The document provides a roadmap and reference for a new Scholarship Programs and Senior College Relations Department in 2010. It outlines the infrastructure of the new team, including cross-training members and implementing a CRM system. Projections for 2010 include $350,000 in CollegeFish subscription sales and creating 40 new scholarships. Strategies will focus on acquiring new CollegeFish sales, scholarship partners, and sponsors for the community college transfer fair.
The document provides a roadmap for the newly formed Scholarship Programs and Senior College Relations Department in 2010. It outlines the team infrastructure, projections for sales and scholarship creation, and strategies and tactics for acquisition and retention. The goals are to generate $350,000 in sales, create 40 new scholarships, and cross-train all team members by February 1st. Each team member is responsible for territories and will focus acquisition efforts on states with high numbers of schools through targeted outreach.
The Playmakers developed a public relations campaign called "Maryland on the Money" to educate young adults ages 18-28 on financial literacy for Ally Financial, which included hosting life-sized board game events on campus providing financial advice in a fun way, creating social media presences, and publishing articles to reach over 450 people and help them better manage their money.
Showcase Session LINK Unlimited and Colgate University: A Community-Based Org...Marissa Lowman
This document outlines a 4-step process for establishing and maintaining effective partnerships between community-based organizations and colleges/universities: 1) Identification, where potential partners are determined by considering factors like desire to help underserved students and graduation support services; 2) Cultivation, developing the relationship through key contacts and learning about the school; 3) Execution, engaging representatives in programs and obtaining campus access funding; 4) Sustainability, maintaining communication and strategic decision-making to enhance the partnership over time.
As a CEFI Dealing Representative, you can have a direct impact on assisting families plan for their children’s post-secondary education. Here is a useful guide to becoming a successful CEFI Dealing Representative.
This document provides information about the marketing and research firm C. Grant & Company. It includes testimonials from client institutions praising the firm's work. The document then outlines C. Grant & Company's capabilities such as brand strategy, social media marketing, and research services. It provides examples of completed research and marketing projects for schools and universities. Finally, it shares information about the firm's founders, location, client list, and contact details.
This marketing plan proposes expanding the online tutoring service Buy a Nerd, which currently connects students and tutors in several southern states. The plan outlines expanding to new states, increasing tutor numbers, and improving website features like online chat and video calling. It analyzes competitors, customers, and the tutoring industry. The marketing objectives are to expand territories and increase tutors by 5% annually. Buy a Nerd positions itself as unique through its app capabilities and wide geographic reach. It aims to grow brand recognition and membership over the long term.
We pride ourselves on listening to our school partners to better understand and serve their needs. We’re so excited to share all of the changes we’ve been making and the new options we’re now offering to the charter school community. Join this Solutions & Resources Overview webinar to learn what we’ve been up to and how we can support your school’s success! #WeLoveCharterSchools | charterschoolcapital.org
The document provides a roadmap for the newly formed Scholarship Programs and Senior College Relations Department in 2010. It outlines the team infrastructure, projections for sales and scholarship creation, and strategies and tactics for acquisition and retention. The goals are to generate $350,000 in sales, create 40 new scholarships, and cross-train all team members by February 1st. Each team member is responsible for territories and will focus acquisition efforts on states with high numbers of schools through targeted outreach.
The Playmakers developed a public relations campaign called "Maryland on the Money" to educate young adults ages 18-28 on financial literacy for Ally Financial, which included hosting life-sized board game events on campus providing financial advice in a fun way, creating social media presences, and publishing articles to reach over 450 people and help them better manage their money.
Showcase Session LINK Unlimited and Colgate University: A Community-Based Org...Marissa Lowman
This document outlines a 4-step process for establishing and maintaining effective partnerships between community-based organizations and colleges/universities: 1) Identification, where potential partners are determined by considering factors like desire to help underserved students and graduation support services; 2) Cultivation, developing the relationship through key contacts and learning about the school; 3) Execution, engaging representatives in programs and obtaining campus access funding; 4) Sustainability, maintaining communication and strategic decision-making to enhance the partnership over time.
As a CEFI Dealing Representative, you can have a direct impact on assisting families plan for their children’s post-secondary education. Here is a useful guide to becoming a successful CEFI Dealing Representative.
