CRM Strategy

Monash University
Customer Relationship Management Strategy
May 2008
Prepared by
Customer Connect Australia Pty Ltd
ABN 33 104 850 795
Executive Summary
Monash University has a wide range of customers, from individual domestic and international
students through to corporate partners and government agencies. Customers are an essential asset
of the university; they are the source of revenues, the resources behind research, and they provide
the university’s ultimate reason for being.
The ongoing success of the university depends heavily on acquiring the best new customers,
retaining existing customers and growing the value of customers over time through effective
relationship management. Institutions in the higher education sector compete for the “best”
customers, be they the highest ranking students, the most supportive and valuable commercial
donors, or the most lucrative research funding providers. This requires more than a tactical
approach to customers – it requires a long term, strategic approach to managing the relationship.
This in turn relies on the culture and competencies of people, the processes of the university and
the systems and information that support them.
Monash University has historically taken a tactical, department-level approach to customer
management. Whilst there is a central student administration system in place, other aspects of
customer management are highly decentralised and fragmented. These include:
• Stimulating, managing and responding to customer enquiries
• Maintaining relationships with students outside core coursework, between courses and
across faculties
• Retaining and growing the value of customers over their lifetime and
• Managing commercial and government relationships across the university in a structured,
coordinated way
Significant inefficiencies arise from the fragmentation of customer information and the duplication
of processes. Customer knowledge is stored and duplicated in hundreds of databases, departmental
data stores and personal documents across the university. Processes and business functions such
as handling student enquiries and customer marketing are duplicated in most faculties as well as
being performed by central departments. Only 30% of customer interactions are supported by a
structured information system. Most importantly, there is no central responsibility for, or
coordination of the customer experience. Given the importance of the customer asset, this is an
unsustainable business model in an increasingly competitive sector.
This CRM Strategy lays out an approach that allows Monash University to realise the full potential of
CRM. This requires a broad definition of CRM, beyond a tactical or technical project, as defined by
Buttle (2003):
“CRM is the core business strategy that integrates internal processes and functions,
and external networks, to create and deliver value to targeted customers at a profit. It
is grounded on high quality customer-related data and enabled by information
technology”
At a high level, this strategy recommends that Monash University implements:
1. An integrated view of customers across the university, over the course of the customer’s
lifetime
2. Explicit strategies to acquire, retain and develop customers, based on their needs and
value, in an efficient way
3. A holistic approach to CRM, including strategic, operational and analytical domains
Customer Relationship Management Strategy – Final

Commercial in Confidence Page 2
4. Maintenance of the decentralised approach to customer activities, but guided in future by a
central customer strategy, managed through the central CRM Program and consolidated
into a university-wide customer view / system
5. A CRM program that encompasses the four essential streams;
1. governance / strategy,
2. people / culture / structure,
3. processes / customer experience and
4. technology / customer information.
6. A phased approach starting with;
1. establishing a CRM governance structure,
2. CRM awareness workshops,
3. an “umbrella” CRM program containing smaller projects over time and
4. foundation CRM technology on which all future CRM projects are based.
CRM Program
Stream Foundation Phase 1 Phase 2 …

Strategy /
Project #1 #5 #8
Governance
People /
#4 Project #7
Culture
Process /
Project #2 #6
Experience
Technology /
Project #3
Information
Figure - Phased Approach to the CRM Program
The strategic approach to CRM represents a significant opportunity for Monash. A large proportion
of competitive universities in Australia and New Zealand (70%) either have an existing CRM
program underway, or are currently considering a CRM program. Many of these programs,
however, have taken a narrow perspective on CRM or the “customer” and therefore will not be able
to deliver the strategic outcomes that are expected from the Monash strategy. Only 50% of the
CRM programs, for example, are intended to deliver a university-wide customer perspective. Few, if
any of these programs encompass the analytical CRM domain.

A number of other compelling drivers exist for a strategic approach to CRM at Monash, including
the importance of CRM in achieving the goals of the Excellence and Diversity Framework, and the
increasing importance of unregulated fee income. The recommended approach is therefore to
undertake a long term CRM program at Monash, as opposed to installing a tactical system fix or a
short term project. The CRM Program encompasses key areas such as:
1. Developing a customer culture across the university
2. Implementing customer needs and value segmentation, with value propositions and
strategies at the segment level
3. Developing explicit customer lifecycle models to allow Monash to design and enable the
desired customer experience
4. Selecting and implementing the systems necessary to provide a single university-wide
view of customers, both individuals and organisations
5. Reviewing and refining business processes across business functions and faculties to
deliver the required customer experience
6. Providing structures, methodologies and systems for key customer activities such as
enquiry management, account management, pipeline management and customer
service
7. Implementing a “Customer” major information area in the Business Intelligence project,
backed by strong data quality management principles in source systems
8. Implementing key customer measures including customer drivers, attitude, behaviour
and overall customer performance.
The implementation of the Monash CRM has an estimated net present value of $17.5 million over
five years. The program is structured to be delivered over a 4 year period in five distinct phases.
The total cost of the program is $8.1 million, with a payback period conservatively estimated to be
30 months from commencement of the program.
Whilst a long term strategy is required to achieve university-wide CRM, there are a number of
immediate or short-term activities that comprise the initial phases (Foundation and Phase 1) of the
CRM program, that are of significant value in their own right, These include:
1. Industry Engagement & Commercialisation
2. Gap year passport program
3. Faculty-level pilot implementation of core CRM capability for a representative faculty
such as Business & Economics
4. Customer information and data quality audit
5. CRM foundation requirements specification and selection
6. External Affairs implementation
7. Callista Integration for source student/customer details
The Foundation Phase and Phase 1 of the program are expected to be complete within 18 months
at a overall cost of $1.8M (including internal staffing costs).

Table of Contents
Executive Summary ................................................................
................................................................................................
....................................................................................
.................................................... 2
Background................................
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................................................................................................
................................................................................................
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.................................. 7
Defining Customer Relationship Management ................................................................

.......................................................................
....................................... 8
Critical Success Factors for CRM................................

................................................................
.............................................................................................
............................................................. 11
Integrated Customer Model ........................................................................................................... 11
Retention, Efficiency, Acquisition, Development ........................................................................... 11
The Three Domains of CRM ........................................................................................................... 12
Governance, People, Process and Technology .............................................................................. 12
Current Situation ................................................................

................................................................................................
......................................................................................
...................................................... 14
Current Business Environment ....................................................................................................... 14
Customers ...................................................................................................................................... 15
Departments and Employees ......................................................................................................... 18
Interactions .................................................................................................................................... 24
Customer Centricity ....................................................................................................................... 29
People and Organisation ................................................................................................................ 31
Major Processes ............................................................................................................................. 33
Channels ........................................................................................................................................ 37
Measurements................................................................................................................................ 38
Information Technology and Systems ........................................................................................... 39
Future State Recommendations ................................................................

.............................................................................................
............................................................. 42
The Case for Change ..................................................................................................................... 42
Strategic CRM ................................................................................................................................ 46
Operational CRM ............................................................................................................................ 49
Analytical CRM ............................................................................................................................... 56
CRM Systems and Information ...................................................................................................... 58
Succeeding with CRM at Monash ................................................................

............................................................................................
............................................................ 61
Overall ............................................................................................................................................ 61
Governance .................................................................................................................................... 62
People ............................................................................................................................................ 74
Processes ....................................................................................................................................... 76

Technology .................................................................................................................................... 76
Business Case Summary ................................................................................................................ 80
Appendix 1 – Context for the Strategy ................................................................

..................................................................................
.................................................. 84
Appendix 2 – Interviewees and Source Documents ............................................................

............................................................ 86
Appendix 3 – CRM Vendor Market ................................................................

..........................................................................................
.......................................................... 88
Enterprise CRM suites .................................................................................................................... 88
Midmarket CRM suites ................................................................................................................... 88
Specialist Applications .................................................................................................................... 89
Appendix 4 – CRM at Other Higher Education Institutions.................................................

................................................. 90
Web Search Results: ...................................................................................................................... 90
Council of Australian University Directors of Information Technology Survey Results: ................ 90
Appendix 5 – The Four Cultures (Competing Values Framework) .....................................

..................................... 95
Appendix 6 - Industry Engagement and Commercialisation CRM needs and issues ....... 96
Appendix 7 – CRM Program Cycle – Key Activities. .............................................................

............................................................. 98
Appendix 8 – Current Customer Systems Map ................................................................

.....................................................................
..................................... 99
Appendix 9 – Program Schedule (First 18 months) ...........................................................

........................................................... 100
Appendix 10 – Business Case Details ................................................................

...................................................................................
................................................... 101
Appendix 11 – Request for Information ................................................................

..............................................................................
.............................................. 110
Background .................................................................................................................................. 110
Approach ...................................................................................................................................... 110
General Findings .......................................................................................................................... 110
Results and Recommendations .................................................................................................... 110

Background
Monash University engaged Customer Connect Australia in March 2008 to conduct a feasibility study
for University-wide Customer Relationship Management (CRM). This study is described as a key
deliverable in the Monash University Information and Communications Technologies Strategic Plan
2008-2010.
Monash University’s Excellence and Diversity Strategic Framework contains a number of goals that
will be supported by an effective CRM Program. These include:
• funding and infrastructure to support high quality research
• delivering high quality teaching, learning and research opportunities and outcomes
for its stakeholders
• actively engaging Monash alumni
• providing high quality information to prospective students
• maintaining relationships with government
• developing industry relations and joint ventures
• conforming to customer management best practice standards
• understanding the cost of activities and the revenue generated
• seek support for joint ventures with industry or government consistent with the
strategic directions of the university
• submitting high quality applications to funding bodies
• improving the student/customer experience
In order to support these goals, the CRM program at Monash will need to encompass strategies,
business processes and people, as well as CRM systems and data.
“Customers” at Monash include a wide range of stakeholders such as prospects, students, alumni,
donors, commercial sponsors and government agencies.
The driving force behind the study is to improve industry funded research levels, donation funding
and student recruitment especially from the unregulated sector. Monash derives revenue from a
range of sources, each of which requires effective relationship management. Furthermore, the
ongoing engagement of key customers such as students and alumni must be well managed in order
to maximise retention, and the continued enhancement of the university’s reputation and prestige

Defining Customer Relationship Management
Every organisation that engages in the provision of products and services has customers. In a
broad sense, Monash University customers can include prospective students, current students,
alumni, donors, funding bodies, agents and other industry and government partners. In all cases,
the ongoing success of Monash will depend on continued engagement with these entities; they all
provide revenue and a “reason for being”.
An individual customer may progress over time from one customer role to another, for example a
student becoming an alumnus, or a corporate donor becoming a joint venture partner. These
represent different stages in the lifecycle of the customer relationship. Some customers may hold
multiple roles at the one time, for example a student who is also a donor, an alumnus and a key
decision-maker in a funding body.
Student
Prospect Staff
member
Spouse of a Person Alumni

donor
Customer
Employee of Manager
a granting Organisation
body of a
supporting
business
Figure - Customer Roles

A key tenet of Customer Relationship Management is to recognise and respect the customer as an
individual, over his or her lifetime. This requires corporate memory of the customer’s history, and
consideration of the relationship in all activities. Over-targeting of customers for marketing
communications, requiring customers to re-state information they have provided in the past, and
giving customers different answers from different departments are all quite damaging to the
relationship.
Organisational customers require a higher level of sophistication in managing the relationship,
compared to individual people. Organisations may contain thousands of people, with varying
degrees of interest and influence in the relationship with Monash. Organisation decision-making is

typically more structured, and requires management of opportunities over extended periods of
time.
Why must Monash University actively manage these customer relationships? The answer is
customer choice and customer value. As with many other service industries such as banking and
telecommunications, customers are more informed, empowered and demanding than ever before.
Customers expect more than just a product or service – they expect it to be delivered in an
acceptable way. The customer experience is therefore a significant driver of customer attitudes,
behaviours and ultimately revenues.
Customers are costly to acquire; they consume time and resource for many months before
returning revenues. This is the case for prospective students, prospective donors and potential
funding grants – in all cases, these customers are “in the red” from the start. In some sectors it
takes two years for an average customer to return positive value.
Focusing primarily on acquisition, therefore, is a limited, risky business proposition. Customers who
stay over time, however, return sustained revenues and therefore higher levels of profitability. For
this reason, CRM focuses on acquiring the right customers, managing the relationship over time to
retain the most valuable customers, and even growing their level of engagement – all whilst
monitoring cost-to-serve to ensure positive customer lifetime value. Furthermore, word-of-mouth
can multiply the positive effects of loyal customers over time.
Customer Relationship Management, therefore, is not just about streamlining processes,
implementing systems or designing a positive customer experience. CRM is about business
performance, driven by a focus on customers, their experiences, and their lifetime value. This is
best summarised in the following two definitions of CRM:
“CRM is a business strategy that maximizes profitability, revenue and customer satisfaction by
organizing around customer segments, fostering behaviour that satisfies customers, and
implementing customer-centric processes”1
“CRM is the core business strategy that integrates internal processes and functions, and external
networks, to create and deliver value to targeted customers at a profit. It is grounded on high
quality customer-related data and enabled by information technology.”2
There are several CRM models that can be applied at Monash. One of these models, known as
CMAT™3, is a comprehensive model that describes the eleven key competency areas of customer
management. This model has been developed and implemented in over 800 CRM assessments in
over 20 countries over the last 10 years. Most importantly, it illustrates the overall functional scope
of CRM:
• Strategy and Stewardship
• Understanding Customers
• Planning the Activity (including Segmentation)
• Customer Propositions
1
http://www.destinationcrm.com/articles/default.asp?ArticleID=5460. Accessed 29 November
2005. This definition is attributed to Gartner Inc. (www.gartner.com)
2
Buttle, Francis (2008). Customer relationship management: concepts and technologies.
Oxford: Elsevier Butterworth-Heinemann
3
CMAT™ - Customer Management Assessment Tool by QCi Ltd U.K.

• Customer Channels
• Customer Experience
o Day to day experience
o Building customer value
• Measurement
• People and Organisation
• Customer Information (including CRM Systems)
• Working in the Wider Context
Figure - Customer Management Assessment Tool (CMAT)
The CMAT™ schematic shown above reflects these competencies as a flow of operational activities
enabled by employee competencies & supporting infrastructure. It clearly illustrates the important,
yet enabling role of CRM systems and customer information management. This report will take a
broad perspective of CRM, including all of the eleven areas in CMAT™.

Critical Success Factors for CRM
Integrated Customer Model
Modern customers, be they individuals or organisations, expect to be recognised and respected
over their lifetime. Customers who have a rewarding experience with their bank, insurance
company or other service provider will bring their expectations of service with them – therefore the
bar is constantly being raised not only by other universities, but by other service sectors.
In order to meet these expectations, Monash must arrange its processes, people and systems to
provide the customer with a cohesive & integrated experience. Students do not want to re-state
their details when they deal with new departments. Donors do not want to be visited by several
different Monash faculties all seeking support for disparate programs. Corporate sponsors expect
that their past contributions and research activities will be remembered.
Furthermore, as people change their roles over time, they expect Monash to maintain a corporate
memory of their history and anticipate their needs, as they progress from student to alumnus to
donor, and perhaps to senior manager advocating Monash in a large organisation. This requires a
single, common view of customers based on an integrated customer model that is implemented in
common systems and cross-functional processes.
The integrated customer model, by definition, must encompass the entire customer lifecycle, as
well as relationships with other customers and organisations. It must span all interactions with
Monash, across administrative functions and faculties. It requires a small number of integrated
systems to be implemented and used in a consistent way across the organisation.
Whilst a fully integrated customer model is the “end game”, the implementation process may take
several phases over several years. The people and process changes necessary to accomplish CRM
demand careful implementation.
Retention, Efficiency, Acquisition, Development

Monash has historically focused on acquiring customers, be they students, donors or other
supporters. Acquisition is relatively costly, and risks taking on customers who do not fit and
therefore leave after a short period of time. A customer lifecycle approach leads to not just
acquisition, but proactive management of customers over time to retain and develop them in a
cost-effective way. This approach, known as READ (Retention, Efficiency, Acquisition and
Development), is the key to managing customer profitability.
• RETENTION – retaining customers, with a particular emphasis on the most valuable
customers such as high value donors, long term students and influential patrons
• EFFICIENCY – managing customers in a way that balances cost-to-serve against customer
value; in other words, maximising return-on-effort
• ACQUISITION – strategies and practices to maximise the acquisition of the “right”
customers, and
• DEVELOPMENT – strategies and practices to actively grow customers, for example cross-
selling (introducing existing students to a new program; understanding the needs of a
corporate donor leading to appropriate expansion into a scholarship program).
READ is most effective when applied to customer value bands or segments. Higher value customer
segments can be targeted to increase retention and development, to increase overall profitability.
Acquisition strategies can be designed to maximise the intake of high value segments, whilst low

value segments can be managed to reduce cost-to-serve, whilst still delivering a valuable customer
experience.
The Three Domains of CRM

Many people think that CRM is a computer system, or is about implementing a call centre or
account management. As we have seen, CRM is a business strategy driven by customer value.
There are therefore three distinct domains to be addressed in a comprehensive CRM Program;
strategic, operational and analytical.
Strategic CRM
Strategic CRM is about segmenting customers based on value and needs, developing value
propositions for these segments, developing lifecycle models to understand and drive engagement,
and developing explicit strategies to acquire, retain and develop customers over the lifecycle.
Strategic CRM relies on reliable, cross-functional customer information and analytics.
Operational CRM
Operational CRM is about developing processes, enabled by competencies and systems, to deliver
the desired customer experience to customer segments. It encompasses the traditional functions of
marketing, sales and service, across all channels of engagement. Operational CRM often relies on
automation (CRM operational systems) to succeed.
Analytical CRM
Analytical CRM provides the decision support function for both strategic and operational CRM. It
requires a central warehouse of customer data, often enabled by integration with operational
systems (such as CRM and student administration). Analytical CRM is analogous with the
“customer” information area in the Monash Business Intelligence project.
Governance, People, Process and Technology

The final critical success factor for CRM relates to the way in which the CRM Program is run. The
discussion to date highlights the need to construct a CRM Program that is more than just installing
a CRM system – the program must address the governance, people, process and technology
streams together in order to succeed.

Governance Executive Sponsorship, Strategy and Charter
Program Management
Performance Measurement
Culture, Beliefs and Competencies

People Organisation, Teams & Structures
Workshops, Education and Communications
Process Customer Experience Design & Benchmarking

Business Process Refinement
Segmentation & Lifecycle Management
Operational and Analytical CRM Systems

Technology Customer Information
Infrastructure and Integration
Figure - CRM Work-Streams

These streams are referenced throughout this strategy document, and form the basis for the
“Succeeding with CRM” section.

Current Situation
Current Business Environment
Monash University operates in an environment which is becoming more competitive over time.
Indirect competition exists for regulated fee students, where intake is largely through VTAC.
This accounts for a large proportion of domestic undergraduate students. Competition is largely a
function of the reputation of the university and the courses on offer, and is particularly strong for
the top 5% of school leavers.
Direct competition exists for unregulated fee students (such as higher degree and international
students), donations, sponsorships, bequests and research funding. Monash also competes for
staff, particularly academics who typically attract high performing students.
Relationship management is a significant driver of the decision to choose Monash over other
institutions. The customer experience, starting with initial enquiry (inbound) or contact from
Monash (outbound), through to the engagement experience and fulfilment of expectations, is
crucial.
This is particularly the case due to the intangible nature of the services offered by Monash. In the
absence of a tangible product that can be touched and assessed in advance, prospective students
and supporters look to other factors to guide their decision. These other factors include the
relationships that are formed (people), the way interactions are handled (processes) and other
visible proxies for service quality (physical evidence)
The importance of the relationship is recognised by many at Monash. A number of interviewees
stressed the need for a coordinated, quality experience for customers across Monash, supported by
reliable systems and information. “Customers” include prospects, students, staff, alumni, corporate,
other universities and government. Interviewees stressed that, in particular, it is important to have
• Consistent and relevant contact with customers over their lifetime
• Visibility of current and past activity with a customer
• Visibility of all enquiries / leads to maximise conversion
• Strong governance to ensure that everyone takes part and implements this view
• Streamlined processes across departments
• Common standards across all channels
Other Universities and CRM

The higher education sector is in the Early Majority phase with CRM. Most universities in Australia
and New Zealand have tactical (department-level) CRM deployments in place, for example for
Alumni and Donors, and several large institutions are actively pursuing university-wide CRM. Details
are provided in Appendix 4; summarised below:
• University-wide CRM programs are currently underway in 30% of universities, including
University of NSW, University of Queensland, Deakin, Bond and Southern Cross
Universities.
• 40% of universities are currently assessing university-wide CRM.
• 30% of universities have not yet considered university-wide CRM.

• Constituents include alumni, students, donors, government, commercial and academics (in
descending order of frequency).
• Approximately 50% of the CRM programs are intended to deliver a single view of
constituents across the university.
• Approximately 60% of the CRM programs in universities include mapping and refining of
cross-functional business processes.
• Policy and governance issues are recognised as essential to the success of several CRM
programs.
• Most of the CRM implementations underway are operational, rather than analytical CRM.
Customers
Prospective Students
Prospective students are categorised as domestic (Australian-sourced) or International.
International students often come via agents, whereas domestic students come via VTAC or direct
contact.
A number of activities are undertaken to stimulate the intake of prospective students, including
events in secondary schools and corporate information sessions. Prospects may eventually enrol in
undergraduate, postgraduate or higher degree by research (HDR) levels. They may be new to the
university, or alumni. Applicants may defer enrolment (gap year), perhaps returning after several
years abroad with a stronger set of skills and broader experience.
The fragmented nature of enquiry, application and enrolment information leads to significant
internal challenges and negative customer experiences. Recent enrolment numbers for one faculty,
for example, were 500 students above the available teaching resources; however this was not
known until the enrolments had been completed. This resulted in considerable stress for both staff
and students.
Students
Students are individuals currently engaged in coursework or research at Monash. Student
enrolment and course details are managed centrally via the Callista system. Current students relate
strongly to the faculty of their current area of study, and higher degree students may relate most
directly to a particular academic / supervisor.
Students are managed through a variety of different processes, departments and systems. The
Callista system provides a focal point, but it is not designed to manage the relationship - the focus
of Callista is the enrolment, courses and assessments of the student. Relationship management is
largely done through manual systems, paper files or merely on an incident-by-incident basis. Some
relationship notes are kept in Callista.
Whilst there is a clear need to manage the relationship with students more directly across the
university, there are also levels of integration that are not required or desirable. For example,
academic results should only be available to those who require them, and should not be used to
influence related discussions such as alumni donations.
Alumni
Alumni are past graduates from Monash. This large group (over 200,000 on file) is an important
asset of the university. It is a rich source of potential future students. Supporters of Monash, for

example individual donors, mentors, volunteers and advocates in organisations are also often
alumni. Other potential sources of alumni include ex-staff, sessional staff, and people who have
professional dealings with the university. It is important to recognise and respect alumni in the
broadest possible sense, in any future dealings with them.
It is difficult to keep track of people once they leave Monash, due to changes in address, job, etc.
This is not just the case with alumni; people who have commenced but not completed a course at
Monash (and since left) are not considered to be alumni – this group is not well understood or
targeted for future engagement.
Alumni are directly managed via a dedicated group in Advancement, but also by individual faculties.
The Advancement group uses a central system, Sunguard Advance (to be replaced by
RaisersEdge), for relationship management.
Donors
Donors may be individuals or organisations. Alumni can often be encouraged to become donors,
either personally or through their positions of responsibility in supporting organisations. Other
parties that Monash has relationships, for example major suppliers and business partners, are also
prospective donors.
The central Donor, Alumni and Community Relations group within Advancement is relatively new,
so the processes to identify, understand and manage dialogue with donors over time are not yet in
place. This is particularly a challenge in the faculties, which have been dealing directly with donors
for many years.
Donations can take the form of simple monetary gifts, scholarships, repeat giving, volunteering and
bequests. Major donation opportunities (>$25K) are identified and account managed through five
faculty campaign directors.
There is a strong desire at Monash to maintain a lifelong relationship with donors and alumni. The
driving force for this will be people rather than systems; the first step is to gain acknowledgement
that donor relationships should be centrally coordinated. It is essential for Monash to mandate, as
the highest levels, that the university is serious about managing the relationship with customers
over their lifetime, at the university rather than individual staff level. The critical success factors in
implementing this vision will be strong governance, people, processes and systems.
International Students
International students comprise a high percentage of overall students at Monash (around 30%) and
are an important source of revenue due to the fees paid. They often engage with Monash via
agents in their respective countries. There have been difficulties in the past with international
student enquiries and admissions. The Monash application process may take considerably longer
than some other universities especially if advanced standing or credits are being requested. Due to
the indirect nature of the relationship, students may not hear back for several weeks. The UniCRM
implementation is intended to improve this process.
Staff
In many ways, staff at Monash are customers. Monash competes to attract the best staff, and some
types of staff (for example guest lecturers) can choose to stay or leave with a direct impact on
revenues. In the Business & Economics faculty, for example, half of the 1000 lecturers are part-
time; of these 300 have day jobs in industry, and 200 are academics who span other institutions.
Central to the success of any program at Monash would be the engagement of academics to share

and use customer information. Although this may present significant challenges several potential
levers were identified, including:
• the identification of resources, internal and external to the university that could
contribute to curriculum areas.
• the role of personal assistants could play as information managers.
Other Institutions
A wide range of partnerships exist with other universities both domestically and overseas. These
relationships require effective relationship management; they are complex and span multiple
contacts, departments and faculties.
International has developed a structured approach and supporting technologies to manage
relationships with overseas institutions. There are currently around 200 partnership agreements in
place, supporting around 1000 projects or activities between institutions.
Agents (International)
Agents are important intermediaries outside Australia. International students normally approach
agents in their own countries to understand the opportunities to study in Australia. Agent
recommendations are an important determinant of international student enrolments.
Agents are provided with information on Monash and its courses, and a web portal. They are also
paid commission by Monash and other universities based on enrolments; a process that may
influence the advice given based on the size of the commission or the speed and simplicity of the
admission process.
Government
Government departments are also typically large and complex. Like companies, they require
centralised account management to ensure that key stakeholders are known and managed,
including decision-makers, influencers, recommenders, assessors etc.
Government funding comprises approximately half of the total revenues at Monash. The breakdown
of total revenue (2005) is as follows:
Australian Government 34%
HECS / HELP 12%
Victorian Government 3%
Research & consultancy 3%
Fees 25%
Investments 4%
Other 18%
Research funding may come from a wide range of organisations in the private and government
sectors. An example of a government funding body is the ARC (Australian Research Council). The
ARC is a statutory authority within the Australian Government's Innovation, Industry, Science and
Research (IISR) portfolio. Its mission is to advance Australia's research excellence to be globally
competitive and deliver benefits to the community. It manages the National Competitive Grants
Program (NCGP).

