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CRM Education

CRM Education

K. Krishnakumar Dr.A.Jayakumar * **

* Professor of Commerce, Periyar University, Salem - 11

** Associate Professor of Commerce, Periyar University, Salem - 11

CRM should be considered as a business strategy aimed at maximizing the satisfaction customers with the service provided. This strategy can take shape in an internal and external process and the selection and deployment of a set of support tools. In recent years, CRM has been adopted successfully in the business environment, mainly in banking and telecommunications. Also, today is this in virtually all business sectors. Recently, it has found a place in education also, becoming an essential tool for those centers and education providers who are working on the Web as a virtual or distance universities. Many tools offer eLearning suppliers in their systems, functions specific, such as WebCT or CRM in IBM Learning Space, as well as providing more comprehensive solutions such as Oracle, PeopleSoft or Siebel. In most cases, CRM concepts and techniques have been translated directly to education as a business, but without taking care of the specific educational requirements. In this scenario is common in the universities to ensure an individual's response to students becomes a priority, where universities have their own centers calls or even where all communication channels are integrated in a data center or in advanced data processing applied to identify and classify groups within the student population.

 

CRM Education Center / Institution

The implementation of CRM methods and techniques required in a school-wide changes in internal and external processes of both the organization and even in its strategy. To ensure the successful management of change from the traditional model for a new e-CRM, the following conditions must be met:

1. The training center, part of its strategy in the short to medium term, must be able to define concrete targets and measurable indicators should be expressed. Improve or maximize student satisfaction with the education they receive must always be the ultimate goal. However, it is necessary to extrapolate the overall objective of a set of specific indicators that are commonly controlled by a Balanced Scorecard (BSC).

2. The organization must be able to define clearly all internal and external processes, the creation of appropriate mechanisms to ensure its proper functioning. Process integration is a key issue here, as the integration of information systems that support them. In the great learning centers is common for administration and management processes are fully isolated from the learning processes that are controlled by teachers. Thus, the marketing department is responsible for the registration, the management department deals with registration, while several departments and staff to define the methodology of learning and course management, rarely with strong relationships between these various groups. This can cause loss of important information, which limits the awareness of the real state management of the organization.

3. The school should be able to offer a single point of access to students in all channels of communication will be centralized. The Student Services Center must be fully integrated with the management and learning processes and must be able to cater to different communication channels that new technologies offer. These include those associated with the school management and course (corporate portals, secretary, Virtual Campus, the online learning systems, FAQs, etc), email, phone and fax, SMS, MMS, mobile devices (especially 3G-UMTS mobile phones and Personal Data Assistants,-PDA), without discarding new media such as Digital Terrestrial Television (DTT), videoconferencing or, going further immersion, virtual. Fortunately, the integration of all IP networks under the protocol will facilitate the creation of these systems of centralized management of communication channels. Currently you can only use the phone IP (VoIP) and connect it to the telephone network, SIP protocol, or even to use IP videoconferencing systems under the H.323 protocol.

4. The school has to be able to get a thorough knowledge of their students using available information, albeit incomplete or partial. This information will be included in a system Global Knowledge Management (KMS) which is essential when it comes to education. The final is using to offer students the best possible individual treatment. This is especially important when we consider distance education where direct contact with students is not always possible or at least not often. To obtain this student knowledge, it is necessary to capture all the information generated in the internal and external processes (administrative data, the process of learning activity, performance, use of communication channels, etc) and the process for the profiling of students, including conduct in the organization. Once again, new technologies of artificial intelligence and data mining fields, can provide those tools.

5. Finally, the school, within an overall management process Change has to offer to teachers and support for continuing vocational training to these instruments and their implementation. In summary, the ability of educational institutions to establish medium and long-term strategy, set specific goals whose progress should be monitored using indicators identified and agreed, the definition of internal processes and their integration into a common model, the integration of information systems, the exploitation of all available information, integrated communication channels, the ability to create profiles of students, are just some of the key competences to be acquired to successfully exploit a model CRM in their organization.

 

Why Higher Education to implement a CRM strategy Business?

