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Making Your College Placement List Shine Without 25% Attending Ivy League Schools

Individual Listening Listen Actively: As you listen, pay attention to how Sarah, the Dean of Enrollment, proposes a shift in presenting college placement data. Sarah advocates for moving beyond listing college names to crafting detailed profiles that tell each graduate’s unique story. Notice Marcus’s insights as Director of College Counseling, especially his initial concerns about resource requirements and maintaining current alumni connections. Reflect: Consider how your school currently represents college placement success. Does it resemble the list format Sarah critiques, or does it include narrative elements? Reflect on how Marcus’s and Dr. Elizabeth Chen’s discussions on challenges and solutions could apply to your school. Take notes on any initial ideas inspired by their approach to storytelling. Group Discussion Set the Stage: Begin with a recap of the podcast’s main theme—Sarah’s proposal to enhance the college placement list by highlighting individual student journeys, such as Alex Martinez’s passion for marine biology leading him to the University of Miami, or Sara Chen’s success in creative writing at Hamilton College. Role-Specific Discussion Prompts: Admission & Marketing Professionals: Reflect on how narrative profiles, like those of Alex and Sara, could strengthen your marketing materials. How might these types of stories attract prospective families by showcasing the diverse paths students take after leaving your school? Heads of School: Discuss how this narrative-based approach aligns with your school’s mission. Dr. Chen was particularly focused on ensuring the new approach authentically reflects school values—how might you echo her concerns for alignment within your own role? Division Heads & Faculty: Marcus highlighted challenges like alumni tracking and narrative consistency. How could faculty and division heads contribute to collecting meaningful student stories throughout their school journey? What insights from your current students could shape compelling alumni stories? Trustees: Dr. Chen also raised questions about resource allocation. Trustees should consider how this storytelling approach supports long-term vision and connects with community stakeholders. How can the school allocate resources effectively to make this change sustainable? Identify Potential Challenges: Like Marcus and Sarah, identify any potential obstacles your team might face, such as alumni permissions, resource allocation, or crafting authentic stories. Think about how Marcus suggested partnering with the advancement office for alumni tracking. Could this type of collaboration help overcome challenges in your school? Solutions & Next Steps: Sarah and Marcus planned to start with a pilot program featuring ten recent graduates, a suggestion supported by Dr. Chen. Discuss how a similar pilot might work for your school. Determine which departments (e.g., admissions, college counseling, advancement) could take part, and outline responsibilities to ensure collaborative effort. Application Create an Action Plan: Define specific actions for each role to support a narrative-based college placement system. Admissions might start drafting profiles or identifying potential student stories, while faculty can document key student achievements or milestones that reflect each student’s journey, as Sarah suggested. Role-Specific Assignments: Admissions & Marketing: Draft sample profiles based on Sarah’s idea of capturing students’ unique paths and align the stories with marketing goals. Faculty: Develop a process to capture student journeys. For example, identify critical milestones in programs, similar to how Alex’s journey in marine biology began in Sarah’s school’s science program. Trustees: Assess the resources available and determine funding possibilities for sustaining alumni tracking and story development, echoing Dr. Chen’s resource-focused concerns. Pilot Review: Schedule a timeline for reviewing the pilot program’s progress, just as Sarah, Marcus, and Dr. Chen set a three-month check-in. Discuss whether initial outcomes reflect the intended impact and evaluate any challenges encountered. Feedback Individual Reflection: Each participant should reflect on how this new storytelling method impacts their role. Consider whether it helps prospective families better understand the school’s value and whether any adjustments are needed for better implementation. Group Debrief: Reconvene for a group debrief, discussing what worked well and what could improve. Reflect on how the pilot helped or challenged the team’s understanding of college placement success. Use feedback to refine your storytelling approach and decide on the program’s future.