This document provides information about the marketing and research firm C. Grant & Company. It includes testimonials from client institutions praising the firm's work. The document then outlines C. Grant & Company's capabilities such as brand strategy, social media marketing, and research services. It provides examples of completed research and marketing projects for schools and universities. Finally, it shares information about the firm's founders, location, client list, and contact details.
This marketing plan proposes expanding the online tutoring service Buy a Nerd, which currently connects students and tutors in several southern states. The plan outlines expanding to new states, increasing tutor numbers, and improving website features like online chat and video calling. It analyzes competitors, customers, and the tutoring industry. The marketing objectives are to expand territories and increase tutors by 5% annually. Buy a Nerd positions itself as unique through its app capabilities and wide geographic reach. It aims to grow brand recognition and membership over the long term.
We pride ourselves on listening to our school partners to better understand and serve their needs. We’re so excited to share all of the changes we’ve been making and the new options we’re now offering to the charter school community. Join this Solutions & Resources Overview webinar to learn what we’ve been up to and how we can support your school’s success! #WeLoveCharterSchools | charterschoolcapital.org
The document is a prospectus for launching a new student organization called Smart Woman Securities at the University of Michigan. It outlines goals and timelines for infrastructure, fundraising, education, and marketing teams to help establish the club. The teams aim to provide financial education for female students, gain university recognition, recruit members, and hold informational events during a soft launch phase from January to April.
This document provides a business plan for MDLX, a company that aims to create an online marketplace for students, faculty, and staff at Knox College to buy and sell used goods. The plan outlines the opportunity in reusing goods on college campuses more efficiently. MDLX will launch initially at Knox College and plans to later expand to other Midwest schools. The plan details the company's products and services, market analysis, financial projections, marketing strategy, and management team. The goal is to launch an initial beta version of the online platform in Fall 2015 to promote reuse and reduce waste at Knox College.
Maintaining Community After Graduation: Benefits to the InstitutionED MAP
The document discusses maintaining alumni connections after graduation. It describes the benefits of alumni engagement to institutions, including support for current students and fundraising. Effective alumni programs require resources to manage alumni data, communications, events and chapters. Assessment of program metrics is also important to track effectiveness and engagement over time. Building strong alumni relationships fosters lifelong mutually beneficial connections between institutions and former students.
"Community as a Retention Tool" was presented by Jamie Kidder and Dr. Kevin Kirk of Community Care College and builds on the concepts of community discussed in the series’ first session, "Integrating New Students Into the Community." During "Community as a Retention Tool," Jamie and Kevin discuss:
Creating a community that creates a well-rounded and balanced scholar
Maintaining the community
The impact of OUR community on THE community
Embrace Home Loans is a mortgage lender that has been in business for over 28 years. It employs 600 people across 46 states and focuses on customer service, innovative products, and investing in its employees. Embrace is committed to community involvement through charitable donations and employee volunteer programs. Despite economic downturns, the company has remained profitable for 11 consecutive years due to a strong financial position and ability to adapt to market changes.
PSP seeks to improve its internship program through increased visibility, selective recruitment, and incentives. It will update its website, utilize university connections, and maintain a campus presence. Sources of funding like the Kresge Foundation could support stipends. Select interns would receive payments through a competitive evaluation process. Unpaid interns could benefit from mentoring, networking events, and an online alumni database. Appendices provide funding sources and FLSA guidance.
The Practicality of Using Grant Win Rates as a Sole Performance IndicatorDr. Beverly A. Browning
This is a slideshow from a 9/18/2018 presentation by Dr. Bev Browning to the Grant Professionals Association (GPA) - Southern Arizona Chapter. It is applicable to anyone writing grant proposals where performance reviews are solely based on coveted grant win/success rates.
How To Manage Finances & Funding for Educational InstitutionsProcurify.com
Every organization and every person has a spend culture.
Spend culture is a set of shared beliefs and practices that informs a person how, why and when money should be spent.
Whether planned or random, all organizations have a spend culture.
Culture is fluid. It evolves with time and with each additional person. Understanding your spend culture and how it affects the people who work in your organization will influence how much value you get out of your spending.