Higher education is largely the same position in the CRM as it was in the ERP-enough behind the commercial sector to gain lessons learned and the maturation of the technology. Departments and offices working as separate entities in many colleges and universities today. Faced with the limits of the divisions, is often very difficult for these different institutional roles to focus on their customers in a coordinated manner. By providing a common platform for communication and customer interaction, CRM solutions aim to eliminate the stacks of organizational shortcomings proactive customer interaction. CRM applications also are designed to increase the effectiveness of agents that interact with customers or prospects. Using CRM applications can lead to customer responsiveness and vision complete the whole "cradle to grave" customer life cycle. CRM solutions that link directly into ERP systems are especially powerful because the institutions can lead customers through a closed loop well-defined steps and processes to meet their needs. Whereas CRM applications provide the framework to incorporate, promote and implement best practices in customer-facing activities, ERP provides the backbone, resources and practical applications that organizations more efficient in achieving these objectives. But most exciting of all is the ability of CRM to promote and encourage electronic commerce, which is the perfect Web-based collaboration between an institution and its customers, suppliers and partners. CRM applications track and manage interactions and transactions with different customers through multiple channels including the Web. If an entity has a high degree of personal interaction, such as admissions recruiters or agents of development, CRM can expand these channels to the Web, providing a framework for the management of interactions and transactions. CRM can also allow purchase of goods or services online and provide web-based services and support, all customized for each client.

Business Issues Affecting Higher Education Institutions

By understanding the critical business needs of higher education institutions, Saber Consulting has developed solutions to streamline operations and reduce costs by leveraging existing applications and technology to achieve quick results, as in the following areas:

increasing competition for tuition student

A knowledge of their customers and their needs

to reduce manual effort and redundancy, improve workflow

to integrate disparate legacy systems and technology

 

Solutions

CRM
higher education customers are students, staff, faculty, alumni and the surrounding community. Dramatically improving data collection and data mining, not just to see what customers are doing and buying today, but to be able to understand their needs before and after registration, allows an institution to provide personalized customer interactions and focused on services at a lower cost. By integrating data and custom queries and reporting, Saber provides a "single view" of customers throughout the organization, resulting in ability to project the future needs of the campus community.

Self-service
Self-service reduces the demand for administrative staff to do Redundant or manual tasks and increases accuracy, efficiency and access to information. This is achieved by offering customers 24 / 7 access to services. Beyond a "site Static website, with limited interactive features, Saber provide customers single sign-on, real-time access to student information, information teachers, financial, human resources functions, advice online, e-procurement, residential and coffee systems, just to name a few. The possibilities are broad.

Legacy System Integration
Integration is the main challenge facing departments IT today. As institutions adopt new technologies, many new systems purchased at the departmental level does not "talk" with other existing systems. Together with the fact that the legacy systems are often highly customized (often without proper documentation), the result is "silos" of information that can not be shared across the organization. This leads us to work flow termination, inefficiency and unnecessary expense.

BI

"Assessing Today, Plan for the future." In response to the needs of the current term is not sufficient for the success of an institution. In addition, information to take advantage of predictable trends, student demographics, performance measurement programs, the effectiveness of placement programs students, monitoring of applications for grant aid allocation and effectiveness of grant programs, you can determine the future success and benefit.

An example of CRM in Higher Education

Emerging CRM processes and technologies will drive growth new types of resources and services. The following example highlights the opportunity to implement a CRM business strategy to support the student in revenues and the recruitment process. Marketing and campaign management processes and applications can support both specific admission recruitment and fundraising. For example, the institution may have an enrollment goal to recruit students from out of state and minorities and to increase the number of students seeking health careers. An institution that target specific groups, using data analysis to determine which prospects are most likely to apply and why. A mailing campaign custom then will start using both email and postal mail. Within each email, the outlook would be given an identification code staff to enter university. All prospects are not liable for any channel (Web, e-mail, telephone, fax, or other) will send the email message tracking mail. A perspective receives the e-mail three days before receiving the paper chart. The prospect then activates the hyperlink and related recruitment University Web page. The perspective is sought

to enter your personal identification code and then links to a personalized home page and the portal. The Web page is customized based on the known interests of the data search. For example, if the prospect is interested in sports or group, relations with the university athletic department or music club websites are provided. Or if health perspective appears as a career option, there are links message to health departments across the Web. Finally, there are standard provided links to all prospective students, such as admission procedures for application and forms, information on financial aid, scholarships and search programs. The prospect moves through the site, complete an electronic contact card, and requested information on physical therapy programs and financial aid. The university then monitors the responses of the prospect and began monitoring communications, as appropriate.

The impact of CRM in the Higher Education Enterprise

Emerging processes CRM and the technologies that will drive the growth of new types of resources and services. Within the enterprise of higher education, much of this new feature will focus in the student area. This exciting new level of functionality related to student performance and have an impact on students, as well as staff administrative and management, teachers, and the institution as a whole. A look at each of the affected areas continues.

Students

Systems today have little to offer students, especially the new generation of tech-savvy students who want to be more in control of their learning environment. Today's students require a greater level of access to information about your options, performance, and future. They also require technological resources be an integral part of their learning experience. The standard for access to faculty and student services will change as students expect access to virtual Resource teachers and students services. The old ways of interacting with students will become unsustainable, as expecting them to line up for hours when instead to choose an institution that can meet their needs on their own terms, by his own choice, online support systems.