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Balancing Innovation and Empathy: The Role of AI in Private School Admissions

Admission, Blog, Interviewing, Selection, Student Composition / Claude

The AI revolution is continuing its spread throughout the world. Private school, though often slow to adapt its ways, is facing the inevitable; it’s here. The admission office is not isolated from the influence that it will have on the way we do business either. Although colleges have already started its march, one of the last resistance will probably be around the private school process for reading applications.While AI can enhance efficiency and consistency, there are also concerns about its limitations. This article explores the potential advantages and disadvantages of integrating AI into the admissions reading process. By no means is this a complete list, nor does it convey the strong emotion on the topic that people will bring to the table. THE ADVANTAGES Whether a school is dealing with a growing number of applicants, aiming to reduce biases, or seeking to better understand student profiles, AI can offer a range of solutions that optimize the admissions workflow. Below are some of the key benefits of incorporating AI into the private school admissions process, highlighting how it can revolutionize the way applications are reviewed and decisions are made. 1. Efficiency and Speed Explanation: AI can process applications much faster than human readers. It doesn’t experience fatigue, doesn’t need breaks, and can work around the clock. This allows schools to significantly shorten their admissions cycle, which is particularly beneficial during peak application periods. Example: AI can analyze a batch of 500 applications in hours rather than weeks, rapidly sorting through academic records, essays, and recommendations. In contrast, a human team needs weeks to do the same task. 2. Consistency Explanation: Human readers, no matter how well-trained, can introduce variability into the admissions process. AI, on the other hand, can apply the same criteria uniformly to all applications, ensuring that each one is evaluated with the same level of detail and fairness. Example: If leadership experience is a key criterion, AI can be programmed to identify and highlight relevant leadership roles consistently across all applications, ensuring that this criterion is never overlooked or interpreted differently by various readers. 3. Comprehensive Analysis Explanation: AI can review every part of an application, ensuring that nothing is missed. It can cross-reference information from different sections of the application to identify patterns or key strengths that human readers might overlook. Example: If an applicant had a drop in grades due to illness, as explained in their personal statement, AI can cross-reference that with their overall academic performance to contextualize the drop, rather than flagging it as a weakness. 4. Personalized Recommendations Explanation: AI can provide personalized insights not only during the admissions process but also after students are admitted. It can analyze an admitted student’s application to recommend school programs or extracurriculars that match their interests and strengths. Example: A student who excels in creative writing and music might be recommended for the school’s advanced arts program or encouraged to join the music club, based on the AI’s analysis of their application. Advisors often failed to make these types of connections due to their busy schedules. 5. Multilingual Capabilities Explanation: Many AI systems have advanced language processing capabilities, enabling them to analyze applications written in different languages. This can open up the admissions process to a more diverse group of international students and, in particular, can accommodate parents who don’t speak the language. It can be a better document if parents can complete their portion in their native language. Example: A school might receive applications in Spanish, Mandarin, or French, and AI can evaluate these without needing human translators, broadening the school’s appeal to non-native English speakers. 6. Predictive Analytics Explanation: AI can use historical data to make predictions about an applicant’s future success at the school. By analyzing patterns in the data of previous students, it can identify the characteristics most strongly associated with success and apply this knowledge to new applicants. Example: AI could determine that applicants who have excelled in leadership roles and maintained strong academic records are more likely to thrive in the school’s rigorous environment, and it could flag new applicants with similar profiles as strong candidates. 7. Preliminary Analysis for Interview Selection Explanation: AI can help narrow down the applicant pool by identifying candidates who meet certain thresholds or exhibit standout qualities. This can make the interview process more efficient by ensuring that only the most promising candidates are selected for further review. Example: AI might identify students with exceptional academic performance combined with unique extracurricular achievements and flag them for an interview, helping admissions officers focus their time on the most competitive candidates. 8. Error Reduction Explanation: Human readers can overlook details, especially when fatigued or rushed. AI can review every section of the application with the same level of care, ensuring that no part of the application is accidentally skipped or misinterpreted. Example: If an applicant’s extracurricular section is located in an unusual part of the application, AI won’t miss it, whereas a human reader might unintentionally overlook it due to application formatting or time constraints. 9. Real-Time Feedback Explanation: AI systems can provide immediate feedback to applicants during the application process, ensuring that applications are complete and formatted correctly before submission. This reduces the number of incomplete or improperly filled-out applications that schools have to review. Example: If an applicant submits an essay that exceeds the word limit, AI can prompt them to edit it before submitting, helping applicants meet the requirements and reducing the workload on admissions staff to follow up on incomplete applications. THE DISADVANTAGES While AI offers exciting possibilities for streamlining and enhancing the admissions process, it is not without its drawbacks. As schools explore the use of AI to read and assess applications, it is crucial to recognize the potential limitations and challenges that come with this technology. AI may enhance efficiency and data analysis, but it also raises concerns regarding the loss of human judgment, the potential for algorithmic bias, and ethical considerations in decision-making. Below are some of the most

