Marketing and Recruiting working together for Student Enrollment
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The document discusses improving collaboration between marketing and recruiting teams. It outlines some common issues when the teams do not work together such as a lack of consistency and leads going unanswered. This can lead to teams blaming each other. The document proposes having clear roles where marketing generates qualified leads and recruiting converts leads to enrollees. It provides examples of metrics both teams should track and questions they should ask. It also outlines an enrollment management process where marketing launches programs and recruiters provide feedback to refine messaging.
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Marketing and Recruiting working together for Student Enrollment
- 1. Marketing & Recruiting: Are you working together? Are you working together?
- 2. The Old Way: Few Programs/Many Responsibilities Issues • Lack of consistency • No back-up plan • Leads go unanswered
- 3. The Result: The Blame Game • No clear responsibility • No clear accountability • Recruiting blamed Marketing • Marketing blamed Recruiting
- 4. The New Way: Few Responsibilities/Many Programs • Ensures a consistent response time • Quality of interaction • Opportunity to build a relationship
- 5. Shared Responsibility • Teams are responsible for different metrics • Marketing = generating qualified leads • Recruiting = converting leads to enrollees
- 7. Step 1: Ask the right questions • Who are we reaching? • What are there goals? • What’s important information to them? • Why choose us?
- 8. Set Clear Goals Marketing Goals Annual Monthly Expected tuition per student $20,000 Lead-to-Enrollment Ratio 4.0% Enrollment goal 20 Lead Goal 500 42 Expected gross revenue $400,000 Cost-per-Lead Goal $120 Direct marketing budget percentage 15.0% Visit-to-Lead Ratio 2.5% Total Direct Marketing Budget $60,000 Website Visits Goal 20,000 1667 Marketing Budget
- 9. The Launch Process • Marketing leads the launch process • Agree how to highlight program • Agree on what’s important to students • Agree on how to capture interest
- 10. Recruiters Pick Up the Lead • Recruiters confirm/disprove marketing assumptions • Recruiters share “what they hear” from students • Recruiters refine messaging with marketing
- 11. Immediate Discoveries Marketing is watching… • Impressions • Conversion Rate on landing pages • Cost per conversion • Leads generated Recruiting is asking • Are you qualified? • What interested you? • What do you want in a program?
- 12. Change – Test - Improve
- 13. Meeting Goals Impressions LP Conversion Rate Total Leads Lead to Applicant Conversion Lead to Enrollee Conversion
- 14. More? Call Us! • Learn more about marketing and recruiting call JMH Consulting • Reach out to Nicole Foerschler Horn at 404-312-3999 or nfoerschler@jmhconsulting.com
Editor's Notes
- Anna introduces herself Nicole introduces herself
- ANNA’S SLIDE Old Way – You have few programs with multiple responsibilities including program management, student support, recruiting, enrollment management This made sense because you also had more passive marketing and limited opportunities for engagement with prospective students. ***WHAT ABOUT ASKING THE ATTENDEES HOW MANY STILL HAVE THIS STRUCTURE*******FOR THOSE WHO CHANGED ASK THEM WHY******* The challenge we faced is marketing changed and evolved Marketing created more opportunities for engagement with prospective students The challenge is the program staff structure had not evolved to keep up with the changes This resulted in the following issues under this model LACK OF CONSISTENCY WITH FOLLOW UP NO BACK UP PLAN if someone is out sick LEADS GO UNANSWERED whether that is completely unanswered or they don’t get answered in a timely fashion This has an impact on enrollments
- ANNA – When enrollments are not going well, we have seen marketing blame enrollment and enrollment blame marketing We want to talk about the strength of a partnership between marketing and enrollment as well as who should be responsible for what This adversarial relationship needed to be addressed and solved so people can work together more effectively… CSU long beach moved to Centralized - flip
- ANNA At CSU we moved to what I call a centralized model in which a dedicated Enrollment Management team that responds to all incoming leads and manages the relationship until handoff to program staff/campus partner This model allows a more narrow focused on recruiting new students; answering questions; and following up It ensures consistent response time, quality interaction and creates an opportunity to build a relationship with the student This also allowed for a clear delineation of responsibilities LFIP
- NICOLE This is not to say that enrollments now fall onto the shoulders of recruiters. It doesn’t. Both teams are responsible for enrollments, but they have different responsibilities depending on where they are in the funnel This means marketing is responsible for bringing qualified leads into the funnel and driving visitors to your websites Recruiting is responsible for converting those leads into enrollments. We can set some reasonable measurements for both team members based on the budget and conversion expectations
- NICOLE Each piece can work together to get results Several years ago, we realized that the traditional enrollment funnel doesn’t apply for adult students. They don’t always progress in a predictable way through the stages toward enrollment. Adults have busy lives and you’re competing with many priorities for their time and attention; You need an adaptable strategy that allow for adults to move up and down, in and out of the process. I’ve sometimes used a picture of a Candyland board… .