Find out what your Spend Culture is: https://spendculture.procurify.com/
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across 46 states. The company values investing in its employees through professional development opportunities and an atmosphere of appreciation, growth, and accountability. Embrace originated over $3.7 billion in loans in 2012 through a variety of mortgage products and is approved to service loans through government agencies like Fannie Mae and Freddie Mac. The company donates a portion of its profits to charitable causes and encourages employees to volunteer through a matching donation program.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across 46 states. The company values investing in its employees through professional development opportunities and an atmosphere of appreciation, growth, and accountability. Embrace originated over $3.7 billion in loans in 2012 through a variety of mortgage products and is approved to service loans through government agencies like Fannie Mae and Freddie Mac.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across the US. The document discusses Embrace's leadership, values, community involvement, products, benefits, locations, and recent additions to help recruit new employees. It emphasizes investing in employees and an atmosphere of appreciation, growth, and accountability.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across the US. The document discusses Embrace's leadership, values, community involvement, products, benefits, locations, and recent additions to help recruit new employees. It emphasizes investing in employees and an atmosphere of appreciation, growth, and accountability.
The document discusses an upcoming site visit from the Higher Learning Commission (HLC) to evaluate the college's accreditation. The HLC is one of six regional accreditation agencies that reviews colleges and universities in the north central region. For reaccreditation, the college must conduct a self-study demonstrating it meets the HLC's five criteria for accreditation related to mission, ethics, teaching/learning quality and support, evaluation/improvement, and resources/planning. The self-study has been submitted for review. The site visit will occur on January 26-27, with reviewers visiting all departments. Faculty and staff should familiarize themselves with the self-study and school policies in preparation.
Content Marketing Bootcamp Case Study Presentation by Team CollosusTreford
The document provides an overview of the content marketing strategy for UNICASH, a fintech startup app aimed at university students. The strategy includes developing brand awareness, generating leads, acquiring customers, and achieving financial literacy among students through a comprehensive content plan. Some key elements of the strategy are conducting market research on target audiences to define buyer personas, analyzing competitors, establishing unique selling propositions for UNICASH, creating a content calendar across owned, earned, and paid channels, allocating budgets and resources, and defining metrics like app downloads and social media followers to measure success. The strategy also outlines developing an SEO approach involving on-page, off-page and technical optimizations to target relevant keywords and build authority in ranking for searches related
This document discusses how referrals can help universities with recruitment, enrollment, and retention. It notes that referrals take advantage of people trusting recommendations from friends and family when making decisions. The document recommends that universities focus on student recruitment and invest in referral marketing technology to develop and track the power of referrals. It suggests implementing a referral program with the right incentives, like campus swag, gift cards, or dining dollars, to motivate advocates while appealing to the less mercenary attributes of the higher education space. The overall message is that referrals can provide a disruptive marketing approach to address the challenges universities face with rising costs and declining enrollment projections.
This overview provides information about the Students of Service (SOS) AmeriCorps program, which offers scholarships to college students who serve as mentors to K-12 students. To qualify, applicants must be US citizens or permanent residents aged 17 or older with a high school diploma and attend a participating Maryland-DC Campus Compact institution. As an SOS member, students complete 300 hours of service over one year mentoring K-12 students, for which they receive a $1,175 education award. The overview ensures applicants understand eligibility requirements and are committed to full program completion in order to receive the scholarship.
This overview provides information about the Students of Service (SOS) AmeriCorps program, which offers scholarships to college students who serve as mentors to K-12 students. To qualify, applicants must be US citizens or permanent residents aged 17 or older with a GED/high school diploma enrolled at a participating Maryland-DC Campus Compact institution. If accepted, members commit to serve 300 hours over one calendar year mentoring K-12 students, after which they receive a $1,175 education award. The overview ensures applicants understand program requirements before committing to service.
The document summarizes Moreau Catholic High School's institutional advancement program, which has grown over 20 years from a director and no staff to a full team. It outlines how the board and staff shifted to focus on fundraising through stakeholder participation and collaboration based on values of stewardship and philanthropy, renaming the program "institutional advancement" to encourage inclusive participation in advancing the school's mission. The investment in professional staff and infrastructure has supported growth in fundraising results.
