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1 CMIS Fall 2015 Case Competition - 1 -

2 Case : Crossroads CRM Transformation - 2 -

3 Disclaimer Note: This case is COMPLETELY FICTIONAL, and the situation discussed is COMPLETELY HYPOTHETICAL and meant for the educational purpose of the case competition only. The names and logos of companies are trademarked by their respective legal entities and their use in this document does not imply any sponsorship herein. Case generously donated by Deloitte for use in CMIS Case Competition

4 Contents Outline of Business Problem 5 Nonprofit Industry and Current Trends 8 CRM Vendor Information 12 Instructions and Deliverables

5 Outline of Business Problem

6 Participant Case Introduction: The Situation You are a small group of newly hired analysts at a large consulting firm. You receive a high priority from a senior partner in the firm: Gipper, Tom (US - New York) - 6 -

7 Participant Case Introduction: Case Question Gipper, Tom (US New York) Consultant Team Today 6:30 PM Team, Our consulting firm has been offered the opportunity to assist a Chicago-based non-profit company, Crossroads Inc., in a pro-bono assignment to help streamline some of their core business processes. I d like to bring you onto the team to support this initiative, which will be an excellent way to give back to our community as well as highlight our consulting leadership in the non-profit industry. Crossroads Inc. provides housing and tutoring services to at risk youth in the Chicago area. Since it s inception in 1995, Crossroads has been very successful in managing its operations and finances, steadily growing its donor base, which supplies 99% of the organization's revenue. Crossroads is now poised to develop the breadth of its services and expand operations to new urban areas, but before doing so needs to upgrade its antiquated CRM system. Expanding operations will introduce new challenges for Crossroads, especially in managing CRM (Customer Relationship Management) activities across several markets. These activities include managing donations, supporting funding campaigns, organizing volunteer assignments, and tracking donation trends. The current CRM system was developed in-house 5 years ago when Crossroads was much smaller. The system has an outdated UI that makes it prone to user-entry errors and disorganized data., and is no longer robust enough to support the reporting and forecasting tools Crossroads need to remain effective. The system also currently uses a number of manual processes to complete specific objectives, resulting in inflated headcount. In recent discussions, Crossroads Inc. management has been divided between enhancing the current in-house solution and building a single global web-based replacement system. They have also raised concerns over the risks implementing a new CRM system will have on maintaining their current operational efficiency. In addition, most Crossroads employees are volunteers who offer their post-work hours. These employees are accustomed the current system and the culture at Crossroads is especially change adverse. They will need concise and user-friendly training materials to easily educate the constant flow of volunteers on operation of the new system. Our consulting firm has been tasked with advising Crossroads on implementing a new CRM solution. The system would need to address management s concerns with usability, data entry, and reporting and forecasting capabilities. It will need to be flexible and scalable enough to support Crossroads growth and expansion as the nonprofit increases service offerings and enters new markets. I need you to conduct an initial analysis and draft a few options and recommendation to start our discussion with Crossroads. Please focus on the following objectives: Outline client requirements Custom software vs. Commercial Off-the-Shelf software CRM implementation risks Training and change management plan Crossroads management is anxiously awaiting our presentation. I am confident that this team will be able to pull together a solid recommendation quickly. I ve attached a pack of reference material to help you. Thanks again for your assistance in this exciting effort. Best Regards, Tom Important: High Profile Non-profit Opportunity - 7 -

8 Non-Profit Industry and Current Trends

9 Non-Profit Organizations (NPO) Landscape and Opportunities Private Foundations 7% Other NPOs 25% Landscape Breakdown by Organization Public Charities 68% Foundations 15% Bequests 7% Corporations 6% Contribution Breakdown by Source Environment, Animals 3% Arts, Culture 5% International Affairs 6% Public Society Benefit 7% Health 9% Unallocated 2% Contribution Breakdown by Recipient Gifts to Individuals 1% Religion 32% Individuals 72% Opportunities Gifts to foundations 10% Human Services 13% Education 13%; Favorable Demographics Older people and their estates represent a significant portion of the donor base for many nonprofits. The number of Americans aged over 65 will increase by nearly 80 percent between 2010 and Many older Americans have both the inclination and the means to make larger charitable contributions. Social Networking Internet Donations Some nonprofits have begun creating and maintaining profiles on online social networking sites to recruit new staff members and volunteers, engage audiences interested in their cause, build supporter lists, and raise money. Other nonprofits are reluctant to delve into online social networking, primarily due to the significant time investment. Some of the most popular social networking sites include Facebook and Twitter. There are also professional online networks, such as LinkedIn, and issues-focused networks, like Change.org. Many nonprofits have made it easy for donors to contribute over secure Internet websites. Consequently, online giving has joined more traditional channels as a mission-critical part of the fund-raising mix. Donating online is often more efficient than offline and can help charities reduce administrative costs. Nonprofits seem to have the most success when they combine traditional methods, such as mail, with an electronic option - 9 -

10 Percentage Respondents that Use Fundraising Vehicles Technology Impact on Fundraising Most Common Fundraising Vehicles a On average, public charities make use 6 fundraising vehicles, with the following being the most common: Fundraising and Education Trends Resulting from the Internet and Social Media Online giving rose 58% of the organizations using it, the most of all fundraising vehicles a Roughly 88% of Non-Profits are experimenting with Social Media c 92% of non-profit websites contain at least 1 social media button b 90% of nonprofits have a Twitter share button on their websites b Most Common Fundraising Vehicles 31% of NPOs that use Social Networking sites expected contributions from the sites to increase in 2010 d Social media and mobile technologies present a significant opportunity for non-profits to reach individuals like never before Note: a. The 2010 Nonprofit Fundraising Survey, The Nonprofit Research Collaborative. b. c. d State of the Nonprofit Industry Survey

11 Leveraging Social Media to Reach Target Audience Importance of Website Activities a Two of the primary uses of NPO websites involve communicating with new donors and leveraging new and existing donors to raise funds Given the projection that almost 50% of Americans would have been on Facebook in 2013 (up from 42% in 2011), NPOs would be wise to increase usage of social networking to enhance their current websites The Wildlife/Animal Welfare sector of NPOs are currently leveraging Facebook more than 5 times the average NPO (with ~84K Facebook likes to the average 15K) b International NPOs use Twitter at similar rates to Facebook, with nearly 17K users for each social media site. All other NPO sectors do not use Twitter as much as international NPOs Not Important Very Important Note: a State of the Nonprofit Industry Survey b enonprofit Benchmarks Study

12 CRM Vendor Information

13 Key Players in CRM Solution Technology Magic Quadrant: Players in the CRM space were validated by Gartner based on service provided to customers as they move among communications channels including social media while retaining the customers' context, but also to deliver the appropriate business rule to determine the next best action, information or process with which to engage the customers. Spending Share: Forbes analyzed the spending on each by client among the top vendors to shows their share of the market Figure 1: Gartner Magic Quadrant Figure 2: CRM Market Share

14 Instructions You may use any / all publicly available information (including any databases you have access to through school) You may also consult industry and analyst reports, trade magazines, and other publications beyond those provided You may NOT call any employee of the companies that are the subject of the case You may NOT call any industry or company analysts or other experts You must create presentations that will take 25 minutes (15 minutes content and 10 minutes Q&A) with 5 minutes to transition teams Note: This case is COMPLETELY FICTIONAL, the situation discussed is COMPLETELY HYPOTHETICAL and meant for the educational purpose of the case competition only

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