How to Increase Registrations and Revenues by Turning Data into Action: Integrating Traditional and Emerging Data into an Executable Communication Plan
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How to Increase Registrations and Revenues by Turning Data into Action: Integrating Traditional and Emerging Data into an Executable Communication Plan

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Strategic enrollment planning has become central to institutional survival as other revenue streams contract. Colleges that wish to remain successful in the face of rapidly changing dynamics need to ...

Strategic enrollment planning has become central to institutional survival as other revenue streams contract. Colleges that wish to remain successful in the face of rapidly changing dynamics need to employ a new paradigm, one that uses more sophisticated search strategies utilizing data-driven communications platforms to deploy and measure new and traditional marketing media. This session focuses on developing a communication plan that delivers personalized, multi-channel communications, integrating online and print media communications to provide the maximum return on an organizations marketing investment.

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How to Increase Registrations and Revenues by Turning Data into Action: Integrating Traditional and Emerging Data into an Executable Communication Plan How to Increase Registrations and Revenues by Turning Data into Action: Integrating Traditional and Emerging Data into an Executable Communication Plan Presentation Transcript

  • How to Increase Registrations and Revenues by Turning Data into Action ACHE 2011 Annual Conference and Meeting Integrating Traditional and Emerging Data into an Executable Communication PlanSteve Blumberg, Director of Strategic Services, DS Graphics Todd Gibby, CEO, Intelliworksemail: sblumberg@dsgraphics.com email: todd.gibby@intelliworks.com twitter: @tgibbyWWW.DSGRAPHICS.COM WWW.INTELLIWORKS.COM
  • THE DECK ISSTACKED, RIGHT?
  • Demand Has Never Been Higher• Less than 16% of those enrolled in higher education are “traditional” age college students (18-22)• Over 25 population is the fastest growing segment in higher education• Availability of online and hybrid programs makes these programs more accessible than ever before• Even in a recession, people are better off with an education than without• Increasing cost and scrutiny of for-profit educators have made not-for-profit adult education providers even more appealing
  • SO WHY IS IT SO HARD?Why can’t We Find Balance Between Being Efficient & Effective?
  • Expectations Are ChangingColleges that wish to remain successful inthe face of rapidly changing dynamicsneed to employ a new paradigm, one thatuses more sophisticated search strategiesand new metrics to track and enroll thedesired number of students who are agood fit for the institution Noel-Levitz •Multiple touch points •Preferences vary based on lifecycle •No “one size fits all” solution •Next best thing is always around the corner •No single simple solution
  • Survey Says: Doing More With Less•Tough Economy•More competition•Reduced response rates•Changing Demographics•Differentiate Messaging•Reaching Target Audience• Little or no support staff•Social Media•Reduced budget•Proliferation of Online programs•Increase competition from For-profits•Tracking, measuring and evaluating
  • Survey Says! 100% 90% 80% 70% 60% 50% 40% Very Important 30% 20% Important 10% N/A 0% Less Important Not Important Source: Intelliworks Email Poll of UCEA/Eduventures Members, April 2010
  • Do we have any sales people in the room?
  • Can You Name This Institution? • Convenience • Flexible • Designed around your busy schedule • Accelerated • Affordable • Finish your degree in 16 months • Online, On campus, blended
  • Right StrategyRight PersonRight Way
  • Session 1: The Right Strategya) Assessing your situation (SWOT)b) Connecting problems to solve (Pain Chain)c) Programming for results (Reference Story)d) Extra Credit: Differentiate (Elevator Pitch)
  • S.W.O.T.
  • SWOT: SUNY Oswego Strengths Weaknesses • Steady growth • Limited resources for • New online MBA marketing program; • No tracking system • Affordable, convenient, • No visibility into lead • Addresses regional source demand Opportunities Threats • New agency partner to • Some regional help drive marketing competition • Global presence with • Decentralized online programs organization • Metro branch campus • Lack of policy and process • Highly politicized culture
  • Pain Chain
  • Pain Chain: SUNY Oswego Dean Director ofPain: Eroding operating Admissionsmargins; budget cuts Pain: Inability to know / Prospective define student market ;Reasons: Operational slow process / response StudentInefficiency; Declining time to student inquiries Pain: Indecisionenrollment Reasons: Understaffed / Reasons: Limited unfocused; No visibility outreach from into the campaign institution and lack performance or student of relevant enrollment funnel messaging / information.
  • Reference StoryIssue CommentsSituation What’s the general background and circumstances?Critical Issue What is the critical problem you’re looking to solve?Reasons What are the driving forces creating the challenge?Who, What, When, Describe the actions being taken to address the challenge.Where, Why, HowSolution Specific actions, initiatives, tactics to improve the situation.Results How and what will we measure to track our progress against goals?
  • Reference StoryIssue CommentsSituation SUNY Oswego provides an excellent case of an institution that identified how a CRM strategy could help them reach their marketing objectives.Critical Issue The institution struggled with engaging students and building long-term relationships that ultimately led to enrollments.Reasons Their objectives were to support key student decision points and connect with prospects during the decision cycle by uncovering demand, qualifying interest, cultivating commitment and reinforcing decisionsWho, What, When, With a full-time staff of four, which includes the Dean of Graduate Studies and Research, theWhere, Why, How need for a system that will automate communication, data collection, tracking and analysis is imperative to the successful growth of enrollment. Without such a major component, it will be virtually impossible to manage data, track inquiries and build a source for outbound, targeted marketing efforts to engage and communicate with prospective students.Solution Created a multi-channel marketing plan that was supported by a flexible CRM solution that allowed them to track day-to-day interactions with constituents, manage inbound and outbound communications and report on the success of their efforts.Results Identified KPIs for success measurement
