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1 Brought to you by Please join the conversation in our discussion group

2 CRM: What It Is, Why It s Important and How to Make the Case for It at Your Nonprofit Webinar 1 - April 17, 2013

3 16 Years Experience, 900 Clients, 1,800 projects San Francisco, Chicago, New York, Boston 20+ Salesforce.com-certified, 6+ PMP Certified Staff Exclusively Serving Nonprofits TeamHeller.com Connecting your systems CRM planning and software selection Systems Implementation Optimizing your current software Connecting your team Bringing people and process together Change management solutions Team configuration and training Connecting your community Social Media strategy Building online communities Activating supporters

4 We share information about how nonprofits are using CRM to connect with their supporters and deliver on their mission. TheConnectedCause.com Idealist Consulting is dedicated to providing organizations with advanced technical solutions that help them run more effectively. IdealistConsulting.com Helping nonprofits make smart software decisions. An authoritative guide to the software that allows U.S. nonprofits to be more effective. Idealware.org

5 Webinar 1 Today we will cover: What CRM is, and what it can mean to nonprofits How to understand and organize your CRM needs The benefits of a well-planned CRM strategy How to build a business case in support of CRM at your organization How to get your organization s and board s buy-in for a CRM initiative

6 What is CRM?

7 Insights into CRM for Nonprofits How nonprofits are approaching Constituent Relationship Management (CRM) to overcome challenges and meet their goals The challenges nonprofits are facing in implementing a CRM strategy or system How nonprofits believe CRM will help in strategic areas Top advice from nonprofits on moving toward a CRM initiative

8 The Project and Participants Why Understand enterprise NPO s perception of, and progress with, CRM How Structured interviews with execs Who CIOs, CDOs, COOs, CMOs Where 30 NPOs Results paper, articles, blog posts Alzheimer s Association National Office Alzheimer s Association National Office American Heart Association American Lung Association Children s Miracle Network Hospitals Church World Service Conservation International Doctors Without Borders Environmental Defense Fund Feeding America International Rescue Committee Jewish National Fund JDRF The Leukemia and Lymphoma Society March of Dimes Mothers Against Drunk Driving The National Multiple Sclerosis Society National Park Foundation National Urban League Oxfam America PETA Foundation Smile Train U.S. Olympic Committee WWF-Canada

9 What is your organization s definition of CRM? CRM as a Software System (~1/2) A database and related business processes CRM as Customer Service (~1/3) A focus on constituent service and managing relationships CRM as a Strategy (~half-dozen) An active strategy for cultivating, engaging with and expanding constituent communities

10 Heller s Perspective on CRM Starts with Strategy A pro-active relationship with the WHOLE Constituent The CRM System Software(s) Environment CRM CMS (blurring) Point Solutions Financials / GL Business Processes Integrations BI / Data Warehouse User Ownership Buy In, Participation, Training

11 Benefits Summary

12 CRM: What is it? Engagement Sophistication Re-actively meeting the requests of constituents for information and services. Service Strategy Pro-actively engaging constituents where they already reside to expand the delivery of the organization s mission. A single piece of software that holds all data and manages all business practices. Software System Multiple pieces of software working in coordination with business practices to manage information and meet needs. Solution Sophistication

13 Data Silos

14 CRM as Customer Service Strategy Re-actively meeting the requests of constituents for information and/or services. Interactions driven by the constituent Organization only engages with those constituents who initiate contact Organization has limited influence from passive position Typically involves fewer organization staff, those charged with responding Systems CRM as Software A single piece of software that holds all data and manages all business practices. The most common definition that springs to mind for most people. The much-desired silver bullet Possible for only the smallest or simplest organizations, or those for whom specialized niche software has been specifically developed Not realistic for most organizations. A myth to be debunked

15 CRM Vision & Strategy

16 CRM as Strategy Strategy Pro-actively engaging constituents where they already reside / congregate to expand the reach and delivery of the organization s mission. Interactions initiated and driven by both the constituents and the organization. Organization engages with broad number and type of constituents. Organization can be more adaptive, responsive and accurate with engagement. Can involve more organization staff, each engaged in pro-active outreach appropriate for their responsibility Require planning, communication and coordination within the organization. More fully engages both internal staff and external constituents in expanding the impact of the organization s mission.

17 Workflow & Business Practices Heller s Vision of CRM Constituent Engagement Strategy Inspires, guides and sets requirements for a client s CRM needs Business Intelligence Donor Online Engagement Mission Internal Communication Data Integration

18 The CRM Environment Systems CRM as a System Multiple pieces of software working in coordination with business practices to manage information and meet key business needs. Includes integrations, business intelligence tools and data warehouse solutions. The most likely mid- and long-term configuration for most organizations. Allows for changes in solutions and/or the organization s strategies over time. Requires upfront planning and ongoing attention. Rewards with flexibility and power.