The document is a prospectus for launching a new student organization called Smart Woman Securities at the University of Michigan. It outlines goals and timelines for infrastructure, fundraising, education, and marketing teams to help establish the club. The teams aim to provide financial education for female students, gain university recognition, recruit members, and hold informational events during a soft launch phase from January to April.
This document provides a business plan for MDLX, a company that aims to create an online marketplace for students, faculty, and staff at Knox College to buy and sell used goods. The plan outlines the opportunity in reusing goods on college campuses more efficiently. MDLX will launch initially at Knox College and plans to later expand to other Midwest schools. The plan details the company's products and services, market analysis, financial projections, marketing strategy, and management team. The goal is to launch an initial beta version of the online platform in Fall 2015 to promote reuse and reduce waste at Knox College.
Maintaining Community After Graduation: Benefits to the InstitutionED MAP
The document discusses maintaining alumni connections after graduation. It describes the benefits of alumni engagement to institutions, including support for current students and fundraising. Effective alumni programs require resources to manage alumni data, communications, events and chapters. Assessment of program metrics is also important to track effectiveness and engagement over time. Building strong alumni relationships fosters lifelong mutually beneficial connections between institutions and former students.
"Community as a Retention Tool" was presented by Jamie Kidder and Dr. Kevin Kirk of Community Care College and builds on the concepts of community discussed in the series’ first session, "Integrating New Students Into the Community." During "Community as a Retention Tool," Jamie and Kevin discuss:
Creating a community that creates a well-rounded and balanced scholar
Maintaining the community
The impact of OUR community on THE community
Embrace Home Loans is a mortgage lender that has been in business for over 28 years. It employs 600 people across 46 states and focuses on customer service, innovative products, and investing in its employees. Embrace is committed to community involvement through charitable donations and employee volunteer programs. Despite economic downturns, the company has remained profitable for 11 consecutive years due to a strong financial position and ability to adapt to market changes.
PSP seeks to improve its internship program through increased visibility, selective recruitment, and incentives. It will update its website, utilize university connections, and maintain a campus presence. Sources of funding like the Kresge Foundation could support stipends. Select interns would receive payments through a competitive evaluation process. Unpaid interns could benefit from mentoring, networking events, and an online alumni database. Appendices provide funding sources and FLSA guidance.
The Practicality of Using Grant Win Rates as a Sole Performance IndicatorDr. Beverly A. Browning
This is a slideshow from a 9/18/2018 presentation by Dr. Bev Browning to the Grant Professionals Association (GPA) - Southern Arizona Chapter. It is applicable to anyone writing grant proposals where performance reviews are solely based on coveted grant win/success rates.
How To Manage Finances & Funding for Educational InstitutionsProcurify.com
Every organization and every person has a spend culture.
Spend culture is a set of shared beliefs and practices that informs a person how, why and when money should be spent.
Whether planned or random, all organizations have a spend culture.
Culture is fluid. It evolves with time and with each additional person. Understanding your spend culture and how it affects the people who work in your organization will influence how much value you get out of your spending.
Find out what your Spend Culture is: https://spendculture.procurify.com/
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across 46 states. The company values investing in its employees through professional development opportunities and an atmosphere of appreciation, growth, and accountability. Embrace originated over $3.7 billion in loans in 2012 through a variety of mortgage products and is approved to service loans through government agencies like Fannie Mae and Freddie Mac. The company donates a portion of its profits to charitable causes and encourages employees to volunteer through a matching donation program.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across 46 states. The company values investing in its employees through professional development opportunities and an atmosphere of appreciation, growth, and accountability. Embrace originated over $3.7 billion in loans in 2012 through a variety of mortgage products and is approved to service loans through government agencies like Fannie Mae and Freddie Mac.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across the US. The document discusses Embrace's leadership, values, community involvement, products, benefits, locations, and recent additions to help recruit new employees. It emphasizes investing in employees and an atmosphere of appreciation, growth, and accountability.
Embrace Home Loans is a mortgage lender that has been in business for over 30 years. It has over 600 employees operating in 18 retail branch offices across the US. The document discusses Embrace's leadership, values, community involvement, products, benefits, locations, and recent additions to help recruit new employees. It emphasizes investing in employees and an atmosphere of appreciation, growth, and accountability.