  • FIGURE OUTWHO THEY ARE, ANDWHERE TO FIND THEM…
  • Help Me With The Math, Please. 2010 Census Worcester County by Education Level Obtained• Total Population 798,552• Population 25-40 years and over 92,556• Some college, no degree 87,756• Associate’s degree 45,384
  • 53,020 prospective students divided by 9 colleges and an additional 8 online programs. Of the 53,020 prospective students, how many are interested in going back to school? Of those 53,020 prospective students who are interested in going back to school, how many are interested in you?
  • 1% increase in enrollment requires 7% increase in inquiries
  • For adults in transition, specific life eventsset the time on the learning clock.There are millions of potential adult learnerswho need or want to learn. . . But specificlife events are needed to convert most of thelatent learners into active learners. Carol Aslanian
  • The value of knowing what kinds of transitionscause adult learning lies in being able to predictwhat they will learn.The value of knowing what kinds of events triggeradult learning lies in being able to predict whenthey will learn. Carol Aslanian
  • Student Motivations: What They Want Student Motivations Source: Intelliworks LinkedIn Poll, October 2009 (n = 355)
  • WHY?• Understand their decision-making process.• Understand their communication style.• Discover pain points/barriers to enrollment.• Validate or deny your assumptions and avoid stereotypes.
  • THINKING INHUMAN TERMSThe Doubting ThomasHe went straight to work after high schooland now he’s looking to get ahead in hiscareer. He’d like to go back and earn hisdegree, but just got promoted anddoesn’t want to leave his job.
  • THINKING INHUMAN TERMSMs. “Too Cool for Your School”She’s weighing her options. You offereverything she’s looking for in an arthistory program, but she’s never heardof your school. And neither have herfriends.
  • THINKING INHUMAN TERMSThe Idea ManHe’s spent the last 25 years running hisown company, and is ready to retire, butthat doesn’t mean he’s ready to stop.Many assume he’s against online educationdue to his age, but in fact he’d ratheraffluent professionals like him may preferto learn at their own pace while enjoyingtheir golden years.
  • 1 What are they like?2 Why are they here?3 What keeps them up at night?4 How can you solve their problem?5 What do you want them to do?6 How can you best reach them?7 How might they resist? © duarte.com 2008
  • EDUCATION LEVELTOTAL POPULATION Segment Your Market?! G GEOGRAPHY E ETHNICITY N D INCOME GRADES E AGE R INDUSTRY PROGRAM OF INTEREST
  • Session 2: The Right Persona) Understanding field of play (Market Analysis)b) Knowing your customer (Rating Attributes)c) Speaking their language (Creating Personas)d) Extra Credit: Preferences (Channel Choice)
  • Attribute RankingsMost Geography Most GeographyValuable Accessible Program of Interest Program of Interest Education Level Education Level Industry Industry Grades Grades Income Income Population Population Age Age Gender Gender Ethnicity Ethnicity
  • Creating Personas PROSPECT A PROSPECT B PROSPECT CWhat are they like?Why are they here?What keeps them up at night?How can you solve their problem?What do you want them to do?How can you best reach them?How might they resist?Name:
  • THEN FIGURE OUTHOW TO COMMUNICATEWITH THEM
  • “If you want to grab someones attention, you firstneed to get his or her permission with some kind ofbait…Once a customer volunteers his or her time,youre on your way to establishing a long-termrelationship and making a sale.”– Seth Godin, Author, Permission Marketing
  • Individuals who have raised their hands and indicated thatthey are interested in advancing their careers, changing their careers, or enriching their lives.
  • Marketing Is a Process, Not an Event.
  • Do These Look Familiar?• Goals – Increase Enrollment – Improve Staff Efficiency – Control Data Sharing – Enhance Effectiveness of Student Contact
  • Session 3: The Right Waya) Setting Frame of Reference (Decision Stages)b) Isolating To-Do’s (Mapping Objectives)c) Setting the Mark (KPI’s)
  • Identifying Decision Stages Discovery Listening Engaging Reinforcing
  • Mapping Objectives Objectives by Discover: Listen: Engage: Support: Decision Uncover Capture / Convey Reinforce Phase Demand Qualify Value Decisions Limited Fragmented Generic Current State Marketing Inquiry Messaging Silence Capture Ubiquitous Strategic Segmented Established Ideal State Outreach Data High Touch Networks Capture SEO / SEM Inquiry Forms Segmented Functional Email & FB Views Comm Outreach Facebook Vision Comm Plans Events /History Events Response Sys
  • Setting Metrics• Reduce abandonment rates by 20% •Increase Y-o-Y inquiries by 15% • Reduce by 25% the time it• Reduce by 45% takes to complete a number of clicks to • Grow enrollments in campaign Growth complete application X program by 25% • Maintain inquiry response • Generate hours time under 4500 more• Improve satisfaction rates to >85% at 4- attendees to info Intelligence sessions 5. • Automate assignment of leads to counselors Quality Efficiency
  • Scorecard: Embry-riddle Worldwide 35+% 80+% 85+% 14% 72% 68% Inquire Apply Accept Enroll Retain Graduate
  • Preparing For MeasurementDefine Metrics and Goals:– Define global metrics and drive agreement around units of measurement for tracking plan effectiveness.– Set goals & objectives that will be measured against in Plan v. Actual format.Report Framework & Frequency:– Develop conversion and enrollment reporting framework designed to be updated at defined intervals.Observe What’s Happening:– Include a model and placeholders for summary of observations/findings and recommendations.Refine to Optimize Your Programs & Processes:– Create a strategy and action plan for deploying additional business units to observe and optimize plan based on reports key findings
  • BIGFINISH
  • Right StrategyRight PersonRight Way
  • • What Message to…• What Person at…• What Time in…• What Forum / Format for…• What Purpose measured by…• What Metric