Enrollment Innovations in Turbulent Times

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The presentation features the latest innovations in enrollment management as they relate to (1) being strategic, (2) focusing on what matters, and (3) building organizational capacity.

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Enrollment Innovations in Turbulent Times

  1. 1. Enrollment Innovationsfor Turbulent TimesPresented by Dr. Jim Black, President & CEO of SEM Works
  2. 2. “Everything that can beinvented has been invented.” -- Charles H. Duell Commissioner, US Office of Pattens, 1899
  3. 3. ‣ Being Strategic‣ Focus on What Matters Most‣ Develop Organizational Capacity
  4. 4. BeingStrategic
  5. 5. The Fifth Discipline VisionReality
  6. 6. Academic Enrollment Trend Data Enrollment Profile Student Projections Diversity Demographic Trends Net Revenue Competitor Institutional Business TrendsEnrollment Growth Aspirations Intelligence Economic Trends Enrollment Goals SpaceGovernment Utilization External Institutional Forces Capacity Course Community Demand Analysis Faculty Business and Load and Industry In-Class, Availability Educational Online, Hybrid Consumers Mix
  7. 7. Strategic SEM Vision Capacity QuantityDiversity Quality
  8. 8. Integrated SEM Planning 1 2•  Program Value•  Cost/Value Ratio Strategic Enrollment •  Capacity Net Revenue Growth •  Student Demand•  Cost to Scale •  Industry Demand •  Program Value Prioritization Model 3 4•  Selectivity •  Target Populations•  Student Experience Student Success Student Diversity •  Target Markets•  Conditions for Success •  Target Modalities
  9. 9. The Art of War‣ Know yourself‣ Know your enemy‣ Know the ground‣ Know the weatherSource: Sun Tzu
  10. 10. ‣ The role of the SEM leader is to align the organization with its environmental context
  11. 11. Teach the Elephantto Dance‣ Enrollment declines‣ Capacity constraints‣ Budget pressures‣ Image problems‣ Student attrition‣ Service complaints‣ Environmental shifts‣ Emerging competitors‣ Lagging behind peers and aspirants‣ A new vision
  12. 12. •  Tell a story! maintain a drumbeat•  Provide data in sound bytes•  Share anecdotes, testimonials, the voice of students•  Use peer comparisons•  Demonstrate return on investment (ROI)•  Seek out advocates•  Identify power brokers•  Identify points of leverage
  13. 13. Actionable IntelligenceSource: L. Baer, D. Norris (2008) Performance Analytics
  14. 14. Enrollment Dashboards
  15. 15. A Strategic Performance Management System • 9&8#<"4%I6* • !+7*!4"(6%4(#/* • >-4/(,?* L#1-8&*M*C#/)&"$6#/*A4,&$* • J4H#"* • >-416,?* • F/N-6"6&$* • 7#/#86* • 96)&"$6,?* • ;%%164/,$** • +#641KL41-&$* • 36@* **O#8%1&,&KN-416P&.Q* • !#16(41* • A&,&/(#/* • ;.86,$* • C#8%&(,#"* • ="4.-4(#/* • *R&2*7/"#11&.*+,-.&/,$* *** 7/"#118&/,* 96:&"&/(41* 7/)6"#/8&/,41* 34"5&,* !"#$%&()&* =#41$* ;.)4/,4<&$* 04,#"$* !#$6(#/* +,-.&/,*01#2* • !"#<"48$* • ;24"&/&$$* • +&")6&$* • F84<&KA&%-,4(#/* • B-84/*C4%6,41* • !"6&KL41-&* • D"<4/6E4(#/41*C4%46,?* • ;4.&86*;G"6H-,&$* • F/$(,-(#/41*;G"6H-,&$* • C48%-$*;G"6H-,&$* • C#/$(,-&/,*D-,#8&$* **
  16. 16. A Strategic Performance Management System • ?"&#4#."+"(!*."#( • 6:*"(PJ=4Q*J$+( • ?&$,&"##4$+(!*."#( • L"*&+"&(/MN"JK"#()".( • <*%=.5(R$&B=$*7( • 2*7"-4(?"&@$&-*+"( • !"="K*+.(8-:=$5-"+.( • 6"&K4"(;*:*4.5( • 6%"##12.A!4#B(?&$C="#( • <%&.G"&(87%*J$+( • F"G+$=$,5(/:J-4Q*J$+( • ;$%&#"(6%::=5(D(E"-*+7(( • 0+#J.%J$+*=(L$5*=.5( • S%7,".(2==$*J$+#( • FG"(H6>4&=I(<*.$&( ( ( ;%&&"+.( 6.%7"+.( /%.$-"#1( !/0( !"#$%&"( 6.%7"+.(<=$>( 89:"&4"+"( 23+4.5( )*+*,"-"+.( • 89:".*J$+#(K#(!"*=4.5( • ?&$,&*-(;$#.1O*=%"( ;$+,&%"+"( • )*&B"J+,()".&4#( • 6.%7"+.(6*J#@*J$+( • !"&%4.-"+.()".&4#( • 6.%7"+.(8+,*,"-"+.( • <4+*+4*=(247(L"K"&*,4+,( • 6"&K4"(2##"##-"+.( • !"."+J$+(?&$,&*-(( ((8K*=%*J$+(