The document discusses an upcoming site visit from the Higher Learning Commission (HLC) to evaluate the college's accreditation. The HLC is one of six regional accreditation agencies that reviews colleges and universities in the north central region. For reaccreditation, the college must conduct a self-study demonstrating it meets the HLC's five criteria for accreditation related to mission, ethics, teaching/learning quality and support, evaluation/improvement, and resources/planning. The self-study has been submitted for review. The site visit will occur on January 26-27, with reviewers visiting all departments. Faculty and staff should familiarize themselves with the self-study and school policies in preparation.
Content Marketing Bootcamp Case Study Presentation by Team CollosusTreford
The document provides an overview of the content marketing strategy for UNICASH, a fintech startup app aimed at university students. The strategy includes developing brand awareness, generating leads, acquiring customers, and achieving financial literacy among students through a comprehensive content plan. Some key elements of the strategy are conducting market research on target audiences to define buyer personas, analyzing competitors, establishing unique selling propositions for UNICASH, creating a content calendar across owned, earned, and paid channels, allocating budgets and resources, and defining metrics like app downloads and social media followers to measure success. The strategy also outlines developing an SEO approach involving on-page, off-page and technical optimizations to target relevant keywords and build authority in ranking for searches related
This document discusses how referrals can help universities with recruitment, enrollment, and retention. It notes that referrals take advantage of people trusting recommendations from friends and family when making decisions. The document recommends that universities focus on student recruitment and invest in referral marketing technology to develop and track the power of referrals. It suggests implementing a referral program with the right incentives, like campus swag, gift cards, or dining dollars, to motivate advocates while appealing to the less mercenary attributes of the higher education space. The overall message is that referrals can provide a disruptive marketing approach to address the challenges universities face with rising costs and declining enrollment projections.
This overview provides information about the Students of Service (SOS) AmeriCorps program, which offers scholarships to college students who serve as mentors to K-12 students. To qualify, applicants must be US citizens or permanent residents aged 17 or older with a high school diploma and attend a participating Maryland-DC Campus Compact institution. As an SOS member, students complete 300 hours of service over one year mentoring K-12 students, for which they receive a $1,175 education award. The overview ensures applicants understand eligibility requirements and are committed to full program completion in order to receive the scholarship.
This overview provides information about the Students of Service (SOS) AmeriCorps program, which offers scholarships to college students who serve as mentors to K-12 students. To qualify, applicants must be US citizens or permanent residents aged 17 or older with a GED/high school diploma enrolled at a participating Maryland-DC Campus Compact institution. If accepted, members commit to serve 300 hours over one calendar year mentoring K-12 students, after which they receive a $1,175 education award. The overview ensures applicants understand program requirements before committing to service.
The document summarizes Moreau Catholic High School's institutional advancement program, which has grown over 20 years from a director and no staff to a full team. It outlines how the board and staff shifted to focus on fundraising through stakeholder participation and collaboration based on values of stewardship and philanthropy, renaming the program "institutional advancement" to encourage inclusive participation in advancing the school's mission. The investment in professional staff and infrastructure has supported growth in fundraising results.
2. The purpose of this document is to provide the newly formed
Scholarship Programs and Senior College Relations Department with a
roadmap to and reference for a successful 2010. The document
includes the Infrastructure of the new team, 2010 projections and the
strategies and accompanying tactics that will allow us to meet and
exceed the 2010 projections. Measurable goals are highlighted in BLUE.
Outline of contents:
Infrastructure
• Business Development Managers Team
• Cross-Training for all team members
• Additional Resources
• Business processes
• Reporting/ROI
• Definitions
• States responsibility breakdown
Projections (Sales and Scholarship creation)
• Overall and monthly – see attached excel titled “2010 projections”
• Phi Theta Kappa specific Scholarship creation
Strategies/tactics
• Acquisition
• Retention
12
3. I. Infrastructure
A. Business Development Managers Team
Christin Grissom, Sarah Reynolds and Ron Filipowicz, the Business
Development Managers for Senior Institutions, will be a cohesive team
responsible for providing exemplary service to senior institution
partners. Ms. Suzanne Brister will provide key support and insight to
team functions where needed. We will strive to maintain and establish
partnerships with senior institutions to enhance their opportunities to
recruit more community college transfer students through
CollegeFish.org student search subscriptions, scholarship designation
and Annual Convention Sponsorships/Community College Transfer Fair
participation.