Private Sector - Corporations and Associations
Monash interacts with many corporations, associations and fundraising groups, at the central and
faculty levels. These customers may donate to the university, provide scholarships, provide
research funding, host open days, employ students, and sponsor consulting projects. Large
corporate customers include BHP,
Corporations are typically large, complex organisations that have many people who may be dealing
with Monash. These people may be dealing with a different Monash person, so there is no clear
picture of the overall engagement, activities, or even funding support at a given company.
Departments and Employees
Research
Research is one of the three major components of the Monash Academic Plan 2006-2010; the
other two components being Education and International. Research is a central theme and core
value of the university, as described in the long term aim:
By 2025 we will be one of the best universities in the world, distinctive because our research-
intensive, international focus enables us to address important theoretical and practical challenges,
and develop graduates who will wish to do the same.
Monash has clearly stated goals to increase the volume and quality of higher degree by research
intake in a number of faculties. The specialised nature of research student interaction means that
there is little support provided by centralised systems and processes at present. Faculties, Research
departments and Advancement all attempt to generate leads for HDR, and these efforts are often
not coordinated. Prospective HDR student enquiries can be sent to anyone in the University, and
may not be followed up or sent to the right person. There is a project underway at present to
analyse this area and recommend improvements to systems and processes; the HDR Admissions
Project.
A particular challenge is managing relationships with funding bodies. Large councils such as ARC
and NHMRC have a nominated account manager, however the large number of smaller government
and commercial funding bodies are not well managed. There is no coordinated perspective, for
example, on how much funding comes from each body. The Research Office provides a central
channel for communicating with funding bodies, however not all funding is for research, and not all
research goes through the Research Office (although it should). Scholarships and donations, for
example, are handled elsewhere in Monash. Each faculty also has a research services office to
coordinate staff and student research.
There is a strong desire in this important area of Monash to implement an “organisational” view of
these customers, rather than a departmental view. There is reluctance, however, to add to the
administrative workload, so any such view must be easy to use and have minimal impact on staff
load. There is also reluctance to share contact information between faculties and academics, due to
the competitive nature of research funding.
Education
The objectives of Education at Monash include:
• To help our graduates become ethical, engaged and employable, capable of addressing the
challenges of the future in a global context
• To ensure that learning and teaching at Monash is of the highest quality

• To increase demand for our places from a diverse range of the most able students
Monash is implementing a student-focused model of education, known as Passport. The Passport
programs include:
Enhancement studies - enabling high-achieving Year 12 students to study a Monash first-year
university sequence as part of their final year at school.
Volunteering - possibilities for participation in placements, internships, campaign assistance and
community outreach.
Study abroad - grants to travel, live and study overseas as part of your course and receive credit
towards your degree.
Honours at Monash - more specialised, advanced work that opens the door to postgraduate study
options and enhanced employment opportunities.
Ancora Imparo student leadership program - to inspire and develop the capacity of first-year
students with leadership potential to serve and bring about constructive change in society.
The Passport programs are aligned with CRM principles, and rely on the successful implementation
of CRM technologies at Monash to varying degrees. Effective CRM enables the following, in
particular:
• Maintaining contact with gap year students and volunteers
• Maintaining a database of customer information over the individual’s lifetime, including
academic, social, and charitable activities
• Personalised communications with individuals, based on needs and interests, in a cost-
effective way
• Recognition and engagement with customers over their lifetime.
Faculties
Monash has ten faculties:
Arts and Design
Arts
Business and Economics
Education
Engineering
Information Technology
Law
Medicine, Nursing and Health Sciences
Pharmacy
Science
The faculties have historically been quite autonomous. Monash operates a hybrid centralised /
decentralised model, whereby some functions are centralised, some are within the faculties, and
many are in both. For example, there is a central Advancement (Marketing) function, but each

faculty also has marketing processes and staff. This is also the case for IT, student enquiries, some
aspects of application and enrolment, and a number of other functions.
Faculties have developed their own ways of managing customers. The Business & Economics
faculty, for example, has implemented salesforce.com for contact and activity management
(although the implementation has only been partially successful and is under review this year). Two
faculties use ask.monash for student service questions, the other eight do not.
One area that highlights the challenges with the current model is the web site. The central Monash
site provides a range of functions, many of which are duplicated on faculty-specific sites. This
results in significant complexity for students; for example a student searching within the Monash
site for “Enrolment” will be presented with 1000 page references on the subject, 600 of these relate
to “Enrolment in Economics” and 700 relate to “Enrolment in Arts”.
Whilst there are challenges, there are also advantages to this model. Many students, particularly in
the early years at Monash, engage most directly with the faculty. Faculty-specific market
engagement, such as the IT faculty running information days at IBM, provides a highly relevant,
targeted experience for potential students.
The hybrid model at Monash will present significant cultural and governance challenges for
centralised CRM. On the other hand, faculty-level CRM will not provide adequate coverage of
customers over their lifecycle, particularly considering many customers (such as large corporations,
multiple degree students and funding bodies) engage with more than one faculty as well as central
administration.
Industry Engagement and Commercialisation

Industry Engagement and Commercialisation is a central function within Research, but also exists to
some degree within each faculty.
The recently established Industry Engagement & Commercialisation group has been formed to
capture opportunities and build relationships to deliver outcomes of commercial value. The
Research Commercialisation objectives are to achieve excellence in the commercialisation and
commercial management of Monash University's intellectual assets, in order to enhance its
reputation and to create value for the university, its people and the community.
Activities include:
• Identification and protection of intellectual property
• Technology licensing
• Formation of spin out companies
• Engagement with industry
• Negotiation of commercial research contracts
In addition to the central commercialisation function, each faculty has a business development
function that operates independently to drive industry engagement, research / consulting projects
and funding. There is no central view of these activities, so the amount of business being done with
each corporation is not known. One faculty (Business & Economics) has implemented its own CRM
system for the management of industry contacts using salesforce.com, however acceptance and
ongoing use of the system have not been good.
Multiple contacts take place with large corporations, through multiple staff members at Monash.
Once again the lack of a centralised view inhibits awareness of key contacts, decision-makers and
broader opportunities within these corporations. The culture of academic freedom at Monash would

inhibit any attempt to centralise and coordinate these relationships. Despite the challenges, there is
an urgent need for CRM in this area.
The fragmented nature of corporate relationship management also leads to many smaller
opportunities, rather than taking an overall account management approach to drive larger, more
profitable engagements. Furthermore, each business development manager operates on his or her
own experience base, so interactions with customers are largely product-centric -about Monash and
what we can do – ie “inside-out”. There is significant opportunity to develop competencies for
“outside-in” engagement, starting with the customer’s needs and working back to what Monash can
do to fulfil these needs. This would be well supported by an effective customer-centric opportunity
and account management methodology as discussed in the Major Processes section below.
A detailed perspective on the CRM needs and issues in Industry Engagement and Commercialisation
is provided in appendix 6. The requirements for Industry Engagement and Commercialisation are
summarised as:
• Contact Management – central database for all contacts (people) in commercial customers /
entities, including title, role, decision-making position, needs and relationships
• Activity Management – central register of all activities that take place with a commercial
entity across Monash (faculties and central departments), including Monash contacts,
customer contacts, nature of activity, date (history and planned activities)
• Opportunity Management, including nature of the opportunity. discipline or area (research,

grant, donation, scholarship, internships, sponsorship), status, size, sales stage, closing
date
• Asset / Project Management – current projects underway with the customer, past projects,
descriptive information
• Reporting of the above, both ad-hoc and structured, transactional and summarised /
analytical.
Advancement
Advancement is the Monash function for what is typically described as “Marketing”. It encompasses
Marketing / Student Recruitment and Donor/Alumni/Community relations. There is a central
Advancement function reporting to the Vice Chancellor, and faculty-specific marketing functions in
all ten faculties.
Marketing includes acquisition of prospective students, relationship management with current
students, alumni and supporting organisations, branding, and partner relationship management (for
example with other universities). Faculties have a particular emphasis, including managing
relationships with research organisations in other universities, and discipline-specific events. The IT
faculty, for example, has a team of six people covering:
• coursework students, donors, alumni and community relations
• secondary school students (prospective undergraduates)
• international recruitment
• advertising and publications
• government and commercialisation

• research relationships.
A number of relationship marketing areas are seen as significant opportunities, including alumni
fundraising and commercialisation. These areas require co-ordination between central Advancement
and the faculties where many of the relationships have existed in the past. An example of a
valuable faculty-driven offering is the Business Information Systems degree via industry-based
learning. Commercial partners fund students and scholarships, and in return gain access to high
quality future employees.
Another area of significant opportunity is to drive and manage word-of-mouth marketing. The
importance of recommendation and positive word-of-mouth is not quantified at Monash, but it is
anecdotally “massively underestimated”. In some markets, particularly overseas, referral is the
primary decision driver. Adding to the complexity is the role of the agent, who may recommend
competitors to Monash based on higher commissions or shorter admission processes.
The strong historical emphasis on International student recruitment has resulted in reasonably well
established and disciplined processes across the University. This however is not the case with
domestic students wherein the faculty centric culture limits the degree to which prospective student
information is shared. This presents significant difficulties for any consolidated management of the
recruitment process, the customer experience and student load management. For example in
contrast to the comprehensive view of conversion rates for enquiry, applications, offers and
acceptances for international students, similar metrics for domestic students (and especially post
graduate students) are currently not possible.
Student and Community Services

Student and Community Services are responsible for:
Student Communications (including ask.Monash)
Records and Archives (including the TRIM records management project)
Student Administration and Systems (including Admissions and Enrolments)
Client Services
Equity and Diversity
Employment and Career Development
Health, Wellbeing and Development
Service quality is particularly important, enabled by the skills of staff and systems such as
eAdmissions and ask.Monash. The student experience is also important, although the term is over-
used. There is significant interest in developing a tangible approach to designing and delivering the
student experience.
The department plays an important role in supporting the faculties, to enable them to deliver high
levels of service. This would continue in the event of a centralised CRM program, which could
provide a rallying point to improve service and the student experience across the university.
Potential CRM areas of opportunity include
• streamlining the web sites to make them easier for students to navigate,
• case management in the health and wellbeing area,
• pipeline management for enquiries through to enrolment for all levels,

• keeping a history of all student interactions in a central place, linked to source documents
(eg billing interactions with a copy of the invoice attached),
• replacement of Callista student notes with a more structured, analysable history in CRM,
• integration with TRIM to allow seamless movement between transactions and related
documents,
• single view across all channels, including face-to-face in the service centres, contact centre
at Caulfield and email through ask.Monash and
• targeted communications to students, informed by needs, segmentation and history, to
ensure relevance and maximise acceptance (eg target summer school offers to either high
achievers or students needing to catch up).
International
International manages relationships with overseas partner organisations, which are classified
according to value:
Comprehensive: A limited number of top-tier institutions with whom the university fosters very
active, comprehensive and funded alliances.
Collaboration and Exchange: Institutions which are or could be potential partners due to
similar international ranking to Monash, their primacy within the higher education sector of their
country, their research strength in a particular area, the strength of existing collaborative activities,
or geographical representation.
Study Abroad and Short Course: Institutions with which only study abroad and short course
training activities are appropriate.
Capacity Building: Institutions in developing countries which may have primacy in the higher
education sector and/or would benefit from capacity building support from Monash.
Activities that involve international partners are tracked and reported through the International
database, across all departments and faculties.
International provides a specific example of university-wide CRM for a small number of customers,
albeit very focused and limited to activity tracking. Opportunities exist to expand the focus to
include opportunity qualification and tracking, contact management, account management and
business planning.
External Relations
External Relations is responsible for:
Managing Graduations
The development of pro-active relationships with government officials, bureaucrats,
ministers and other key decision makers at Federal, State and local levels
External engagement for the Vice Chancellor within the broader government, business and
community
The principal needs of this group are access to basic customer profile information and a
comprehensive view of the interactions all Monash staff are having with these constituents. The
team also manage events such as dinners and key note speeches and publicity.

The team has only recently been formed and does not currently have access to a system to meet
its basic needs. To-date it has relied upon making requests to Advancement for customer lists to
support its activities such as preparing invitations to government and business leaders for Board
Room Luncheons and formal dinner celebrations. Given the nature of the events and the status of
the invitees, customer information quality and completeness is considered particularly critical.
The quality of the data provided by Advancement to-date is considered particularly low, with
numerous examples given of incomplete names, no inclusion of post nominal’s or titles, incorrect
spouse names and obsolete job titles. A recent mailing exercise found that data quality issues
include the information held on high profile individuals such as John Brumby and Julia Gillard.
Additionally there was an perception that there was very limited disciplined process or
accountability for maintain customer data quality along with a reluctance to allow External Affairs to
contribute to correcting customer information for these key individuals.
The team is very focussed on developing valuable relations with its constituents and recognise that
in order to do this the development of a comprehensive knowledgebase is essential. Such a
database would require access to individuals' interests, areas of focus and networks of influence,
Interactions
Customers of Monash interact with Monash faculties, departments, groups and individuals in a
highly complex and multi-layered fashion. Managing these interactions in a co-ordinated manner so
that the customer experience is consistent and builds upon existing knowledge is an essential
element of any CRM program.
The following diagrams illustrate the quantity & complexity of the interactions a selection of
customer types are currently having with MU. The diagrams also attempt to identify the degree to
which each of these interactions is supported by university wide systems.
For all customer types the Interactions diagrams exhibited the following common characteristics:
• Multiple communication channels (mail, F2F, web, email, events)
• A high degree of duplication in communications between faculties and “central
departments”
• Multiple systems being used to drive and store customer interactions and other information
• Approximately 30% system coverage. That is, 70% of communications are recorded in
standalone systems such as spreadsheets, diaries, custom databases etc.

Prospective Student:
A prospective student is defined as an individual who is seeking to enrol in a Monash program,
either undergraduate, postgraduate or HDR. A prospective student could be applying locally or from
overseas.
Customer Interaction Diagram – Monash University Prospective Student

Monday, April 14, 2008
Communication
Application
Enquiry
Communication
Recruitment List
$
Enquiry
Events Applicn
Marketing Fee
Marketing /
Employer Event Applicn VTAC
Response
Outbound
Sponsorship Followup Enquiry International
Advertising Agent
Response Information Event
Event
Faculty /
MRGS HDR Target Enquiry
Enquiries
Referring Enquiries Application
Application /
Scholarship Enquiry
Prospective
Student Response
Seek
Response Support
Contact Centre
Client Services Enquiry Support
Scholarship
offer
Scholarship Events &
Application Marketing
Offer
Application Response
tracking Referral
Referring Enquiries
Scholarship Equity &

www.monash.edu.au Student
Application Diversity
Administration
Page 1

Current Student
A current student is defined as an individual who has enrolled in a Monash program
(undergraduate, postgraduate or HDR) or is currently attending.
Customer Interaction Diagram – Monash University Current Student

Info & Opportunites Monday, April 14, 2008
Double Degree Completion
Events
Library
MRGS
Faculty Orientation
Health & W/Being
Double degree Faculty
Complet’n Course Advice
Orientation
Information Employers
Orientation Info & Job opportunities
Seek Resources
Assistance
Learning
Enquiries
Events Enrol Seek Support OUTREACH
Services & Social Events
Student
Continuous Assessment
Association Resolution
Complaint Seek Employmen/Carers
Career Info
Careers & Empl
Enquiries and Payment
Participation
Marketing
Student
Seek Advice Provide Accom
Incidents
Notification/Fines Exam Logistics
Assistance
Payment
Informatio Invoice
Monash Residential
Informatio
Monash Sport Send ID Card
Services
Graduations
Confirmation
Enquiries
Resolution
Service Request
Monash Security Equity & Adversity
Referal & Student

Response Advancement Administration
Monash Abroad Page 1
Client Services

Industry Partner
For the purposes of this analysis, an industry partner is any individual, organisation or other body
that engages with Monash for the purposes of conducting research or providing employment
opportunities to Monash students and researchers. The interactions are primarily based around the
management of research projects or grant opportunities that are sought by or offered by partners
and their subsequent execution and administration.
Customer Interaction Diagram – Monash University Industry Partner

Thursday, April 10, 2008
Advancement
DVC Research Sponsorship
Info
Sponsorship Proposal
Event RM
invitations Contracts
Invitation Research Office
T Progress Approach RM F
Faculty Reporting Event FC
invitations Invitation FC
Approach T
FC T
Invitation Progress
RM Approach
Opportunities RM Reporting MGRS
Opportunites Event Proposal SFDC Proposal
Advice Invites RM
T
y Proposal RM Sponsorhips
Progress
Reporting
Event
invitations
Invitation FC Participate Industry
Approach Partner
Invitation Invitation/Approach Ind. Engagement
Approach
Researchers RM Proposal & Comm.
RM Proposal
Advisory Employment
Groups
RM Enquiry
Contract
Terms Advice
Response J
Event
Invoice invitations
J
Payment S Contract C – Callisa
S Payment S - SAP
VCG T Grants
Supervision T – Trim
FC - Funding
Contract
Events Calendar
Terms
C RM – Research
Event Invite Employment & Master
Career Dev. J – Jobs Online
SAP F – Find an Expert
Career & J Registration J SFDC
Workplace Research Contract Search
Finance Legal Department
Programs template
T Page 1
Student
Contracts

Donor
A donor is defined as any individual (including students and alumni), organisation or institution that
has voluntarily provided support to MU. Although financial support is the primary focus, support in
the form of goods in kind or time is also considered. Support may be either unencumbered or
encumbered but is not based upon competitive application for research funds. This was covered in
the preceding diagram.

Customer Centricity
Customer Understanding
The hybrid centralised / decentralised organisation structure at Monash gives rise to a number of
challenges in retaining customer knowledge. Customers are understood within the departmental
boundaries of their current engagement with Monash. Current students are understood by the
faculty with which they are engaged. Research funding bodies are understood by those who are
currently dealing with them. There is, therefore, no persistent “Monash-level” understanding of
customers over their lifetime.
This is reinforced by the focus of marketing activities – acquiring customers into a given
department or product area at a point in time. An analogy is that, as customers move down the
highway that is Monash, we focus on getting customers onto the “on-ramps” to the highway rather
than keeping our customers on the highway in the first place. This is a more costly, less effective
and less rewarding approach to managing customer relationships.
Customers, be they individuals or organisations, expect to be recognised and respected over time,
and do not appreciate having to repeat themselves each time they engage with a new part of the
university. This is particularly a problem for organisational customers, as they are more complex to
deal with, and often they have a number of employees dealing with a number of Monash staff.
Customer information is distributed and duplicated over hundreds of individually-maintained data
stores at Monash. One faculty estimated that a given customer’s information resided in around 250
locations, when considering all of the spreadsheets, personal files and the 20 or so customer
databases in use. Another faculty stated that they had four separate CRM systems (Expert,
Salesforce.com, and two in-house developed), none of which are fully utilised; in fact, the majority
of customer information was managed through email. Such distributed knowledge prevents a
single, cohesive view of a given customer, and therefore results in Monash staff appearing to be
uninformed and uncoordinated.
The Business Intelligence project is intended to draw together many disparate sources of
information at Monash. The current strategy was developed based on views held in 2006, and as
such does not explicitly recognise “Customer” as a major information area. The closest fit is
“External” information, however this is market and marketing information, not customer
information.
Segmentation
Student customers are typically segmented by region (international vs. domestic), level (UG, PG,
HDR) and discipline (current faculty). This is largely product-focused, and does not inform future
engagement. Furthermore, product-level segmentation changes over time, as a student moves
from one product to the next.
The Planning division indicated interest in customer-centric segmentation such as needs-based and
value-based, however these forms of segmentation are not used at present. Management recognise
the relevance of segmentation, for example for student cohorts and commercial customer value
ranking, however implementation is rare and localised.
There is no clear Monash-wide segmentation of corporate or government customers, nor is there a
structured approach to assessing needs or value for these customers.