  17. 17. Blue Ocean Strategy
  18. 18. hat Matters MostFocus on W
  19. 19. HIGH OUTCOME ELITEReputation for Academic Quality CAMPUS COMMODITYLOW NURTURING LOW Reputation for Student Experience HIGH Source: Academica Group
  20. 20. Academic Factors Accreditted UG Research 1 Quality of Faculty 2 3 Program ReputationInstitution Reputation 0 20 40 60 80 Source: Academica Group
  21. 21. Opportunity Factors International Exchange Grad School 1 Grad Jobs 2 3 LeadershipCo-ops/ Internships 0 10 20 30 40 50 Source: Academica Group
  22. 22. Affordability Factors Part-time Jobs Cost of Tuition 1 2Merit-based Aid 3Need-based Aid 0 10 20 30 40 50 Source: Academica Group
  23. 23. Campus Factors History/ Tradition Recreation Campus Housing 1 Attractive Campus 2 Student Experience 3 Varsity TeamsClubs/ Social Activities 0 50 Source: Academica Group
  24. 24. Nurturing FactorsPersonal Attention Surroundings Campus Safety 1 2 Small Size 3 Faculty/Student Interaction Class Size 0 20 40 60 80 Source: Academica Group
  25. 25. Decision Influencers College viewbooks 5 Program brochures Course catalogs Alumni mailings Institution websites Current students or graduates Parents or family members 4 Friends Formal campus tours Campus open houses Informal campus visits College visit to high school High school college nights 3 Regional college fairs Telephone call from admission officers Email from admission officers Mail from admission officers Web portalsMean Influence 2 College search guides U.S. News & World Report rankings High school guidance counsellors High school teachers High school coaches Professors 1 College coaches 0% 20% 40% 60% 80% 100% Facebook Twitter Usage (Line of best fit)
  26. 26. The Enrollment Funnel Inquiries Applicants Admits Registrants 1st term Students 2nd term 3rd term Stop-outs 4th term Graduates
  27. 27. The Relationship Continuum Pros p e ct r ce en flu In Student Al um uate Grad
  28. 28. The Student Lifecycle Model =#*#+% ;#+-*% =2$+% A*#)+-*0% A*#)+-*0% A*#)+-*0% ?+*+-:2-@%% 5-6#37%% 5-6#37% !)$3*% A+<39+@%% C(-03:2-@%&+-+(:2-% ;#":<(:2-% ;2-<+032-% B27("*7% B27("*7% 8204+9*% 5-6#37% 5-6#37% !44% !)$3*% 1-2""+)% /0*%.+(% ,-)%.+(% &()#(*+% !"#$% 5-6#37% !44"39(:2-% C(-03:2-% ?+*+-:2-@%% B27("*7@% =#">""$+-*% ;2$4"+:2-% A+<39+@%% &3<3-D@% B27("*7% ?+E+-2""$+-*%
  29. 29. Academic Program Lifecycle Concept Introduction Growth Maturation Decline !"#$%& ,-#.//0%-& ,-#.//0%-& 4"&" (%).2#*% (%)%"#*+ 1233.#& 1233.#& 1233.#& 5//.*"6.-• !"#$%& • 2$+3"4%5 • 6")-,$4*% • 9+*5+$#6"%":$; • 9+*>;"#?%$;/<.<• ())*+,-%.,/ • 6"1+-.,#"%, • 6","%4*% • 2$+3",6"<"$+1= • !"1.<.*%2$,+.@• 0$)$1.,/ • 7"+8.1" • 0$)$1.,/ 2$%$5"#"%,
  30. 30. Program Innovation Matrix
  31. 31. Integrated Marketing Market Segmentation 2 Constituent Brand 1 3 Needs Attributes Brand The Power Brand FROM TOConfusion Affinity of ONE Relevant 6 4 Brand Communication 5 Positioning Differentiation
  32. 32. How can you best connect with and motivate potential students to enroll? Integrated CommunicationsIn Person Phone Mail Email Digital Social Media Media
  33. 33. High School CRM Model Students Transfer Adult Learners • Project manager/ Students 3&*+#$4! analyst Example ()&*%+! text • Content developer Graduate Students CE Students • Graphic/web designer International Students • Multimedia/social media coordinator • Technical support/ 3*#+)&678&! data manager -%,.&$%! "#//! ",**&$%!! -%,.&$%! !3#*%45! "#//! "#$%&$%!()&*%+! 0&1+2%&!