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Four Marketing Techniques: Are They in Your Toolbox?

Blog, Brand, CRM_Database, Customer-centric, Data Driven, Enrollment Manaagement, Marketing, Segmentation, Worth the Cost / Claude

During over 30 years of learning about marketing, I’ve run across a lot of techniques. I still use them in various ways to create success in enrollment management. As enrollment management professionals, it’s essential to employ strategies that not only showcase your school’s strengths but also foster meaningful connections with prospective families. This article explores four marketing techniques that can help you develop a deeper understanding of your prospects and build lasting relationships. 1. Problem-Based Marketing Problem-based marketing focuses on identifying and addressing the specific challenges that your target audience faces. For K-12 private schools, this approach involves: Conducting surveys and focus groups with current parents and students to identify common pain points in education Creating content that addresses these challenges and positions your school as the solution Developing targeted campaigns that speak directly to parents’ concerns, such as academic rigor, personalized attention, college preparation, and most importantly transformations expected. Example: If parents in your area are concerned about large class sizes in public schools, create a campaign highlighting your school’s small class sizes and personalized attention. Don’t assume they know the extent in which the smaller size will be valuable. Spell it out for them. 2. Image Marketing Image marketing is all about crafting and maintaining a strong, positive perception of your school in the minds of prospective families. Key strategies include: Developing a consistent brand identity across all marketing materials Showcasing your school’s unique culture, values, and achievements Utilizing high-quality visuals and storytelling to create an emotional connection with prospects Respond to negative images in a positive way, i.e. Use your stakeholders to counter the negative. Example: Create a video series featuring student success stories, highlighting how your school’s unique programs have contributed to their growth and achievements. 3. Segmentation Marketing Segmentation marketing involves dividing your prospect pool into distinct groups based on specific characteristics, allowing for more targeted and personalized outreach. Consider segmenting by: Grade level (elementary, middle, high school) Academic interests (STEM, arts, athletics) Geographic location Family values or priorities Example: Develop separate email campaigns for families interested in your STEM program versus those more focused on arts and humanities, highlighting relevant faculty, facilities, and student achievements in each area. 4. Database Marketing Database marketing leverages the power of data to create highly personalized marketing efforts. This technique involves: Maintaining a comprehensive database of prospect information Tracking interactions and engagement with your school Using data analytics to identify trends and tailor your marketing efforts Example: Use your database to identify which families have attended multiple open houses but haven’t applied, then create a personalized follow-up campaign addressing potential concerns or questions they may have. Implementing These Techniques To effectively use these marketing techniques, consider the following steps: Assess your current marketing efforts: Evaluate which techniques you’re already using and identify areas for improvement. Set clear goals: Determine what you want to achieve with your marketing efforts, such as increasing applications, improving yield rates, or attracting students from specific demographics. Develop a comprehensive strategy: Create a marketing plan that integrates all four techniques, ensuring they work together cohesively. Invest in the right tools: Implement a robust Customer Relationship Management (CRM) system to support your database marketing efforts and track the effectiveness of your campaigns. Train your team: Ensure that all staff members involved in enrollment management understand these techniques and how to apply them effectively. Continuously refine your approach: Regularly analyze the results of your marketing efforts and adjust your strategies based on what works best for your school and target audience. By incorporating these four marketing techniques into your enrollment management strategy, you’ll be better equipped to understand your prospects, build meaningful relationships, and ultimately attract the right students to your K-12 private school. Remember, the key to success lies in consistently delivering value and maintaining open lines of communication with prospective families throughout their decision-making journey.

