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Five Enrollment Management Fundamentals for  Professional, Graduate and Continuing Education Leaders    UPCEA ANNUAL CONFR...
Revenue doesn’t tell the whole story“Our enrollments had gone down precipitously about 2% ayear for the last 9 years. Coul...
Solutions … looking for problems                DemandEngine, Inc. Copyright 2012
I saw the data, but …    “We’ve seen the data … but feel we should do it anyway.”4                                        ...
With competition and budget     pressures, you can’t rely onenrollment simply happening. It’s time       for intentional e...
AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management Foundation –   University of Minnesota C...
Enrollment Management Track• Creating effective adword campaigns• Communicating online through  electronic media• Implemen...
Enrollment Management History – 1970’s• Maguire (1976) wrote:  Enrollment management is a  process that brings together  t...
Enrollment Management History – 1980’s• Hossler (1986) defined  enrollment management as: “a process or activity which inf...
Enrollment Management History – 1990’s• Dolence (1993) wrote: “Strategic enrollment management (SEM) is a comprehensive pr...
Enrollment Management History – 2000’s• Kalsbeek (2003) defined  strategic enrollment  management (SEM): “as the systemati...
What is Enrollment Management?Enrollment management is asystematic, comprehensive,research-driven approach tofind, engage,...
DemandEngine Supporting Research• The Road Less Traveled: Enrollment  Management Practices of Professional  and Continuing...
Five Enrollment Management Foundations1.   Enrollment leadership2.   Organization3.   Information4.   Engagement5.   Opera...
Enrollment Leadership                                  Where’s the leadership?1. Governance – Top-level support           ...
Organization1. Alignment                         Opportunities for Alignment –   Senior professional in place             ...
Information1. Data governance                   What Holds PCE Units Back? – Clear definitions of collection   •54% - iden...
Engagement1. Marketing                        PCE Units Are Generating   communications                   Sufficient Inqui...
Operations1. Supportive processes                    The Office of Enrollment – Recruitment, admission, and             Pr...
AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management   Foundation – University of Minnesota  ...
University of Minnesota Context• More than 66,000 students, 4,800 full time  faculty, and 400,000 alumni• 19 colleges/scho...
DemandEngine, Inc. Copyright 2012
Leadership
Leadership Commitment• Key strategic priority• Senior leadership buy-in and ownership• Policies and processes support enro...
Enrollment Goals/ObjectivesIncrease Enrollments• Improve information about inquiries• Improve quality of communication• In...
Program Level Goals • Start with   benchmarks • Understand   program level   idiosyncrasies • Program to program   compari...
DemandEngine, Inc. Copyright 2012
Organization
Organizational Alignment• Marketing role expanded beyond awareness and  brochure development• Dedicated call/information c...
Enrollment Management Teams           Informat-          ion Center          MarketingProgram                Advising     ...
Enrollment Funnel        Suspects    Prospect -Inquiry    Prospect-ActiveProspect-Program Contact       Applicant       St...
DemandEngine, Inc. Copyright 2012
Information
Information• What we track:  – Enrollment management goals/objectives key    performance indicators  – Inquiries and conve...
Funnel reports measures movement    through the funnel and census                 DemandEngine, Inc. Copyright 2012
Monthly Scorecard       DemandEngine, Inc. Copyright 2012
KPI                                   Target       Oct          Nov          Dec           Q2          Q2 YTD        % of ...
CommentsThis is the inagural quarterly enrollment management dashboard. Currenlty there is not always data to compare topr...
“Voice of the Customer”• Gather customer comments and analyze for  trends/themes• Shared at monthly Enrollment Management ...
DemandEngine, Inc. Copyright 2012
CommentsThis is the inagural quarterly enrollment management dashboard. Currenlty there is not always data to compare topr...
Engagement
Marketing/EM Plans by Program Area• Program plans Informed by large Marketing/EM  plan and strategy  – Include strategies ...
