

23. Arts OrganizationsArts Organizations
CRM Case StudiesCRM Case Studies
• The Royal Shakespeare CompanyThe Royal Shakespeare Company:: Needed first-rate data analysis of ourNeeded first-rate data analysis of our
customer information and feedback to inform programming, pricing andcustomer information and feedback to inform programming, pricing and
virtually every other aspect of their business. Wanted to create anvirtually every other aspect of their business. Wanted to create an
organization that was thoroughly customer informed. “We can noworganization that was thoroughly customer informed. “We can now
confidently predict thatconfidently predict that the use of CRM is going to help us to achievethe use of CRM is going to help us to achieve
most of our business objectivesmost of our business objectives. It shows that we can all benefit: we will. It shows that we can all benefit: we will
be more efficient and - because we will be better informed - we can bebe more efficient and - because we will be better informed - we can be
bolder in our decision making. And it works at every level from artisticbolder in our decision making. And it works at every level from artistic
planning decisions down to seating plans."planning decisions down to seating plans."
• Carnegie Museums of PittsburghCarnegie Museums of Pittsburgh:: Increased its email house file moreIncreased its email house file more
thanthan 50 %50 % in just 8 months. Now sends quarterly newsletters toin just 8 months. Now sends quarterly newsletters to
members. The average online gift ismembers. The average online gift is 16 %16 % higher than offline gifts.higher than offline gifts.
Attendance is up for events that are marketed & managed online.Attendance is up for events that are marketed & managed online.
• HoustonPBSHoustonPBS:: Raised more thanRaised more than $123,000$123,000 online via pledge drives in 14online via pledge drives in 14
months. Has completedmonths. Has completed 33%33% of event registrations online. Used onlineof event registrations online. Used online
communications in the wake of eliminating roughlycommunications in the wake of eliminating roughly $150,000$150,000 annually inannually in
paper-based communications. Just launched a “members only” area,paper-based communications. Just launched a “members only” area,
offering a wide array of services, which will help to grow loyalty.offering a wide array of services, which will help to grow loyalty.
23Misha Sulpovar

24. Arts GroupArts Group
CRM Issues & ExamplesCRM Issues & Examples
How can Arts organizations:How can Arts organizations:
·· Employ basic CRM strategies to get more out ofEmploy basic CRM strategies to get more out of
under-targeted / marketed contacts that languishunder-targeted / marketed contacts that languish
on mailing lists, or are used inconsistently aton mailing lists, or are used inconsistently at
best?best?
• Intercept/E-/Surveys to discover and captureIntercept/E-/Surveys to discover and capture
contacts (demographics, past interactions,contacts (demographics, past interactions,
interests, needs, behaviors,interests, needs, behaviors, problems,problems,
aspirations…),aspirations…), desired format and frequency ofdesired format and frequency of
communications tocommunications to segmentsegment and increaseand increase
marketing relevancy and value.marketing relevancy and value.
• Incentives, Opt-in Registrations, Subscriptions,Incentives, Opt-in Registrations, Subscriptions,
E-Newsletters, Auto-Responder “Courses”…E-Newsletters, Auto-Responder “Courses”… 24Misha Sulpovar

25. Arts GroupArts Group
CRM Issues & ExamplesCRM Issues & Examples
How can Arts organizations:How can Arts organizations:
·· Use an upgraded CRM program to increase ROI onUse an upgraded CRM program to increase ROI on
the best customers/ heavier users?the best customers/ heavier users?
• YouYou MUSTMUST understand what your Customersunderstand what your Customers
THINKTHINK and how they behave through continualand how they behave through continual
question-asking and capture it in your enhancedquestion-asking and capture it in your enhanced
CRM database to drive loyalty & evangelismCRM database to drive loyalty & evangelism
marketing communications and campaigns.marketing communications and campaigns.
• Improved Customer E-/Surveying, Profiling,Improved Customer E-/Surveying, Profiling,
Segmenting, Targeting, Communication,Segmenting, Targeting, Communication,
Interaction, Conversion, Up-Sell/Cross-Sell,Interaction, Conversion, Up-Sell/Cross-Sell,
Loyalty, Viral E-Mail, VIP Program, Evangelism.Loyalty, Viral E-Mail, VIP Program, Evangelism.
25Misha Sulpovar