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Sibling Discounts: A Dilemma for Small Schools

Blog, Discount Rate, Financial Aid, Siblings, Students / Claude

Introduction The following letter from the director of admission presents the experiences of a small day school grappling with the effects of implementing sibling discounts. This case study provides valuable insights into the financial challenges around discounting. In this letter to me, it is about sibling discounts. The Letter: We’re a small day school, under 300 students, and no endowed financial aid. About four years ago, our board decided to implement a sibling discount, without much thought or administrative input. This was intended as a way to say “thanks” to current families and to try to reduce attrition. However, over the next few years, the board discovered that the sibling discount had little impact on attrition, and the average annual gift didn’t increase. Since tuition doesn’t cover the full educational cost per student, siblings were essentially receiving an even better “silent” scholarship than other students. Some parents, even those eligible for the discounts, criticized the board for this costly decision and chose not to take the discount. Additionally, because our financial aid is not endowed, the sibling discounts were essentially coming out of teachers’ pockets. The board eventually phased out the sibling discount, but we’ll continue to feel the effects until the last sibling benefiting from it leaves. In short, this was not a wise decision for a school like ours. We found it much better to price tuition fairly based on the best available information, spend wisely to demonstrate financial responsibility, increase teacher pay for jobs well done, offer a quality educational product, and educate families about the process. Most families respect this approach and don’t focus on the absence of discounts. That’s our story—hopefully, it provides you with some food for thought. The Dilemma of Sibling Discounts Sibling discounts, while appearing to be a gesture of goodwill towards families, often come with unintended consequences that can affect a school’s financial health and the quality of its educational offerings. In the case outlined in the letter, the school faced significant challenges after implementing sibling discounts. Financial Strain on Schools One of the most significant dilemmas for small schools when offering sibling discounts is the financial strain it imposes. As the letter notes, tuition rarely covers the full cost of education per student. By offering a sibling discount, schools essentially reduce their revenue further, leaving them with fewer resources to cover operational costs. In the case of the school in the letter, these discounts were likened to “silent scholarships,” with siblings receiving more financial aid than the typical student. This financial gap was felt acutely because the school’s financial aid was not endowed, meaning the funds had to come from existing operational budgets, potentially even impacting teachers’ salaries. Impact on Attrition and Enrollment The initial intent behind implementing a sibling discount was to reduce attrition, keeping more families with multiple children enrolled in the school. However, the school discovered that the discount had little to no impact on reducing attrition. This raises a key question: Does offering sibling discounts really influence family decisions to stay at a school? For many families, the quality of education, community environment, and overall experience are far more critical factors than the financial relief of a discount. Thus, while well-intended, sibling discounts may not serve as the retention tool they are often believed to be. Perceived Value and Equity Interestingly, even some families eligible for the sibling discount chose not to accept it. This suggests a potential issue with the perceived value and equity of such a program. While the discount was meant to ease the financial burden, some families may have seen it as an unfair advantage or questioned its necessity. Then there is the question of giving away resources that could be used to better serve the program. Others may have felt that accepting the discount would undermine their commitment to supporting the school fully. Sustainability and Fairness For schools without substantial financial aid endowments, sibling discounts may simply not be sustainable in the long run. As the school in the letter discovered, the lack of a financial cushion meant that the discounts were a burden rather than a benefit. Moreover, fairness becomes an issue—if all families are already receiving some form of financial aid through below-cost tuition, adding a sibling discount compounds the financial gap. Schools must consider whether offering additional discounts is truly feasible and whether it aligns with their long-term financial sustainability. A Better Alternative The solution the school eventually arrived at was to phase out sibling discounts and focus instead on pricing tuition fairly, increasing teacher pay, and offering a high-quality educational product. By educating families about the true cost of education and demonstrating financial responsibility, the school found that most families were willing to accept the absence of sibling discounts. This approach not only stabilized the school’s financial situation but also allowed them to prioritize what mattered most: delivering an excellent education and fairly compensating their staff. Conclusion The experience of this small day school illustrates the complexities and potential pitfalls of offering sibling discounts. While such discounts can seem like a kind gesture to families, they often strain a school’s finances, offer little impact on attrition, and may not align with long-term sustainability goals. Schools must carefully weigh the costs and benefits of sibling discounts and consider whether other strategies—such as fair tuition pricing, offering a program that is valuable, targeted financial aid, and transparent communication with families—might better serve their community and mission.