Communications Schematics            DemandEngine, Inc. Copyright 2012
DemandEngine, Inc. Copyright 2012
Operations
Operations• Technology tools  – CRM  – Email• Process and role definition  – Linking multiple touchpoints• Cross functiona...
DemandEngine, Inc. Copyright 2012
AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management Foundation –   University of Minnesota C...
#1 – Start with Research• Baseline what you already (should) know• Understand your (real) market position                 ...
#2 – Students Matter• Student success and institutional goal  achievement ($’s) are not mutually exclusive.• Revisit your ...
#3 – Leadership Matters• More is not an actionable goal• Revenue fails to tell the whole story  – Enrollment goals (recrui...
#4 – Enrollment Management Matters• Enrollment management is systematic, research-  driven, and student-focused• Recruitme...
#5 – Measurement Matters• Written documented plans show what must  happen to recruit and retain students• Defining the rig...
Who likes wine and doughnuts?!?
DemandEngine, Inc. Copyright 2012
Fun times…• Wine Tasting  – 5-7pm tonight• Doughnuts with  DemandEngine  – 10- until they are gone    Thursday morning    ...
ContactJennifer CopelandVice PresidentEmail     jennifer.copeland@demandengine.comPhone     912-354-8007Web       www.dema...
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Enrollment

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  1. 1. Five Enrollment Management Fundamentals for Professional, Graduate and Continuing Education Leaders UPCEA ANNUAL CONFRERENCE 2012Presenters: Jennifer Copeland & Stephanie PlatteterWednesday, March 28, 2012
  2. 2. Revenue doesn’t tell the whole story“Our enrollments had gone down precipitously about 2% ayear for the last 9 years. Couldn’t we recognize that? No, itwas masked by raising tuition and we made someexpenditure cuts so it looked like we were always whole.” Dean Billy Cannaday, UVA School of Continuing and Professional Studies ACHE 2010 Annual Conference DemandEngine, Inc. Copyright 2012
  3. 3. Solutions … looking for problems DemandEngine, Inc. Copyright 2012
  4. 4. I saw the data, but … “We’ve seen the data … but feel we should do it anyway.”4 DemandEngine, Inc. Copyright 2012
  5. 5. With competition and budget pressures, you can’t rely onenrollment simply happening. It’s time for intentional enrollment management.
  6. 6. AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management Foundation – University of Minnesota College of Continuing StudiesC. DemandEngine Next Steps DemandEngine, Inc. Copyright 2012
  7. 7. Enrollment Management Track• Creating effective adword campaigns• Communicating online through electronic media• Implementing Customer Relationship Management (CRM) systems• Mobile websites and applications• Listening to the student• Marketing to noncredit customer• Internal marketing retention efforts• Selling education• Forecasting educational needs Source: UPCEA web site DemandEngine, Inc. Copyright 2012
  8. 8. Enrollment Management History – 1970’s• Maguire (1976) wrote: Enrollment management is a process that brings together the often disparate functions having to do with recruiting, funding, tracking, retaining, and replacing students as they move toward, within, and away from the university. DemandEngine, Inc. Copyright 2012
  9. 9. Enrollment Management History – 1980’s• Hossler (1986) defined enrollment management as: “a process or activity which influences the size, shape, and the characteristics of a student body by directing institutional efforts in the areas of marketing, recruitment, and admissions as well as pricing and financial aid. In addition, the process exerts a significant influence on academic advising, the institutional research agenda, orientation, retention, and student services.” DemandEngine, Inc. Copyright 2012
