BSB Final presentation
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The final presentation of the British School of Boston marketing project for the public, May 2010.
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BSB Final presentation
- 4. BSB Parents Independent Career Counselors Admissions Director Our Research BSB Students Boston College Professors BSB Teachers
- 5. Our Goal 300 500 300
- 6. Our Tasks Understand Target Market Competitive Analysis New Marketing Strategy
- 7. BSB Client Profile 70% American Income $250,000 - $400,000 Many Parents Have Secondary Degrees
- 8. Trends in Target Market Small Population Growth Economic Factors Media Usage
- 9. BSB Target Market 54,000 Households
- 10. BSB Target Market 3% 1,500 Households
- 12. BSB Challenges 1 Tailored Approach 2 Leverage Strengths 4 3 Make BSB Best Choice Stand Out
- 13. Increasing Admissions Office Staff Independent Private School Consultants Formalizing ALPs Brand Institutionalizing IB Program Flexibility Host Family Dinners Website Re-design Digitize Brochure Blog Creation Separate the Primaryand Secondary Schools Social Media Integration New Query Form Consider Name Change WBUR Underwriting Institute American Standardized Exams Feeder School Understanding Hire SEO Consultancy Create Facebook Page Aim of the School refinement Creating Non-Profit Entity Soccer Team Sponsorship Brand Differentiators Dr. Robinson Talks Admissions Director Relationships IB Program Awareness Apparel Printing Alumni Association Building
- 14. 3 Modular Approach Branded Differentiators New Marketing Plan
- 15. # Students Primary: 28 Secondary: 12 School Year
- 16. 1 Modular Approach Branded Differentiators New Marketing Plan
- 17. Student Sense of Accomplishment “Feeder School” Opportunity Increased Word-of-Mouth
- 18. BSB Strengths Differentiated Teaching Unwavering Academic Focus International Mindedness Spirit of Inclusion
- 19. 2 Modular Approach Branded Differentiators New Marketing Plan
- 20. Brand Differentiators BSB Current USPs Importance of Language Acquisition Personalized Learning International Benchmarks Differentiation International Mindedness Student-Centric Curriculum Affective Learning Partners (ALPs) Global Awareness Free Activity Fridays
- 21. 3 Modular Approach Brand Differentiators New Marketing Plan
- 23. Marketing Plan Metrics 30% 35% 20% Web Traffic Information Request Tour Sign Ups
- 24. 1% YoY Growth 1% YoY Growth 13% YoY Growth
- 25. Our Tasks Understand Target Market Competitive Analysis New Marketing Strategy
- 26. Q & A
- 28. Large Size BostonLatin Milton Academy DomesticFocused Internationally focused Winsor Academy International School of Boston Small Size
- 31. BSB
- 33. Most within 20 miles
- 34. 9 more than 20 miles away
- 37. Pursue a modular approach and separate the Primary and Secondary schools
- 39. Create Separate Mission Statements for the Primary and Secondary Schools
- 42. Private School Expert Relations3 Re-Integrate
- 43. Example of Sovereign Capital’s Investments: Alpha Plus Holdings Limited Date: June 2002 – December 2007 Buy & Build: 6 Transactions Exit money multiple achieved: 5.5x IRR achieved: 53%
- 44. Aim of the School Picture of the school “The British School of Boston is a small school for brilliant and motivated students. We have created a truly international community where learning is paramount and shared experiences are what fill our day. Our teachers embrace the hands on experience of learning, and participation is a given, rather than an option. We invite families, both local and abroad, to join us and help shape tomorrows brightest minds.” - BSB Aim of School
- 45. “To create and support a nurturing, creative, and harmonious environment where the brightest minds can grow to understand their world.” - BSB Primary School
- 46. “To inspire excellence in academics through an engaging and rigorous internationally based curriculum.” - BSB Secondary School
- 47. Website Redesign Improved Feedback Loop Fresh Information for Parents Better Connected to Community Faster Marketing Distribution
- 49. BSB Enters the Conversation
- 51. Media Usage Online penetration will rise from 73% to 82% over the next five years 61% of Facebook users are age 35+ TV is King, Radio is Best
- 53. HubSpot Data In Terms of Traffic, after 5 months of use Customers experienced 3.6 times more traffic Overall, users experienced a 60% increase in monthly unique visitors In Terms of Lead, after of 5 months of use Customer experienced 8.6 times more leads Overall, users experienced a 4.2x increase in leads
Editor's Notes
- Ty Opens
- The British School of Boston (or BSB, to their friends) is a private school. They are a small school with a big problem. How do they get the word out about their school?