Propositions
There are a range of different customer value propositions in use at Monash. Advancement has
developed a value proposition that focuses of Monash’s prestige in terms of its Research Excellence
& Go8 membership & its commitment to Internationalisation. Faculties are expected to fashion
discipline specific propositions that reflect their specific flavour of the central proposition. In reality,
value propositions are typically inside-out, i.e. they are about Monash and its services rather than
the customer and needs.
Faculty marketing managers typically develop value propositions that reflect the attributes of the
faculty such as course coverage, integrated degrees, teachers or reputation and do not necessarily
reflect the central value proposition.
Corporate value propositions are tailored to suit individual corporations; however there may be as
many value propositions as there are contact points at Monash.
There does not appear to be any consistent effort to test value propositions. Staff and agents are
not tested in their ability to describe the value proposition for different segments, and customers
are not tested to see if the value proposition is understood or relevant.
Experience Design and the Customer Lifecycle

Customer experience is a critical driver of customer attitudes and subsequent behaviours such as
deciding to remain a student, deciding to donate, or deciding to give a positive referral to another
prospective customer. Management of the customer experience, therefore, requires regular,
comprehensive measurement, leading to ongoing processes to design and deliver the desired
customer experience.
The student experience is a point of discussion at Monash, particularly in the area of student
relations. Quality of service is important, as is student satisfaction. The view of the student
experience is largely limited to these areas.
Other customers (such as alumni, donors, government, corporations) also develop a view of
Monash based on their experiences – however these experiences and views are not monitored in a
structured way.
A lifecycle view of customer is very important to retain them and deliver the intended experience.
The lifecycle view should describe how the various components of the experience align with each
stage of the lifecycle; for example for students:
• Teaching and learning
• Facilities and access
• Help and support
• Social networks and relationships
There is an acceptance that the customer experience is a shared responsibility across the University
however the existing management structure typically results in the experience being managed
tactically according to local priorities and objectives.
Despite the acceptance of the importance of experience design and the customer lifecycle, there is
no evidence of a university-wide, explicit effort to monitor, design and deliver the desired customer
experience for any customer group

People and Organisation
Culture
Monash describes itself as a “loose confederation of states”, reflecting the hybrid centralised /
decentralised model and the traditional autonomy of the faculties. Views vary on who “owns” the
relationship with customers; some staff believe that the contacts that they have are theirs to take
with them if they leave (and not to record in a central system), whereas others recognise that as an
employee of Monash, they are representing the institution in the relationship with customers.
CRM supports both perspectives; however it requires an acceptance that customer information is an
organisation asset. Individual employees may have a personal dimension to their relationship with
customers, but there is always an organisational dimension that must follow guidelines for service
quality, process and information capture.
At senior levels, there is a view that the personal ownership perspective is no longer acceptable and
should be directly addressed through policy directives and active management.
There was evidence that Monash, due to its size, complexity and decentralised management,
exhibits characteristics of all four organisational cultures described in the Competing Values
Framework4:
Flexibility and discretion
Clan Adhocracy
Internal focus and External focus and

integration differentiation
Hierarchy Market
Stability and control
Based on a brief unstructured review, the most prevalent culture in place was Clan, followed by
Adhocracy. A Market culture is evident in areas of research, and a Hierarchy culture is evident in
administrative functions with highly structured approval processes.
CRM is most effectively deployed in organisations with a culture of Adhocracy. Characteristics of an
Adhocracy include:
• Entrepreneurial (vs. structured)
• Innovative (vs. conformist and predictable)
• Freedom (vs. control)
• Unique / new products and services (vs. fixed offerings)
4
Quinn and Rorbaugh (1983)

This suggests that the success of any CRM program at Monash will require attention to the cultural
environment on a case-by-case basis.
Further description of the four cultures is provided in appendix 5
Organisation Structure
The Monash organisation structure is highly fragmented across the lifecycle of customers.
Corporate customers are managed both centrally and within faculties, by Advancement, Research,
academics, senior management, campuses and donor management.
Prospective Students are managed by the faculties, central (Advancement), agents and outsourced
contact centre (for international)
Current Students are managed by the faculty staff and academics, student services and central
administration
Alumni are managed by Advancement and faculties.
Whilst the organisation structure is effective in managing the various functions of the university,
this fragmentation across customers makes it particularly difficult to deliver a consistent, quality
customer experience. On the assumption that reorganising around customers is not feasible at this
point, other measures must be taken to integrate and coordinate these functions more effectively.
Competency modelling
Competencies are recognised as important at Monash, and are largely implemented and measured
at the department/faculty level. Centralised competency modelling and gap analysis are planned at
Monash. Competency models have not been developed at this point, however job descriptions are
documented. Job outcomes fall into three categories:
• Research outcomes
• Education outcomes
• Community engagement outcomes
This last area provides an opportunity to structure tangible outcomes relating to customer
management, leading to an assessable competency model.
Recruitment
The recruitment process has a number of parallels with customer relationship management.
Potential employees and guest lecturers are in many ways customers, who need to be managed
through a pipeline to final conversion – in this case, into a staff member rather than an external
customer. This is reinforced by the Candidate Relationship Management components of the
eRecruitment project, being implemented in 2008/9. It was acknowledged that the student body
represents as large and talented recruitment pool; however no co-ordinated system is in place to
leverage this currently.
Incentives
Generally speaking, pay is not linked to performance through monetary incentives. Pay scales do
allow a progression through increasing levels based on performance over the life of a staff member.
Student survey results, including satisfaction, are published but are not used to provide incentives.
There are therefore no personal-level connections between remuneration and customer
management performance. There are a number of schemes in place (such as the Vice Chancellors

Award) that formally and informally recognise outstanding performance within the University,
however these schemes did not appear to directly target customer management practices.
Major Processes
Monash University has a large number of complex processes. The prevailing view of processes,
however, is within departments and faculties rather than cross-functional. Each faculty, for
example, has its own process for handling student questions, as well as a central process via
ask.Monash (note that two of the faculties do have a process that integrates with ask.Monash).
Monash does not appear to have a good history of mapping and refining cross-functional processes.
Such a practice is essential to providing a cohesive, simple experience for customers. A number of
interviewees indicated that there would be significant cultural barriers to streamlining processes
across the organisation.
Monash has recently done significant work to improve “on-boarding” processes around enquiries,
enrolment and admissions. There is no clear process, however, for pipeline management for
individuals or organisations. This is discussed below, together with a range of other customer-
related processes.
Marketing Planning
Marketing plans are prepared both formally and informally by a range of departments at Monash,
for example the Marketing and Student Recruitment Marketing Plan. There is no central calendar of
marketing activities / campaigns to provide visibility of “what is happening, and when”.
Campaign Management
Marketing campaigns are conducted by many departments and faculties across Monash. Campaigns
are managed to varying degrees, ranging from no formal system through to campaign management
in Advancement using UniCRM. Alumni and Community Relations manage all marketing
communications including contacts, mailings and events through Advance. Many campaigns are
conducted without clearly documented objectives and measures. Targeted campaigns are typically
sent to lists of customers derived from internal systems (with less than ideal data accuracy) or
through manual compilation.
Event Management
Undergraduate events can be Monash-wide or faculty-specific. Events are sometimes held by
Monash, with faculties being invited to participate. Postgraduate events are typically more specific,
within a faculty.
Overall there is significant investment in events, however there is no central management function
to provide, for example, an overall event calendar for Monash, central invitation / replies / attendee
database, or central leads register.
Enquiry / Lead Management

Monash receives a large number of enquiries through many communication channels, including
face-to-face, events, email, web and telephone. Enquiries are managed through a variety of
fragmented processes; international enquiries go through an outsourced call centre or overseas
agents, domestic enquiries can go through the faculty or central administration. There is no
common, structured approach to qualifying these leads, to ensure that the highest value leads are
given the right level of priority.

The enquiry process does not make use of ask.monash (RightNow) despite the suitability of this
application for this purpose. Enquiry management and tracking is seen as a weakness for Monash,
particularly when compared to other universities that turn around enquiries in 24 hours in some
cases.
The competition for good students and research funding results in a degree of competition between
faculties. This leads to reluctance to share prospects and enquiries. There is therefore likely to be
some resistance to any centralisation of this information.
A significant opportunity exists to centralise the enquiry process in order to maximise cross-selling.
Prospective students can in many cases be offered an alternative course in the event that their
primary preference is oversubscribed or otherwise unsuitable. Anecdotally, around 50-60% of
prospects are not fixed on a particular faculty, and over half of these (30% of total prospects) can
be cross-sold.
Pipeline Management
Pipeline management takes an overall, management-level perspective on enquiries, leads and
opportunities, in order to actively mange the pipeline through to closure. This principle is applicable
to potential students (particularly international and HDR), as well as revenue opportunities such as
funding, grants, industry partnerships, scholarships and donations.
There is recognition at Monash of the importance of pipeline management; however there do not
appear to be processes or structures in place for this function. There are no centralised systems to
support such a function.
Opportunity Management
Opportunity management takes a structured, methodical approach to managing major revenue
opportunities from corporate and government. It requires a formal methodology to enable
classification and comparison of opportunities, including formal sales stage models, opportunity
qualification criteria and common terminology. It also allows the complex web of influencers and
decision-makers in these organisations to be classified, including power, preference and
relationships.
Whilst the Industry Engagement, International and the Alumni and Community Relations Divisions
are aware of the need for opportunity management, formal processes have only been implemented
in isolated instances and are not visible outside of these groups. Opportunity management has not
been implemented at the central or faculty levels.
Contact / Account Management
The university engages with many organisations and individuals both locally and overseas. Whilst
there is some central coordination of these activities, the general approach is for individual staff
members to take the initiative and manage their own contacts. The records kept of these contacts
range from no formal records, through personal files to records in systems such as UniCRM,
SalesForce.com, or Advantage.
Callista does hold a central repository of student records; however the focus of Callista is on
student academic records and enrolment rather than contact management. Information is held if it
relates to courses for a student, not other forms of contact such as marketing history, service /
support history, complaints or general activity history. Information is held in notes rather than a
structured activity database.
The challenge of contact management is further complicated with organisations such as companies
and government departments. Contact with these is “many to many”, resulting in complaints from

these important customers that Monash does not act in a coordinated way. Formal account
management is essential to professionally manage and leverage organisational relationships. These
is no evidence of a formal approach to account management, or a methodology allowing accounts
to be assessed, strategised and prioritised across Monash.
Admission / Enrolment
The admission process at Monash can be quite lengthy (several weeks) and is managed in a variety
of ways. Until recently, enquiries, admissions and enrolment have had poor visibility, resulting in no
clear view of the process until students are fully enrolled.
Admission has now been centralised for international prospective students, resulting in a significant
improvement in conversion of applications into acceptances. For some faculties, conversion rate is
important, whereas for faculties such as Medicine, the opportunity is to improve the quality of
accepted students through more direct management and qualification.
eAdmissions will provide a central view of domestic applications and offers; this does not exist at
the moment. Significant opportunity exists to manage the pipeline to increase the conversion rate
of quality domestic prospects into students.
Course Management and Billing

Course management and billing is centrally administered using Callista and SAP respectively. These
are largely administrative systems therefore do not adequately represent the complete relationship
with current students across the university. Neither Callista nor SAP shows, for example,
relationships between students, non-course, non-billing activity history, service events etc.
Activity Management
A significant proportion of costs at Monash are activity-related. As a service organisation, it is
essential to understand and manage activity, from at least three perspectives:
• Understanding the work that goes into delivering products and services – from a CRM
perspective, the cost of acquiring, retaining, marketing to and servicing particular
customers – in order to understand customer and service profitability
• Understanding the comparative efficiency of processes in order to maximise return on
effort, and
• Understand and manage the extent of activity that takes place with customers, to ensure
effective contact management, responses & follow-up, account management and to
prevent over-targeting.
Despite the importance of activity management, there is little or no recording of activities at
Monash at either the administrative of faculty levels. Indications are that there would be significant
resistance to this, due to perceived additional workload and restriction of “academic freedom.”
Service Request Management

Service requests / enquiries can be submitted by students and staff, via email, telephone and
ask.Monash. The ask.Monash centralised enquiry function serves general administration and two
faculties only (Art & Design and IT). Other faculties have their own service enquiry function,
typically using email mailboxes to receive and manage questions from students. Questions coming
to ask.Monash for these faculties are forwarded on, but are not tracked through to resolution.

The ask.Monash service enquiry function is well managed within its current limited scope, with clear
categorisation of topics, response mechanisms, reporting and knowledgebase management. It
handles around 50,000 FAQs per month, and 2000 submitted questions.
The term “service enquiry” here relates only to questions seeking information. The first port of call
is the standard list of FAQs, followed by students submitting a question. The current process does
not support other forms of service, such as registering a complaint, providing feedback, seeking
escalation, or seeking assistance with matters outside administration and courses (such as health
and wellbeing). Most significantly, it does not present a “listening” perspective to the customer.
Complaint / Feedback Management
There is a clear grievance policy at Monash. This policy applies to issues that cannot be resolved
between the two parties on initial contact. The policy covers student grievances only, and calls on
the Student Union to register and manage resolution of the grievance.
There is no clear mechanism that encourages all customers (not just enrolled students) to provide
feedback that can be analysed in a central system. There is evidence of complaints and feedback
from many areas that fall outside the Student Union process, for example companies or individuals
that are being over-targeted by several Monash departments, or prospective students who give up
due to the long enquiry process.
An exit survey is conducted when students leave before completion, however this does not provide
a reliable source of information as students are often disillusioned by this stage and so may not
provide serious feedback.
Customer Analysis & Segmentation

Most divisions within Monash perform their own form of customer analysis and segmentation based
on their own needs and perspectives., There is however no central analytics repository for customer
information (outside of Callista), so the analysis done is basic at best, for example student survey
result analysis, course feedback analysis, and reporting. Specifically, the two most important forms
of customer-centric segmentation – needs-based and value-based – are generally not used at
Monash.
The Business Intelligence project should improve this situation; however the current strategy does
not include “Customer” information as a primary area of focus. There are no operational CRM
systems shown in the source data of the proposed architecture, event though a number of
departmental CRM systems have been implemented. Major information areas of the project are
limited:
• Research,
• Learning & teaching
• Finance, assets & resources
• Organisation & people
• External (largely KPIs, market and marketing information)
There does not appear to be a capability in place to support customer analytics, and most
importantly, segmentation. Segmentation, as described elsewhere in this document, is an essential
component of effective CRM.

Channels
Contact Centre
A number of contact centres exist at Monash. There are central contact centres for inbound calls
and emails in Advancement, and some outbound campaign activities to follow up prospects.
International contacts are channelled through Hobsons, an outsourced contact centre. Student and
Community Services operates a contact centre at Caulfield. Each faculty also handles inbound and
outbound contact via phone and email.
There does not appear to be any coordinated view across all contact centres. A customer may
therefore make multiple contacts across multiple channels, resulting in duplication of effort and
frustration. For example, a student may register a question in ask.Monash, lodge the same question
via email to the faculty, and ask a Monash lecturer the same question. Should this question be an
enquiry from a prospective student or donor, there are also potential lost revenues involved. There
are several phone numbers and email addresses that prospective students can use.
Existing manual coordination efforts are not effective. The size and complexity of Monash means
that central Advancement staff can not realistically check whether an enquiry has already been
lodged within a faculty, for example.
Face to Face
Face-to-face contacts take place with customers many times a day. Students visit support centres
and facilities. Companies are visited by academics to discuss research or consulting projects.
Government agencies meet with management to discuss funding. The face-to-face channel is
therefore one of the most powerful, and most costly, aspects to the customer relationship.
Direct Mail
The majority of mail communication is loosely target or not targeted at all. Many desirable direct
mailings are not possible due to lack of high quality, complete information – for example, Monash is
unable to mail to all year 12 enquirers.
Web Site
Within SCSD, the Integrated Student Services project is intended to rationalise and streamline the
student web site, and manage content more effectively. Although a coherent strategy and
technology platform has been established to achieve these aims, the implementation of the
Interwoven content management system, has been limited by funding constraints. and a lack of
high a level mandate to bring all the faculties and departments together. Additionally, the
assignment of “editorial” responsibility for web site content, to ensure consistency and alignment
with customer management, has not been agreed or implemented. A similar situation has occurred
with respect to the implementation and use of ask.Monash.
Online enquiries can be made directly to faculties, eg Arts and Design enquiry form. As each faculty
has a specific sub-site, the navigation and overall usability of the site is poor, particularly for
prospective customers.
Current students have a range of services provided through the web site. These are typically aimed
at administrative functions, such as course transfers in the eAdmissions project. By comparison,
there is no clear mechanism by which to lodge a complaint or provide feedback to Monash on the
web site.

ITS has published a web strategy as part of the University’s overall Information Strategy. This
strategy is yet to be funded and has therefore has not been implemented. Challenges persist with
reaching agreement with the various stakeholders and their vested interests in the Monash web
site.
Measurements
Monash University undertakes a wide range of measurement across the organisation, within
faculties and departments.
University-level measures, for example publically-available KPIs, focus on the performance of
Monash relative to competitors. They include:
Reputation – SJTU ranking, THES ranking, Newsweek ranking
Research – share of national competitive grants (NCG), share of total research income
Education – share of top 5% of students, good teaching, employability of graduates,
attrition rate, progression rate
International – share of HDR student load
Equity – access for indigenous students
Environment – energy consumption
Advancement – share of donations, share of international student load
Finance – profit margin, current ration, debt to equity ratio
A range of internal measures (IPIs) are also undertaken, for example:
Discipline / faculty rankings
Share of preferences for top 5% students
Student satisfaction
International student progression and retention rates
Staff attitude and turnover
IT System availability
Market research (leading institution, strong research profile)
The performance measures are organised around departments; this means that there is no clear
overall performance indicator for “the customer”. Furthermore, customer measures are focused on
total students; there is little published across the university relating to, for example, corporate
partners and funding bodies.
The current lack of needs-based segmentation means that the current measures do not inform
future insight into customers. For example, Monash does know the current completion rates for
PhDs (ranging from 50% to 80% by supervisor), however there is no indication of the type or
profile of student that is most likely to complete a PhD. Completion rates by customer segment
would provide this insight.
Customer Attitude, Satisfaction and Loyalty

Student measures focus on satisfaction, which is not an adequate indicator of the overall student
experience or future behaviour. It does not necessarily indicate, for example, likelihood to stay /

return or willingness to recommend (word of mouth). In competitive markets, very high levels of
satisfaction (90%+) are required in order to influence behaviour such as positive recommendation
or repeat business. The Business & Economics faculty has found that for unregulated fee students,
25% decide to enrol at Monash based on word of mouth.
Monash does measure retention; however this is defined as students who return to the same
course each year. It does not indicate past students who come back for a new course, such as
postgraduate or higher degree.
Monash conducts market research (published in IPIs) on brand perception, but not on other drivers
of customer loyalty such as complaint handling, trust or perceived value.
Customer Retention and Win-back

Retention is an important, regularly measured factor for current students. Monash reports student
retention in KPIs, although this measure is only an indication of students who have chosen to
continue a course – it does not measure retention of a person over his or her lifecycle (for example,
continued donation, continued support as an alumnus, or returning for a new course).
Improving retention of students is recognised by senior management as an important objective.
Approximately 8-9% of students withdraw each year representing both a significant loss of revenue
and potential damage to reputation. Whilst cost is often put forward as a reason for leaving, it is
most often the final excuse. Other factors, such as difficulties in attending, poor support or
unmatched expectations are major drivers of attrition. Monash recognises not only the financial
implications of attrition, but also the moral obligation to assist people to get through to graduation.
Efforts to win-back either students who have left early, or organisational customers who have
disengaged, appear to be sporadic and based on personal initiative. There is no clear cross-
functional win-back policy in place. Proactive retention (as opposed to saving) and win-back
strategies offer a significant opportunity for Monash, for all categories of customer. For example,
the importance of establishing broad, effective engagement with the University during the first 4-6
weeks of a student's tenure at Monash is recognised as being critical to ongoing retention; however
there is no broad marketing activity to tap into this.
Customer Profitability
There does not appear to be any measurement of customer profitability at Monash. This would
include analysis of the revenue, margin, cost-of-acquisition and cost-to-serve customers, by
segment. There is therefore no ability to identify which customer segments are the most profitable,
or conversely which segments lose us money. The Planning division indicated strong interest in this
area, particularly in understanding cost-to-serve. The International Division through their partner
segmentation approach have attempted to reflect the relative value and attractiveness of partner
organisations in four value-based tiers. This has provided a clear framework within which their
resources are prioritised and deployed.
Information Technology and Systems

Monash University currently invests a significant proportion of revenue in IT. Approximately half of
the Monash IT spend is consumed within the faculties, the remainder is centralised. Although there
is a move towards centralised standard applications, architectures and toolsets, the departments &
faculties in particular have historically developed and implemented their own sets of applications to
support their needs. This fragmented approach has resulted in a significant degree of duplication in
capability and resources, as evidenced by the proliferation of local IT resources & Help-Desks.

ITS has traditionally adopted a best-of-breed system approach, supported by integration.
Centralised applications include SAP, Callista, Research Master and the new Business Intelligence
(BI) project. IT web strategy is also supportive of centralised standards; however this has not been
implemented.
Customer-Related Systems
Monash University currently use a range of systems:
System Used For Notes
SAP Finance and Payroll across SAP is a large but complex system; suitable for
Monash continuous use but too complex for casual
widespread use. SAP does have CRM modules,
(Incl. expenses, travel, asset
although these have not been implemented at
management & treasury)
Monash.
Callista Student Administration Callista is in widespread use although it does not
across Monash; modules support HDR well. Scope is limited to current
include Admissions, students. Callista is the central student database,
Enrolments, Calendar, but is not suitable as a CRM as it does not support
Courses and Contact Details. many front-office processes such as marketing
and call centre.
Callista – Applicant portal, for The eAdmissions project uses a new module
eAdmissions international and domestic. provided by Callista, allowing potential students to
Project underway at present. enquire, lodge and manage applications via the
web. It also streamlines Monash processes, for
example offer letter generation. It will be used for
all direct applicants across all faculties, campuses
and student cohorts. Rollout is taking place during
2008.
Sunguard Alumni and Donor Monash currently use Advance, however there is a
Advance / Management. project to migrate to Raisers Edge. These are
Blackbaud dedicated donor management solutions that
Raisers Edge provide elements of CRM, but do not provide
sufficient capabilities for use outside this
specialised area.
Ask.Monash Inbound service inquiries Rightnow is a hosted CRM solution with quite
(RightNow) from existing students and broad capabilities, however the “pay-per-use”
staff; typically seeking licensing can return unsatisfactory medium to long
answers to administrative term TCO. Offsite database introduces risks in
questions. Not used by 8 of integration and ability to configure the solution.
faculties. Monash is only using a small part of RightNow at
present.
HDR Admissions for Higher There is a project underway to improve processes
Admissions Degrees by Research. No and implement a suitable IT solution – due for
software at present – software selection in mid-2008 and
analysis project underway. implementation completion in mid-2009
Streamline Advancement – Marketing, UniCRM is a mid-market, locally-developed CRM
eTouchpoint mostly for international, but solution with simple yet quite broad capabilities

UniCRM also for centralised (non- (Marketing, Opportunity Mgmt, Service). There is
faculty) enquiries a version developed specifically for Universities.
domestically The current implementation has just gone live,
and is quite narrow in scope (inbound enquiries,
outbound marketing, events)
Business Centralised data warehouse The future state includes a common data model,
Intelligence across the university (under central warehouse with context-specific data
(BI) development) marts, coordinated governance model and a
centre of excellence.
TRIM eStudent Electronic student files, The TRIM project is underway, to eventually
File central administration only phase out paper files for students. The faculty-
(under development) level files will also be reviewed as part of the
project.
Salesforce.com Contact and activity Implemented in 2005, hosted solution, but not
management in the Business fully accepted by users. Ongoing use of the
& Economics faculty system is under review.
International International agreements, Online database for relationships with overseas
Database activities (projects) and institutions
visits.
Table - Customer-Related Systems

Further detail on the scope and application of systems across the customer lifecycle and overall
business processes is provided in appendix 8.
There is broad acknowledgement by many of the people interviewed that Monash needs to
implement a common system for customer management. This is particularly the case at more
senior levels, where the importance of a single view of customers is understood to be an important
determinant of success in the current competitive environment.
Customer Information
Customer information is highly fragmented across departments, faculties, and even individuals.
Appendix 8 illustrates the degree of fragmentation across major systems. There are also literally
thousands of lists, spreadsheets, files and paper documents across the university that contain
important customer information.
To illustrate this point, consider the ramifications of current privacy and security legislation. This
requires that an organisation, if requested by a customer to do so, provides a copy of all
information that is held on the customer. Should such a request come from, for example, a high
profile wealthy individual who donates to Monash, the resulting effort to pull together all of the
information across all departments and faculties would be considerable.
Customer information quality is also a recognised issue at Monash. One recent example, whereby
faculties provided lists of enrolled HDR students, found the information accuracy to be only 50%.
Typically, customer information degrades at a rate of 15-20% per year as people change jobs,
addresses etc. There is no explicit, proactive customer information quality process at Monash that
seeks to regularly check and update information based on its “shelf life”.