  34. 34. CRM Planning Construct 7434"(534613&( 84""13(534613&( 7#"$"(534613&(534613( 5/$13( 01&2342#1( !"#$%&( !"#$%&(5/$13( !"&#1.( !"#$%&( -&&./( )*%+",( The “Who” The “What” The “How”
  35. 35. Persona Profile
  36. 36. Persona Profile
  37. 37. Sample Promise Education that is Relevant TransformingPathways to ConnectionsOpportunities Lives and with People Communities A Place that Supports Success
  38. 38. CRM Plan!"##$%&()"%*+, 3%.0040%.*,, 60/*"%(, 90:&;0/2, -$88"/., FG0);0%0**, >&#0:&%0, ?0(4,@%&., CDE0);0,-./(.012, 5"/,-$0**, 7/"$8, <0.="4, @%&.A*B, <0(*$/0,
  39. 39. Integrated Recruitment Marketing Relationship EFFICIENCY EFFECTIVENESS Outreach Management Admissions Office Recruiting Staff Continuing Education Academic UnitsCommunications Web Strategy Flow Marketing Events
  40. 40. Strategic Market Entry‣ Identify niche opportunities‣ Provide a solution to a problem‣ Define and address learner needs‣ Create value-added partnerships‣ Leverage institutional relationships
  41. 41. Recruitment Wayfinding Submit/Request Pay for Information ClassesApply for Apply forAdmission Financial Aid Take Register for Are all Placement Classescredentials Test in? Admit Get Offer Advised
  42. 42. Current Students Advisors Alumni Recruitment ManagerFaculty Parents Advocate Model Staff
  43. 43. Integrated Retention 11 8-1-%#/392-1:"(17 ,&-%#(-#./-(0-#-) " //& !" $-0#*/176#";#%$ $0 %& &. #$" *+ #$"%& 12//-11-03"1 -<%&2%:"( 0 $"- !" , - & ( . / ) & 0$"-&.$ 4"156 .$ ,-& !23 &3& 0"//&11 )!"#$%&%()*(+"#$%& (%0 ,8( ! .727 (.- 4(;%;-$-(07 "// .1 *(0-;#%:"(7=-&"(;*(;7 * &11 /"((-/:"(1 456%()7$"#637 0$%2$&7,/9&1("%/& -&*$*(%0- :##(/28(.1
  44. 44. Precision Retention Strategies ./"0-#+) 1%23%-#+) 1&%$#$(* +#&#$%-$+*"(* 2&/%&3+* !"#$"%&$() *+$",+-#+) !"#$%&#$()* +,+#-"$(* ./.0-"%) 40&$(*5-+-/")* 6&/(*7&$"$++)* -".$"85$+)*"(* 4$2(+$) ../,#6-9-#:) 42&&33) 125$2")
  45. 45. Integrated Student Services No-stop One-stop S ervices Services An Se y-sto rvi p ce s
  46. 46. One-stop Services
  47. 47. No-stop Services
  48. 48. Any-stop Services
  49. 49. izational CapacityDevelop Organ
  50. 50. OrganizationalCapacityFactors and conditionsthat enable anorganization to use itsresources (human,financial, physical,technology, information)to perform and adapt tochange.
  51. 51. -81;,#%><>4=%4A">>%484=% G"4"*,1(E=% >1(,",#=%+*3<13*,=% 2* # * !" #$ 4"8?13*,1>=%1,9% (8,3*,=%(*>4% 01 ,(-. / # +# "%& 4(<1,8%>19(4$"C% #) )# ( + ,(- )* .* !"#$% 05-0%"* &()*(+",#% 41(&"* 51(,(67,8(9:%1;(+4%<"4"*,=%<1>?4=% 1,9%@$1<"*?(4%% -./% + 0 67 0(#1,"213*,4% #) 84 &*C>=%C(*7444=% 3% + ", #,( 2* 87$,*>*#E=%7("371>%C18$4=% 177*?,81@">"34=%(7*#,"3*,% -.* B18169("<,=%C()*(+1,7% +1,1#+,8=%D?1>"8E6 +4282040&** )*7?49=%",,*<13*,%(F1(99% 91)%4:"1"2-*
  52. 52. SEM Capacity-Building Model A SEM Champion 1. Start with An Enrollment Analyst the “who” The Right Operational Leaders Create a Shared Vision 2. Define the “what” Define the Ideal Student Experience Manage the Culture 3. Lead the Create Conditions for way to “how” Success
  53. 53. Communication Fusion Collaboration IntegrationInformation Sharing
  54. 54. Natural Tensions Academic Culture SEM Objectives Autonomous Common good Unit-oriented Integration Status quo Constant changeCognitive dissonance Buy-in Faculty-centered Student-centered
  55. 55. Antecedentsfor Success‣ An enrollment champion‣ An integrated SEM plan‣ The right people on the bus‣ Organizational structure that facilitates success‣ Faculty and staff learning‣ Adequate resources‣ Incentives to innovate‣ Leadership support‣ Accountability
  56. 56. The Power to Execute People – the only sustainablecompetitive advantage that exists.
  57. 57. Dr. Jim Blackjimblack@semworks.netwww.semworks.net

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