KEY PLAYERS LIST KEY PLAYERS POTENTIAL PAINS DEAN • Eroding operating margins • Funding cuts • Operational inefficiency VICE PRESIDENT, ENROLLMENT • Increased competition • Staff reductions • Limited insight into progress towards recruitment goals DIRECTOR OF ADMISSIONS • Inquiry response time • Lack of measurement for recruitment efforts • Difficulty prioritizing outreach to potential students IT MANAGER • Limited time and resources • Other priorities STUDENT • Difficulty distinguishing between schools • Lack of information regarding his/her specific areas of interest
THE 9 BOX Confirming Open Closed Questions Questions Questions So your enrollment Causes What is the cause of our Would you say a yield rate numbers are directly enrollment decline? of less than 50% is too low? impacted by your inability to yield students? If the admissions team Ultimately, you’re saying Effects misses its enrollment goals that all departments are Other than you, who else is how does this affect other impacted by declining impacted by this? departments? Does it enrollments. Is that affect the IT department? correct? Focusing our time and If we increased our resources on improving ourCapabilities What will it take to increase marketing efforts, would marketing efforts will have enrollment? that impact enrollment a positive impact on numbers? enrollment, correct?
THE 9 BOX Confirming Open Closed Questions Questions Questions Causes EffectsCapabilities
VALUE PROPOSITIONIN ORDER TO ACHIEVE OUR GROWTHINITIATIVES FOR THE UPCOMING RECRUITMENT CYCLE, AND INCREASE THE QUALITY OF OUR APPLICANT POOL, WE BELIEVE IT IS CRITICALLY IMPORTANT TO GrowthIMPROVE THE EFFICIENCY OF OUR RECRUITMENT MARKETING EFFORTS . WE FEEL THAT A CRM SOLUTION WILL IntelligencePROVIDE THE INTELLIGENCE NEEDED AROUND THESE OBJECTIVES TO REACH OUR GOALS. Quality Efficiency
REFERENCE STORY SITUATION 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 decisions. WHO, WHAT, WHEN, WHERE, WHY With a full‐time staff of four, which includes the Dean of Graduate Studies and Research, the 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 To date, the institution has identified key performance indicators that will serve as benchmarks for success.