19 CRM Slices A 360 Degree View Each Slice represents: Program Delivery Mission Beneficiary Direct Mail & Major Ind & Institutional Gifts A Constituency A Department or Business Need A Group of Users Observations: Our Team IT, HR Social Facebook, Twitter, Networks Online - Advocacy, Giving, P2P Constituents cross slices Users access different slices Department needs similar Business functions similar

20 A Successful CRM System Supports Big picture: Mission, Goals & Measurement Improving: Analysis, Learning, Re-tooling Tactics: Who are you working with? What are you doing? Reporting: What Worked, What Didn t Doing Your Work: Intuitive, Supportive Recording Results: Efficient, Accurate

21 Workflow & Business Practices Heller s Vision of CRM Constituent Engagement Strategy Inspires, guides and sets requirements for a client s CRM needs Business Intelligence Donor Online Engagement Mission Internal Communication Data Integration

22 Benefits of CRM?

23 Benefits of CRM: Engaging Your Constituents 360 Degree View Treating each person as a whole person A fuller understanding of how they relate to you A deeper relationship opening pathways Communications Reaching the right people with the right message through the right channel

24 Benefits of CRM: Information A Completerer (sic) Picture Of Individuals Overall Democratizing the Database Reports for Everyone Access for All Access from Anywhere (SaaS, Remote)

25 Benefits of CRM Organizational Efficiency Fewer Silos / More Efficiency Fewer Databases, Spreadsheets and Softwares (sic-er) Better Business Practices Improved Standardized Documented Working Together In a similar fashion Using the same tools With the same constituents Toward the same goals!

26 Benefits of CRM IT Gains TCO - Total Cost of Ownership Hardware Lowered & Easier Support Needs Supporting Your Future Building Relationships Innovation Grows With You

27 Making The Case For CRM

28 Determining the Need for CRM Who will use the system? What constituents will they interact with? What are they (you!) trying to achieve?

29 Articulating the CRM Opportunity Translating General Benefits to Your Organization How does having a single system support: Constituents better service Users 360-degree view Information Reports, Dashboards, BI IT single system to support Strategy more of your mission delivered more effectively

30 Missing the CRM Opportunity What happens if you DON T move towards CRM? How s it look in 1 year, 3 years, 5 years, 10 years if you keep your current strategies and systems? What are comparable (and competing) nonprofits doing? How are your Programs & Services (and Constituents) impacted by staying with the current approach?

31 Taking an Inventory Strategies What s working? What s not? Plans, Aspirations & Roadblocks Systems What have you got? How s it serving you? Your constituents? Ranking - Greatest pain. Greatest opportunity. Processes What s working? Biggest bottlenecks? People Aspirations, Concerns, Appetite for Change Communication, Cooperation, Unity

32 Activating Stakeholders

33 Management Leadership Vision Developing, Articulating, Maintaining Vision & Strategy must guide the project Resources Prioritizing & Allocating Stakeholder time to plan Staff & Management time to implement Money Communication & Encouragement The going will get tough

34 Staff & Users WHY User Adoption is the PRIMARY INDICATOR of success The power and value of CRM is in how Staff & Users engage with CRM, and thereby with Constituents HOW Involve people early Ideas, Concerns, Commitment Benefits at the vision level, but also at the day-to-day functional level However, be honest about challenges and time commitments and compromises Design, Test, Implement, Maintain

35 Getting the Board on Board WHY Funding, long term vision HOW Articulating the Vision & Benefits Presentations big picture Enlist a Champion

36 Past, Present, Future

37 Why Now? Looking Back Many Nonprofits share this timeline Late 90 s / Early 00 s current core systems established Early 00 s Rise of the Internet & silos! Mid 00 s Many systems + evidence of what works = time to consolidate to CRM. But, tech newer so expensive & riskier & less rich Late 00 s the economy lockdown, no changes

38 Now Drivers Economic stabilization Old systems got older Tech has improved & lowered in price Competition is on the move = Time to revive the CRM Vision Most orgs are planning (or planning on planning ) Some orgs out ahead implementing, even refining

39 Looking Forward Constituent expectations are rising Service Treat me as a whole person It s a demand, and an opportunity. Social Investment Transparency Impact (Outcomes Measurement) Competition is Increasing Tech changes are driving relationships (Social, then?) More Channels = More Silos or CRM!

40 Next Steps Attend the next two webinars Join our LinkedIn Group to ask questions Subscribe to The Connected Cause Use the CRM Readiness and Business Intelligence Worksheets CRM Worksheet Business Intelligence Worksheet Don t do nothing

41 Links and Resources Get CRMready Series TheConnectedCause.com/getCRMready/ LinkedIn Group The Connected Cause Site TheConnectedCause.com CRM Readiness Worksheet CRM Worksheet Business Intelligence Worksheet Business Intelligence Worksheet