  10. 10. Enrollment Management History – 1990’s• Dolence (1993) wrote: “Strategic enrollment management (SEM) is a comprehensive process designed to help an institution achieve and maintain the optimum recruitment, retention, and graduation rates of students, where ‘optimal’ is defined within the academic context of the institution.” DemandEngine, Inc. Copyright 2012
  11. 11. Enrollment Management History – 2000’s• Kalsbeek (2003) defined strategic enrollment management (SEM): “as the systematic evaluation of an institution’s competitive market position, the development of a research-based definition of the desired or preferred strategic market position relative to key competitors, and then marshalling and managing institutional plans, priorities, processes, and resources to either strengthen or shift that market position in pursuit of the institution’s optimal enrollment, academic, and financial profile.” DemandEngine, Inc. Copyright 2012
  12. 12. What is Enrollment Management?Enrollment management is asystematic, comprehensive,research-driven approach tofind, engage, and retaindesired students. DemandEngine, Inc. Copyright 2012
  13. 13. DemandEngine Supporting Research• The Road Less Traveled: Enrollment Management Practices of Professional and Continuing Education• Professional and Continuing Education Has A Measurement Problem• Adult Learner Marketing Needs A Makeover … Now! DemandEngine, Inc. Copyright 2012
  14. 14. Five Enrollment Management Foundations1. Enrollment leadership2. Organization3. Information4. Engagement5. Operations DemandEngine, Inc. Copyright 2012
  15. 15. Enrollment Leadership Where’s the leadership?1. Governance – Top-level support •39% set targets for first-time enrolled students – Accountability and resources •24% set cohort rates for degree2. Goals completion – Clear, precise, and •18% set cohort rates for non-credit measurable certificate completion – Must be realistic •17% set cohort rates for credit3. Resources certificate completion – Contribute to student goals – Allocated to meet enrollment priorities Source: PCE Has A Measurement Problem Report (n = 87) DemandEngine, Inc. Copyright 2012
  16. 16. Organization1. Alignment Opportunities for Alignment – Senior professional in place •31% employ a senior staff member – Written plan aligned to goals •to manage outreach marketing2. People •23% have written new student – Define roles enrollment plans – Understand their own impact •6% have written retention plans – Clear performance expectations3. Culture – Understand factors impacting higher ed Source: The Road Less Traveled – PCE – Work collaboratively Enrollment Management Practices (n = 102) – Student-centeredness is second nature DemandEngine, Inc. Copyright 2012
  17. 17. Information1. Data governance What Holds PCE Units Back? – Clear definitions of collection •54% - identifying the right metrics and analysis to track – Data hygiene standards •43% - no internal agreement on relevant metrics2. Reporting – Reports defined – Reports used3. Research – Behavioral insight used to adapt current efforts – Systematic process to Source: PCE Has A Measurement Problem understand why enroll and Report (n = 87) why not DemandEngine, Inc. Copyright 2012
