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Richard Schumacher and Bob Serben Workforce & Community Development St. Louis Community College. H034: Client Management Using Microsoft SharePoint and CRM. St. Louis Community College.
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Richard Schumacher and Bob SerbenWorkforce & Community DevelopmentSt. Louis Community College H034: Client Management Using Microsoft SharePoint and CRM
St. Louis Community College • Largest community college system in Missouri serving an area of about 700 square miles; created by area voters in 1962 • Three campuses (4th under construction) offering transfer, career and developmental programs, plus non-credit continuing education courses • Four education centers • Credit enrollment is about 32,500
Workforce & Community Development • Division of St. Louis Community College that serves the community beyond the traditional college setting • Responds to the needs of St. Louis’ business, civic, and community-based organizations • Experienced professionals working to improve the quality of the area’s workforce and provide increased opportunities for the area’s residents
The Presenters • Richard Schumacher Manager, Technology Initiatives Workforce & Community Developmentwww.stlcc.edu/wcd • Bob Serben Director Center for Business, Industry & Laborwww.cbil.org
Overview • Departmental and College Intranet Development • Considerations for Users • Performance Improvement Goals • Customer Relationship Management • User Collaboration Workplaces • Process & Technical Development Decisions • SharePoint Technology
WCD Division Strengths • Strong financial management • Understanding of College and Business World practices, requirements and processes • Focus on appropriate use of current technology • Good availability of resources • More structured employee environment • Less change-adverse than rest of College
WCD Intranet Journey • Initial Departmental Intranet Development • College Intranet System • Revised Division Intranet • MOSS 2007 / CRM 3.0 Division Intranet
What Is Not Happening? • Information was not being reviewed in a timely manner • Information needed to support better decision making • Access from the field (project sites) to information was limited • Information not easily found
WCD Intranet – Take One • Team approach (leadership, process owners, content owners, creative staff, tech folks) • User focus groups • Internal access only – remote users access through network dial-in (or via terminal server) • Static html site enhanced with a SharePoint Portal 2001 document center
Development Team • Leadership Sponsor • Project Leader • Content and Process Experts • Content and Process Owners • Editorial (includes categorize, index and archive) • Creative and Design • Quality Assurance and Compliance • Technical (web, application, product, database)
College Intranet System • The success of the CBIL Intranet led to the deployment of a College-wide Intranet which initially consisted of two parts: • Static html Intranet website reflecting the “org chart” geo-political structure of the College • SharePoint 2001 Portal for document management • Internal-only access due to confidentiality concerns on content
Issues with College Deployment • No centralized authentication – over 60 non-trusting domains, workgroups & NDS trees • Login by the same domain used for email • Varied levels of participation interest • Difficulty explaining the need to/how to login • Not all College internal systems/data sources were represented • Heavy reliance on paper and paper triggers
College Intranet - CollegeWeb • Developed as a “one stop shop” – one place with links to all the major College data systems • Branding to remove “intranet” confusion • DNS resolution, http://collegeweb.stlcc.edu • Internal name resolution only • New single-forest, single domain structure eliminated login confusion, misunderstanding
WCD Intranet – Take Two • Address issues with existing departmental Intranet as a transition on the path to document collaboration with MOSS2007 (SharePoint) • Fully incorporate all of the departments in the WCD division – not just CBIL • Change to Internet-based access from dial-up • Leverage lessons learned, user requests, and what is and isn’t used in the old system
Transition WCD Intranet • Accessible through Internet, DNS resolution • All traffic SSL encrypted • Static html site with links to dynamic content • Department and Committee organization • Visual Employee Directory • Links to College data systems • WCD News via html email, pdfs on Intranet
What Do Users Want? • Easy to find and use • Information – Accurate – Essential – Reliable – RelevantInteresting – New – Dynamic – TimelyTrusted – Unduplicated – Findable • Self-service • Organize and access their documents, anywhere • Be told when there is something they need to know about or act on • Personalization