Effective December 1, 2009.
B. Cross-Training for All Team Members
In the past, CollegeFish sales and scholarship designations were
considered two separate entities. Moving forward, these two programs
have been combined in order to effectively meet the needs of our
constituents. We aim to be a one-stop-shop for our four-year partners
to help meet each of their individual transfer recruitment needs. We
desire to help our customers not only find good-fit students to recruit,
but we also aim to provide them with the resources and tools needed to
help get those students to their college. To ensure all team members
can effectively meet all the various recruiting needs of our constituents
in just one telephone call each team member will undergo cross-training
on all facets of the new Scholarship Programs and Senior College
Relations Department.
12
4. 1. Purchases:
Christin will train Sarah & Ron on the day to day business
processes that we take to ensure that each of the purchases are
correctly documented & invoiced in Orion, how to generate
advisor names, and how to ensure that credit card purchases are
correct in Orbital.
2. Developing Scholarships:
Sarah will train Ron & Christin on how to target prospective four-
year partners, what it means to be a scholarship partner, the
information/message she sends to prospective partners & the
process in which she takes to designate, announce & promote
new partnerships.
3. Selling CollegeFish:
Ron will train Sarah & Christin on how he targets prospective
purchasers, how he runs a live demo of CollegeFish, the types of
messages he sends to prospective purchasers & the steps in which
he takes for closing a sale & following up with those who have
shown interest but have not yet committed to buying and engage
in live role playing of sales calls.
Each of our team members will be cross trained on the varying facets of our
department by February 1, 2010.
Goal: Cross Trained by February 1, 2010.
C. Additional Resources
12
5. Research & implement College Relation Management (CRM) software by
June 1, 2010.
Goal: Begin utilizing CRM software by June 1, 2010
D. Business Processes
Currently we have two ways to submit the CollegeFish subscription
agreement and scholarship designation form. Four-year Colleges can
submit their documents online via the CollegeFish website or they can
complete a Word document agreement to mail/fax. We have moved
away from utilizing the Word document agreement, and prefer to utilize
the online submission forms so our entire team will know when an
agreement or designation form is submitted. Once the agreement or
designation is received, the following takes place:
• Agreement/designation is sent via email to Ron, Sarah, Christin &
Suzanne.
• Each team member will be assigned to an individual territory, and
will be held responsible for invoicing any agreement that comes in
from their territory.
• Each team member is responsible for processing their college’s
new designated scholarship on CollegeFish.org
o Each team member will be assigned to an individual
territory, and will be held responsible for ensuring the
college’s scholarship is added and correctly saved on
CollegeFish.org and that it is visible on the Society website.
They will also provide appropriate notification to Nell for
GKNB Announcement.
o Each team member will be responsible for ensuring the
partnering institution receives benefits (email
announcement to chapter advisors, free student names,
etc.)
• Christin will be responsible for running one edit & close per day.
12
6. o She will also be responsible for running the close in Orbital
for credit card purchases.
• Each team member is responsible for generating advisor names
when purchased.
• Each team member is responsible for sending out their own new
CollegeFish subscriber information and includes all team
members on the message.
• All team members will be responsible for renewing the
subscriptions of the subscribers that fall within their own
territories.
E. Reporting/ROI
Ron will continue to provide monthly and YTD reports at the end of each
month. All team members will monitor crystal to ensure accurate
reporting.
Ron will also create ROI reports to track the effectiveness of our
marketing campaigns.
F. Definitions
The purpose of this section is to define our primary targets and
accompanying business actions.
1. CollegeFish Subscriber:
Refers to a four year institution that submits a subscription
agreement.
2. Phi Theta Kappa Scholarship Partner:
12
7. Refers to a four year institution that offers a scholarship specific
to Phi Theta Kappa members.