  18. 18. Engagement1. Marketing PCE Units Are Generating communications Sufficient Inquiry Pools – Clear and concise messaging •Half of respondents enrolling 30K – Inquiry acquisition strategies or more students annually generate – Nurturing strategies in place inquiry pools of 5K or less2. Recruitment activities •1/3 don’t monitor if a prospective student receives follow-up – Enrollment personnel have access to prospective student information (and use it) – Dedicated resources to proactively contact and Source: Adult Learner Marketing Needs a Makeover (n = 77) follow up with students DemandEngine, Inc. Copyright 2012
  19. 19. Operations1. Supportive processes The Office of Enrollment – Recruitment, admission, and Prevention registration are well-coordinated – Documented, efficient processes •22% report having efficient2. Efficient use of technology processes to enroll students – Enrollment staff track interactions •19% have efficient processes to – Existing technology is used to capture and enter data support enrollment •Our secret shopping experiences3. Service competency bear this out – Competency criteria are used – FAQ’s used to improve front-line interactions – Employees understand Source: The Road Less Traveled – PCE Enrollment Management Practices (n = 102) expectations when working with prospective students DemandEngine, Inc. Copyright 2012
  20. 20. AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management Foundation – University of Minnesota College of Continuing StudiesC. DemandEngine Next Steps DemandEngine, Inc. Copyright 2012
  21. 21. University of Minnesota Context• More than 66,000 students, 4,800 full time faculty, and 400,000 alumni• 19 colleges/schools including the College of Continuing Education (CCE)• CCE: – Approx. 160 employees (15 marketing, 10 information center) – Approx. $25 million in revenue and 71,000 registrations (both credit and non-credit) DemandEngine, Inc. Copyright 2012
  22. 22. DemandEngine, Inc. Copyright 2012
  23. 23. Leadership
  24. 24. Leadership Commitment• Key strategic priority• Senior leadership buy-in and ownership• Policies and processes support enrollment management efforts• Enrollment Management goals and objectives• Program level targets DemandEngine, Inc. Copyright 2012
  25. 25. Enrollment Goals/ObjectivesIncrease Enrollments• Improve information about inquiries• Improve quality of communication• Increase conversion ratesBuild Relationships• Increase personal interactions• Build sense of community• Leverage CRM broadlyIncrease Recruitment Productivity• Broad adoption of funnel• Decrease cost/enrollment• Increase campaign response rates• Ongoing tracking and evaluation DemandEngine, Inc. Copyright 2012
  26. 26. Program Level Goals • Start with benchmarks • Understand program level idiosyncrasies • Program to program comparisons mostly irrelevant DemandEngine, Inc. Copyright 2012
  27. 27. DemandEngine, Inc. Copyright 2012
  28. 28. Organization
  29. 29. Organizational Alignment• Marketing role expanded beyond awareness and brochure development• Dedicated call/information center• Written marketing/enrollment management plans• Commitment to being the best at this• Adoption of the funnel DemandEngine, Inc. Copyright 2012
  30. 30. Enrollment Management Teams Informat- ion Center MarketingProgram Advising DemandEngine, Inc. Copyright 2012
  31. 31. Enrollment Funnel Suspects Prospect -Inquiry Prospect-ActiveProspect-Program Contact Applicant Student/In Plan Completed DemandEngine, Inc. Copyright 2012
  32. 32. DemandEngine, Inc. Copyright 2012
  33. 33. Information
  34. 34. Information• What we track: – Enrollment management goals/objectives key performance indicators – Inquiries and conversions overall and by program – Campaign and inquiry stream effectiveness – Communication effectiveness• How we communicate – Monthly scorecard – Program level data at enrollment management teams – Quarterly dashboard DemandEngine, Inc. Copyright 2012