26. Arts GroupArts Group
CRM Issues & ExamplesCRM Issues & Examples
How can Arts organizations:How can Arts organizations:
·· Begin to think about solving problems and use aBegin to think about solving problems and use a
CRM system for their users i.e. providingCRM system for their users i.e. providing
concierge type services to incent attendance andconcierge type services to incent attendance and
make things easier?make things easier?
• Leverage The Experience Economy / Customer ExperienceLeverage The Experience Economy / Customer Experience
Management (CEM): Need to transform your value deliveryManagement (CEM): Need to transform your value delivery
toto constantly creating memorable and remarkable customerconstantly creating memorable and remarkable customer
experiencesexperiences vs. “selling” art, tickets, admissions.vs. “selling” art, tickets, admissions.
• Remove barriers to Non-attendance by E-/Surveying,Remove barriers to Non-attendance by E-/Surveying,
recording in your CRM database, partnering/extending yourrecording in your CRM database, partnering/extending your
services offering, and target Direct Mail/E-Mail/Webservices offering, and target Direct Mail/E-Mail/Web
marketing.marketing.
• Save customers time. Think/Act like Amazon.comSave customers time. Think/Act like Amazon.com 26Misha Sulpovar

27. Arts GroupArts Group
CRM Issues & ExamplesCRM Issues & Examples
How can Arts organizations:How can Arts organizations:
·· Use a CRM program to quickly respond toUse a CRM program to quickly respond to
changing market realities?changing market realities?
• Down economic conditions, war and the growingDown economic conditions, war and the growing
uncertainties require maximizing “mind-share”uncertainties require maximizing “mind-share”
with your constituents, getting them involved, andwith your constituents, getting them involved, and
increasing and sustaining your relevance.increasing and sustaining your relevance.
• Create a community. Use marketing metaphors.Create a community. Use marketing metaphors.
• Leverage E-/Surveys, E-Marketing/E-Mail, WebLeverage E-/Surveys, E-Marketing/E-Mail, Web
Site, Communities, Blogs, Testimonials, CustomerSite, Communities, Blogs, Testimonials, Customer
Concern Management database, FAQs…Concern Management database, FAQs…
27Misha Sulpovar

28. WHAT CRM Tactics Can We DoWHAT CRM Tactics Can We Do
Quickly, Easily, Inexpensively &Quickly, Easily, Inexpensively &
Get Results?Get Results?
1.1. Define Your CRM Process, Requirements and Select aDefine Your CRM Process, Requirements and Select a
System that:System that:
• Best Meets Your Current & Future Requirements.Best Meets Your Current & Future Requirements.
• Delivers that Greatest Value to Your Customers - Ask ThemDelivers that Greatest Value to Your Customers - Ask Them
2.2. Implement and Leverage the CRM System:Implement and Leverage the CRM System:
• Based on your Marketing/Project Plan & Business Case.Based on your Marketing/Project Plan & Business Case.
• Define, Target, Personalize, Test, Manage, Measure, TuneDefine, Target, Personalize, Test, Manage, Measure, Tune
integrated Offline/Online Marketing Campaigns.integrated Offline/Online Marketing Campaigns.
3.3. Develop & Segment Your Contact List / Database:Develop & Segment Your Contact List / Database:
• Top 20%, Most Valuable / Best Potential Customers,Top 20%, Most Valuable / Best Potential Customers,
Network Hubs/Media, Influentials by Interests, Needs…Network Hubs/Media, Influentials by Interests, Needs…
• Partner on “Fit” Lists, Marketing Campaigns etc.Partner on “Fit” Lists, Marketing Campaigns etc.
• Make contacts aware of your Privacy & Data ProtectionMake contacts aware of your Privacy & Data Protection
Policy as an initial E-Mail message & Campaign.Policy as an initial E-Mail message & Campaign. 28Misha Sulpovar