Administrators

A CRM business strategy for a university or college administrative system would also introduce a real self-service system that empowers the management team to rethink the investment of administrative resources of institutional services. By shifting the responsibility for maintaining information to students and faculty members, and enable them to complete the relevant processes and securely access vital information, staff can concentrate on more productive, rewarding and satisfying, such activities as making personal connections with students and help them plan for the future.

Teachers

Today's systems provide little value to faculty members. In many institutions, there is a total disconnect between the services student and instructional programs. This disconnect is often reflected in the crack between the administrative computing and academic research. In the new learning environment, teachers and student services are closely linked, a dynamic resource sharing and learning strategies for students. Imagine for a moment in which teachers can securely access the learning profiles of students meeting the admission process for preparing personalized learning options for students who are struggling. Imagine a process whereby a faculty member can make immediate referrals of students to key support programs on campus, including when working at home. Finally, a system that is dynamically linked with students, faculty curriculum planners can develop an accurate picture technological resources that really make a difference in student learning.

Advancement

Collection funding is increasingly important in higher education. The aim is to "sell" the mission of the organization to donors. Success is measured by the frequency gift-giving application results in "taking an order." Application is often done by volunteers who see sales as fundraisers. In the approach CRM, individualized techniques apply to future donors to the institution whose connections have been established through some other relationship, such as a athletic supporter or music lover. The CRM approach identifies, selects and generates lists of target customers with updated information to build bonds that continue long gifts long after they or their sons or daughters have graduated. These donors consider their gifts as investments in securities that are important to them. In addition, others value considers these donors, which articulate defenders of the institution. With CRM, the whole institution, not just a small group of volunteer lawyers phone is involved and organized around fundraising. Using technology to know that the latest contribution from a donor was used to purchase football Helmets are of great value to solicit donations that next time. The ultimate goal is to attract donors to contribute in the future without direct solicitation.

The Institution

CRM offers a new conceptual and structural framework of the management of institutional activities to attract and retain diverse customers. The following are ways in which all customers of the institution can benefit from greater access to information and services.

students, alumni, faculty and staff member scan access and update information from any web enabled device, anywhere in the world.

to the evolution of point to point integration between applications in a single database of institution-wide integrated business rules and a collection of flow process work to blur the distinction between student, finance, alumni, and human resources systems.

à The customer needs are the focus structure rather than a rigid process that is the focus of current systems.

administrative systems is seamlessly integrated with instructional computing and communications. The most important is the ability of a true robust set of tools and business processes across the institution to bring about its people. Work higher education should focus on the people it serves, not in their administrative systems.

What is the Return on Investment (ROI) of a CRM business strategy?

The benefits of implementing a CRM business strategy are far reaching. Since CRM activities and technologies are fairly new to higher education, the best reference points come from the commercial sector. Include

à up to 42 percent increase in income

à Up to 35 percent decrease in cost of sales

à Up to 80 percent decrease in errors for

A to 25 percent reduction in sales cycle time

up to 2 percent increase in margins

à Even a 20 percent increase in customer satisfaction

For schools and universities, this could translate into

Increased revenue à through improved recruitment and retention

Reduced recruitment costs

Better customer service à

the speed performance on conversions

Improve customer satisfaction

Many colleges and universities entered into ERP implementations, with the aim of improving customer service. To some extent, service improvements were made, but not because of increased support of customer interaction. These benefits achieved through improved processing speed and better data. Investment in CRM allows an institution to most of your ERP investment. The strategy Business CRM and related technologies to facilitate the direct customer interaction. These processes and technologies can assist the institution in obtaining a total view of their customers and can help implement activities to capitalize on this knowledge. For a college or university to realize the potential of these processes and technologies, First, determine your vision of customer service and relationships that you want to promote, then you must break the implementation of the vision in small manageable projects. For instance, an institution must implement marketing and campaign management for the first time in the admissions office and then extend use in advance, human resources and payroll. Contact center applications may be applied first in IT and then extended to student services, admissions, and other areas.

Conclusion

Faced with widespread economic change, technological and cultural academic institutions seeking to improve the value and effectiveness of their relationships with existing customers while attracting new customers and loyal. As institutions begin to take e-commerce and e-learning, CRM driving forces will become even stronger. The concept of effective customer information management as a matter of productivity is being replaced by the need for effective customer management as a competitive advantage. tomorrow's systems go far beyond the features related products (such as student registration on the web) for the development of customer information as a strategic advantage. The concept of students alumni, faculty and staff members as "clients" will become a competitive imperative with profound impact on how colleges and universities attract, retain and serve customers of all kinds.

 

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