- ANNA - Discuss with attendees how they currently launch the marketing Complete an information sheet on program Interviews with SME What else??? Who is involved in the process? Marketing will be involved Does the team involve faculty? Recruiters? We can’t launch marketing in a vacuum. Once we began inviting interaction then we need to create a process so it’s clear of who will be doing what; now more part of the funnel ANNA – Talk here about marketing needing a great data dump in the beginning to ensure the targeting is correct and you are attracting the right people with the right message NICOLE – Marketing this information, but enrollment management team should be prepared to discuss the same points when they are talking with the students Both teams need to be able to be able to answer these questions Coming out of launch process Target audiences identified Unique differentiators Compelling benefits of the program Both teams will start with the same “script” or playbook
- NICOLE Your marketing budget should be based on your enrollment goal. The industry standard is 15% of your goal. At JMH we use a slightly higher number for new programs and a slightly lower number for older programs. EXPLAIN THE CHART HERE AND HOW IT WORKS The marketing and recruiting team working together should be able to impact the numbers on the right. If they are having the right conversations and they are consistently happening Here’s what we mean…
- ANNA You have learned about the program, you have set the goals, you are in agreement about how to highlight the program. Now begins the launch process.
- NICOLE Recruiters will build off of initial plan by creating email follow up messages that align with marketing And highlighting unique differentiators of the program when talking with prospective students
- ANNA To ensure that marketing is meeting their goals they are watching Impressions – to make sure enough people are seeing the ads so that they can get conversions Landing page conversion rate – This should be between 2% and 2.5% at a minimum. If the conversion rate is low, that means the messaging is not on point or your targeting is not correct Cost per conversion – This takes into account both your ad cost as well as your conversion rate. The cost per conversion is going to vary based on the program, but for certificate programs it should be between $40 and $50. For master’s degrees, it’s going to be more. Typically between $100 and $175 depending on the topic and the cost of the program. NICOLE Marketing isn’t talk to people, so they need to let the numbers do the talking. It’s different for recruiters. They will discover if people are qualified. This information will be informative to the targeting for marketers. And, I’ve found, this is not a simple yes/no. Sometimes people are not qualified b/c it’s a master’s degree and they don’t have their undergrad. That can be a more simple fix. Sometimes they are not qualified b/c of the strength of the application and that’s more nuanced. Asking what interested them in the program is also a great discovery. This needs to be further highlighted. Also, and this is a little different, asking what do you want in a program.
- NICOLE Improvements start to happen when marketing and recruiting talk. Marketing launches and recruiting hears responses to marketing For us, this began with a conversation. Although marketing drove the launch of the enrollment management process, it was recruiting that made the improvements. The recruiters were able to share what they heard people asking about and what was important to them. We also heard who the competitors really were. Finally, and what might be most important, what were the objections or hurdles they faced This information, in turn strengthened the marketing. Benefits of the centralized model with this approach ANNA CAN ALSO TALK ABOUT ENSURING THE SYSTEMS AND THE CRM ARE SUPPORING
- NICOLE Your marketing budget should be based on your enrollment goal. The industry standard is 15% of your goal. At JMH we use a slightly higher number for new programs and a slightly lower number for older programs. EXPLAIN THE CHART HERE AND HOW IT WORKS The marketing and recruiting team working together should be able to impact the numbers on the right. If they are having the right conversations and they are consistently happening Here’s what we mean…