Future State Recommendations
The Case for Change
The current situation assessment at Monash provides a number of compelling drivers for
university-wide Customer Relationship Management (CRM). These drivers include:
1. The importance of CRM in achieving the goals of the Excellence and Diversity
Framework
2. Competition in the higher education sector, particularly given the 30% of universities
that are implementing CRM, and the 40% that are currently assessing it
3. The high degree of fragmentation of interactions across the customer lifecycle, and
changing customer roles over time
4. The high degree of duplication of customer interactions across departments and
faculties, (for example event invitations and enquires may be handled by up to 5
different departments)
5. The low degree of system support (30%) for customer interactions
6. The large number (6+) of current “mini-CRM” systems in place at the department or
faculty level
7. The high degree of fragmentation of customer information, residing in at least several
hundred personal and departmental data stores throughout the university, and the
poor quality of current information
8. The increasing importance of unregulated fee income and funding, driving the need to
actively manage the customer opportunity pipeline
9. The fragmented, narrowly focused processes for customer feedback and complaints
10. The fragmented nature of communication channels, including the web site, telephone,
email, direct mail and face-to-face contact
11. The lack of measurement across the customer lifecycle, particularly regarding the
drivers of customer value and customer profitability
12. The rising expectations of customers, both individuals and organisations, in terms of
consistency and relevance of the customer experience
13. The importance of customer retention, growth and cost-to-serve management in the
financial performance of the university
14. The currently unrealised potential of customer segmentation and lifecycle management,
driving customer loyalty, referral, retention and cross-selling
15. A compelling Business case that reveals significant opportunities for incremental
contribution to margin ($13.9M per annum) through improved customer revenues and
operating efficiency gains. The estimated 5 year NPV is $17.5M.
Counterbalancing the case for change are a number of factors that explain why CRM has not been
attempted in the past, and is currently not under consideration in 30% of Australian and New
Zealand universities:
1. CRM systems are expensive to buy, implement and maintain

2. CRM programs require cultural and behavioural change, particularly relating to the
sharing of information and formalisation of business processes and competencies
3. The decentralised nature of the university, particularly in the autonomy of faculties and
academic freedom
4. Current management decision-making and budgeting processes favour tactical,
department-level decisions relating to projects and systems
5. The complex nature of the customer relationship, covering a large variety of
interactions for prospects, students, alumni, donors, corporations and government
6. Some of the drivers for change are also inhibitors, due to the size of the challenge.
These include fragmentation of systems and customer information
7. A history in Australia of inadequate returns, even failures of other university-wide,
system-enabled programs in the past (albeit often relating to administrative systems
rather than CRM)
8. Historical lack of commercial drivers in higher education, resulting in a relatively low
level of appreciation of the importance of the customer experience, word of mouth,
customer value and customer profitability
Alternatives
Monash University has a number of options relating to CRM. These include:
a. Do Nothing
b. Tactical. Continue to purchase and implement tactical, departmental-level “mini-CRM”
solutions
c. Install CRM System. Purchase and install a university-wide CRM system, without
particular emphasis on processes or people, and mandate the use of the system for all
customer interactions
d. CRM Project. Undertake a large scale CRM project, replacing all existing tactical data
stores and informal processes with a single solution encompassing people, formal
processes and a single CRM system
e. CRM Program. Undertake a long term CRM program (rather than a “project”),
comprising a range of initiatives over time, putting in place a foundation that will be the
default system for most (if not all) future customer-related projects, formalising
business processes and raising competencies in the long term.
All of these options are real alternatives, and have been used in the past in other organisations.
Each option supports the drivers for CRM at Monash to a different degree, as indicated in the
following table:

Driver Do Tactical Install CRM CRM
Nothing CRM Project Program
System
Achieving the goals of the Excellence and Nil Low Low Medium Medium
Diversity Framework
Competition in the higher education sector Nil Low Low Low Medium
Fragmentation of interactions across the Nil Nil Medium Medium High
customer lifecycle, and changing customer
roles over time
Duplication of customer interactions across Nil Nil Low High High
departments and faculties
Low degree of system support for customer Nil Medium Medium High High
interactions
“Mini-CRM” systems in place at the Nil Nil High High High
department or faculty level
Fragmentation and poor quality of Nil Low Medium Medium High
customer information
Importance of unregulated fee income and Nil Low Nil Medium High
funding, driving the need to actively
manage the customer opportunity pipeline
Fragmented, narrowly focused processes Nil Low Nil Medium High
for customer feedback and complaints
Fragmented communication channels, Nil Nil Nil High High
including the web site, telephone, email,
direct mail and face-to-face contact
Lack of measurement across the customer Nil Low Nil High High
lifecycle
Expectations of customers, both individuals Nil Low Nil Nil High
and organisations, in terms of consistency
and relevance of the customer experience
Customer retention, growth and cost-to- Nil Nil Nil Medium High
serve management
Customer segmentation and lifecycle Nil Low Nil Medium High
management, driving customer loyalty,
referral, retention and cross-selling
Table - Extent to which CRM Alternatives Address CRM Drivers

The Do Nothing option is the default, but will not address the compelling drivers for CRM.
The Tactical option has been used by Monash in the past, but will only address around 30% of the
compelling drivers.
The Install CRM System option will provide a technical solution to a business problem. It will not
have a significant impact on behaviours, processes or the customer experience that is derived from

these. It will risk installing a costly system that will ultimately not be used and will add
administrative overhead. It will address around 20% of the compelling drivers.
The CRM Project option, if implemented well, will address most of the compelling drivers. It is,
however, a high risk, high external cost option that can result in more stress on the organisation
than is necessary. Treating CRM as a single project exposes Monash to many of the known CRM
risk factors, due to the size and complexity of the project. This option may also result in
replacement of some tactical, departmental processes and systems with inferior (albeit centralised)
local solutions. The greatest risk is that this top-down approach will be incompatible with the hybrid
centralised / decentralised organisation model of the university.
The CRM Program option will take longer than the other four options, and will demand higher
levels of commitment and governance as a result of this. It will address most, if not all of the
compelling drivers. Most importantly, it will, enable Monash to manage the organisational
complexity and diversity of requirements that are necessary to succeed with university-wide CRM.
The CRM Program approach comprises a series of phases, each of which contains one or more
specific projects with clear deliverables. It requires a formal approach to both program governance
and project management. This approach will require higher levels of investment of internal
resources, but presents the highest chance of success, higher long-term return on investment, and
most importantly provides an approach that is balanced for the hybrid organisational model at
Monash.
The following table provides further delineation between a Program approach, and the more
traditional Project approach:
Program Project
Goal: Organisational change over time Goal: Specific deliverable at a point in time
Perspective: Strategic Perspective: Tactical
Timeframe: 3-5 years Timeframe: 1-2 years
Requires executive sponsorship and senior Requires executive signoff at the start;
management involvement over the duration of responsibility delegated to project manager
the program
Contains a series of projects organised into Contains activities and resources with clearly
phases that are subject to ongoing review defined dependencies
Evolves over time, based on outcomes achieved Firm project plan; avoid change where possible
in earlier phases of the program
Assessed by longer term business outcomes, Assessed by clearly defined, specifically timed
with less precise timing and definition project outcomes
This strategy document proposes that Monash University undertakes the CRM Program
option. This option will require a long term CRM program that encompasses all three CRM
domains; Strategic, Operational and Analytical.
The following sections provide more detailed recommendations for the proposed future state.

Strategic CRM
Customer Understanding
Prospects
Develop a culture across the university that suspects and prospects are the start of the customer
lifecycle, and are therefore just as important as current students, current commercial partners and
current sources of funding.
Implement a central customer contact and account database that includes prospects. Assess
processes and competencies across the university, and close the gaps to enable a single view of
prospects across the organisation. Recognise prospects not as a separate group, but as a specific
contact or account status that can be migrated to “customer” once the prospect enrols or
commences support.
Treat returning customers (e.g. graduates who are inquiring about a higher degree) as a
continuation of the customer lifecycle, rather than a new group of prospects.
Students (Domestic and International)
Treat students as active customers who can be marketed to, up-sold and lifted to higher levels of
loyalty such as “advocate”. Measure not just satisfaction with existing services, but also attitudinal
indicators such as willingness to recommend and intention to stay / return.
Develop stage-specific views of student customers. These views align with specific stages of the
lifecycle, such as graduate, postgraduate by coursework, and higher degree by research, and
contain information that is specifically relevant to each stage.
Develop a student segmentation model that supports both needs-based and value-based
segmentation. Assign responsibility for each student segment, and develop strategies to engage,
retain and develop each segment. Use READ to achieve the right balance of cost-to-serve for each
segment.
Maintain administrative and course-related student information in Callista. Maintain activity and
relationship information in CRM. This includes segment, calls, complaints, support, marketing,
enquiries, and other significant activities. Develop a single view across both systems, for those who
need this perspective. Wherever possible, enter information in one place, and use integration
technology to keep the two major systems in sync.
Alumni and Donors
Maintain a database and low-key relationship with lapsed customers as well as alumni (these
include prospects who did not enrol, students who did not graduate, past staff and partners and
commercial prospects who donated elsewhere). Use low cost channels via the CRM system, such as
email campaigns, to stay in touch and maximise the chance of future conversion. Personalise
alumni communications to ensure they are relevant to the individual, and cut through the
background noise of marketing information from other sources.
Require all faculties and central departments to eventually migrate alumni and donor information to
the central CRM system. Assess and develop processes and competencies to ensure that alumni /
donors receive a cohesive experience that is coordinated across the university. Identify the
categories of interaction that are required to be entered into the CRM system, and monitor usage to
ensure that data quality and completeness are maintained.

Staff / Academics
Whilst the same individual may be both a student and a staff member, the integration of staff
administration with CRM is not an immediate priority. Continue with the current e-recruitment
project, and revisit the case for integration in a later phase. Consider all staff and ex-staff, including
sessional staff, to be “alumni” for the purposes of ongoing engagement and communication.
Commercial, Government and Other Institutions (Organisational Customers)
Develop an account prioritisation model to identify key accounts across the university. Identify a
staff member as the primary account manager for all key accounts.
Store customer profile information in CRM for all organisational customers. Key accounts should
have more detailed information in CRM, such as account plans and strategies. Identify significant
interactions and moments of truth, and develop guidelines for how these are to be planned and
coordinated. Record these in the CRM, across all departments and faculties.
Implement formal contact management, account management and opportunity management
methodologies. These will provide structures, frameworks and terminology to allow complex
organisation-to-organisation relationships to be discussed and prioritised with a common language
across the university. Processes such as recording a call on a customer, categorising a contact and
qualifying an opportunity will then be comparable.
In the case of international (other institutions), maintain the current web database in the short to
medium term. Migrate into CRM as needs and resources allow.
Customer Proposition
Develop a clear customer value proposition for the university, taking into account the work done to
date by Advancement, together with customer needs, value, moments of truth, desired experience,
and core competencies / assets of the university. Develop segment-specific versions of the value
proposition for key segments.
Implement a customer engagement model across the university whereby all customer interactions,
including customer communications, reflect and reinforce the value proposition. Ensure that the
operational processes of the university can deliver the value proposition, and that all customer-
facing staff can competently explain the value proposition.
For key account customers, build competencies to allow the development of customer-specific value
propositions, driven by particular customer interests and needs rather than generic segment value
propositions or Monash product / service benefit statements. Ensure that the customer-specific
value proposition is consistent across departments and faculties.
Customer Lifecycle
Customer Lifecycle Models
Develop models for the lifecycle of each type of customer. Document the key interactions including
moments of truth (MOTs) that take place during the lifecycle. MOTs are those interactions in the
life of the customer that have a significant impact on customer attitudes. They may be times when
customers are particularly sensitive, vulnerable or watchful.
Use the customer lifecycle models as the basis for customer experience design, CRM process and
system design, customer information models, and customer acquisition / retention / development
management
Two high level lifecycle examples are provided below:

Cust omer Lif ecycle - Individual
Enquiry
Departmental Offer Application
Activities Acceptance Offer
Enrolment Acceptance
Enrolment Ask
Billing
Inbound Billing Donation
Course
Enquiries Application delivery Course Graduation Bequest
Events Outbound Service and delivery Events Sponsorship
PR follow-up support Supervision Outbound Referral
Agents Agents Assessment Assessment marketing Advocacy
Prospective Prospective Undergrad PG / HDR

Alumnus Donor Advocate
Applicant Student Student Student
Customer Lifetime Value (monetary and non-monetary)
Customer Loyalty (attitudinal and behavioural)
16-Apr-08
Cust omer Lif ecycle - Organisat ion

Departmental
Activities
Alumni Relationship Collaborative

relationship Alumni management programs
management relationship Ask Referral
Account Preferred
Events management Donation management Public support status
PR Events Funds Rewarding Word of mouth Public
Networks Qualification Project loyalty Advocacy identification
First time Regular

Suspect Prospect Supporter Advocate Partner
Donor Donor
Customer Lifetime Value (monetary and non-monetary)
Customer Loyalty (attitudinal and behavioural)
16-Apr-08
Segment Strategies
Develop segment-level strategies for each major customer type and segment. Segment strategies
address the following key topics:

1. Description of the segment, including needs, drivers, value, characteristics
2. Value proposition
3. Customer lifecycle profile
4. Relationship strategy
5. Goals and objectives over the period (including Retention / Efficiency / Acquisition /
Development objectives)
6. Journey maps and desired experiences
7. Tactics / activities / campaigns to achieve the goals and objectives
8. Investment plan for the period, including cost-to-serve
9. Tracking plan for the period
Assign responsibility for segment strategies across the university. Segment strategies provide a
top-down framework to guide department- and faculty-level activities.
Operational CRM
Single View of the Customer

Customer Interactions
Develop maps of the customer interactions that take place at each stage of the customer lifecycle,
building on the customer interaction diagrams that have been drawn up as part of the CRM
strategy. Identify duplicated interactions, and interactions that are not adequately supported by
information systems. Over time, eliminate duplication and provide information system support for
all significant customer interactions. In those cases where a “mini CRM” system is supporting a
small number of interactions only, migrate from the mini CRM system to the central CRM system at
a suitable time, to eliminate duplication of information and processing.
Maintain and update customer interaction diagrams as part of the continuous improvement
processes of the university. Maintain customer interaction and process mapping competencies on
an ongoing basis. Challenge all interactions and processes to ensure that they are only retained if
they add value to the customer and/or the university.
Customer Experience
Customer Experience Design
Develop explicit customer experience designs for all major customer types and segments. Start by
reviewing the value proposition for each segment, determined by needs and value.
At first, define desired experiences for moments of truth (MOTs), as these are a priority. Over time,
develop desired experiences across the various customer journeys with Monash. In most cases, the
customer journey will correspond with a major process, for example making an enquiry, enrolling in
a course, or becoming a donor. Most importantly, customer journeys take the customer’s
perspective, and may include steps that do not involve Monash in an explicit interaction.
Describe the customer journey in terms of the events or interactions that take place with customers
over a specific stage of the lifecycle, the issues and sensitivities that customers may have in each of
these interactions, and the response or proposed engagement that Monash will deliver in order to
achieve the desired experience. The following table provides an example for a corporate prospect
considering making a donation to Monash:

Event Become aware Make Initial Receive Face to Face
of Monash Enquiry Information Contact
Customer Reputation Initial impression Quality My importance
issues and Identification Access Comprehensiveness Professionalism
sensitivities
Channels Timeliness
Desired (No interaction – Time and channel Pleasantly surprised Listening to the
experience brand marketing or that suits customer by the speed of customer’s interest
word of mouth) response areas
Show corporate
Worthwhile cause credibility Personalised reply Not selling
Table - Example of Customer Journey Map

Undertake an initial study of the customer experience for each customer journey. In particular,
assess the importance of each event and performance of Monash. Identify gaps (where
performance falls short of importance by a significant degree) and prioritise these for action.
Customer Experience Delivery
Once desired customer experiences have been developed, implement processes, resources and
infrastructure to ensure that the desired experience is delivered. For example, for the event “Make
Initial Enquiry”, the desired experience includes “Time and channel that suits me”. This may require
• a general Monash phone number that can route directly to a corporate donor specialist
• an email address that identifies inbound enquiries and routes them to the above
• a web enquiry capability for corporate prospects, allowing interests to be registered, and
triggering response within 24 hrs
• the ability to handle any “drop in” traffic on campus.
Monitor customer interactions on an ongoing basis, in terms of importance, performance of
Monash, and performance of competitors.
Culture
Undertake a more comprehensive assessment of organisation culture, with particular focus on the
differences in culture between faculties and departments. Use the Organisation Culture Assessment
Instrument (OCAI) together with a Marketing Concept Assessment to assess the cultural and
philosophical readiness for CRM.
These assessments will provide important information on the following, by faculty and department:
• organisational focus; internal vs. external
• structural preference; stability vs. flexibility
• orientation; product, production, sales, customer
Develop a culture map of the university to highlight areas that are particularly aligned with CRM
principles and those that are not. Prioritise CRM program activities to take advantage of cultural
alignment in the early stages of the program, and to address cultural misalignment later in the
program.

Competencies
Develop competency models for key customer-facing roles. Identify competencies (foundation,
industry and role-level) that are particularly important to the customer experience. It is expected
that these will fall largely in the “Community Engagement” outcomes area.
Assess staff in these competencies, and develop personalised development plans to address any
gaps. A particularly important area for testing is the ability to describe and deliver the customer
value proposition for the segments with which a staff member has contact.
Organisation Structure
In the short to medium term, maintain the current organisation structure, but identify and assign
customer management roles to appropriate staff. These roles are responsible for the management
of customer segments and key accounts, including development of strategies and coordination of
customer activities across the university.
In the longer term, put a central customer lifecycle management function in place. This function is
responsible for the achievement of customer lifecycle objectives across the university, including
customer acquisition, retention, development and profitability. The specifics of how customer
management is integrated with other business functions and the faculties may be developed based
the short / medium term experience.
The customer management function is divided into segments and customer types, for example
major accounts – commercial, major accounts – government, student segment 1, student segment
2. Ultimately, the strategies and plans developed by customer management will guide the plans of
other business functions, wherever these relate to customer activities. The collaborative nature of
customer management requires regular meetings with key internal stakeholders to ensure valid
plans are developed and can be executed through the wider organisation.
Cross-Functional Processes
Whilst the prevailing view of processes at Monash is within departments and faculties, customers
expect processes to flow seamlessly as required to reach the desired outcome. It is therefore
important that Monash develops a cross-function perspective of business processes, enabled by
resources, competencies and information systems to deliver the desired customer experience.
The cross-functional perspective is achieved through process mapping and refinement using a
“cross-functional flowchart” methodology. Process maps then become a regular form of
communication and discussion regarding how things are done at the university, and enable staff to
understand how their actions affect customers and other departments.
Campaign Management
Plan campaigns to achieve customer and segment objectives, driven by segment strategies / plans,
retention, cost-to-serve, acquisition and development (READ) targets. Balance campaigns across
segments and customer types, and stages of the customer lifecycle, to achieve READ targets.
Achieve the right balance of investment (brand) marketing, vs. direct contact with prospects and
customers, guided by pipeline management. Investment marketing has most impact in the early
stages of the pipeline, whereas direct marketing and opportunity management apply to the middle
and end of the pipeline.
Maintain a central campaign calendar in CRM to provide visibility of all campaigns across the
university. Continue to undertake faculty-level as well as central campaigns, provided they are
planned and visible in the calendar and support account and segment strategies.

Broaden the perspective on campaigns to include marketing to existing customers to drive
engagement, retention, loyalty and growth. Events are also a particular type of campaign – ensure
that all events are planned and visible in the campaign calendar.
Develop closed-loop campaign measures, rather than activity-based measures, to gather customer
intelligence at every opportunity. Undertake campaigns, where necessary, to collect important
customer information such as email addresses, to maintain data quality.
Enquiry Management
Implement a central enquiry database in CRM for all faculties, domestic and international students,
and commercial enquiries. Categorise / qualify enquiries and record basic contact information up
front. Assign enquiries to the appropriate area in Monash for subsequent qualification, prioritisation
and follow up.
Require all Monash staff who may receive an enquiry to be trained in the enquiry registration
process. Monitor enquiry volumes and correlate them with applications and opportunities to ensure
enquiries are being registered. Where possible, automate the process (for example, with inbound
emails and web site enquiries).
Admission / Enrolment
The existing eAdmissions project will provide a streamlined, centralised view of admissions using
the Callista system. As part of the CRM program, implement integration between eAdmissions and
CRM to provide a consistent view from initial enquiry through to enrolled student. Develop this view
as part of the student lifecycle, and to inform pipeline management processes as described below.
Treat individuals as important customers right from the point of initial contact. Maintain contact
with them as they progress through admission and enrolment. If a potential student defers the
process, for example by undertaking a gap year, develop channels to stay in touch such as email
updates, self-service portal, networking site and suitable incentives.
Course Management
Continue to manage the details of student administration, courses, assessments etc in Callista.
Develop a single view of the student lifecycle across Callista and CRM, using integration or a third
party analytics / portal solution. Recognise the importance of administrative processes in delivering
the desired student experience; analyse and design these processes accordingly using cross-
functional process maps, journey maps and desired experiences as described above.
Opportunity Management
Develop a structured, persistent approach to managing opportunities. Opportunities include
prospective corporate donations, prospective research funding, and any other forms of support that
are of significant interest to Monash. Opportunity management includes a structured approach to:
• Discovery
• Qualification
• Alignment
• Proposition
• Negotiation and
• Closure.
Corporate opportunities will also have political complexities such as understanding decision-makers,
influencers, and levels of power and preference.

Implement one opportunity management methodology across the university, and require all staff
who deal with prospects to be trained and accredited in the methodology. Implement the
methodology in the CRM system, so that screens and fields relating to prospects reflect the
terminology and requirements of the methodology.
Pipeline Management
Manage the opportunity pipeline using a structured model including:
• Opportunity Stage (a basic opportunity model is provided above; Discovery Complete,
Qualified, etc)
• Probability of success
• Forecast value
• Forecast close date
• Cumulative stage targets and actuals
More than one pipeline model may be required, for example one for prospective students and one
for corporate prospects.
Develop reports and other views of the pipeline to understand historic conversion rates, and to
manage the pipeline to ensure that adequate emphasis is being placed on those stages that are
constraining the pipeline.
Account Management
Implement account management for major accounts (Individuals, Businesses & Institutions) in the
first instance. Over time, the key account portfolio can be expanded as competencies and resources
allow.
Ensure that each key account has a nominated account manager. The account manager is
responsible to coordinate, plan and strategise the activities with the customer across the university.
This does not require that the account manager becomes a single point of contact; in fact, multiple-
point contact should be encouraged provided it is planned and managed in the CRM system, and
fits with the account strategy at the time (the “diamond” model of Key Account Management).
Account management for widely-known accounts requires regular account planning meetings with
key stakeholders.
Develop a Monash-specific account management methodology, and implement this through
education and workshops in all faculties and central departments. Require all individuals who have
contact with a key account to be qualified in the account management methodology and related
use of the account views in the CRM system. Ensure that the account management methodology is
value-driven, developing strategies and offers based on the needs of the customer and a mutual
exchange of value, rather than pushing the Monash agenda. The focus is to understand what is
important to the customer, then align this with the capabilities and offerings of the university.
Activity Management
As a result of process mapping and refinement, identify those activities that are of significant
interest to Monash. These may include:
• Face to face calls on corporate customers
• Meetings with prospective higher degree students
• Discussions or meetings relating to research grants
• Telephone conversations with prospective international students

Significant customer activities may take place through channels such as face-to-face (off site or on
site), telephone and email.
Develop guidelines for the recording of significant activities in the CRM system, and require all staff
who may be involved in these activities to be trained and competent in recording activity details in
the CRM system.
Manage customer activities in a proactive way; for example:
• Automatically escalate open activities and enquiries that have not been responded to in a
given timeframe
• Align key activities with pipeline stages; for example a qualification meeting being required
before an opportunity can be regarded as “qualified”
• Allow activities such as multiple-person meetings to be assigned to other attendees
Analyse the resources involved in these activities, and assign standard activity costs to allow
customer cost-to-serve metrics to be determined and subsequently managed.
Service Request / Complaint Management
Implement a central service request register that is able to be used and compartmentalised as
required by faculties and other departments. Provide faculty-specific views that allow faculties to
manage their own requests from students, whilst providing a central, consistent framework for
analysing and expediting responses.
At a central level, develop reports and workflows to ensure that service requests are being actioned
promptly. Develop coding and prioritisation structures to allow service requests to be handled in a
way that delivers the desired customer experience. Maintain issue resolutions (FAQs) for commonly-
asked questions.
Continue with the ask.monash web interface for students (currently using Rightnow), but expand it
to allow for all service requests including complaints, feedback and other types of customer (not
just students). Actively encourage feedback through a variety of channels such as a central
feedback line with clearly published phone number, a feedback email address, a feedback area on
the web site, and feedback categories in ask.monash
The central service request register may start as an extension of the Rightnow system, but is
eventually required to be part of the central CRM system due to the importance of service requests
in the “single view” of the customer.
Capture all service requests, irrespective of the channel of origin (phone, email, face-to-face
discussion, web). Proactively monitor the service request database to identify:
• Issues that are increasing in severity or becoming more widespread
• Issues that require a more proactive response – i.e. dealing with the source of the problem
• Feedback that is worthy of action, i.e. a “suggestions box” program with a published list of
suggestions being implemented
• Faculties or departments that are having a negative impact on the customer experience, for
example by taking too long to respond
• Customers who are becoming “at risk” and require proactive retention strategies,
counselling or other forms of support.
Either integrate the existing channels of enquiry (for example, faculty-level email boxes) with the
central service request register, or discontinue them.