29. Arts GroupArts Group
CRM SummaryCRM Summary
· · Arts Groups should focus on CRM:Arts Groups should focus on CRM:
• Ease of Use, Intuitive interfaces, Broad but not deep Functionality,Ease of Use, Intuitive interfaces, Broad but not deep Functionality,
Being Rapidly Deployable and Having a Lower Cost to Buy andBeing Rapidly Deployable and Having a Lower Cost to Buy and
Maintain to:Maintain to:
– Increase Customer Acquisition, Retention, Loyalty andIncrease Customer Acquisition, Retention, Loyalty and
EvangelismEvangelism
– Increase Efficiency and Effectiveness - ProductivityIncrease Efficiency and Effectiveness - Productivity
– Increase Revenue and Decrease Time and CostsIncrease Revenue and Decrease Time and Costs
• SegmentSegment and cand consider theonsider the valuevalue and appropriateness ofand appropriateness of
communication channels and timing, responsiveness andcommunication channels and timing, responsiveness and
honesty in customer inquiries for information.honesty in customer inquiries for information.
• Permission-based MarketingPermission-based Marketing, Permission E-Letters,, Permission E-Letters,
E-/Surveys, E-Mail: E-Newsletters, E-Postcards, ViralE-/Surveys, E-Mail: E-Newsletters, E-Postcards, Viral
Marketing/Word of Mouth, Online Communities,Marketing/Word of Mouth, Online Communities,
Registration, Memberships, E-/Contests, E-CauseRegistration, Memberships, E-/Contests, E-Cause
Campaigns / Events…Campaigns / Events…
29Misha Sulpovar

30. Arts GroupArts Group
CRM 3 Final ThoughtsCRM 3 Final Thoughts
1.1. ““As you better understand your customer base, you willAs you better understand your customer base, you will
be able to develop ever better business rules andbe able to develop ever better business rules and
processes, which will fuel personalisation engines, driveprocesses, which will fuel personalisation engines, drive
customer contact strategies and maximise marketingcustomer contact strategies and maximise marketing
effectiveness.”effectiveness.”
2.2. ““Continuing to deliver a consistently improving experienceContinuing to deliver a consistently improving experience
to consumers across multiple channels will determine ato consumers across multiple channels will determine a
company’s ability to retain customers over time, therebycompany’s ability to retain customers over time, thereby
enhancing their lifetime value to the company.”enhancing their lifetime value to the company.”
3.3. eCRM / E-Mail marketing on-the-job training is playing witheCRM / E-Mail marketing on-the-job training is playing with
fire.fire. “It is important to work with a team experienced in“It is important to work with a team experienced in
delivering successful eCRM projects and integrating themdelivering successful eCRM projects and integrating them
with existing business processes. eCRM / E-Marketing,with existing business processes. eCRM / E-Marketing,
more than any other discipline, represents the ultimatemore than any other discipline, represents the ultimate
fusion of marketing and IT skills and knowledge.“fusion of marketing and IT skills and knowledge.“
4.4. 1 Year Benchmark: How much have you improved your1 Year Benchmark: How much have you improved your
30Misha Sulpovar

31. Conclusion:Conclusion:
Permission based emailPermission based email
marketing is an essentialmarketing is an essential
part of a well-roundedpart of a well-rounded
marketing planmarketing plan
Be sure to use email properlyBe sure to use email properly
– get permission and be– get permission and be
relevant!relevant!
31Misha Sulpovar

32. Thank YouThank You
I Welcome YourI Welcome Your
Feedback…Feedback…
32Misha Sulpovar