Business challenge: In an ever increasingly competitive environment for top students, this university was lagging behind its peer group in increasing graduation and degree completion rates, and reducing the number of “stop outs”. In addition, students, faculty, staff and other constituents were expecting communication and interaction that would be seamless between functional areas. The constituents were increasingly frustrated, (as evidence in surveys conducted by the university prior to the Baker Tilly engagement) by the multiple disconnected touch points. The complexity of the issue is compounded by the university serving over 75,000 students across the 6 campuses, e-Learning, and extension services.
In just the first year of deployment, over 75% of the collegiate units are engaged in the project.
How Baker Tilly helped: Baker Tilly engaged a cross functional, cross discipline team of over 120 individuals from 40 different collegiate entities at the university to participate in a visioning and strategy project. The project defined various constituent personas engaged at the university. Baker Tilly then defined and analyzed the needs of these various personas and led the team to create mission and vision statements across the constituent life cycle of: awareness, recruit, enroll, support, transition and stewardship. These mission and vision statements became the foundation for future state process work as well as CRM requirements definition. Specifically, Baker Tilly:
Results: The university is in the first year of the deployment of the strategy and CRM technology. So far, over 75% of the collegiate units are engaged in the project and expected to adopt the CRM foundation and model.