Contract Management
Implement a central contract / agreement knowledgebase in the CRM system, containing research,
partner and other commercial agreements. Store basic agreement information, such as customer,
agreement type, dates, size ($), description, contacts and contracted parties in the database, and
attach contractual documents in electronic form. Require all agreements across the university,
including faculty agreements, to be stored centrally.
Project Management
Implement a central project knowledgebase, containing current, past and planned project
information. Projects include research and consulting, as well as cooperative ventures. Require all
staff who undertake significant project work to be qualified in the use of the project views in CRM.
Require these staff to maintain status and progress information in CRM, and monitor information
quality and completeness over time.
Channels
An important principle in CRM is to insulate the customer from organisational complexity. This is
achieved in part by simplifying the channels of communication, whilst increasing the sophistication
of these channels behind the scenes via cross-functional processes.
Contact Centre
Analyse the telephone communication channel to identify all numbers and contact centres that
customers may use. Rationalise these to provide a simplified telephone channel that has access to
customer information across the university. Provide the central contact centre with a single view of
the customer, including enquiries, enrolment information, opportunities, service request, marketing
communications and donation history. Develop a customer experience that recognises customers
whenever they call.
This recommendation does not necessarily require the physical restructuring or relocation of
existing call centres – but it does require a level of virtual integration that does not exist at present.
Existing call centres may remain, and may receive warm transfers from the central contact centre
(so that the customer does not have to re-state their details or the purpose of the call). This
approach does require a CRM system that is integrated with the telephony system to “pop” the
customer screen based on caller ID, where available, and to record customer interactions in a
central place.
Expand the capabilities of the contact centre to allow for asynchronous communications such as
inbound email, mail and web requests. Handle these in “quiet” times, when the phone lines are not
full. Over time, expand the contact centre to support outbound telemarketing to targeted customers
(for example, call backs on prospects; follow up on service requests believed to be resolved, etc)
Direct Mail and Outbound eMail
Reduce or eliminate non-personalised mail to customers wherever possible. Register all direct mail /
email to customers in the central campaign database, to ensure that all forms of contact with
customers are visible in the single view. Ensure that all direct mail / email campaigns are attached
to customer lists.
Manage the volume of mail, together with other forms of communication, to not exceed the over-
targeting limits in the customer account plan or segment strategy.

Web Site
Review the existing web strategy in the context of the CRM strategy, to assess the extent to which
it supports cross-functional customer processes, desired customer experience, and integration of
customer channels.
Maintain the existing faculty web sites, but streamline all customer activities across these and the
central web site. For example, all enquiries point to the same enquiry registration database and all
service issues and feedback point to the central service register.
Reinforce the “integrated multi-channel” nature of the web site by providing alternate channels for
communication on the web site, for example the central contact centre, email and “click to chat”
support. In its simplest form, click to chat can be achieved by a call back to the customer from the
contact centre within a few minutes.
Implement a content management system to allow the content of the web site to be managed by
content owners, without interfering with the integrated structure of the site.
Analytical CRM
Business Intelligence
Review the BI Strategy to assess the level of coverage of customer information. Implement a
“Customer” major information area, encompassing all customer-specific information including
administrative and relational content. Migrate individual, faculty-level and mini CRM data stores into
a central warehouse over time. In those cases where the external data store is justified in the
context of the overall BI strategy, integrate the stand-alone data store with the central warehouse.
Design data schema to represent the various customer information areas, for example dimensions
such as customer master, enquiries, course enrolments, marketing campaigns and donations.
Ensure that each data fact and dimension has an agreed database of record. In those cases where
there are multiple potential sources of customer information, merge and rationalise these over time.
Customer Value Segmentation

Develop customer valuation models that take into account revenues, margin, cost of acquisition,
cost-to-serve and probability of an ongoing relationship and the time value of money. Develop
these models across the university, and across the entire customer lifecycle.
For organisational customers, include opportunity and pipeline information such as potential future
donations, probability of closure and estimated period of closure.
For individuals (students), include the probability of future higher degrees and progression to donor
/ advocate status.
Perform regular customer value analysis to develop appropriate value-based segments. Maintain
stability with these segments during the course of a year to allow strategic and lifecycle
engagement decisions to be made for each segment. Conduct awareness education across the
university to ensure that all key staff are aware of the segments and are competent to differentiate
the customer experience across segments.
Customer Needs Segmentation

Conduct a review of past research to develop an initial view of customer needs, for both individual
and organisational customers. Use this information to conduct further qualitative research to
develop a customer needs profile including relative weightings of the importance of needs by

segment. Conduct quantitative research to finalise a codified needs framework, that can be
implemented across the university to inform customer engagement and marketing based on needs.
If appropriate, seek research funding for the needs and value segmentation work described above.
Customer Measurements
Conduct research to understand the drivers of customer attitude and behaviour, for both individuals
and organisations. Develop a “line of sight” model indicating the relative importance of customer
drivers by segment.
Develop a customer analytics dashboard for each type of customer. Allow measures to be analysed
across the university, by lifecycle stage and segment. Measures include:
Customer Drivers
• Reputation / image of Monash
• Trust (credibility and benevolence)
• Perceived value
• Perceived quality
• Complaint handling
• Personalisation / relevance
• Monash relative performance
• Gap analysis (importance – performance)
Customer Attitude
• Satisfaction (highest rating percentage)
• Customer experience rating
• Willingness to recommend / refer
• Intention to stay
• Intention to return
Customer Behaviour
• Acquisition rates by segment, channel, value band
• Retention; students (both within course and between courses)
• Retention; donors (repeat donation, recency/frequency/monetary)
• Development (cross-sell, increased engagement, multi “product”)
• Win-back rate
Customer Overall
• Cost of acquisition by segment and channel
• Cost-to-serve by segment
• Customer lifetime value
• Non-monetary (strategic) value
• Overall customer value / loyalty index

Performance Measurement and Staff / Partner Incentives
Review the current performance measurement system, to implement measures that correlate with
the drivers of customer acquisition, retention, efficiency and development. Provide incentives (not
necessarily monetary) for staff, agents and other partners beyond the basic measures of revenue,
guided by the line of sight framework described above.
In the medium term, perform a customer management competence assessment (CMAT™ or
equivalent) across the university, to establish a quantified benchmark position for Monash in the
following areas:
• Strategy and Stewardship
• Understanding Customers
• Planning the Activity (including Segmentation)
• Customer Propositions
• Customer Channels
• Customer Experience
o Day to day experience
o Building customer value
• Measurement
• People and Organisation
• Customer Information
• Working in the Wider Context
Use the findings and recommendations of the assessment to guide continuous improvement in
customer management, and to assess progress every 1-2 years.
CRM Systems and Information

Monash requires a central, universal CRM system to enable many of the recommendations in this
strategy.
Existing Systems and Projects

Mini-CRM Systems
Undertake a detailed review of all customer information systems and data stores, starting with the
information gathered in this strategic review, together with the BI Strategy. Prioritise existing
systems for inclusion in the CRM Program, using the following guidelines:
1. Existing systems that are relatively low cost, and are serving the needs of users well –
remain in place in the short term, slate for migration in the longer term.
2. Existing systems that are high cost, and/or not serving the needs of users – slate for
migration in the medium term.
3. Systems being implemented at present, but are not yet operational – review the
implementation plan to assess the optimum course of action; if justified by cost and
impact considerations, discontinue implementation and slate for inclusion in the CRM
program in the short term

4. Systems being evaluated for purchase at present – place evaluation processes on hold
pending the outcome of this strategy
In the context of this strategy, “migration” may be physical or virtual. Physical migration involves
moving customer information out of the legacy system and in to the central CRM system, and
decommissioning the legacy system. Virtual migration involves leaving the legacy system in place,
and using integration / virtual views to provide a single view across the legacy and central CRM
systems.
Central CRM System
Using the information gathered in the Request for information (RFI) process together with more
detailed requirements arising from this strategy and further business analysis, develop a Request
for Proposal (RFP) for submission to the market in the short term. Conduct an assessment of CRM
systems to determine the best fit solution. Include some systems currently in place in parts of
Monash (UniCRM, SAP, RightNow, Salesforce.com) together with other well-regarded solutions
(Oracle - Siebel, Oracle – Peoplesoft, Stayinfront).
Develop a detailed implementation program for the selected CRM “foundation” solution,
encompassing the four streams – Governance, People, Process and Technology. Choose a focused
area of high need to implement a pilot, followed by phased roll out across the university.
The ultimate goal of the implementation is not necessarily a physical university-wide system; rather
it is a foundation system that provides the bulk of customer information, supported by other smaller
“satellite” systems through integration where this is warranted. Monash will require, at least in the
short to medium term, multiple CRM systems that operate as one to provide a single view of
customers. This can be achieved via integration and well managed cross-functional processes. In
the long term, as each satellite system reaches a natural review or renewal point, it is incorporated
into the foundation system as is justified.
Callista
Maintain Callista as the student administration system in the medium term. Student administration,
together with other functions such as financial and human resources, are not part of the scope of
CRM and therefore require separate systems or modules.
Integrate the central CRM system with Callista, to provide a virtual single view of students across
both systems. Ensure that integrated views are acceptable from a privacy and ethical viewpoint.
Discontinue relationship-style notes in Callista, and enter them in the CRM instead.
Alumni Database
Specialised donor relationship systems are typically not adequate to provide university-wide CRM.
Given the importance of these functions, and the fact that alumni and donors are the latter stages
of the individual lifecycle, the optimum solution is to ensure the central CRM encompasses these
functions.
Maintain the current alumni database in Advance / Raisers Edge in the short / medium term. If the
move to Raisers Edge proceeds, negotiate short term (maximum 3 years) contracts only and limit
configuration. Once the central CRM foundation is in place, assess the viability of migrating alumni
and donor information into the foundation system, verses retaining a separate system and
integrating the two.
UniCRM
Maintain the UniCRM system in the short / medium term. If UniCRM does not emerge as the best
long-term central CRM solution for Monash, limit additional configuration and implementation work

and commence a phased migration into the central CRM system in a manner that minimises
disruption whilst meeting strategic objectives.
A more comprehensive coverage of existing system recommendations is provided in the following
section of this document.
Customer Data
The fragmented nature of customer information at Monash is a significant inhibitor of customer
processes, experience and value. Conduct a detailed customer information audit, based on the
systems map in appendix 8 and any other significant sources of informal customer information.
Identify categories of customer information that are of university-wide significance. For each of
these categories of information, identify the various sources that exist. Assess the quality and level
of duplication of the existing information.
Within each information category, identify the most important information elements. Assign
priorities and quality parameters for key information elements, including level of completeness,
accuracy, expiry (shelf life) and security / access. Assess current information sources against these
parameters, to determine quality at a detailed level.
Consolidate the above into a central customer information plan (CIP). Use the CIP to guide the
activities of the CRM program, in terms of which data to re-use, which data requires cleanup, and
which data to discard. Implement the customer information parameters in the CRM system; for
example, to ensure that information that has a shelf life on one year is refreshed on an annual
basis.
Establish a customer data council capability, potentially as part of the overall Customer Council, to
regulate standards for customer data completeness and currency, maintenance and update
programs, and compliance with usage guidelines.

Succeeding with CRM at Monash
Overall
The implementation of a University-wide CRM program at Monash will require the the following
streams of activity to be coordinated and integrated:
• development of culture, competencies and behaviours
• design and adoption of cross-functional business processes
• implementation of technology and information elements, and
• execution of a clear CRM strategy and governance structure that is aligned with the
overall goals of the university
These changes need to be supported using appropriate transition or change management
techniques and program management principles.
In order to succeed, the CRM Program at Monash must be guided by a proven methodology such
as the CRM Program Cycle (shown below) that focuses the activities of a CRM Program on the
mutual exchange of value between an organisation and its customers. The approach will ensure
that the Monash CRM program addresses strategy, people, processes and technologies to deliver
the expected business outcomes.
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The CRM Program Cycle
Develop Strategy and Establish Foundation occur at the start of the CRM Program and are
subsequently refined on completion of each phase of the Program. The remaining three stages,

Specify/Re-engineer, Implement Solutions and Evaluate Performance are repeated in
each phase, and are delivered through specific activities within each phase.
The CRM Program Cycle specifically addresses the three pillars of an enterprise change program:
People, Processes and Technology via business process review activities, an education &
communication plan and strict technical development life cycle standards. The following sections
describe the key elements of the recommended approach for the Monash University CRM Program
Governance
The success of a Monash CRM Program will largely rest on the ability of the leadership team to
engender university-wide acceptance of the importance of delivering a consistent, co-ordinated &
coherent experience for all its customers. The ability of the team to emphasise and persuade the
often disparate faculties and departments within the university, that this is in the best interests of
the university as a whole, rather than the individual interests of departments or faculties, is crucial
to the success of the program.
CRM Program Governance is achieved through Program Structure, Roles and Management
Documents.
Program Structure
The CRM Program Structure comprises
• a CRM Steering Committee made up of key senior stakeholders, the CRM Program
Director and chaired by the Executive Sponsor
• CRM Program Team; a cross-functional team made up of the Program Director, Program
Manager and Work Stream Leads.
• Individual Project Teams responsible for the implementation of specific initiatives, each
led by a Project Leader
Whereas the Steering Committee has overall responsibility for the delivery of the CRM program, the
ultimate implementation of the customer experience and the realisation of program benefits across
the university requires a more permanent, ongoing management approach. Given the diverse
nature of the university, the establishment of a Customer Council will ensure long term
sustainability of the customer mandate at Monash. This council shall be responsible for the delivery
of the customer mandate including the on-going review and alignment of all customer-related
initiatives, with right of veto over any initiatives that do not contribute to the desired Monash
Customer Experience. To ensure sustained consideration of the customer’s “point of view”,
reference to a customer advocate (preferably external) in this governance structure is necessary.

The alignment of each of these components of the Program Structure is shown below:
Customer Council Ongoing

Executive
Sponsor
Steering Committee
External: Program
CRM Consultant Director
Program Team
Workstream
Program Leads
Manager
Project Project Project
Lead Lead Lead
External:
CRM Vendor / SI Project Project Project
Team 1 Team 2 Team 3
Managers, Key Users, End Users
Figure - CRM Program Structure

The following section describes the broad roles and responsibilities of each of these groups and
their suggested composition.
Roles and Responsibilities

Customer Council
• Provide an oversight role of the broad realisation of CRM within Monash over time, in
particular the alignment of the CRM Program with Organisational Goals and Strategy
• Design, review and monitor the delivery of the Monash Customer Experience
• Review all planned faculty or departmental customer initiatives to ensure compliance with
the CRM strategy and desired customer experience
• Develop priorities for subsequent phases of the CRM program
• Identify key areas of non-alignment and non-compliance and determine processes to
address these
• Monitor any data quality / completeness issues that arise in the university (through the
“data council”), and assign responsibility for resolution
• Monitor overall people and process compliance, and initiate corrective programs such as
education and process review

• Approve key policy, procedural and organisational change recommendations.
Candidates:
Chair – DVC Education
Members – Academic Director Caulfield /Clayton, Div Director Student & Community Services,
Div Director Alumni & Community Relations, PVC Research & Research Training, Faculty Dean
Representatives. PVC Quality, Customer Advocate
Executive Sponsor
• Visible advocacy of CRM at all levels of the university
• Maintenance of overall organisational commitment to the CRM Program
• Day-to-day actions that reinforce the commitment, such as regular key customer meetings
• Overall strategic leadership for the CRM program.
Candidate: Vice Chancellor
Steering Committee
• Communication of senior management commitment to the CRM Program to all levels of the
university,
• Monitor compliance and involvement in the program, including decisions to incorporate
tactical or department-level initiatives in the overall program agenda
• Authorise, prioritise and commit appropriately skilled resources,
• Regularly review the progress and performance of the CRM Program against objectives,
measures, time and cost targets
• Review any changes to scope, timing or costs and approve as appropriate
• Ensure that Program initiatives and outcomes align with Program strategy,
• Review key policy, procedural and organisational change recommendations made by the
program Team and approve as appropriate
• Signoff major program milestones and deliverables, and
• Resolve escalated issues.
Candidates:
Chair - VP Administration
Members – VP Advancement, VP Research, Exec Director ITS, Faculty Deans
Program Director
• Directs managers to deliver the outcomes of the CRM Program over time
• Coordinates and manages other members of the Program Team
• Assesses and refines the Program as needed
• Communicates the strategic intent and importance of the CRM Program broadly throughout
the organisation
• Acts as the implementation arm of the Steering Committee

Candidates:
Robert Willis / Peter Yates (TBC)
Program Team
The execution of the overall CRM program requires the formation of a Program Team that is
responsible for the execution and co-ordination of the program over its entire lifecycle. A key
challenge for programs of this complexity and duration is to ensure that each major work-stream is
sustained and builds upon prior learnings in an effective and efficient manner This will be achieved
by the assignment of Work-Stream Leads charged with:
• managing each work stream
• providing an ongoing focal point for projects within the stream and
• custodianship of CRM best practices.
The Program Team is lead by the Program Director and is comprised of the members shown in the
following diagram. Each role is further described below.
Monash University – CRM Program Team
Program Direct or CRM St rategy/Chart er, Qualit y Assurance, Execut ive Alignment
Governance
& Strategy
Human Resources
Program M anager Scheduling, Cost , Scope Management
Cust om er St rat egy Cust omer Proposit ion, Segmentat ion, Lif e-Cycle, Cust omer Experience
M anager Cust omer M easures
Hum an Resources Lead

People
Compet encies, Cult ure, Communicat ion, Incent ives, Struct ure
Work Streams
Education / Training Communicat ion, Co-ordinat e Educat ion, Training & Assessment
Lead
Advancem ent Lead Market ing processes, Event s, Segment Planning, READ Measurement
Process
Relat ionship
Account /Act ivit y M anagement , Opport unit y/Pipeline
M anagem ent Lead
Channel Lead Enquiry / Issue M anagement , Channel Int egrat ion, Port als
Technology
Syst em s Lead(s) Archit ect ure, Int egrat ion, Inf rast ruct ure, Development & Test ing
Cust omer Inf o Plan, Dat a M igrat ion, Report ing,

Inform at ion Lead
Analyt ics development & int egrat ion
Figure - CRM Program Team and Work Streams

Program Manager
• Develops and maintains the Program Schedule
• Ensures effective integration between the Program Plan and specific Project Plans
• Monitors achievement of program activities and
• Maintains Program management documents (listed below)
• Monitors progress against these documents
• Monitors costs against budget
• Supports and collaborates with other Project Leads
Work-Stream Leads
• Overall responsibility for the delivery of each major CRM work stream
• Develop domain expertise including best practice understanding for their assigned area.
• Provide domain expertise and business analysis to each project team as necessary
• Collaborate with other Work Stream Leads to ensure optimum balance of outcomes for
each CRM Program Phase
• Establish and monitor best practice methodologies and standards for the delivery of
program outcomes and ongoing Customer Management activities.
Project Teams
Where individual initiatives are of sufficient size (such as the Business & Economics CRM
implementation) individual Project Teams are required to ensure adequate level of control, co-
ordination and ownership.
Project Leads
• Direct project team members to deliver the outcomes of the specific project
• Organise, monitor and control project activities to meet deliverables and milestones
• Manage on-time and on-budget delivery
• Report progress to the Program Team
• Collaborate with Work Stream leads to optimise alignment with overall objectives,
approaches and methods and past learnings
Functional Leads
Functional Leads represent their nominated functional area for specific projects as needed. These
staff will typically be seconded from the appropriate Division, Faculty(s) or Department (ITS etc)
Program Management Documents

The following documents will be used to manage the CRM Program over time:
• CRM Strategy (this document)
• CRM Program Charter – a reduced, public version of the CRM Strategy
• CRM Program Plan (related to this document)

• CRM Business Case (related to this document)
• Risk Management Plan
• Education and Communications Plan
• Process Refinement Plan
• Customer Information Plan
• Data Migration Plan
• Revised versions of the above, on completion of each Program Phase review
Staffing levels
The execution of the CRM Program will require the dedicated allocation of Monash resources from
the respective business and technical disciplines. A cross–functional team must be maintained
throughout the program to maintain the necessary collaboration and involvement of all sectors of
the university. Specific personnel and loads may vary over the lifetime of the program based upon
the specific focus of the individual projects.
Time commitments will vary during the program, and need to be refined once each project team is
formed. An initial indication of the expected time commitments over the first year is as follows:
(please note, for early draft purposes, the following table is indicative only and requires further
analysis to confirm commitment levels)
Role Commitment
Steering Committee Meet monthly, for approximately one hour.
Longer times may be required depending on
issues.
Program Director Part time – 60%
Program Manager Full time for duration of the Program
Project and Functional Leads Part time; 65% on average, with periods
requiring full time commitment during specific
projects
Work Stream Leads 80% for duration of the Program
Customer Council Meet monthly to review Customer Management
initiatives. Attend workshops and subject matter
briefings.
Other Project resources – Training development As required.
and delivery, ad-hoc technical assistance
External Resources; Consultancy & QA, Systems Costed into the business case
Integrator
Phasing
The implementation of CRM at Monash Program is anticipated to be based upon the establishment
of a CRM foundation that is followed by a series of initiatives across governance / strategic, people,
process and technology dimensions over the medium term. These initiatives or projects are
grouped into logical phases that enable clear scope and control to be exercised throughout the
program lifetime. This approach focuses on the regular delivery of manageable clusters of capability
in the short term (every 3-4 months) whilst supporting the development of a history of success for
the program in the long term. It also allows Monash to progressively build the competencies

needed to effectively manage customers whilst avoiding wholesale interruption of existing work
practices and cultural norms whilst protecting recent system investments
The content and timing of phases shall be based upon the prioritisation and grouping of several
initiatives or projects across each of the business areas. In developing these groupings,
consideration will be given to each of the following critical elements:
• the relative business benefit and priority of each initiative,
• recency and level of investment made in recent systems implementation
• the degree to which existing systems meet customer management requirements
• the university’s ability to effectively manage the cultural transition for each initiative,
• risks & resource constraints,
• technology and integration dependencies and
• dependencies between initiatives or phases.

The following schematic represents an early draft phasing approach. The content of each major
phase is described in the next section.
2008 2009 2010 2011 2012

Governance/Strategy
CRM Establish Strategy
Strategy Governance Program Steering Review
Program CRM Team & Team & Team &
Team Charter Charter Charter Charter
Customer
Council Customer Mandate Execution
Proposition Value Needs Segment Major Acct

MU Proposition
Segmentation Segmentation Propositions Propositions
Technology
Eval & Faculty Rollout/ International Donor/Alumni Int’n
Core CRM & Faculty Pilot
Selection Enquiry Mngt. & Research Recruitment & Faculties Final Faculties
Tech & Data
CIP Callista Integration
Audit
BI Integration
Customer Info
CIP BI Review READ Measures Customer Measures
& Measures
People
Culture & Cultural Competency
Assessment Competency Plans Incentive Design Structural Review
Organisation Assessment Framework
Educ’n &
Account Opportunity Pipeline
Training Comm. Plan CRM Overview Mngt Mngt
Management
Process
Process
Scope P1 P2 P3 P4
refinement
Customer CID Lifecycle Mode & MOT’s CE Design – Journey Plans CE Delivery & Measurement
Experience
Phase 0 Phase 1 Phase 2 Phase 3 Phase 4
Figure - Project Phasing Approach
General Approach
For each phase the key steps of the CRM program cycle would be repeated (except for Strategy,
which would be reviewed only). The key elements of each stage in the cycle are as follows:
Establish Foundation – Define the Charter for the specific Phase including scope, schedule,
budget and other resource commitments. Establish or review the project team composition in
accordance with the program scope,.
Specify / Re-engineer – According to the scope of the phase, map and subsequently refine
business processes that are in scope. Develop desired customer experiences to guide this process
refinement. Perform gap analysis between desired business processes and technology capabilities,
organisational capabilities, data, policies & procedures and functional requirements. Document and
approve changes for implementation.
Implement Solutions – Build and test changes to technology, integration, organisation
structures, policy / procedures / processes, data needs and migration. Conduct appropriate training
and piloting for staff prior to final execution.