  35. 35. Funnel reports measures movement through the funnel and census DemandEngine, Inc. Copyright 2012
  36. 36. Monthly Scorecard DemandEngine, Inc. Copyright 2012
  37. 37. KPI Target Oct Nov Dec Q2 Q2 YTD % of Target Lead Generation Campaigns # of campaigns launched -- 2 3 2 7 12 NA Cost/response $60.00 $22.56 $64.95 $19.30 $33.98 $25.12 low Inquiries Inquiries # 13,300 1,762 722 571 3,055 7,032 53% Funnel entrants 26,600 3,585 1,298 1262 6,145 14,045 53% % entering at inquiry 50% 49% 56% 45% 50% 50% in line Direct Cost/Inquiry NA $31.42 NA Total Cost/Inquiry NA $81.45 NA Direct Cost/Entrant NA $15.73 NA Total Cost/Entrant NA $40.78 NA Promotional Quantity -- 0 2 2 4 15 NA Email Received -- 0 3,844 13,695 17,539 39,313 NA Bounce rate* declining NA NA NA NA Average opens 19% n/a 20.7% 16.6% 17.5% low Average click through 4% n/a 3.0% 2.2% 2.5% low Web Visitors (+5%)* 676,200 52,469 52,613 45,909 150,991 309,250 46% Traffic Bounce rate 51.3% 51.3% 51.3% 51.3% NA Quality Web Visits 73,533 150,605 Sources of Quality Visits Organic 22,421 30.6%Metrics aligned Referral 15,927 21.8% Adwords 4,370 6.0% Email 3,765 5.1% Direct Mail 328 0.4% Online Ad 146 0.2%with identified Social 70 0.1% Print Ad 26 0.0% Unknown 26,173 35.7% 73,226Enrollment Online Paid Search Cost/Visit $8.01 $7.77 $7.49 $7.76 Advertising Banner Ad Cost/Visit $116.25 $10.81 $9.95 $14.67 Paid Search Web Visits (total) 3,495 3,377 3,103 9,975 Paid Search Bounce Rate 65% 62% 61% 63% Paid Search Costs -- $9,673 $9,964 $9,146 $28,783 Banner Ads Web Visits (total) 91 1,030 1083 2,204Management Social Media Banner Ads Bounce Rate Banner Ads Costs # of likes/followers 6,500 82% $1,860 6,052 60% $4,454 6,114 65% $3,771 6,337 69% $10,084 6,337 6,337 Web visits from social media 67 34 44 145 278Objectives Fulfillment Bounce rate Email opt-ins Web Form IC 4,000 11,300 4,550 40% 762 1,776 930 65% 285 669 223 59% 151 591 87 53% 1,198 3,036 1,240 2,329 6,923 2,463 58% 61% 54% Download NA NA NA NA NA NA NA Recruitment # of events -- 1 1 0 2 4 NA Events Registrations -- 63 102 0 165 853 NA Attendance -- 50 43 0 93 496 NA Average attendance 120 50 43 0 47 124 on target % dollars ytd % # ytd % $ Marketing Online Advertising 20% 13% 4% Mix Print Advertising 15% 13% 10% Direct Mail 57% 16% 76% Email 0% 38% 1% Other 8% 20% 9% Lead Conversion Funnel Conversions NA 4,104 9,285 NA Movement Total Funnel Movement 26,650 3,112 1,159 1193 5,464 12,060 45% Direct Cost/Conversion* NA $71.78 NA Total Cost/Conversion* NA $290.43 NA Culitivation Quantity -- 11 7 5 23 43 NA Email Received -- 61,095 27422 15362 103,879 160,187 NA Bounce rate* declining NA NA NA NA NA Average opens 26% 23.0% 26.6% 26.4% 24.5% low Average click through 6% 4.7% 5.7% 7.2% 5.3% low EM Emails Quantity -- 55 82 63 200 308 NA Received -- 624 1079 462 2,165 4,681 NA Bounce rate* declining NA NA NA NA NA Average opens 35% 46.3% 43.9% 31.2% 41.9% high Average click through 11% 9.8% 12.0% 15.8% 12.2% high Program Info # of events -- 11 11 7 29 58 NA Sessions Registrations -- 57 72 43 172 343 NA Attendance -- 35 49 31 115 211 NA Average attendance 6 3.2 4.45 4.43 3.97 3.64 low IC Activity Calls answered by IC -- 2,333 2,224 2,081 6,638 13,871 NA Abandon Rate 2.5% 2.6% 1.7% 2.4% 2.2% in line Service Emails -- 424 360 268 1,052 2,372 NA Outbound calls 25 65 57 147 234 Data Quality # de-dupe batch processes run -- NA DemandEngine, Inc. Copyright 2012 NA NA NA NA Average # of records de-duped/cycle 200 NA NA NA NA NA