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Stop Selling Features, Start Solving Problems

Customer-centric, Differentiation, Parents, School-centric, Values / Claude

You’re at a car dealership, eyeing a sleek SUV. Suddenly, a salesperson pops up and starts rattling off features of a sedan you have zero interest in buying it. Sounds frustrating, right? Well, here’s a shocker for you: Your school might be doing the exact same thing to potential students and their families. The Camry Conundrum Most schools think they’re nailing their marketing game. They proudly showcase their state-of-the-art field house, arts center and boast about their advanced classes, or about their nurturing environment. But here’s the kicker: They’re selling a Camry to someone who needs a RAV4. Why? Because they’re stuck in the school-centric mindset. The School-Centric Trap Let’s dissect a typical inquiry letter: “Academy Right School is the premier 9-12, coed educational school in New England. The opportunities abound and with its 100-acre campus, the facilities serve as a lab for a superior education…” Sounds impressive, doesn’t it? But here’s the million-dollar question: Does it address what the family actually needs? The Customer-Centric Revolution Now, imagine flipping the script: “Finding the right school can be a challenge. We’ve worked with thousands of families, and it’s a common theme. We want to allay some of those worries by best understanding your educational needs…” See the difference? It’s like night and day. The Big Idea: Put the Customer First Here’s the revolutionary idea that will transform your marketing: Start with the customer’s needs, not your school’s features. Ask Before You Tell: Before you start singing your school’s praises, ask families about their educational goals and challenges. Listen and Record: Pay attention to what they say and actually write it down. Use this information to tailor your communication throughout the recruitment cycle. Speak Their Language: Frame your school’s offerings in terms of how it solves the family’s specific problems or meet their unique needs. Be a Partner, Not a Salesperson: Position your school as a partner in their educational journey, not just another option to consider. The Payoff When you shift from a school-centric to a customer-centric approach, magic happens. Families feel understood and valued. They’re more likely to see your school as the perfect fit for their needs. And the best part? You’re not just selling a school anymore. You’re offering a tailored solution to their educational challenges.

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The Hidden Secret of Skyrocketing Your School’s Enrollment: It’s All About Value

