enrollment innovations in turbulent times
TRANSCRIPT
Enrollment Innovationsfor Turbulent Times Presented by Dr. Jim Black, President & CEO of SEM Works
“Everything that can be invented has been invented.”
-- Charles H. DuellCommissioner, US Office of Pattens, 1899
‣ Being Strategic
‣ Focus on What Matters Most
‣ Develop Organizational Capacity
Being Strategic
Vision
Reality
The Fifth Discipline
Academic Profile
Demographic Trends
Enrollment Trend Data
Net Revenue Competitor Trends
Economic Trends
Enrollment Growth
Business and Industry
External Forces
Institutional Capacity
Business Intelligence
Institutional Aspirations
Enrollment Goals
Educational Consumers
Government
Enrollment Projections
Faculty Load and
Availability
Course Demand Analysis
In-Class, Online, Hybrid
Mix
Space Utilization
Community
Student Diversity
Strategic SEM Vision
Quantity
Quality Diversity
Capacity
Integrated SEM Planning
Net Revenue Strategic Enrollment Growth
Student Success Student Diversity
Prioritization Model
1 2
3 4
• Capacity • Student Demand • Industry Demand • Program Value
• Target Populations • Target Markets • Target Modalities
• Program Value • Cost/Value Ratio • Cost to Scale
• Selectivity • Student Experience • Conditions for Success
The Art of War
‣ Know yourself
‣ Know your enemy
‣ Know the ground
‣ Know the weather
Source: Sun Tzu
‣ The role of the SEM leader is to align the organization with its environmental context
‣ Enrollment declines
‣ Capacity constraints
‣ Budget pressures
‣ Image problems
‣ Student attrition
‣ Service complaints
‣ Environmental shifts
‣ Emerging competitors
‣ Lagging behind peers and aspirants
‣ A new vision
Teach the Elephant to Dance
• Tell a story! maintain a drumbeat • Provide data in sound bytes • Share anecdotes, testimonials, the voice of students • Use peer comparisons • Demonstrate return on investment (ROI) • Seek out advocates • Identify power brokers • Identify points of leverage
Actionable Intelligence
Source: L. Baer, D. Norris (2008) Performance Analytics
Enrollment Dashboards
A Strategic Performance Management System
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A Strategic Performance Management System
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Blue Ocean Strategy
Focus on What Matters Most
CdeiciiiiC
Reputation for Student ExperienceR
eput
atio
n fo
r Aca
dem
ic Q
ualit
yHIGHLOW
HIGH
LOW
ELITEOUTCOME
COMMODITY
NURTURING
CAMPUS
Source: Academica Group
CdeiciiiiC
Source: Academica Group
0 20 40 60 80
Institution Reputation
Program Reputation
Quality of Faculty
UG Research
Accreditted
1
2
3
Academic Factors
CdeiciiiiC
Source: Academica Group
Opportunity Factors
0 10 20 30 40 50
Co-ops/ Internships
Leadership
Grad Jobs
Grad School
International Exchange
1
2
3
CdeiciiiiC
Source: Academica Group
Affordability Factors
0 10 20 30 40 50
Need-based Aid
Merit-based Aid
Cost of Tuition
Part-time Jobs
1
2
3
CdeiciiiiC
Source: Academica Group
Campus Factors
0 50
Clubs/ Social Activities
Varsity Teams
Student Experience
Attractive Campus
Campus Housing
Recreation
History/ Tradition
1
2
3
CdeiciiiiC
Source: Academica Group
Nurturing Factors
0 20 40 60 80
Class Size
Faculty/Student Interaction
Small Size
Campus Safety
Surroundings
Personal Attention
1
2
3
Decision Influencers
1
2
3
4
5
0% 20% 40% 60% 80% 100%
Mea
n In
fluen
ce
Usage
College viewbooks
Program brochures
Course catalogs
Alumni mailings
Institution websites
Current students or graduates
Parents or family members
Friends
Formal campus tours
Campus open houses
Informal campus visits
College visit to high school
High school college nights
Regional college fairs
Telephone call from admission officers
Email from admission officers
Mail from admission officers
Web portals
College search guides
U.S. News & World Report rankings
High school guidance counsellors
High school teachers
High school coaches
Professors
College coaches
(Line of best fit)
The Enrollment Funnel
Inquiries
Applicants
Admits Registrants
Students
Graduates
1st term 2nd term 3rd term 4th term
Stop-outs
The Relationship ContinuumProspect
Student
Graduate
Alum
Influe
ncer
The Student Lifecycle Model
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Academic Program Lifecycle
Decline Growth Introduction Concept Maturation
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Program Innovation Matrix
Integrated Marketing
1
2
3
5
4 6
FROM TO
Constituent
Needs
Brand
Attributes
Brand
Positioning Differentiation
Relevant
Communication
Market Segmentation
The Power
of ONE Brand
Confusion
Brand
Affinity
Integrated Communications
In Person Phone Mail Email Digital Media
Social Media
How can you best connect with
and motivate potential students
to enroll?
• Project manager/ analyst • Content developer • Graphic/web designer • Multimedia/social media coordinator • Technical support/ data manager
CRM Model
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Example text
High School Students
Transfer Students
Graduate Students
Adult Learners
CE Students
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International Students
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The “Who” The “What” The “How”
CRM Planning Construct
Persona Profile
Persona Profile
Sample Promise
Transforming
Lives and
Communities
Education that is Relevant
Connections with People
A Place that Supports Success
Pathways to Opportunities
CRM Plan!"##$%&'()"%*+,-./(.012,
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Integrated Recruitment
EFFICIENCY EFFECTIVENESS Relationship Management
Communications Flow
Outreach
Web Strategy
Admissions Office
Recruiting Staff
Continuing Education
Academic Units
Marketing
Marketing
Events
Strategic Market Entry‣ Identify niche opportunities
‣ Provide a solution to a problem
‣ Define and address learner needs
‣ Create value-added partnerships
‣ Leverage institutional relationships
Recruitment Wayfinding
Submit/Request Information
Apply for Financial
Aid
Apply for Admission
Are all credentials
in?
Admit Offer
Get Advised
Take Placement
Test
Register for Classes
Pay for Classes
Recruitment Manager
Current Students
Alumni
Parents
Staff
Faculty
Advisors
Advocate Model
Integrated Retention!"#$"%&'()'
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Precision Retention Strategies
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Integrated Student Services
One-stop
Services No-stop Services
Any-stop Services
One-stop Services
No-stop Services
Any-stop Services
Develop Organizational Capacity
Organizational Capacity
Factors and conditions that enable an organization to use its resources (human, financial, physical, technology, information) to perform and adapt to change.
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1. Start with the “who”
2. Define the “what”
3. Lead the way to “how”
SEM Capacity-Building ModelA SEM Champion
An Enrollment Analyst
The Right Operational Leaders
Create a Shared Vision
Define the Ideal Student Experience
Manage the Culture
Create Conditions for Success
Information
Sharing
Communication
Collaboration
Fusion
Integration
Natural Tensions
Academic Culture SEM Objectives
Autonomous Common good
Unit-oriented Integration
Status quo Constant change
Cognitive dissonance Buy-in
Faculty-centered Student-centered
Antecedents for Success
‣ An enrollment champion
‣ An integrated SEM plan
‣ The right people on the bus
‣ Organizational structure that facilitates success
‣ Faculty and staff learning
‣ Adequate resources
‣ Incentives to innovate
‣ Leadership support
‣ Accountability
People – the only sustainable competitive advantage that exists.
The Power to Execute
