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9/30/2006
How to learn from the market while you treat your customers right
Craig Stanford is director of
higher education for Talisma,
which focuses on customer
relationship management
(CRM) and customer interaction
management
(CIM) tools. He
guides product
development
and prioritizes
requirements for
each of the
company’s integrated
solutions
for the higher education market:
Strategic Enrollment Management,
Student Services,
and Advancement. A CRM
system expert, Stanford is
passionate about building lasting
relationships with Talisma’s
customer base. He sees CRM
as the best opportunity that
institutions have to grow with
and adjust to market
demands, while following the
time-honored business practice
of “treating the customer
right.” Here, he shares his Top
10 ways to succeed with
CRM—both by building great
constituent relationships and
by fine-tuning processes.
Want to be considered for Campus Technology’s Top 10? Send your countdown and a brief background/bio summary to mgrush@1105media.com
Provide staff with a global view of contacts and communications.
Create role-based workspaces across the institution, tailored to each user.
Segment the constituent base in order to provide focused services.
Personalize every interaction, from hard-copy mailings to phone conversations and e-mails.
Ensure consistency and build credibility with single-voice messaging.
Put out the welcome mat with constituent self-service.
Automate the assignment and routing of inquiries to expedite follow-up.
Automate process/workflow to move constituents to the next stage.
Build in accountability. Know who handled what when, and the result.
Leverage analytics that help you get the most out of your CRM system and continuously improve business practices.
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Today, it's clear to almost every campus executive that moving an institution from the traditional purchasing model to a strategic eProcurement program can greatly increase staff efficiency and save the institution money. Because eProcurement automates so many purchasing processes, it eliminates reams of paperwork and allows procurement staff to refocus their efforts on cutting costs and improving strategic partnerships.
Mary Jo Gorney-Moreno didn't start out in IT. She joined San Jose State University (CA) in 1981 as an assistant professor in the school of nursing. But somewhere along the way, she realized her energy was focused on academic technology, and how it could help a variety of learners gain knowledge.