3. Phi Theta Kappa Convention Sponsor:
Refers to a four year scholarship partnering institution that
sponsors a specific event at the International convention.
4. Phi Theta Kappa Community College Transfer Fair
Participant:
Refers to a four year institution that registers to exhibit at the
community college transfer fair at the International convention.
5. Renewal of CollegeFish Subscription:
Occurs when a current subscriber or non-current subscriber
submits a subscription agreement to renew for another 12
months.
6. Upgrade of CollegeFish Subscription:
Occurs when a current subscriber upgrades to a higher
subscription level at some point during the original 12 month
subscription.
12
8. G. States Responsibility Breakdown
Christin Ron Sarah
Ohio Alaska Minnesota
Washington California Iowa
Oregon Hawaii Oklahoma
Montana Nebraska Arkansas
Wyoming Kansas Louisiana
Utah Missouri Illinois
Idaho West Virginia Kentucky
Nevada Maine Tennessee
New Mexico Vermont Mississippi
New
Arizona Hampshire Indiana
Colorado Massachusetts Alabama
North
Dakota New York Virginia
South
Dakota Connecticut North Carolina
Texas Rhode Island South Carolina
Wisconsin New Jersey Georgia
Michigan Pennsylvania Florida
Maryland
Delaware
II. Projections (Sales and Scholarship creation)
A. Overall and Monthly – see attached excel titled
“2010 projections”
12
9. Goal: $350,000 in CollegeFish subscription sales.
B. Phi Theta Kappa Specific Scholarship Creation
Previous Scholarship Designations: 2006-36, 2007-40,
2008-24, 2009-14
Goal: 40 new scholarships created by the end of 2010.
III. Strategies/tactics
A. Acquisition: New CollegeFish sales; New
Scholarship Partners and Community College
Transfer Fair Participants
1. States with the most potential:
The following are states for each team member that show
great potential for growth based on the high number of
schools. The numbers for each state represent the:
ST = # of four year institutions in the state
SP = # of PTK scholarship partners
CF = # of CF subscribers
Christin
Ohio
ST SP CF
112 35 6
12
10. Texas
ST SP CF
101 41 16
Michigan
ST SP CF
66 29 9
Ron
California
ST SP CF
170 20 4
Missouri
ST SP CF
63 26 7
Massachusetts
ST SP CF
90 15 10
New York
ST SP CF
184 54 27
12
11. Pennsylvania
ST SP CF
146 34 19
Sarah
Illinois
ST SP CF
108 48 15
Indiana
ST SP CF
56 20 4
Florida
ST SP CF
77 26 7
For each of these states we will engage in the following:
a. Work with Rod to connect with CC presidents and 4 yr
college presidents to encourage CF, PTK scholarships, CC
transfer fair and convention sponsorship.
b. Once connections are established with contact lists
available we will send packets with a letter from Rod
introducing our team and purpose; CF brochure and 2009
12
12. Partners in Excellence piece.
c. Work with Laura to determine likelihood of rolling out
CollegeFish to CC’s within targeted states.
d. Determine if any non subscribing and non partnering
schools have existing PTK alumni associations. Target any
that are found as a relationship to leverage a sales
opportunity or new scholarship development.
e. Work with state NACAC associations to acquire state wide
contacts to solicit.
f. Engage in cold calling of non-partnered schools within each
state. Leverage existing partnerships to push
sale/establishment of scholarship.
2. Ongoing contact targeting specific populations for
CollegeFish sales and new scholarships:
a. Past TDB – we will continue ongoing contact with past TDB
purchasers that have yet to purchase CollegeFish through
emails and calls
b. CF subscribers that are past their renewal date and have
not renewed: ongoing; team members are responsible for
schools within their states.
c. CF subscribers not currently offering a PTK specific
scholarship: ongoing; team members are responsible for
schools within their states.
d. Contact past scholarship designation prospects: ongoing;
team members are responsible for schools within their
states.
12
13. 3. Eblasts
a. Scholarship partners that have not purchased CF.
GOAL: Send quarterly (February, May, August, October)
b. Community College Transfer Fair and convention
program advertising opportunities.
GOAL: Send late January; mid-February; early March
GOAL: 100 four year schools exhibiting at community
college transfer fair
c. CollegeFish subscribers that do not offer a Phi
Theta Kappa specific scholarship.