- What were we charged with?First, we needed to understand: who is the target market for the British School of Boston? We needed to understand them, and what they wanted most from BSB.Second, we had to understand the industry. What were the best ways to communicate with the target market, and how do they go about searching for information on Private Schools?Third, we had to dive into BSB itself. What were the strengths and weaknesses of the school? Who would be interested in coming here? What does the target market want to hear, and where do they want to hear it? How good of a job was BSB doing right now in this area?Finally, our last question was – how do we know that what we’ve recommended is the right things? How do we know that the marketing strategy we’ve chosen is the right one for the long term?
- 2.6% population increase3.9% real median income decrease30,629 households earned $100,000+
- -Google Result for “Private Schools Boston”Many Competitors in Boston Market that BSB is up against72 within 2032 Secondary and only 5 over K-12Many have been around for more than 100 years and are well known in the communityMany have substantial endowments and financial means to support high-end marketing, tuition assistance and extra-curricularsMany have proven track records with acceptance of students in Top tier Colleges.BSB clearly faces challenges: 1. How do they separate themselves from the approach prescribed by it’s parent company which has not allowed them to make the changes needed to increase enrollment 2. How do they leverage existing strengths and consistently AND successfully communicate them to the community? 3. How do we wrap all of our recommendations into an executable marketing plan. So, what does BSB need to do in order to achieve their goals and standout in this market? 5. How does BSB convince parents that BSB is a better choice for their children?The map above is a Google Map result for “Private Schools Boston” with each red dot representing the location of a private school. - We identified 72 within 20 miles of BSB recorded on the Association of Independent New England Schools (AISNE) website.32 of those schools offer a secondary level educationThe point is that there are many competitors in the Boston Education market. This map illustrates that. There are 5 schools within 20 miles of BSB offer K – 12. Those five schools are:Brimmer and MayBuckingham, Browne & Nichols, DexterThe International School of BostonMilton Academy- According to the International Baccalaureate Organization (IBO), 5 Schools also offer the International Baccalaureate in the Greater Boston area. The proximity of competitors in the Great Boston area indicate BSB must present attributes beyond a short commute to convince families to to choose BSB. Competition Analysis ContinuedThis graphic simply represents the 32 schools within 20 miles of BSB that offer secondary level education. The schools highlighted in green are those offering the full K-12. Noted as well are Student body sizes, tuition and years since founding. These schools averaged a student body of 578 and 110 years since founding. We found through interviews with parents that they believe a class size of 3 to 4 students is a detraction in the consideration of keeping their children enrolled through year 13. These class sizes are considered socially limiting by some. Tradition of acceptance, or lack thereof into top tier college level education is also a detraction noted in our research.
- In the end, we designed a three-part framework for our recommendation plan. We firmly believe if BSB can follow what we have laid on, they will be on the road to success. Our three parts are re-imagine, re-position, and re-integrate.
- Based on our findings in the target market and competitor research, we began building a recommendation plan to help BSB capture it’s target better and communicate more effectively.What you see here is our entire whole recommendation plan, well over 30 ideas.Obviously, it would be no fun to go over all 30 here today. So we chose what we consider the three most important recommendations for this presentation.
- So here areour 3 “tentpole” recommendations, which form the backbone of the recommendation plan we have given to BSB.The three recommendations are “the modular approach”, “brand differentiators”, and the new marketing plan.Now I will walk through the specific problems that led to each recommendation, and the value that BSB will get from adopting our ideas.
- This is a graph of current BSB enrollment by class. As you can see, the blue highlights the Primary years, and Red highlights the Secondary.Starting with the 6th year, we saw a steep decline in class size, with 25% leaving after the 6th Year, and another 35% decline between Years 9 and 10. In the end, the average class size in Primary is more than double that in the Secondary Years.The students who do stay with BSB end up feeling like “leftovers”. There is a severe negative psychological affect for these students, which really sours their BSB experience.To understand what causes this attrition problem, we asked the two most knowledgeable groups – the parents and the students. The parents and students gave us two very interesting data points:Some students had plans to leave after Year 6 before they even came to BSB, because they were legacy students…Parents weren’t confident entering their child midstream at a K-12 institution, because the assumption is that all the students already know each other.This information told us that the current system would likely never prosper at BSB. Without a significant change, the Secondary school would continue to lag behind the Primary school. This led us to our first recommendation.-As we have discussed in initial meetings, BSB has been challenged to maintain numbers in the Primary to Secondary education level transition.-A sharp decline is noted after year 6 when most families are considering the best school option to prepare their children from College level education.-The historical “Feeder School” and “Golden Ticket School” mentality in the Boston education market plays into this decision because of the perceived pathway to top tier education institution.