Evaluate Performance – Review achievement of phase, program and business objectives
through formal Post Implementation Review. Support and embed new work practices, technologies
and customer processes. Adjust plans, approaches and resources for subsequent projects.
A review of the Monash CRM Strategy will take place on completion of each phase, to ensure the
appropriate priorities and initiatives are in place for the next phase. The CRM Program will be
continuously monitored to allow response to changes to environment in which the University
operates, particularly relating to customer behaviours and/or opportunities that arise during the
course of the program.
Appendix 7 provides a more detailed description of the specific activities for each of these stages.
Phase Summaries
The following describes the key elements of each of the Phases up to Phase 2 as shown in the
overall Program schematic above. A detailed Program Schedule is provided as Appendix 9.
Strategy
Objectives
Construct a detailed CRM Strategy Document, addressing the future direction for all
customers, channels and contact methods at Monash (this document). The Strategy
includes the development of a CRM business case, return on investment and program plan.
Achieve formal approval and budget commitment for the commencement of the program.
Key Dates and Deliverables :
Finalised Strategy – 28th May
Approved Program and Budget – 30th June
Phase 0 - Foundation CRM

Objectives
Establish an effective Steering Committee, to guide the program towards the required
business outcomes and provide appropriate governance.
Establish a cross-functional Program Team, including representatives from impacted
Monash departments, to ensure the buy-in and involvement of key stakeholders.
Evaluation and selection of the best-fit / best-cost CRM technical solution for Monash
Construct and publish a Program Charter that describes the objectives, scope, resource
commitments and schedule for the next phase of the Program.
Cultural assessment, audience analysis and development of a communication and education
plan, to ensure key areas of people and transition management are addressed in the
program.
Scoping and prioritisation of all business processes, to ensure that we manage the scope of
deployment within the remaining phases in an integrated, cohesive way.
Validation and further analysis and mapping of key interactions and processes between
Monash and its customers, to provide clarity on the scope of CRM, and ensure a balanced
focus on the customer’s perspective.

Commence education and communication program including program kick-off and
introductory CRM concepts education.
Conduct an audit of existing customer data, systems and supporting technical resources to
validate priority areas and quantify customer information quality, completeness and critical
information gaps.
Key Dates and Deliverables

Establish Program Steering Committee and Program Team - August 2008
Complete Technology Evaluation and Selection, conclude contracts - December 2008
Complete Phase 1 Charter - December 2008
Estimated Investment
External – (Consulting & Education) $150,000
Phase 1 – Establish CRM Platform

Objectives
Develop a Customer Information Plan that identifies all the current sources of customer
information, information gaps, data quality and methods and priorities for information
gathering and cleansing, to ensure that we can support business integration objectives
through information integration and technology.
Establish the foundation customer knowledgebase with appropriate integration with
Callista. Migrate and clean customer data as required.
Implement first round of specific technical CRM capability for currently unsupported or high
priority areas such as Account Management for Industry Engagement & Commercialisation,
External Affairs and support for a suitable Passport project such as the Gap Year. Establish
core customer management capabilities such as:
o Contact & Activity Management
o Marketing & basic Event Management
o Enquiry Management
Pilot the implementation core CRM capabilities for a selected faculty.
Commence the design of a customer value segmentation model that is applicable to all
departments and faculties
Develop a clear Monash University Customer Value Proposition based on the customer’s
perceived value and benefits to drive consistency and differentiation in all customer-facing
interactions.
Commence the specification the Monash customer lifecycle models for all customer types
Research and define moments of truth and the ideal desired customer experiences for all
major customer interactions.

Formulate the Monash Account Management methodology and provide training to selected
account managers in Advancement, especially Industry Engagement & Commercialisation.
Construct a Customer Management Competency Framework that encompasses all customer
facing roles.
Key Dates and Deliverables
Phase 1 Process Refinement - Feb 2009
Complete Customer Information Plan - May 2009
Complete Pilot - Sept 2009
CM Competency Framework - Sept 2009
Phase 1 Go-Live - Oct 2009
(External - Software, Maintenance, Hardware, Professional Services, Integration, Education &
Consulting, Program Management, Travel) $1,114,000
(Internal – Staff backfill) $517,200
Phase 2 – Faculty Implementation and Enquiry Management

Objectives
Implement second round of specific technical CRM capability for nominated faculties such
as Business and Economics and Information Technology that are either poorly supported at
present or are incurring high costs for existing mini-CRM systems.
Integrate the foundation CRM with the HDR Enrolment application and other Research
areas
Replace back-end processes and technology for ask.Monash and implement university wide
use of core customer management capabilities such as:
o Enquiry Management
o Complaint & Issue Management
Assess major Account Management practices and expand training and implementation to
other areas
Based on the moment of truth outcomes, define journey maps for all major customer
groups. Define the ideal and desired experience for each MOT and associated Monash
processes and responses.
Implement a customer value segmentation model in the CRM and commence the design of
the customer needs segmentation model.
Design of appropriate READ measures and targets for all customer types and segments.
Develop appropriate reports and establish management reporting and review processes.
Tailor the overall Monash University customer value proposition to align with major
customer segments and Monash assets and capabilities. Commence development of
University wide segment plans that drive all marketing activities.

Commence the assessment of current staff using the competency model and identify major
gaps. Develop competency plans for key customer facing individuals and Advancement
staff.
(External - Software, Maintenance, Hardware, Professional Services, Integration, Education &
Consulting, Program Management, Travel) $1,968,000
(Internal – Staff backfill) $517,200
Phases 3, 4 and 5
These phases will follow a similar flow to phase 2, extending into additional business areas,
channels and functional capabilities as determined by the detailed scoping of each Phases. Detailed
planning of these phases will take place progressively as the need arises, taking into account the
outcomes and experiences of the early phases of the program.
Scope Limitations and Exclusions

In order to ensure that we deliver the primary business outcomes being sought at Monash the
program will focus on the areas of greatest return on effort. The following areas will therefore not
be included in the CRM Program at this stage:
International Campuses
Integration with Monash’s Finance system
Integration with Monash’s Human Resource Management system
Performance Measures
Program-level performance measures are required as part of the governance of the Monash CRM
Program. These measures must be accepted by the project teams, and authorised by the Steering
Committee. Program performance measures typically comprise attainment of objectives, completion
of deliverables, and achievement of milestones. Ongoing business performance measures shall also
be established to monitor ongoing success of the Monash CRM program. A number of performance
measures may be suggested at this time:
o Formation of the Steering Committee and the Customer Council by a specified time
o Communication of the Customer Relationship Management Strategy by a specified time
o Timetable for achieving key milestones.
o Actual costs against budget and business case
o Pilot completion, across a specified number of users, with survey confirming acceptance by
a specified time
o Similar uptake / satisfaction-based measures on other project milestones including
maintenance of opportunity status & account plans.
o Regular review and assessment of the elements of the Monash Scorecard to ensure that
the program is positively contributing to the university’s performance.
o Business result measures, to be agreed, based on key elements of the business case.
Specifically READ measures by Faculty and Department should be initiated and monitored
throughout the program

o Customer-facing measures, such as customer satisfaction survey results, uptake of lower
cost channels, or conversion rates based on message targeting and relevance.
Finally, on completion of the technology implementation project, a post-implementation review
should be performed in order to assess performance, and any requirements for ongoing work.
People
Communication and Education

A detailed communication and education plan is required to address the people aspect of the CRM
Program. It encompasses communication and education activities in the short to medium term,
focusing on specific audiences and their needs within the organisation.
Key elements of the Communication and Education Plan are shown below.
Communications
• Initial Executive Workshops to gain appreciation and support for CRM principles
• Steering Committee Meetings
• Program Team Meetings
• Kick off meetings in each major division and faculty
• Regular departmental/faculty meeting updates
• Customer dialogue, interviews and surveys
• Supporting media and technologies as required, for example video, web page, email
newsletter
Education & Training
Customer Centric Education
Customer-centric education raises awareness and understanding of Customer Relationship
Management at Monash. Given the specific challenges Monash faces in bringing together the
various division and faculties to a common customer-centric mindset, the education program is
considered a critical success factor.
The overall goal is to:
gain acceptance of the program,
ensure that the CRM Program delivers business outcomes,
set realistic expectations as to what will be delivered as part of the program, and
prepare people for the new practices, processes and roles.
Education will address new competency requirements, such as understanding and delivering value
to customers, account & relationship management, customer-centric marketing and customer
service. In each of these areas, the focus will be on learning new concepts and best practices, as
well as making the most of the new CRM system capabilities in each area.
The education process starts with a series of general CRM Overview workshops to develop broad
understanding of “true” CRM, gain involvement and buy-in. These are conducted firstly with senior
executives and Steering Committee members, and then are rolled out progressively to Program
Team members, Project Team members and key users. Program- and Project-related versions of

this workshop also cover the critical success factors for CRM, governance and competencies such as
process mapping.
Software application, tools and methodology education
The CRM solution provider(s) shall provide education in:
• configuration,
• system administration
• technical implementation, and
• use of their applications.
Target audiences include ITS, the Program Team and Key Users.
End user training
End user training (EUT) is performed immediately prior to going live in a given location or
department, and is targeted at all new users. It focuses on the new CRM systems and processes,
and what people need to do differently.
This training will be developed in advance, and packaged to allow effective roll out throughout the
organisation. It will be largely procedural rather than conceptual, and will be accompanied by
supporting documents to help people in the early days of the CRM System deployment.
End user training will be developed on the assumption that conceptual education has largely been
accomplished by the in-house education programs described earlier in this document.
Organisational Change
Culture
Cultural barriers need to be understood and managed from the start of the CRM Program. The
organisational culture at Monash varies by division and faculty, making this area particularly
complex to manage. This strategy recommends undertaking a cultural review during the Foundation
phase, to identify the cultural status of each area involved in the Program. Cultural change may
then be achieved over the medium term (between two and five years) through clear executive
direction, leadership, education and involvement.
Cultural change will also be enabled by structural and incentive-driven change. This includes:
• organising processes to deliver an explicit customer experience,
• structuring teams and reporting lines to reinforce customer competencies and priorities,
• implementing systems and information to reinforce the importance of the customer asset
and centralise customer knowledge, and
• implementing performance measures and incentives to support READ objectives.
Key Account Manager and Teams
In order to support the effective development of relationships with major accounts, identify and
assign specific account management responsibility to appropriate individuals wherever they may
reside within the organisation.
These key account managers have overall responsibility for co-ordinating all interactions with the
account with a mandate to ensure the mutual exchange of value to the account and Monash
through direct oversight of the following:

• Account Strategy
• Opportunity identification and management (Donations / Research / Employment /
Consulting)
• Account Team formation and review
• Enquiry & Issue follow-up and resolution
The composition of Account Teams for each major account will typically be drawn from the
following disciplines:
Faculty(s), Donor Relations, Research, Industry Engagement, VCG & International (as
appropriate)
Processes
Business Processes are central to how an organisation conducts business; they determine costs,
effectiveness, and ultimately the customer experience. The ultimate benefits of CRM cannot be
gained by technology alone; to merely add automation to an existing manual process is often of
little value. To ensure that existing business practices are refined as necessary prior to the
implementation of any technology it is necessary to take the opportunity to review what we do
before institutionalising it in the design of the supporting systems, rather than to change the
business to suit the technology.
This strategy recommends the adoption of the following approach to refining customer based
business processes as part of each program phase. This approach documents key Customer
Management processes in a way that can drive consistency, measurement and sharing of best
practice across Monash, and deliver the desired customer experience.
• Define all current (“as-is”) business processes that relate to all customer interactions,
highlighting departmental boundaries, inefficiencies and activities that do not contribute to
customer value.
• Prioritise these processes based upon the degree of customer and business impact
• Describe the objectives (ours and the customer’s), critical success factors and performance
measures for each process.
• Specify the desired customer experience for each customer-facing process step. Develop
desired ("to-be") businesses processes in the context of the Monash customer strategy, and
potential technology & organizational capabilities.
• Describe information requirements for the "to-be" processes: that is - define what
information is required to be presented and gathered for each process ste
• “Test” each process against a number of factors including the creation of value and focus
on customer.
Technology
Application System Audit
In order to define the technical implementation roadmap for CRM at Monash, a detailed system
audit is required encompassing all customer related applications in order to identify and prioritise
those systems that should be targeted for:
• New implementation

• Replacement
• Future assimilation
• Retention and Integration
• Leave as-is / out of scope
The dimensions of the audit include:
• Degree of specialisation versus core CRM functions
• Compatibility with technical architecture standards
• Operating costs (maintenance, support)
• Degree to which the system is meeting current need (overall and specific areas)
• Degree to which the system is capable meeting future needs
• Identification of common needs outside of core CRM capability
• Degree of commitment/disruption
o Recent investment in terms of human and financial capital
o Degree of integration with other core systems
o User acceptance
The following framework would then be used to determine the appropriate implementation strategy
for each system or area. The priority assigned would need to be based upon the degree to which
each initiative contributes to the achievement of the overall objectives of the CRM program for the
University
Characteristics Strategy
No current system in place Implement New
High degree of core CRM functions Replace with central CRM
Does not meet Technical Standards
High Cost
Limited capability (current or future)
Low commitment / low disruption
High degree of commitment / Low disruption Future Assimilation into central CRM
Acceptable cost
Meeting current needs
Limited ability to meet future needs
High degree of core CRM functions
High degree of specialisation Retain and Integrate

Meets current & future needs
Acceptable cost
Technically compliant
High Commitment / High disruption
Core CRM System Capability

With reference to the above, core CRM capability to be delivered as part of any foundation CRM
system includes the following:
• Customer Knowledgebase
o Customer / Contact details, Interactions, Profile/Attributes (including value and
interests), Contact preferences, personal and organisational relationships.
• Marketing
o Planning, Execution, Event Management
• “Sales”
o Leads, Opportunities, Pipeline, Account Planning
• Activity / Contact management
• Service Management
o Enquiries, Complaints, Fulfilment
Based upon the investigation performed to-date in the preparation of this strategy an initial
assessment and suggested approach for each of the existing systems is shown in the following
table. This approach must be validated as part of the more detailed review described above.
System Characteristics Plan
SAP Specialised application Potential Foundation CRM candidate
Technical compliance otherwise Retain & Integrate
Callista Specialised application Retain & Integrate
High Commitment / Disruption
Callista – Specialised application Retain & Integrate
eAdmissions
High Commitment / Disruption
Sunguard Advance Specialised functions Future Assimilation into central CRM –
/ Blackbaud retain specialised donation processing
High level of core CRM capabilities
Raisers Edge functions if necessary
Moderate Commitment
Limited capability to support future
needs
Ask.Monash High level of core CRM capabilities Replace underlying system but maintain
web interface approach; expand to

(RightNow) Questionable technical compliance encompass all service enquiries
Operating cost
HDR Admissions Specialised application Retain & Integrate
Streamline High level of core CRM capabilities Future Assimilation into central CRM
eTouchpoint
High level of recent Commitment (Potential Foundation CRM candidate)
UniCRM
Business Specialist application Retain & Integrate
Intelligence (BI)
High commitment
Technically compliant
TRIM Specialist Application Retain & Integrate
Salesforce.com High level of core CRM capabilities Replace with central CRM
Technical Compliance questionable
Operating cost
Low commitment/disruption
International High level of core CRM capabilities Replace with central CRM
Database
Low cost
Moderate commitment/Low disruption
Research Master Specialist Application Retain & Integrate
External Affairs & Not currently supported New Implementation using central CRM
Industry
High level of core CRM capability
Engagement
required
Customer Information Plan

The development of a customer information plan is comprised of two key steps:
Information Source Audit
The Information Source audit seeks to establish current sources of data for Monash customers. This
includes enterprise systems, local databases and individual spreadsheets, databases & hard copy
records. An evaluation of the quality in terms of currency, completeness and relevance along with
the suitability of the source as a future “master source” is required. Current maintenance practices
such as change management, data cleansing, and validation along with security and privacy
practices are to be assessed for adequacy and identification of gaps or best practice.
Information Quality Standards
This involves the establishment of clear standards relevant to Monash University's customer related
data. These form part of the Customer Information Plan but must also be available to and agreed
with the owners of all customer information systems. The quality standards should make clear how
each element should be measured and the target level of achievement.
Information quality may be managed in terms of FRAC:
• frequency of update

• recency of update
• accuracy of the data
• completeness of the data.
Appropriate reports and analytics to monitor data quality in key areas are to be developed and
published to the relevant faculties and Departments. The Customer Council shall set targets to be
achieved, monitor performance and direct corrective action on an ongoing basis.
Business Case Summary
Approach
The business case for this program has been developed using the following general approach.
Benefits
An estimate of financial benefits has been constructed using READ Analysis techniques
including
• estimated revenue enhancement gains
• expected operational efficiency gains and
• elimination of current infrastructure costs primarily associated with operating multiple
stand-alone mini-CRM systems.
READ Analysis has been applied at the faculty level for each major student type and for
Donors & Alumni. Given limited data this analysis was not performed for other customer
revenue streams such as Industry, International or other research partners. Improvement rates
for Retention, Acquisition and Development have been based on either identified gaps with
other Go8 Universities as per the Internal Performance Index reports or CCA’s experience &
generic benchmarks. The detailed analysis is available as spreadsheets provided separate to
this report.
Cost saving estimates were derived from:
• Identifying existing operating costs associated with standalone CRM systems that will
be assimilated or integrated with the core CRM system.
• Quantifying efficiency gains through the elimination of non-value adding tasks or costs
(error correction, manual reporting, double handling and communication with other
divisions and faculties, dead mail etc.)
Program Costs
The estimate of program costs is based upon:
• Estimates provided by CRM technology vendors who responded to a Request for
Information (RFI) for the provision of CRM software and implementation services. Cost
figures will be subject to final negotiation with vendors. Further details of the RFI
process and analysis are contained in Appendix 11.
• Bottom-up estimating of consulting and education costs based upon the proposed
Program content and timing

• Application of generic benchmarks or experience for other elements of cost such as
Integration, Program Management and hardware.
The program cost analysis comprises the following cost elements:
• Software Purchase
• Software Maintenance (annual)
• Hardware & Infrastructure
• Integration
• Vendor Estimate; Development, Implementation & Training
• Implementation Contingency
• CRM Education and Consulting
• Program Management
• Travel and Sundry
General Inputs & Assumptions

General inputs to the construction of the business case include:
Annual Revenue, $M $ 1,389
Weighted Average Cost of Capital 7.5%
Incremental Margin * 17%
Percentage of cost savings realised 50%
Percentage of revenue benefits realised 75%
An example of a cost saving opportunity is as follows:
“Reduce manual information handling time through automation of information flow between
departments, removal of duplication, and ease of retrieval. Remove data transcription, stand-alone
electronic documents and databases”
It should be noted that the model is conservative, in that opportunities for improvement have been
identified, but only a proportion of the opportunity has been claimed. Benefits are then reduced as
indicated above to reflect that not all of the claimed opportunity may be realised.
The realisation of benefits have apportioned over several years to align with the phased
deployment of capability. Furthermore, the realisation of benefit for each phase is not immediately
achieved as it takes some time until staff behaviours, business processes become embedded and
customers respond. The percent uptake of benefit per phase is shown below.
Year 0 & 1: 0% - the majority of year one will be implementation

Year 2 : 20% - Commence realisation of Faculty Pilot and Account Management practices
Year 3 : 40% - Further capabilities and areas implemented.
Year 4 : 70% - Further capabilities and areas implemented, further experience
Year 5 : 100% - Several Years experience and university wide integration for 1 year

* A margin of 17% has been used to convert revenue gains into incremental contribution to overall
profit. This value may be understated, however this is in keeping with the conservative approach
taken.
Outcomes
The financial business case for CRM at Monash is compelling. The principal areas of benefit include:
Benefit Estimated Value
per annum
Improvements in retention rates for students especially undergraduates $4M
Increasing the rate at which students elect to commit to further post $3.4M
graduate study
Improved account and opportunity management performance to win a $2.3M
greater share of competitive research grants, bequests and donations
This business case is in line with other documented implementations of CRM. The payback period
for Monash University is approximately 30 months, as compared to an average figure of 15 months.
This longer payback period is a result of the conservative program schedule necessitated by the
diversity and complexity of the program and the degree of organisational or cultural change that is
required.
The full business case model is summarised below and presented in detail in Appendix 10.
Monash University CRM Program Return on Investment Analysis Prepared by: Customer Connect Australia
Benefit - Cost Summary Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Phase 0 Phase 1 Phase 2 Phase 3
Total Bottom Line Benefits Per Year 0 $0 $2,780,817 $5,561,634 $9,732,859 $13,904,084
Cumulative Benefits, Present Value $0 $0 $2,586,806 $7,399,469 $15,234,037 $25,645,422
Weighted Average Total Costs Per Year $160,000 $1,630,981 $2,485,329 $2,504,579 $1,925,230 $436,129
Cumulative Costs, Present Value $160,000 $1,790,981 $4,102,914 $6,270,208 $7,819,942 $8,146,516
Net Cash Flow -$160,000 -$1,630,981 $295,488 $3,057,055 $7,807,628 $13,467,956
Cumulative Net Present Value Cash Flow -$160,000 -$1,790,981 -$1,516,108 $1,129,261 $7,414,094 $17,498,907
Internal Rate of Return 123%

Net Present Value, 5 Years $17,498,907
Return on Investment, Present Value, 5 Years 215%
Cumulative Net Present Value Cash Flow
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
-$5,000,000
Figure - Business Case Summary

Breakdown by area is summarised as follows:
Benefits by Area by Year Serv ice Management

Rev enue Benefit
$14,000,000
Serv ice Management
$12,000,000 Cost Benefit
$10,000,000 Relationship
Management Rev enue
$8,000,000
Benefit
Relationship
$6,000,000 Management Cost
Benefit
$4,000,000 Marketing Rev enue
$2,000,000 Benefit
Marketing Cost Benefit

$0
Year 1 Year 2 Year 3 Year 4 Year 5
Figure - Benefits by Area

Breakdown by general initiative is summarised as follows:
Annual Benefits by Initiative

$9,000,000
Contact Centre &
$8,000,000
Portals
$7,000,000
Analytics &
$6,000,000 Performance Measures
$5,000,000 Account_ Contact
$4,000,000 Management
$3,000,000 Marketing Automation
$2,000,000
$1,000,000 Customer
Knowledgebase
$-
Cost Benefit Revenue
Benefit
Figure - Benefits by Initiative Type

Appendix 1 – Context for the Strategy
Our proposal includes comprehensive coverage of Monash’s stated requirements. Based on
discussions with Monash, we are proposing a streamlined approach in which we will work alongside
key Monash personnel in a collaborative engagement that produces a number of deliverables over a
three month period.
Our approach also removes the need for a formal Request for Proposal (RFP) to be developed at
this stage of the project. We are recommending a shorter, less onerous Request for Information
(RFI) process be undertaken, sufficient to inform the business case. The RFP process can then be
conducted later in 2008, on more up-to-date information.
The following sections outline the activities that CCA will undertake to deliver Monash’s
requirements. These activities are fully costed into the fixed-price investment summary outlined
later in our proposal.
Identify and analyse the current situation

Review existing business strategies, directions and frameworks
Review existing relationship management systems
Review IT strategies
Review historic customer and employee survey results
Situation assessment, optionally using CMAT™.
Interaction diagrams, 5 (one per major stakeholder)
Major process scope map
Interaction prioritisation chart
Recommend a strategy for University-wide relationship management
Develop vision and goals for RM
Develop initiatives
Governance / team structures
Program Resilience Plan (QA & Risk)
Develop performance measures
Finalise and present RM Strategy Document
Develop the business case for enterprise relationship management

(including Request for Information process)
Develop vendor RFI (commence earlier, after situation analysis)
Conduct market survey; gather indicative costings
Develop staffing estimates
Gather / quantify potential benefits
Develop 5-year TCO
Develop benefit estimates using cost savings and READ analysis

Finalise business case
Prepare Implementation Plan

Identify and agree milestones and calendar of external drivers
Confirm resources and team structure
Scope project activities and schedule
Develop implementation plan
Project Management, Planning and Sundry
Engagement planning and scoping
Engagement management over the 6 week period
Travel, airfares and accommodation to support the above activities.