GOAL: Send quarterly (February, May, August, October)
4. Targeting 2 year schools that have begun offering 4 year
degrees
GOAL: Develop list by June 1, 2010 then contact
5. Referrals
a. Email our contacts to seek out more partners to
help improve the transfer process.
12
14. GOAL: Develop message and send out by June 1, 2009
6. Mailings
a. CF mailing January – includes a letter, CF brochure
and convention sponsorship insert.
GOAL: Send out by January 15, 2010
GOAL: Acquire $15,000 in subscription revenue by
March 1, 2009.
b. Partners in Excellence/CF mailing: This was sent
out mid August of 2009. To date this mailing has
produced $26,559 in CF sales.
GOAL: Send out by early to mid August 2010
GOAL: Acquire $30,000 in subscription (new and
retained) revenue by the end of 2010.
7. Offering free CF names for community college transfer
fair attendees – To create more subscriptions we will
provide each community college fair exhibitor with 150
free names in CF during the month of April. We will
promote this ahead of the fair to schools already
registered and provide information for the schools at
the fair. Follow up after the fair will include a letter and
email.
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15. GOAL: 5 new subscriptions
8. Conferences
a. AACRAO
April 21-24, 2010: New Orleans, LA
Goal: Acquire $8,000 in subscription (new and retained)
revenue from AACRAO conference by the end of
September 2010.
b. NISOD
May 31 – June 2, 2010: Austin, TX
c. NACAC – to date 2009 conference has produced
$12,874 in sales.
September 30th – October 2nd 2010 : St Louis, MO
GOAL: Acquire $15,000 in subscriptions (new and
retained) revenue from NACAC conference by the end
of 2010.
9. Target senior institutions with existing alumni
associations that are not yet CF subscribers or
scholarship partners.
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16. GOAL: Establish list to begin contact by February 1, 2009
10.When appropriate travel to PTK regional meetings with
strong transfer fairs or utilize traveling staff (Chapter
Relations managers; International Officers; Honors or
Leadership staff).
11. CollegeFishPLUS:
This represents the formalization of transfer recruiting
consultation. CollegeFishPLUS is a working title and not
necessarily what we may call this program.
a. Create CollegeFishPLUS transfer recruiting best
practices.
GOAL: Complete by April 1, 2010
b. Complete framework and price points of program
for approval.
GOAL: Complete by April 1, 2010
c. Engage in a free pilot program with 5 schools; seek
feedback on results; create survey of all CF
subscribers.
GOAL: Begin June 1, 2010; complete August 1, 2010
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17. d. Submit survey to partners seeking feedback on
viability of program characteristics.
GOAL: September 1, 2010
e. Determine whether or not to move forward based
on feedback from pilot schools and surveying of
existing partners.
GOAL: December 1, 2010
B. Retention: of CollegeFish Subscribers; Scholarship
Partners and Community College Transfer Fair
Participants
1. Contact/Service – ongoing
All Team members will engage in retention/service actions for the
CF customers/scholarship partners in their assigned states. This
will include:
a. Contacting CF subscribers ahead of their renewal dates to
assist with exporting their remaining names and help
determine which subscription level to renew at.
b. Contacting Scholarship Partners to update their scholarship
listings on CollegeFish. This will take place from May
through July.
c. Monitor CF subscribers that have not exported names lately
and contact where appropriate.
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18. d. Follow up with CF subscribers that run searches and receive
0 results.
e. Provide excellent customer service when CF customers call
with service issues.
2. Automatic email messages:
This refers to the creation and implementation of a robust
communication flow to CF subscribers and scholarship partners.
The purpose of these messages includes but is not limited to the
following: supporting renewal efforts; supporting scholarship
updating efforts; provide search/export reminders; build brand
loyalty through service reminders; etc.
GOAL: Create Framework and timing of messages by
May 1, 2010
GOAL: Implement all messages between June 1, 2010
and December 31, 2010.
3. Surveying: Survey CF customers and scholarship
partners for successes, tracking and suggestions.
Goal: Complete Survey for review by February 1, 2010
Goal: Send out survey by February 15, 2010
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