  38. 38. CommentsThis is the inagural quarterly enrollment management dashboard. Currenlty there is not always data to compare toprevious years--as time goes on it will be added. Overall inquiries are up from Fiscal Year 2011 as is Web traffic.Current Interesting ProjectsStructural and content work on Web site to improve CCEs search rankingWeb form enhancements to make it easier to take action from our Web siteBreakfast seminars to generate CPE leadsCentennial Web siteIntegrated Behavioral Health masters degree launched 25000 Funnel Entrants Inquiry by Area 4.0% IC Calls Type 1.0% Recruitment Costs 3.0% DCP Grad Degrees, Campaign $400.00 20000 11.0% 4.2% 8% 7.2% $350.00 CPE CPE, 22% $300.00 15000 DCP program Entrants DCP UG $250.00 Degrees, DCP admin $200.00 $290.43 Total 10000 Entrants 28% Learninglife/PEP $150.00 Direct Learning U of M $100.00 5000 69.6% $81.45 Life/ $50.00 Inquries TP, 43% Other $40.78 $71.78 Inquries $0.00 $31.42 $15.73 0 Inquiry Entrant Conversion YTD FY11 YTD Total IC Calls: 13,871 Oct-Dec. Sources of Quality Web 45.0% Degree Conversion Rates (inquiry to admit) Email Activity Visits (Total = 73,553) 500 40.0% Open % 400 300 35.0% 200 100 30.0% 0 25.0% MDS (39%) ICP (31%) APS CM (18%) ITI (2%) MT (8%) MLS (7%) ACL (1%) Hort (11%) MBS (9%) Organic, Open % Undeclared 20.0% (771%) Unknown, 30.6% 35.7% 15.0% Open % 10.0% 1200 Online Direct 5.0% Click Click Click NC Certs Conversion Rates (funnel entrant Ad, 0.2% Mail, 0.4% 1000 Referral, 0.0% Through % Through % Through % to cert student) Email, 21.8% 800 5.1% Promotional Cultivation EM 200 Print Adwords, Social, 150 600Ad, 0.0% 6.0% 0.1% 100 50 400 0 Project Mgmt HRG (25%) Org. Dev. (13%) Mgmt (11%) Talent Mgmt Bus. Analysis Effectiveness Prof. Trainer Mgmt (19%) Bus. Writing Supervision Bus. Process 200 (11%) (19%) (66%) (17%) Inter. (44%) (4%) (0%) 0 Courses (29%) PEP Conversion Rates (funnel entrant to registered) 4000 2909 2000 481 611 199 458 206 0 LearningLife (17%) Headliners (33%)* Test Prep (45%) DemandEngine, Inc. Copyright 2012
  39. 39. “Voice of the Customer”• Gather customer comments and analyze for trends/themes• Shared at monthly Enrollment Management meeting• Data sources: – Point of Service survey comments – Web pop-up survey comments – CRM activity log entries – course, adviser, and info session evaluations – Other survey verbatim responses DemandEngine, Inc. Copyright 2012
  40. 40. DemandEngine, Inc. Copyright 2012
  41. 41. CommentsThis is the inagural quarterly enrollment management dashboard. Currenlty there is not always data to compare toprevious years--as time goes on it will be added. Overall inquiries are up from Fiscal Year 2011 as is Web traffic.Current Interesting ProjectsStructural and content work on Web site to improve CCEs search rankingWeb form enhancements to make it easier to take action from our Web siteBreakfast seminars to generate CPE leadsCentennial Web siteIntegrated Behavioral Health masters degree launched 25000 Funnel Entrants Inquiry by Area 4.0% IC Calls Type 1.0% Recruitment Costs 3.0% DCP Grad Degrees, Campaign $400.00 20000 11.0% 4.2% 8% 7.2% $350.00 CPE CPE, 22% $300.00 15000 DCP program Entrants DCP UG $250.00 Degrees, DCP admin $200.00 $290.43 Total 10000 Entrants 28% Learninglife/PEP $150.00 Direct Learning U of M $100.00 5000 69.6% $81.45 Life/ $50.00 Inquries TP, 43% Other $40.78 $71.78 Inquries $0.00 $31.42 $15.73 0 Inquiry Entrant Conversion YTD FY11 YTD Total IC Calls: 13,871 Oct-Dec. Sources of Quality Web 45.0% Degree Conversion Rates (inquiry to admit) Email Activity Visits (Total = 73,553) 500 40.0% Open % 400 300 35.0% 200 100 30.0% 0 25.0% MDS (39%) ICP (31%) APS CM (18%) ITI (2%) MT (8%) MLS (7%) ACL (1%) Hort (11%) MBS (9%) Organic, Open % Undeclared 20.0% (771%) Unknown, 30.6% 35.7% 15.0% Open % 10.0% 1200 Online Direct 5.0% Click Click Click NC Certs Conversion Rates (funnel entrant Ad, 0.2% Mail, 