Considerations for WCD Users • Multiple departments with different operating styles and goals • Lots of locations – most staff “in the field” • Need to share and securely backup documents • Some staff use non-College computers and require clientless deployment • Has to be obvious and easy to use
Performance Improvement Goals • Communication and Collaboration • Higher utilization of “corporate knowledge” • Need to better organize and share contacts, contact history, client history and records • Effective marketing campaign management • Improved “cross-selling” of WCD department and College services
Intranets Are About People • Business needs drive the implementation • What are the business goals? • What do you expect to achieve? • How will you measure success? • Plan before you deploy – installation, implementation, content management, related systems, training … • SharePoint is all about document collaboration – remember that some people don’t like to share • Your IT department likely doesn’t understand taxonomies and cultural change management – don’t expect them to understand how those impact SharePoint or CRM
Customer Relationship Management • Manage each and every customer experience better, and in a personalized manner based on their history with you • Provides a central, organized, consolidated repository of all the information relating to your clients, leads, and prospects • Provides a structure reinforcing business processes • It’s a business strategy
Key CRM Data • Should you be marketing to this account or contact; and what is the contact method? • Specific customer / prospect history • What are they interested in? • What competitor are they using? When does that engagement end? • What have they purchased? • What is the contact cycle (how important are they)? • Who is assigned to handle this customer?
Workforce development will become increasingly more “visible” “Comprehensive servicing” will be the value adding characteristic Stakeholders will demand better performance “The Shape of Things To Come”
CRM System Requirements • A system employees will actually use • Accessible anywhere • Easy to maintain accurate, complete, and timely customer and prospect data • Effective reporting • Tactical • Strategic
Accurate, Comprehensive, Integrated • At least 1/3 of personnel information in commercial business databases is inaccurate • History is vital when client personnel change or multiple contacts occur at the same client • Various “arms” of workforce development may call on the same clients • Lots of different info sources involved – emails, letters, contracts, worksheets, faxes, invoices
Effective Reporting • In the “externally funded” environment: • Forecasting is critical • Activity management is essential • Service / sales knowledge mix is indispensable • Marketing campaigns need review and analysis
A System That Will Actually be Used • Outlook has become the “de facto” standard operational tool for time and activity management – most staff “live” in Outlook • People resist change • Acceptance and comfort • Shortened learning curve • Continual improvement by Microsoft
CRM Implementation Issues • Multiple systems / departments with customer information • Multi-channel customer interactions (phone, email, fax, web sites, mail, IM, in-person) • Remote workers • Inflexible systems • Account / contact conversions (suspect, lead, campaign, opportunity, prospect, quote, sale, customer, case - service support, billing)
CRM System Issues • Over 80% of deployments are considered failures • Education-specific systems usually are complex, expensive, lacking in desktop integration, and limited in functionality (already dated – old tech) • PIM / SFA contact managers typically can’t be sufficiently customized (and are complex to customize) and have interoperability issues – they focus on the viewpoint of a sales representative • Most systems can’t do sales, marketing and service management with one product
CRM Processes • It’s all about workflow … automating business processes • Task assignment • Confirmations and feedback • Notifications and escalation (alerts) • Measurement and reporting (analysis)
Why Microsoft CRM 3.0? • Targeted for heavy Outlook users • Full functionality web version for remote access • Extremely easy customization; adaptability to your operational processes • Manages marketing, sales, and service activities • Organizes all of the common document types • Geared for activities by Business Unit or Team • Directly integrates with Microsoft Workflow
Designing CRM Workflow • Define the steps of your sales cycle • Create an outline for each step • What action will be taken? • What will trigger the action? • Who is responsible for the action? • What occurs when the action is complete? • What escalation occurs if the action is not completed?
Academic Application of CRM • Outreach (marketing) to parents, benefactors, alumni, community leaders, and others • Student management and recruitment • Distance Learner communications • Faculty/instructor recruitment and retention