- Our first recommendation is “the modular approach”, which means that BSB should separate the primary and secondary schools. Not necessarily separate physically, but instead create a formal transition process from the Primary into the Secondary school.Our research showed that BSB has tried to force a K-12 school down a 6-12 pipe.With so many popular 6-12 options, BSB is putting itself at a disadvantage by operating as a full K-12 school.This move will make it easier for students to leave BSB after the 6th Year, but will also make it easier for a new group of students to enter the BSB Secondary school.
- So what will this modular approach give to BSB?By creating a Primary School graduation ceremony, students who are leaving BSB and those who are staying can feel a sense of accomplishment. The students told us this was very important to them.Students who do leave can also now be considered alumnus of the BSB Primary School, which would add size and strength of the community that BSB draws from.We also recommended the admissions office track the Secondary schools of the students who are leaving. Many parents look for “feeder schools” while searching for a Primary education for their child. The school that has a strong track record of placing students at Milton or Boston Latin is just as popular as the high school that regularly places students at Harvard!For the students who remain with BSB, this sense of accomplishment will lead to a happier experience, which means more word of mouth marketing, which in the end will give BSB higher enrollment and a happier community.
- On to our second problem.Our competitor research had revealed that families were choosing BSB not necessarily because of the short commute, but because of the strengths in the program.The strengths you see above are what we believe BSB is best at, based on our discussions with parents, students, administrators, and outside Private Education Consultants.The problem is, many other schools promise exactly what BSB promises. Boston Latin, for example, promises “a rigorous academic program.” The Winsor School teaches it’s academics with “a global mindset”.So how do we communicate these strengths in a clear manner? How do we communicate them so that potential parents will remember them and connect them clearly with BSB? How do we ensure that any parent in the Boston area looking for what BSB is good at finds out about BSB and is attracted to coming here?
- The answer is Branded Differentiators.Branded Differentiators are features of a product or a service that create meaning for customers.It is essentially giving a specific name to a unique selling point of the school, so that no other school may claim to share it.
- As you can see, BSB’s current unique selling points are difficult to differentiate. What school doesn’t claim to offer personalized learning, and what school doesn’t emphasize foreign language? Furthermore, they are what is most important to the administration, not parents and students!Transition to new differentiatorsThe new branded differentiators take what BSB is already good at and give it branded power.Any school can say they do boring old differentiated teaching, but only BSB has a special “Student-Centered Curriculum”.We also took what the parents and students said were most important and brought them to the forefront as well.While students didn’t understand what BSB’s Pastoral Learning program was, for example, they knew they loved it. We’ve renamed it Affective Learning Partners, and given it an easy to remember acronym.So we think the new branded differentiators will be strong selling points for BSB.The advantages here are clear. BSB will gain more recognition and interest in the community, as their unique strengths become recognized. Our recommendation was to put these near the front of all their marketing materials. By setting themselves apart in a good way, BSB will likely increase enrollment and their marketing materials will be stronger and more memorable.
- Now that we have our on-point marketing message, we needed a comprehensive plan to help send the BSB brand “back out into the wild”The final recommendation for today is the New BSB Marketing Plan, which was one of the key deliverables for the school.In the past, BSB has struggled with both awareness and knowledge about their program.As we noted earlier, they also have a smaller budget than their competitors, which means they cannot simply “yell the loudest”.
- The BSB Marketing plan attacks this problem in three parts: Internet, Mainstream, and Community Relations.The idea behind the marketing plan we’ve chosen is: let’s stay within a reasonable budget, let’s communicate where the target market is, and make sure we communicate BSB’s strengths.The Internet, according to our research, has become the #1 place for parents when searching for information on potential private schools. So we’ve allocated nearly 60% of our total budget to increasing BSB’s Internet presence. We recommend their site become a multimedia center for BSB, placing introductory videos like the one we created front and center. Being able to see the personality of the school come alive will convince more parents to tour and enroll their children at the school.Our research revealed the radio as the #2 media outlet for our target parents, behind only TV. For our budget, we knew there was far more reach and frequency to be had through radio spots on the local NPR station.The community relations portion is all about getting the word on BSB out in the community. From printing t-shirts to sponsoring the local recreational soccer leagues, we wanted the community to become familiar with the BSB name: not as something stodgy and boring, but as something fun.We believe BSB is still in the building awareness phase of it’s marketing life. The plan was designed to increase awareness and drive families to the website, where they can gain knowledge on the BSB brand.Gaurav is now going to take over and talk about the metrics BSB should use in the future to measure the effectiveness of our marketing plan.
