KEY PLAYERS LIST KEY PLAYERS                   POTENTIAL PAINS DEAN                             •   Eroding operating marg...
KEY PLAYERS LIST KEY PLAYERS            POTENTIAL PAINS TITLE:                                                            ...
PAIN CHAIN                                           Vice President,                                                      ...
PAIN CHAIN•Pain:                       •Pain:•Reasons:   •Pain:           •Reasons:   •Pain:            •Reasons:         ...
S.W.O.T. ANALYSIS         STRENGTHS                     WEAKNESSESCentral location              Lack of online coursesExpe...
S.W.O.T. ANALYSIS   STRENGTHS     WEAKNESSES OPPORTUNITIES    THREATS
THE 9 BOX                                Confirming                          Open                           Closed        ...
THE 9 BOX      Confirming                 Open          Closed                                          Questions         ...
VALUE PROPOSITIONIN ORDER TO ACHIEVE OUR GROWTHINITIATIVES FOR THE UPCOMING RECRUITMENT CYCLE, AND INCREASE THE QUALITY OF...
VALUE PROPOSITION
REFERENCE STORY SITUATION                      SUNY Oswego provides an excellent case of an                               ...
REFERENCE STORY SITUATION                                                                                                 ...
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Solutions Selling Tools for Enrollment Marketers

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Solutions Selling Tools for Enrollment Marketers. Build a Business Case for CRM within your Organization.

http://blog.intelliworks.com/edumusings/2011/2/9/always-be-selling.html

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Solutions Selling Tools for Enrollment Marketers

  1. 1. 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    
  2. 2. KEY PLAYERS LIST KEY PLAYERS  POTENTIAL PAINS TITLE:              TITLE:              TITLE:             TITLE:              TITLE:               
  3. 3. PAIN CHAIN Vice President,  Student•Pain: Eroding operating margins Enrollment •Pain: Inability to capture  student attention•Reasons: Budget Cuts,  •Pain: Declining Enrollments •Pain: Can’t decide on institution Operational Inefficiency,  •Reasons:  Outdated Website,  Declining Enrollment •Reasons: Staff reductions,  Slow response to student  •Reasons: Tuition costs, Difficulty  Inability to differentiate  inquiries, One‐size fits‐all  distinguishing between  program from competition recruitment tactics institutions, Questions are left  unanswered Director of  Dean  Admissions
  4. 4. PAIN CHAIN•Pain: •Pain:•Reasons: •Pain: •Reasons: •Pain: •Reasons: •Reasons:
  5. 5. S.W.O.T. ANALYSIS STRENGTHS WEAKNESSESCentral location Lack of online coursesExpert faculty Tuition increasesLocal partnerships Aging facilities Limited career services OPPORTUNITIES THREATSNursing certificate program Budget cutsAdult degree completion Increased competitionHybrid programs Student attrition
  6. 6. S.W.O.T. ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
  7. 7. 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?
  8. 8. THE 9 BOX Confirming Open Closed Questions Questions Questions Causes EffectsCapabilities
  9. 9. 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
  10. 10. VALUE PROPOSITION
  11. 11. 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. 
  12. 12. REFERENCE STORY SITUATION             CRITICAL ISSUE             REASONS             WHO, WHAT, WHEN, WHERE, WHY             SOLUTION              RESULTS          

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