Appendix 2 – Interviewees and Source Documents
The following people and documents provided input to this strategy:
Interviewee Position
Jeremy Du Ve Director Applications Services, ITS Division
Lindsay Macdonald Manager, Integrated Administrative Systems, ITS Division
Merran Evans Pro VC Planning
Allan McMeekin Exec Dir ITS
Max King Pro VC Research
Bronwyn Shields Faculty of Arts
Rod Hill Pro VC Industry Engagement and Commercialisation
Sarah Newton Director, Industry Engagement
Peter Yates Div Dir Student and Community Services
Gerard Toohey Dir Student Administration and Systems
Rowan Crosbie-Goold Marketing Manager, Faculty of IT
Caroline Knowles Postgrad Recruitment Mgr, Marketing & Student Recruitment
Eliana Hruby Director, International Recruitment Services
John Kearsey Director, Donor, Alumni & Community Relations
Christina Klopfer Student Communications (ask.monash)
Peter Marshall VP Administration
Phillips KPA Consultants - HDR Process Review
Sally Joy Assoc Prof Business & Economics
Caroline Parsons Group Manager, Industry Engagement, BusEco
Robert Willis Academic Director, Caulfield and Clayton
Andrea Heyward Director, Planning and Performance
Ian Kiddell Director, Workforce Information Systems
Stephanie Fahey DVC International
Kate Roth Director International Education
Damien Farrell Director, External Relations
Adam Shoemaker DVC and VP Education
Norm Wall Group Manager, Marketing, Bus Eco
David Albon Web Content Manager, Marketing, Bus Eco

Document
Monash Directions 2025
Excellence and Diversity Strategic Framework 2004-2008
Senior Management Chart
Monash University Pocket Statistics 2007
www.monash.edu.au – various extracts
WES Survey Results Breakdown
Client Relationship Plan 2007
Postgraduate Marketing and Recruitment Plan 2008
International Admissions Unit 2007 Business Plan
Marketing and Student Recruitment Division 2007 Plan
Marketing and Student Recruitment Plan 2007-2010
Student & Community Services Division Operational Plan 2006-2008
Streamline Solutions CRM Presentation 20th June 2007
Callista Training Guide
Customer e-Service (RightNow) Project Concept
CRM & Telephony (UniCRM) Project Charter
eAdmissions Project Charter
Industry Engagement and Commercialisation CRM Requirements
Business Intelligence Strategy 2006
HDR Admissions Improvement Project
ITS Strategic Plan 2008-2010
IT Architecture 2006ask.Monash Service Monthly Report
Ask.Monash Screen Shots
2007 University-Wide KPI Report
2007 Internal Performance Indicators Report
ITS Web Strategy
Annual Report - 2006
Annual Report - 2007
Annual Plan and Budget - 2008
Academic Plan 2006-2010

Appendix 3 – CRM Vendor Market
CRM software vendors can be described as Enterprise, Midmarket or Specialised.
Enterprise CRM suites comprises vendor solutions primarily targeted toward organisations with
revenues of more than US$500 million per year and/or more than 500 employees. CRM vendors
focused on enterprise-class organisations typically offer a full range of modules, can scale to serve
large user populations, and offer support for many industries, languages and currencies. They offer
their products primarily through the traditional on-premise license model, however, several of the
leading players now offer hosted deployment options.
Midmarket CRM suites comprise vendor solutions primarily targeted toward small and medium-sized
businesses. CRM vendors in this group also offer a breadth of CRM capabilities, but these are often
limited in specific areas and are simpler to use than solutions built for the large enterprise market.
These vendors are less suitable for large-scale global deployments.
CRM speciality applications comprise vendors that offer solutions with narrow functional breadth but
deep specialty capabilities, for both enterprise and midmarket organisations. They typically do not
offer a full range of modules (for example, they may support contact management and marketing,
but not service, support or call centre), or may have solutions tailored for a specific sector. This
category also includes vendors that focus on CRM analytics.
The following CRM Software vendors are active in the Australian market:
Enterprise CRM suites

Infor CRM E.piphany
Onyx CRM
Oracle’s E-Business Suite CRM
Oracle’s Siebel CRM
Oracle’s PeopleSoft CRM
mySAP CRM
StayinFront
Midmarket CRM suites

Microsoft Dynamics CRM
NetSuite
Oracle’s Siebel CRM On-Demand
Pivotal CRM
RightNow
Sugar Enterprise CRM
SageCRM
salesforce.com (incl. Studentforce)
Saleslogix
Streamline eTouchpoint

Specialist Applications
Donor management
Blackbaud - Raisers Edge
ASI iMIS
University / Higher Education

Talisma
Sunguard Advance
Marketing automation
Aprimo
Unica
Data mining and analytics

SAS
SPSS
Teradata

Appendix 4 – CRM at Other Higher Education Institutions
Web Search Results:
University CRM Solution Notes
University of Adelaide Raisers Edge (Alumni only) Alumni database. Also implementing iModules
for eCommunity with Alumni
Australian National Raisers Edge (Alumni only) Raiser's Edge is a tool used within Marketing
University and Communications to manage Alumni records
University of Melbourne Rightnow Some faculties and admin units
University of NSW None Goal: 1. To implement a Customer Relationship
Management (CRM) system to provide a
common view of each student record.
University of Sydney AIMs for Alumni, Sunguard
Advance for Donors
University of Queensland Raisers Edge (Alumni only) The UQ INSIGHT project has market research,
strategic planning and customer relationship
management components. It will provide more
reliable data about students, potential students,
alumni and other groups
Southern Cross University Streamline eTouchpoint End to end university-wide CRM
University of Southern RightNow
Queensland
Open Universities Australia PeopleSoft CRM Selected in 2006
Council of Australian University Directors of Information Technology

Survey Results:
The survey was conducted through the Council of Australian University Directors of Information
Technology in April 2008. Twenty Australian and New Zealand universities responded to the survey,
including University of Melbourne, University of Sydney and ANU.

5. Please describe how your CRM program is addressing policy, governance and
organisational issues.
Policy - determine responsibility for contact. Governance - allows for a single view of the customer.
Org Issues - provides a mechanism to bring together disparate information and system. Program is
very basic at present. We need to do a great deal more work to have a CRM program that manages
all of our customer groups.
We recognise that unless these processes are in place there is no point in implementing a
technology solution that will try to cater for poorly defined organisation-wide needs. It's early
stages yet, but we will tackle policy, governance and processes before we proceed with stage two
i.e. an organisation-wide implementation of a CRM.
Currently via Student Experience Steering Committee
Currently under review as part of Student Management Project
The key driver for the project in 2008 is the capture of student interactions into one system and the
actions taken to fulfil those inquiries. The project is taking small steps and will progressively bring
areas of the University and functionality on-board.
Currently interactions with students (both prospective and current) are managed in numerous ways
and by multiple systems.
The CRM solution purchased is seen as an enterprise wide solution, but will be implemented
progressively across different areas of the University. The directive being given to the University is
that this solution will be the Deakin wide solution, although areas and functions will be developed
over time.
Common approach to Student customer service, alumni, stakeholders and fund raising.
Traditionally, CRM is often driven by the Marketing team at universities and as a matter of fact, in
most corporations. However at Bond, we have recently embarked on a significant project which not
only focuses on CRM but the streamlining of our overall business processes and integration to the
existing Student Management System. Our CRM aims to be enterprise in nature with numerous
touch-points along the various stages of Bond’s Student Lifecycle model. As such, the CRM will
impact almost every administrative department and all faculties across the university with the focus
on the student from lead generation till graduation and ultimately when the student becomes our
alumni. Moving through this project will address several organisational and cultural issues. From the
business process angle, this project will definitely help in defining a proper governance structure
with a single-view to all policies and procedures.
6. What CRM software / systems are being implemented?
a. for marketing and events TouchPoint, Raisers Edge
RaiserEdge
SugarCRM
Outsourced
probably Sugar CRM (initially)
Microsoft CRM Dynamics 4.0
Rightnow
b. for contact and account management Raisers Edge
SugarCRM
probably Sugar CRM (initially)
iMIS
c. for service / contact centre Rightnow

RightNow
SugarCRM
Agent 99 (in place)
iMIS (only in one area of University)
Talisma
d. for CRM analytics SugarCRM
Microsoft Analytics

Appendix 5 – The Four Cultures (Competing Values
Framework)
Clan Adhocracy
Personal, like a family Entrepreneurial
Mentoring, facilitating, nurturing Risk taking
Teamwork Innovative
Consensus, and participation Freedom
Development of human resources Individuality
Teamwork, concern for people Unique / new products and services
Hierarchy Market
Controlled and structured Competitive
Coordinating, organizing Achievement oriented
Efficiency oriented No-nonsense, aggressive
Security, conformity Results oriented
Predictable, dependable Winning in the marketplace
Low cost Outpacing the competition

Appendix 6 - Industry Engagement and Commercialisation
CRM needs and issues
The following information was provided by Rod Hill, Pro Vice Chancellor Industry Engagement and
Commercialisation:
CRM (Contact Management) Requirements
• Name of the Monash person who has initiated the business contact (not conference
contact) and their role at Monash and to which Faculty, Department Unit etc they
belong(these entries need only be made over a certain size of negotiation TBD)
• Starting date of interaction
• Discipline or cross discipline area under discussion
• Type of discussion; eg Research – Contract, Grant, Donation etc, or Education –
Scholarships, internships, sponsorship etc, or a combination or other
• Name of the Industry Contact; their title and role in the organisation, and(if available) the
name of that organisation’s R&D decision maker and the industry contact’s position in
relation to the organisational R&D decision maker
• A link to all current discussions being held with that organisation,
• A link to all past and present projects with that organisation and
• Whether the negotiation is successful, pending, unsuccessful, or on-going and value of deal
• A reporting function that can report on such things as number of interactions with a
particular organisation, success rate of interactions etc(reports would need to be thought
through)
• For casual contacts (eg; Conferences) - a record of industry contacts via relevant discipline
area
Issues to overcome:
Internal (Monash)
Business intelligence
Acceptance of the value of multi-discipline offerings
Poor communication between researchers; multiple points of engagement
Culture of competition between schools, departments and faculties
Culture of academic freedom, and personal ownership of contacts
Unclear levels of authority and delegation
Poor historical data on contacts, interactions, revenues
Poor uptake of centralised systems, even if implemented
No clear point of contact for specific organisations, ie named account manager
No coordination or strategy for engagement, ie account plan
No overall management plan for opportunities, ie pipeline management

No clear agreement on the value proposition across Monash, specific faculties, or by Customer
Need to move from a transaction focus to a relationship focus over time
Need to move from “inside-out” relationship management to “outside-in”
External (Customers)
Constantly changing contact points
Competition between internal R&D groups
Need to coordinate multiple points of engagement
Movement between companies of key contacts
Inability to link our capabilities to the customer’s strategy, needs and issues
Need for world class capability in the research provider
No loyalty to Australian research providers
Short term transaction / project focus

Appendix 7 – CRM Program Cycle – Key Activities.
Key Activity Objective
Establish Project Establish Project team resources. Develop a final Project Charter (Scope
Team, Charter & Definition) to guide the execution of the project. Develop understanding of
Education CRM principles.
Business Process Document current business process workflows
Definition
Identify required processes & key opportunities for inclusion in system
design.
Business Process Design desired business processes and workflows. Preliminary definition of
Refinement data requirements
Workshops
Process Gap Analysis Identify gaps between desired processes and software applications.
Workshops
Determine how gaps will be resolved and commence the development of
detailed design specifications for the CRM applications and the supporting
policy/procedure & organisational change requirements.
System Design (incl. Prepare and present preliminary system design including user interface.
Prototype) Validate system design prior to commitment of technical development.
Refine, review and finalise functional and technical specification and overall
scope to be implemented.
System Development Configure and integrate the CRM application based on agreed functional
and technical specifications.
Develop required business changes including policy, procedures and work
practices.
Develop data migration, end user training and SIT & UAT plans, detailed
approaches and scripts.
System Acceptance Perform comprehensive system testing to confirm design, functionality,
data conversion etc.
Achieve end user and technical “sign-off”.
Confirm ability to go-live with pilot.
Pilot Confirm system operation in Live Field test prior to company wide rollout.
(Implement system for limited number of users to validate use. Refine
critical system issues if necessary)
Rollout Production rollout for all user groups. Validate rollout process and assess
initial customer reaction. Launch logical groups of users on a supportable
basis with regards initial training, in-field support and technical capacity.
Post Implementation Evaluate project outcomes, including achievement of business objectives,
Review user acceptance and on-going training/support needs revised or new
functional or infrastructure requirements.

Appendix 8 – Current Customer Systems Map
Current Systems Individual (Lifecycle) Organisation
Prospect Prospect (Int’l) UG Student GPG Student HDR Student Alumni Indiv. Donor Suspect/ Corporate Govt Partner
(Aust.) Prospect
Marketing Planning MS Word MS Word MS Word

(partial) (partial) (partial)
Campaign Mgmt UniCRM UniCRM Advance / Advance / RE

(partial) RE
Event Mgmt UniCRM UniCRM UniCRM (partial) UniCRM (partial) UniCRM (partial) Advance / Advance / RE Int’l DB
(partial) RE (partial)
Pipeline Mgmt
Enquiry / Lead Mgmt UniCRM UniCRM TBA (project) Advance / Advance / RE S/sheets & S/sheets & S/sheets & S/sheets &
(partial) RE email email email email
Opportunity Mgmt
Contact / Account Mgmt UniCRM UniCRM Callista (partial) Callista (partial) Callista (partial) Advance / Advance / RE Int’l DB Salesforce Salesforce Int’l DB
(partial) (partial) RE (partial) (partial) (partial) (partial)
Application / Admission N/A N/A Callista Callista Callista N/A N/A N/A N/A N/A N/A
eAdmissions eAdmissions eAdmissions
Enrolment N/A N/A Callista Callista Callista / N/A N/A N/A N/A N/A N/A
Course Management N/A N/A Callista Callista Research Master N/A N/A N/A N/A N/A N/A
Billing / Donation / Funds N/A N/A Callista / SAP Callista / SAP Callista / SAP SAP Advance / RE N/A
Processing
Activity Management S/sheets & S/sheets & S/sheets & email S/sheets & email S/sheets & email Advance / Advance / RE Int’l DB Salesforce Salesforce Int’l DB
email email RE (partial) (partial) (partial) (partial)
Service Enquiry / Case Mgmt RightNow RightNow RightNow

(partial) (partial) (partial)
Self-Service (Portal) RightNow, WES RightNow, WES WES
Complaint / Feedback Mgmt
Customer Analysis & Callista (partial) Callista (partial)

Segmentation
Incentives & Measurement UniCRM UniCRM KPIs (partial) KPIs (partial) KPIs (partial) RM Advance / Advance / RE
(partial) (partial) RE
Appendix 9 – Program Schedule (First 18 months)
ID Task Name Duration 2009
3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 Monash CRM Program 390 days
2 Phase 0 - Foundation 130 days
3 Governance/Strategy 130 days
4 Establish Project Structures 20 days
5 Team Education (CRM in HE, CRM Governance) 20 days
6 Develop Phase 1 Charter 10 days
7 Technology 120 days
8 CRM Evaluation & Selection & Contracts 120 days
9 Technology Audit 40 days
10 Data Audit 40 days
11 Process 50 days
12 Scope & Prioritise Customer related processes 10 days
13 Refine core processes for demonstation scenarios 20 days
14 Customer Experience Design 20 days
15 Validate & Prioritise Customer Interaction models 20 days
16 People 40 days
17 Develop Commuincations Plan 20 days
18 CRM In HE Overview Education 20 days
19
20 Phase 1 - Establish CRM Platform 260 days
21 Governance/Strategy 60 days
22 Establish Customer Council 20 days
23 Develop Value based Segmentation Model 40 days
24 Review, define and pubish Monash Value Proposition 40 days
25 Technology 260 days
26 Core CRM capability and Faculty Pilot 230 days
27 Specify & Build 90 days
28 Industry Engagemnent & Commercialisation 90 days
29 External Affairs 90 days
30 Gap Year Passport Project 90 days
31 Callista Integration/Student Admin 90 days
32 Faculty Pilot 90 days
33 Implement 70 days
34 Test 20 days
35 Pilot 40 days
36 Go-lIve 10 days
37 Support & Review 70 days
38 Support 20 days
39 Post Implementation Review 10 days
40 Embed Implementation and Prepare for next phase 40 days
41 Customer Information & Measurement 100 days
42 Develop Customer Information Plan 60 days
43 Review Business Intelligence Model and infrastructure 40 days
44 Build CIP Metric reports 20 days
45 Process 120 days
46 Business Process Refinement 30 days
47 Document As-Is Business Processes (Phase 1) 10 days
48 Business Process Refinement Workshops 20 days
49 Customer Experience Design 120 days
50 Develop Customer Lifecycle Model (s) 60 days
51 Prospect/Student/Alumni 20 days
52 Donors 20 days
53 Industry Partners / Research 20 days
54 Research and Define Moments of Truth 60 days
55 Students 40 days
56 Prospects 20 days
57 Alumni 20 days
58 Donors 20 days
59 Industry Partners 20 days
60 People 180 days
61 Customer Management (CM) Competency 100 days
62 Develop CM competency framework 40 days
63 Performance CM competency assessment 60 days
64 Account/Contact Management 80 days
65 Define Account Prioritisation model & Management Methodology 40 days
66 Account Management / Methodology Education 40 days

Appendix 10 – Business Case Details
1) Summary
Monash University CRM Program Return on Investment Analysis Prepared by: Customer Connect Australia
Benefit - Cost Summary Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Phase 0 Phase 1 Phase 2 Phase 3
Total Bottom Line Benefits Per Year 0 $0 $2,780,817 $5,561,634 $9,732,859 $13,904,084
Cumulative Benefits, Present Value $0 $0 $2,586,806 $7,399,469 $15,234,037 $25,645,422
Weighted Average Total Costs Per Year $160,000 $1,630,981 $2,485,329 $2,504,579 $1,925,230 $436,129
Net Cash Flow -$160,000 -$1,630,981 $295,488 $3,057,055 $7,807,628 $13,467,956
Cumulative Net Present Value Cash Flow -$160,000 -$1,790,981 -$1,516,108 $1,129,261 $7,414,094 $17,498,907
Internal Rate of Return 123%

Net Present Value, 5 Years $17,498,907
Return on Investment, Present Value, 5 Years 215%
Cumulative Net Present Value Cash Flow
$20,000,000
$15,000,000
$10,000,000
$5,000,000
$0
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
-$5,000,000

2) Benefits Summary
Benefit Analysis
Percent Benefit Achieved Per Year 0% 20% 40% 70% 100%
Realised Benefit
Business Area Type per year Year 1 Year 2 Year 3 Year 4 Year 5
Marketing Cost Benefit $1,514,819 $0 $302,964 $605,928 $1,060,373 $1,514,819
Revenue Benefit $470,302 $0 $94,060 $188,121 $329,211 $470,302
Relationship Management Cost Benefit $2,925,000 $0 $585,000 $1,170,000 $2,047,500 $2,925,000
Revenue Benefit $7,422,089 $0 $1,484,418 $2,968,835 $5,195,462 $7,422,089
Service Management Cost Benefit $421,875 $0 $84,375 $168,750 $295,313 $421,875
Revenue Benefit $0 $0 $0 $0 $0 $0
Admin & Infrastructure Cost Benefit $1,150,000 $0 $230,000 $460,000 $805,000 $1,150,000
Revenue Benefit $0 $0 $0 $0 $0 $0
Total Cost Benefits Per Year $6,011,694 $0 $1,202,339 $2,404,678 $4,208,186 $6,011,694
Total Revenue Benefits Per Year $7,892,390 $0 $1,578,478 $3,156,956 $5,524,673 $7,892,390
Total Benefits Per Year $13,904,084 $0 $2,780,817 $5,561,634 $9,732,859 $13,904,084
Total Benefits, Present Value $0 $2,586,806 $4,812,663 $7,834,568 $10,411,385
Cumulative Benefits, Present Value $0 $2,586,806 $7,399,469 $15,234,037 $25,645,422
Benefits by Area by Year Service Management Annual Benefits by Initiative

Revenue Benefit
$14,000,000 $9,000,000
Service Management Contact Centre & Portals
$8,000,000
$12,000,000 Cost Benefit
$7,000,000 Analytics & Performance
$10,000,000 Relationship
Management Revenue $6,000,000 Measures
$8,000,000 Benefit
$5,000,000 Account_ Contact
Relationship Management
$6,000,000 Management Cost $4,000,000
Benefit Marketing Automation
$4,000,000 Marketing Revenue $3,000,000
Benefit
$2,000,000 Customer
$2,000,000 Knowledgebase
Marketing Cost Benefit $1,000,000
$0
$-
Year 1 Year 2 Year 3 Year 4 Year 5
Cost Benefit Revenue Benefit

3) Cost Summary
Cost Analysis
Cost Schedule (Oracle) Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Software Purchase $0 $209,657 $735,000 $562,500 $0 $0
SW Maintenance $0 $44,124 $188,129 $339,879 $436,129 $436,129
Hardware & Infrastructure $0 $35,000 $45,000 $45,000 $45,000 $0
Integration $0 $200,000 $300,000 $300,000 $300,000 $0
Vendor Estimate; Integration and Implementation $0 $160,000 $260,000 $320,000 $271,729 $0
Implementation Contingency $0 $40,000 $50,000 $80,000 $65,173 $0
CRM Consulting, Education $150,000 $245,000 $200,000 $150,000 $100,000 $0
Project Management $150,000 $150,000 $150,000 $150,000 $0
Travel and Sundry $10,000 $30,000 $40,000 $40,000 $40,000 $0
Staff Backfill $517,200 $517,200 $517,200 $517,200
Total Costs Per Year $160,000 $1,630,981 $2,485,329 $2,504,579 $1,925,230 $436,129
Total Costs, Present Value $160,000 $1,630,981 $2,311,933 $2,167,293 $1,549,735 $326,573
Average weighting factor 100%
Vendor Comparison Year 1 Vendor Comparison over 5 Years
$600,000 $4,500,000
$4,000,000
$500,000
$3,500,000
$400,000 Contingency $3,000,000 Contingency
Implementation $2,500,000 Implementation
$300,000
Maintenance $2,000,000 Maintenance
$200,000 Software $1,500,000 Software
$1,000,000
$100,000
$500,000
$0 $0
Oracle Streamline Oracle Streamline

4) Cost Worksheet (External)
Option 1 Cost Estimates (Oracle) Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Software Purchase $219,313 $1,200,000 $0 $0 $0
SW Maintenance $48,249 $312,257 $312,257 $312,257 $312,257
Hardware & Infrastructure $50,000 $50,000 $50,000 $50,000 $0
Integration $200,000 $300,000 $300,000 $300,000 $0
Vendor Estimate; Integration and Implementation $200,000 $400,000 $400,000 $303,458 $0
Implementation Contingency $20,000 $40,000 $40,000 $30,346 $0
CRM Consulting, Education $175,000 $200,000 $150,000 $100,000 $0
Travel and Sundry $40,000 $40,000 $40,000 $40,000 $0
Total Costs Per Year $1,052,562 $2,692,257 $1,442,257 $1,286,061 $312,257
Total Costs, Present Value $1,052,562 $2,504,425 $1,248,032 $1,035,228 $233,818
Cumulative Costs, Present Value $1,052,562 $3,556,987 $4,805,019 $5,840,247 $6,074,065
Option 2 Cost Estimates (Streamline) Year 0 Year 1 Year 2 Year 3 Year 4 Year 5
Software Purchase $200,000 $270,000 $1,125,000 $0 $0
SW Maintenance $40,000 $64,000 $367,500 $560,000 $560,000
Hardware & Infrastructure $20,000 $40,000 $40,000 $40,000 $0
Integration $200,000 $300,000 $300,000 $300,000 $0
Vendor Estimate; Integration and Implementation $120,000 $120,000 $240,000 $240,000 $0
Implementation Contingency $60,000 $60,000 $120,000 $100,000 $0
CRM Consulting, Education $175,000 $200,000 $150,000 $100,000 $0
Travel and Sundry $20,000 $40,000 $40,000 $40,000 $0
Total Costs Per Year $935,000 $1,244,000 $2,532,500 $1,530,000 $560,000
Total Costs, Present Value $935,000 $1,157,209 $2,191,455 $1,231,590 $419,328
Cumulative Costs, Present Value $935,000 $2,092,209 $4,283,664 $5,515,254 $5,934,582