- What were we charged with?First, we needed to understand: who is the target market for the British School of Boston? We needed to understand them, and what they wanted most from BSB.Second, we had to understand the industry. What were the best ways to communicate with the target market, and how do they go about searching for information on Private Schools?Third, we had to dive into BSB itself. What were the strengths and weaknesses of the school? Who would be interested in coming here? What does the target market want to hear, and where do they want to hear it? How good of a job was BSB doing right now in this area?Finally, our last question was – how do we know that what we’ve recommended is the right things? How do we know that the marketing strategy we’ve chosen is the right one for the long term?
- -This graph illustrates tuition revenue per class year. It is obviously very similar to class size as the numbers are directly correlated.
- -BSB’s average tuition charge for K-12 is $25,213. -The 5 schools that offer K-12 average tuition is $33,348.BSB’s annual tuition for years 12 and 13 is $26,347.The average of the 32 schools mentioned previously is $28,223.These numbers could be an asset for BSB considering the recent economic struggles many families have been forced to face as a result of a poor US economy.
- Look at all these schools!?!?!?
- JesseDuring the 2009-2010 school year BSB had 304 students coming from 69 townships mostly in the great Boston area.63 of those townships were within 20 miles of the school.Only 9, or 3% of the students came from towns more than 20 miles away. -Of those 9 students, many were siblings indicating that families are more willing to commute more than 20 miles if more than 1 sibling is attending.10 townships boasted more than 10 students and 9 of those towns were within 10 miles with ## just outside at ## miles.47 percent of the students live within 5 miles of the school.The towns with between 15 an 20 students are shaded Red and the lighter shades indicate fewer fewer students as the color fades from Red to Pink. The data indicates that BSB draws a large percentage of their student body from towns with short commutes. But, there are obviously other choices of schools within these towns that would be shorter commutes for the families. Well spread busing helps families cope with the commute issue.
- This slide is a supplement to have in the standby slide right after the map of where BSB students come from. Eastern Massachusetts
- In the end, we designed a three-part framework for our recommendation plan. We firmly believe if BSB can follow what we have laid on, they will be on the road to success. Our three parts are re-imagine, re-position, and re-integrate.
- After Presentation
- We wanted to write in BSB voice, but create an authentic and honest statement that encompassed what BSB is and what it wants to provide it’s students.The first sentence is our frame. Who is it that goes to BSB, what type of children are at BSB. It doesn’t come out and say “you can’t go here”, but if a child isn’t motivated academically, they aren’t going to buy into the BSB ideology.The next two sentences describe what BSB does best and what parents are looking for when searching for a private school. BSB places learning first, they share the bonds off community, and the true asset is the teachers and students. Because it is a small school, a large emphasis can be placed on participation, whereas the larger schools may not promise that.Finally, to help dispel the myth of the British-only school, we are coming right out and telling them: if you want to come here, we’d love to have you. Come and join us.
- Ok on to the primary school.Here the real abilities of the primary school are energy, support, and growth. We wanted that to come forward in our mission statement.
- Finally, the secondary school. Who is going to love the secondary school?Someone who cherishes a strong academic environment, who wants to be challenged and pushed, and who wants to be surrounded by others that do as well.So the new mission statement was designed to speak exclusively to them. We think the separated mission statements speak a little bit better to the goals and strengths of the individual school, and achieve a bit more targeted messages.
- Improved Feedback Loop – parents can leave reviews and comments, so teachers and administrators can know instantly whats going onFresh Information for Parents – Parents will know what’s going on at the school, get pictures, see videoBetter Connected to Community – Internet is the #1 place people visit, Internet is your “smile” to the community – tell them about your personality and invite them inFaster Marketing Distribution – by digitizing video, pictures, and brochure information, you can have it available for potential parents anytime, even at 2am on a Sunday – if that’s when they want it, you can have it ready by putting it online where it is easy to get to.
- So what is that going to accomplish?There will be increased interest in the primary school, because parents and secondary admissions directors can now see the success of the IPCIncreased comparison between BSB and the big schools – suddenly BSB can “enter the conversation” because they are on the same playing field.Finally, this is going to help fix the culture of leaving among the students. Now that they have to earn their place at the secondary school, they are making the active choice to be there, and we think that will have an effect.
- After presentation
- So this is another way of looking at our marketing budget. Obviously, the website re-design is a big cost, but it’s a one-time cost. After that, it takes less time and money to keep it updated.Please let me know if there are parts we should dive into in more detail.Otherwise, here’s Gaurav to talk about what our numbers look like into the future.