0.4% 1000 Referral, 0.0% Through % Through % Through % to cert student) Email, 21.8% 800 5.1% Promotional Cultivation EM 200 Print Adwords, Social, 150 600Ad, 0.0% 6.0% 0.1% 100 50 400 0 Project Mgmt HRG (25%) Org. Dev. (13%) Mgmt (11%) Talent Mgmt Bus. Analysis Effectiveness Prof. Trainer Mgmt (19%) Bus. Writing Supervision Bus. Process 200 (11%) (19%) (66%) (17%) Inter. (44%) (4%) (0%) 0 Courses (29%) PEP Conversion Rates (funnel entrant to registered) 4000 2909 2000 481 611 199 458 206 0 LearningLife (17%) Headliners (33%)* Test Prep (45%) DemandEngine, Inc. Copyright 2012
  42. 42. Engagement
  43. 43. Marketing/EM Plans by Program Area• Program plans Informed by large Marketing/EM plan and strategy – Include strategies and tactics from inquiry to conversion• Integrated between all modes and methods of communication• Communication schematics outline flow• Personalized and targeted with strong offers and calls to action DemandEngine, Inc. Copyright 2012
  44. 44. Communications Schematics DemandEngine, Inc. Copyright 2012
  45. 45. DemandEngine, Inc. Copyright 2012
  46. 46. Operations
  47. 47. Operations• Technology tools – CRM – Email• Process and role definition – Linking multiple touchpoints• Cross functional Enrollment management teams and sub-teams are empowered to – Set directions – Implement initiatives – Monitor and adjust DemandEngine, Inc. Copyright 2012
  48. 48. DemandEngine, Inc. Copyright 2012
  49. 49. AgendaA. Five Enrollment Management FundamentalsB. Applying Enrollment Management Foundation – University of Minnesota College of Continuing StudiesC. DemandEngine Next Steps DemandEngine, Inc. Copyright 2012
  50. 50. #1 – Start with Research• Baseline what you already (should) know• Understand your (real) market position DemandEngine, Inc. Copyright 2012
  51. 51. #2 – Students Matter• Student success and institutional goal achievement ($’s) are not mutually exclusive.• Revisit your mission (why you exist) and your vision (what you strive to become) DemandEngine, Inc. Copyright 2012
  52. 52. #3 – Leadership Matters• More is not an actionable goal• Revenue fails to tell the whole story – Enrollment goals (recruitment & retention) should define number and type of student that fits your mission DemandEngine, Inc. Copyright 2012
  53. 53. #4 – Enrollment Management Matters• Enrollment management is systematic, research- driven, and student-focused• Recruitment and retention• Hire Enrollment Managers, not communication marketers DemandEngine, Inc. Copyright 2012
  54. 54. #5 – Measurement Matters• Written documented plans show what must happen to recruit and retain students• Defining the right metrics provide direction to staff to know if your plans are producing desired results• Don’t get wrapped around the technology axle – “If we only had a better database, SIS, CRM system…” DemandEngine, Inc. Copyright 2012
  55. 55. Who likes wine and doughnuts?!?
  56. 56. DemandEngine, Inc. Copyright 2012
  57. 57. Fun times…• Wine Tasting – 5-7pm tonight• Doughnuts with DemandEngine – 10- until they are gone Thursday morning DemandEngine, Inc. Copyright 2012
  58. 58. ContactJennifer CopelandVice PresidentEmail jennifer.copeland@demandengine.comPhone 912-354-8007Web www.demandengine.comBlog www.demandengine.com/blogTwitter www.twitter.com/demandengineStephanie PlatteterUniversity of MinnesotaTitleExecutive Director of Marketing andEnrollmenttim.copeland@demandengine.comEmail ManagementPhone 912-354-8007EmailWeb platt013@umn.edu www.demandengine.comPhoneBlog 612-624-3203 www.enrollmentmarketing.orgTwitter www.twitter.com/tim_copeland DemandEngine, Inc. Copyright 2012
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