5) Benefits Worksheets
Marketing (incl. Advancement) No of people 80
Average Salary $ 80,000
On cost 25% REALISED $ 1,514,819 $ 470,302
Proportion of time accounted for 40% People Cost $ 8,000,000 TOTAL $ 3,029,638 $ 627,069
Time Estimated Estimated Margin

Initiative / Opportunity Factor Opportunity Rationale Improvement Cost Saving Enhancement
Customer Knowledgebase $ 480,000 $ -
Reduce manual information handling time
Proportion of time spent filing, managing and retrieving paper- through automation of info flow between
based customer information. Proportion of time spent departments, removal of duplication, and ease of
transcribing customer data, creating and maintaining retrieval. Remove data transcription, stand-alone
spreadsheets or stand-alone databases 10% $ 800,000 electronic documents and databases 20% $ 160,000
Proportion of time spent correcting errors due to manual data Removal of transcription and duplication will
handling 5% $ 400,000 remove the opportunity for handling errors 80% $ 320,000
Marketing Automation $ 2,189,638 $ 627,069

Automate marketing communications using
workflow and shared data, centralised list
Proportion of time spent communicating with other generation and common campaign/event
departments/faculties via telephone, email, list validation etc 5% $ 400,000 calendar 80% $ 320,000
Proportion of time spent manually creating and maintaining
account plans, Monash brochure materials, market information Automation tools for content management, re-
etc 5% $ 400,000 use, and distribution will reduce manual effort 20% $ 80,000
Reduce cost of marketing campaigns currently
distributed to low probability targets, through
tighter segmentation on a relevance / value basis,
Total marketing spend on campaigns, across broad audience $ 29,827,300 and feedback. 3% $ 894,819
Total marketing spend on campaigns, across multiple channels Reduce cost of marketing campaigns through
without visibility and /or co-ordination across departments and improved and co-coordinated leverage of low-cost
faculties $ 29,827,300 channels (email, web, mail) 3% $ 894,819
Better targeting to receptive customer segments
will reduce "noise" and increase the effect of the
Margin Lift - Acquisition - driven by marketing spend; increase message, increasing the number of campaigns,
effectiveness through more specific targeting $ 627,069 conversion rate and impact on revenues. 100.0% $ 627,069
Contact Management $ - $ -
$ -
Analytics & Performance Measures $ 240,000 $ -

Centralised, cross-channel analytics will
Proportion of time spent performing analysis using manual or streamline access to information, and accelerate
stand-alone tools 10% $ 800,000 the learning process 30% $ 240,000
Contact Centre and Portals $ 120,000 $ -

Integrated contact centre capability and
complaints management will allow more efficient
Proportion of time spent in manual telephone and email handling and recording of customer
handling with customers and other divisions and faculties 5% $ 400,000 communications 30% $ 120,000

Contact / Account
Management No of people 1000
On cost 25% REALISED $ 2,925,000 $ 7,422,089
Proportion of time accounted for 28% People Cost $ 100,000,000 TOTAL $ 5,850,000 $ 9,896,118

Customer Knowledgebase $ 3,400,000 $ -
through automation of info flow between
Proportion of time spent filing, managing and departments, removal of duplication, removal of
retrieving paper-based customer information 5% $ 5,000,000 paperwork, and ease of retrieval 20% $ 1,000,000
Proportion of time spent transcribing customer
information, creating and maintaining Remove data transcription, stand-alone electronic
spreadsheets or stand-alone databases 5% $ 5,000,000 documents and databases 20% $ 1,000,000
Proportion of time spent correcting errors due to Removal of transcription and duplication will
manual data handling 2% $ 2,000,000 remove the opportunity for handling errors 20% $ 400,000
A central and accessible Customer
Proportion of time spent manually managing knowledgebase capability will provide customer
contact details (addresses, relationships, contact contact details quickly, removing the need for
records) 5% $ 5,000,000 manual work-arounds. 20% $ 1,000,000
Marketing Automation $ 250,000 $ -

Automate marketing communications using
workflow and shared data, centralised list
Proportion of time spent communicating with generation and common campaign/event
marketing via email or telephone 1% $ 1,000,000 calendar 25% $ 250,000
Contact Management $ 600,000 $ 9,896,118

Proportion of time spent in ineffective contact Filtering and targeting of customer & marketing
management activities, due to poor targeting or information to suit individual customers will make
low value customers 1% $ 1,000,000 contact management more effective 20% $ 200,000
Proportion of time spent in the office, or Automation of information and work flows will
performing administration, due to manual forms reduce the amount of time spent with paperwork
and processes 2% $ 2,000,000 and meetings. 20% $ 400,000
Increased access and openness to customer
contact management initiatives based on higher
levels of satisfaction and differentiation on
service, resulting in higher % of students electing
Revenue Lift, Development (per READ Table) $ 3,384,037 to extend studies 100.0% $ 3,384,037
Segment or customer specific plans, activities and
campaigns aimed at ensuring high relevance,
engagement and satisfaction with existing
students. Improved consistency of interactions
and improved sensing capabilities to recognise
and manage at risk students (such as complaints
Revenue Lift, Retention (per READ Table) $ 4,069,921 management) 100.0% $ 4,069,921
Revenue Lift, Development Donors & Alumni (per
READ table) $ 92,754 100.0% $ 92,754
Segment or customer specific plans, activities and Increase MU share from
campaigns aimed at ensuring high relevance, 8.1% to Go* Average 9.2.
engagement and satisfaction with existing alumni (Top = 12%)
and donors. Improved consistency of interactions
and improved sensing capabilities to recognise
Revenue Lift, Retention - Donors and Alumni (per and manage at risk donors (such as complaints
READ table) $ 23,783 management) 100.0% $ 23,783
Improved Account Management and Opportunity
Increase MU share from 8.3% to
Management practices and tools. Improved
Go8 Average of 10.1% (Top =
understanding of customer interests and co-
18.3%)
coordinated management across faculties and
Revenue Lift - Competitive Research Grants $ 106,893,000 divisions 2.0% $ 2,137,860
Improved Account Management and Opportunity
Management practices and tools. Improved
understanding of customer interests and co-
coordinated management across faculties and
Revenue Lift - Bequests/Foundations (Research) $ 9,388,100 divisions 2.0% $ 187,762
Analytics & Performance Measures $ 1,000,000 $ -

Proportion of time spent performing analysis streamline access to information, and accelerate
using manual or stand-alone tools 5% $ 5,000,000 the learning process 20% $ 1,000,000

Integrated contact centre capability and
complaints management will allow more efficient
Proportion of time spent in manual telephone handling and recording of customer
and email handling with customers 2% $ 2,000,000 communications 30% $ 600,000

Contact Centre No of people 50
On cost 25% REALISED $ 421,875 $ -
Proportion of time accounted for 43% People Cost $ 3,750,000 TOTAL $ 843,750 $ -

Customer Knowledgebase $ 693,750 $ -
Proportion of time spent filing, managing and retrieving paper- departments, removal of duplication, and ease of
based customer information 3% $ 112,500 retrieval 50% $ 56,250
Proportion of time spent transcribing customer information,
creating and maintaining spreadsheets or stand-alone Remove data transcription, stand-alone electronic
databases 10% $ 375,000 documents and databases 50% $ 187,500
handling 10% $ 375,000 remove the opportunity for handling errors 80% $ 300,000
Proportion of time spent communicating with other Monas staff Automate marketing communications using
via telephone, email, etc 5% $ 187,500 workflow and shared data 30% $ 56,250
Proportion of time spent adminstering logins, passwords, Centralised systems will reduce much of the
integration, data cleanliness, backups etc of customer duplication of effort in administering the current
databases 5% $ 187,500 multitude of customer databases 50% $ 93,750
$ -


Proportion of time spent transcribing information, and Centralised systems will reduce much of the
managing, data cleanliness, backups etc of web sites & contact duplication of effort in administering and co-
centrew. 5% $ 187,500 ordinating the current disparate contact channels. 50% $ 93,750

Admin & Infrastructure No of people 200
On cost 25% REALISED $ 1,150,000 $ -
Proportion of time accounted for 32% People Cost $ 15,000,000 TOTAL $ 2,300,000 $ -

Customer Knowledgebase $ 1,700,000 $ -
Proportion of time spent filing, managing and retrieving paper- departments, removal of duplication, and ease of
based customer information 3% $ 450,000 retrieval 50% $ 225,000
Proportion of time spent transcribing customer information,
creating and maintaining spreadsheets or stand-alone Remove data transcription, stand-alone electronic
databases 2% $ 300,000 documents and databases 50% $ 150,000
handling 10% $ 1,500,000 remove the opportunity for handling errors 20% $ 300,000
Central knowledgebase of all customer
Proportion of time spent communicating with other Monash information supported by workflow and shared
staff via telephone, email, etc 5% $ 750,000 data 30% $ 225,000
Proportion of time spent administering logins, passwords, Centralised systems will reduce much of the
integration, data cleanliness, backups etc of customer duplication of effort in administering the current
databases 2% $ 300,000 multitude of customer databases 50% $ 150,000
Establish a foundation CRM which eliminates the
Costs Monash incur by running multiple “mini-crm” systems in ongoing operating costs of the mini CRM systems
different departments and faculties $ 650,000 as these are replaced/assimilated. 100% $ 650,000


Centralised systems will reduce much of the
Proportion of time spent transcribing information, and duplication of effort in administering and co-
managing, data cleanliness, backups etc of web sites & contact coordinating the current disparate contact
centre. 5% $ 750,000 channels. 50% $ 375,000

6) READ Summary
READ Summary
Current
Revenue Retention Acquition Development Total Margin Nett Contribution
Domestic Undergraduate $318,432,638 $14,284,625 $1,576,242 $12,737,306 $28,598,172 17% $4,861,689
International Undergraduate $139,107,132 $6,259,821 $695,536 $5,564,285 $12,519,642 17% $2,128,339
Domestic GPG $19,534,565 $355,889 $191,439 $195,346 $742,673 17% $126,254
International GPG $59,987,476 $1,079,775 $587,877 $599,875 $2,267,527 17% $385,480
HDR $53,853,996 $969,372 $266,577 $538,540 $1,774,489 17% $301,663
Fee Paying Undergraduate $21,031,685 $388,155 $104,107 $105,158 $597,420 17% $101,561
Fee Paying GPG $33,118,131 $603,079 $163,935 $165,591 $932,604 17% $158,543
Donors & Alumni $13,323,900 $139,901 $102,927 $545,614 $788,442 17% $134,035
Total $658,389,523 $24,080,616 $3,688,639 $20,451,714 $48,220,969 $8,197,565

Appendix 11 – Request for Information
Background
An initial survey of CRM vendors indicated that a number of CRM vendors could satisfy Monash high level business
and commercial objectives. A long list of candidates for the RFI was further developed based on overall business and
technical requirements and included vendors who offered “buy” or “Software as a Service” (SaaS) solution offerings.
Several vendors offer a hosted approach that permits access to their standard or complete solution along with a
migration path should Monash elect to bring the application in-house in the future.
Approach
The primary objective of the RFI was to provide Monash with an understanding of the capabilities of solution
providers in Australia and assist in the preparation of baseline business case costs
The approach taken to the Market survey involved the development of a Request For Information that was based on
the general requirements identified:
• during the conduct of interviews with Monash management, operational and technical staff and
• from a review of Monash technical environment and other documentation
The RFI was issued to the following vendors :
Oracle, Salesforce.com, Sage, SAP, Onyx, Talisma, SugerCRM, Blackbaud, Microsoft, eStreamline, StayinFront,
NetSuite, RightNow, ASI,
Each RFI submission was evaluated against a set of generic scoring criteria that covered the following:
• business functional capabilities such as marketing, relationship management and service applications,
• vendor strength including, local presence and Higher Education experience
• technical considerations including database compatibility, integration standards & ease of customisation
• cost analysis by category and total cost of ownership over 3 & 5 years and
• implementation & support capabilities.
General Findings
Eight of the fourteen RFI candidates responded with formal submissions.
The respondents submitted proposals from different perspectives, and with differing cost models. Furthermore, the
vendors provided widely varying estimates for implementation effort and costs or did not provide details at all. Most
did not include costs for database licences.
For these reasons, we have provided our best estimates of the true capabilities and costs of the respective vendors in
the following analysis. It should be recognised that at this early stage, the evaluation cannot be considered precise.
Further evaluation and analysis of the shortlist vendors will remove a lot of this uncertainty.
Results and Recommendations

The results and high level recommendations are summarised in the following tables and graphs:
Scoring summary and recommendation by vendor & category
Cost analysis detail spreadsheet
Overall vendor score summary graph
5 Year Cost Comparison graph
Vendor Score Detail table
Hosted In
Business Functional
Score
Total Score
*Offering
Vendor Score
Technical Score
Services Score
Vendor Solution 5 Year TCO 5 Year TCO Recommendation Rationale / Notes
(Buy) (Hosted)
Max 75 275 100 50 500

StayinFront StayinFront CRM Buy 33 182 75 35 325.0 $1,688,224 $1,975,128 Investigate No HE credentials
RightNow RightNow CRM 47 178 70 25 320.0 $2,631,283 $4,018,805 Do not proceed
SaaS High 10 year TCO, Integration and configuration limits
Oracle PeopleSoft 67 208 95 40 410.0 $3,659,632 $4,284,146 Include in Evaluation
Buy Program Functional coverage. HE Experience
Sage Sage CRM Buy 0 0 0 0 0.0 $0 $0 Do not proceed Did not respond
SugarCRM SugarCRM Host 30 0 0 20 50.0 $0 $0 Late response (to be completed)
Microsoft MS Dynamics 60 128 65 40 293.0 $999,824 $1,139,824 Investigate Aggressive pricing & Oakton's expereince in HE v's
Buy limited functionality
Streamline UniCRM 58 198 75 25 356.0 $3,930,000 $5,050,000 Include in Evaluation
Blackbaud BBE CRM 55 192 72.5 30 349.5 $3,900,000 $4,500,000 Include in Evaluation
Talisma Buy 0 0 0 0 0.0 $0 $0 Do not proceed Did not respond
SAP SAP CRM 43 198 95 35 371.0 $1,685,000 $1,855,000 Include in Evaluation
Buy Program Functional coverage. Agreesive pricing
Salesforce.com SFDC SaaS Do not proceed Did not respond
Advance Solutions iMIS Buy Do not proceed Did not respond
Onyx Onyx CRM Buy Do not proceed Did not respond
NetReturn NetSuite SaaS Do not proceed Did not respond
Microsoft
StayinFront RighNow Oracle Sage SugarCRM Oakton Streamline Blackbaud Talisma SAP
Max. Weighting Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd Wgt'd
CATEGORY Score (%) Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score Score
VENDOR 75.0 15.0 33.0 47.0 67.0 0.0 30.0 60.0 58.0 55.0 0.0 43.0
Financial/Organisation Strength 2.0 4.0 8.0 4.0 8.0 5.0 10.0 0.0 2.0 4.0 4.0 8.0 3.0 6.0 4.0 8.0 0.0 5.0 10.0
HE Experience 8.0 0.0 0.0 3.0 24.0 4.0 32.0 0.0 2.0 16.0 4.0 32.0 4.0 32.0 4.0 32.0 0.0 1.0 8.0
Local presence 5.0 5.0 25.0 3.0 15.0 5.0 25.0 0.0 2.0 10.0 4.0 20.0 4.0 20.0 3.0 15.0 0.0 5.0 25.0
BUSINESS FUNCTIONAL 275.0 55.0 182.0 178.0 208.0 0.0 0.0 128.0 198.0 192.0 0.0 198.0
Functional Areas
Marketing 10.0 4.0 40.0 4.0 40.0 4.0 40.0 0.0 0.0 3.0 30.0 4.0 40.0 4.0 40.0 0.0 4.0 40.0
Events 2.0 4.0 8.0 0.0 0.0 4.0 8.0 0.0 0.0 2.0 4.0 4.0 8.0 4.0 8.0 0.0 4.0 8.0
Service 12.0 3.0 36.0 5.0 60.0 4.0 48.0 0.0 0.0 3.0 36.0 4.0 48.0 4.0 48.0 0.0 4.0 48.0
Donation Processing 2.0 1.0 2.0 0.0 0.0 4.0 8.0 0.0 0.0 0.0 0.0 3.0 6.0 5.0 10.0 0.0 3.0 6.0
Opportunity Mngt 4.0 4.0 16.0 2.0 8.0 4.0 16.0 0.0 0.0 2.0 8.0 4.0 16.0 4.0 16.0 0.0 4.0 16.0
Contact/Acct Mngt 10.0 4.0 40.0 3.0 30.0 4.0 40.0 0.0 0.0 3.0 30.0 4.0 40.0 4.0 40.0 0.0 4.0 40.0
Student Admin 2.0 0.0 0.0 0.0 0.0 4.0 8.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Self Service 10.0 4.0 40.0 4.0 40.0 4.0 40.0 0.0 0.0 2.0 20.0 4.0 40.0 3.0 30.0 0.0 4.0 40.0
Segmentation/Knowledge
Mngt/Other 3.0 2.0 6.0 2.0 6.0 4.0 12.0 0.0 0.0 3.0 9.0 4.0 12.0 3.0 9.0 0.0 4.0 12.0
TECHNICAL 100.0 20.0 75.0 70.0 95.0 0.0 0.0 65.0 75.0 72.5 0.0 95.0
Architecture (Web, Client Server) 5.0 4.0 20.0 5.0 25.0 5.0 25.0 0.0 0.0 4.0 20.0 5.0 25.0 4.0 20.0 0.0 5.0 25.0
Db/Operating System 5.0 3.0 15.0 5.0 25.0 5.0 25.0 0.0 0.0 2.0 10.0 2.0 10.0 2.0 10.0 0.0 5.0 25.0
Integration 5.0 4.0 20.0 2.0 10.0 5.0 25.0 0.0 0.0 4.0 20.0 4.0 20.0 4.0 20.0 0.0 5.0 25.0
Ability to customise / configure 5.0 4.0 20.0 2.0 10.0 4.0 20.0 0.0 0.0 3.0 15.0 4.0 20.0 4.5 22.5 0.0 4.0 20.0
SERVICES 50.0 10.0 35.0 25.0 40.0 0.0 20.0 40.0 25.0 30.0 0.0 35.0
Implementation
methodology/understanding 5.0 4.0 20.0 3.0 15.0 4.0 20.0 0.0 2.0 10.0 4.0 20.0 2.0 10.0 3.0 15.0 0.0 4.0 20.0
Resources (Number, skill,
experience) 5.0 3.0 15.0 2.0 10.0 4.0 20.0 0.0 2.0 10.0 4.0 20.0 3.0 15.0 3.0 15.0 0.0 3.0 15.0
Total 500.0 100.0 325.0 320.0 410.0 0.0 50.0 293.0 356.0 349.5 0.0 371.0

StayinFront
Salesforce.com
PeopleSoft Siebel NetSuite Pivotal Accpac RightNow Saleslogix
## 320 410 0 50 293 356 0 #REF!
StayinFront
Salesforce.com
PeopleSoft Siebel NetSuite Pivotal Accpac RightNow Saleslogix
## 1139.824 #REF! 0 1855 #REF! Score Summary
0 4018.805 4284.146
450.0
410.0
400.0 371.0
356.0 349.5
350.0 325.0 320.0
293.0
300.0
250.0
Score
200.0
150.0
100.0
50.0
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Costs over 5 years
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
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$4,000,000
$3,000,000
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Year 1 Cost 5 Year TCO 10 Year TCO

Total
PA Usage Total Variable Year 1 3 Year 5 Year 10 Year
Vendor Cost basis Model Software Charge Implemt'n Training Fixed Mtce Support pa Total TCO TCO TCO Notes
StayinFront Named users as per RFI.
Use of web application for
conatct management Buy 763,780 - 450,000 44,088 1,257,868 $120,696 $22,756 $143,452 $1,401,320 $1,688,224 $1,975,128 $2,692,388
RightNow To be confirmed SaaS - 693,761 500,000 50,000 550,000 $124,753 $693,761 $1,243,761 $2,631,283 $4,018,805 $7,487,610
Oracle Pricing based on overall Support included in
Business metrics Buy 1,419,313 - 1,200,000 103,548 2,722,861 $312,257 $0 $312,257 $3,035,118 $3,659,632 $4,284,146 $5,845,431 maintenance fee
Sage / Accpac Buy - - $0 $0 $0 $0 $0 $0
Sugar CRM Vendor would not commit
to implementation and
Buy - - $0 $0 $0 $0 $0 $0 training estimates.
Microsoft 700 users Implementation costs are
Buy 202,524 - 534,000 53,300 789,824 $70,000 $0 $70,000 $859,824 $999,824 $1,139,824 $1,489,824 low.
Streamline 5000 users Support included in
Buy 1,600,000 - 600,000 50,000 2,250,000 $560,000 $0 $560,000 $2,810,000 $3,930,000 $5,050,000 $7,850,000 maintenance fee
Blackbaud Pricing based upon
historical knowledge /
Enterprise Agreement Buy 1,500,000 - 1,500,000 - 3,000,000 $300,000 $0 $300,000 $3,300,000 $3,900,000 $4,500,000 $6,000,000
Talisma Buy - - $0 $0 $0 $0 $0 $0
SAP Industry Licence Buy 500,000 - 750,000 180,000 1,430,000 $85,000 $0 $85,000 $1,515,000 $1,685,000 $1,855,000 $2,280,000


CRM Strategy

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Monash University

Customer Relationship Management Strategy

Customer Relationship Management Strategy – Final

Stream Foundation Phase 1 Phase 2 …

Figure - Phased Approach to the CRM Program

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Defining Customer Relationship Management ................................................................

Critical Success Factors for CRM................................

Current Situation ................................................................

Future State Recommendations ................................................................

Succeeding with CRM at Monash ................................................................

Customer Relationship Management Strategy – Final

Appendix 1 – Context for the Strategy ................................................................

Appendix 2 – Interviewees and Source Documents ............................................................

Appendix 3 – CRM Vendor Market ................................................................

Appendix 4 – CRM at Other Higher Education Institutions.................................................

Appendix 5 – The Four Cultures (Competing Values Framework) .....................................

Appendix 7 – CRM Program Cycle – Key Activities. .............................................................

Appendix 8 – Current Customer Systems Map ................................................................

Appendix 9 – Program Schedule (First 18 months) ...........................................................

Appendix 10 – Business Case Details ................................................................

Appendix 11 – Request for Information ................................................................

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Spouse of a Person Alumni

Figure - Customer Roles

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Figure - Customer Management Assessment Tool (CMAT)

Customer Relationship Management Strategy – Final

Retention, Efficiency, Acquisition, Development

Customer Relationship Management Strategy – Final

The Three Domains of CRM

Governance, People, Process and Technology

Customer Relationship Management Strategy – Final

Culture, Beliefs and Competencies

Process Customer Experience Design & Benchmarking

Operational and Analytical CRM Systems

Figure - CRM Work-Streams

Customer Relationship Management Strategy – Final

Other Universities and CRM

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Departments and Employees

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Industry Engagement and Commercialisation

Customer Relationship Management Strategy – Final

• Opportunity Management, including nature of the opportunity. discipline or area (research,

Customer Relationship Management Strategy – Final

Student and Community Services

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Customer Relationship Management Strategy – Final

Customer Interaction Diagram – Monash University Prospective Student

Scholarship Equity &

Customer Relationship Management Strategy – Final

Customer Interaction Diagram – Monash University Current Student

Monash Security Equity & Adversity