Admission, Blog, Brand, Enrollment Management, Values, Worth the Cost / Claude

You’re sitting at your desk, staring at enrollment numbers that refuse to budge. You’ve tried every trick in the book – glossy brochures, social media campaigns, even those fancy virtual tours. But still, parents aren’t flocking to your school like you expected. What’s missing? It’s not flashy marketing. It’s not even your stellar academic record (though that helps). The magic ingredient? Value. Pure, undeniable, can’t-live-without-it value. But here’s the kicker: Most schools are doing it all wrong. Let me tell you a quick story that’ll make this value point crystal clear: My wife came to me, all excited about summer music camps for our son. She’d researched six options, found two she loved, but was hung up on the price. “We only have $1000 in the budget,so I guess we should take the one that fits into what we can afford, It’s good too” she insisted. Guess which camp we chose? The $2000 program. Why? Because when true value enters the picture, budgets have a funny way of stretching. Now, let’s break this down for your school: What is value, really? It’s not just about price tags and fancy facilities. In education, value is the “worth in usefulness or importance to the possessor.” It’s what parents believe their child will gain – and become – because of your school. Why does value matter so much? Parents are already paying for “free” public education through taxes. If they’re going to shell out $24,000 to $80,000 on top of that, you better believe they’re looking for serious value. The Two Types of Value You Need to Nail Environmental Value: This is your “right now” stuff. Small class sizes, top-notch faculty, cutting-edge programs, a nurturing atmosphere. It’s what sets you apart in the day-to-day experience. Outcome Value: This is the long game. What will a child gain from your school that’ll shape their future? Think college placements, character development, lifelong learning skills or a special talent developed. The Brutal Truth About Value Here’s where most schools stumble: They assume their value is obvious. News flash – it’s not. You need to show parents, in vivid, concrete terms, why your school is worth every penny (and then some). And I’m not talking about a list of features on your website. The Value Communication Revolution This isn’t just about tweaking your marketing. It’s a fundamental shift in how your entire school operates. Every staff member, from the Head of School to the cafeteria workers, needs to be laser-focused on creating and demonstrating value. Yes, it takes work. Yes, it might ruffle some feathers. But the alternative? Dwindling enrollment and a weakening student body. Not pretty. Your Value Action Plan Appoint a Value Czar: Someone needs to own this process. Audit Your Real Value: Be brutally honest about what you offer (and where you fall short). Gather Parent Insights: What do they actually care about? (Hint: It might surprise you) Train Your Team: Everyone needs to speak the language of value. Measure, Adjust, Repeat: This isn’t a one-and-done deal. Remember my $2000 music camp story? We didn’t choose it for the extra weeks. We chose it because we saw our son traveling through Central and South America, experiencing new cultures, and most importantly – transformation – growing in ways we couldn’t even imagine. That’s the kind of value parents are searching for. Are you showing them you’ve got it?

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God’s Messenger for Private Schools: the Admission Office or the Faculty

Admission, Blog, Customer-centric, Faculty, Full-pay Families, Mission / Claude

A teacher, marker in hand, inspired by the divine, is empowering young minds preparing them to go out in the world and do good things. It’s a beautiful image, isn’t it? Now, pan over to the admission office, where they are trying extremely hard to find and recruit enough families who are willing to pay your high tuition, which, by the way, is coming from families discretionary funds. Not quite as celestial, is it? But here’s a thought that might just flip your world upside down: What if the admission office is the real divine messenger? Now, before you accuse me of blasphemy, hear me out. The Parable of the Drowning Man Let me tell you a story. There’s this guy, let’s call him Joe, caught in a flood. The water’s rising, but Joe’s not worried. “God will save me,” he says. A canoe comes by. Joe waves it off. A motorboat arrives. Joe says, “No thanks, God’s got this.” A helicopter drops a ladder. Joe yells, “God will provide!” Spoiler alert: Joe drowns. At the pearly gates, Joe asks God, “Why didn’t you save me?” God sighs, “I sent a canoe, a boat, and a helicopter. What more did you want?” Now, let’s bring this back to our schools. The Divine Inspiration Dilemma Many educators act and perhaps believe they’re divinely inspired. At the least they believe they don’t need parents telling them how to do their business. And who am I to argue? They work miracles with our kids as parents discovered during covid, when they had to teach them. It’s impressive stuff. But here’s the kicker: Schools are closing. The numbers are too high. The largest percentage? Parochial schools. Ouch! So, what gives? Have schools lost their divine mojo? Or are they pulling a Joe, ignoring the lifeboats God’s sending their way? Enter the Admission Office: God’s Undercover Agent? Here’s a radical thought: What if the admission office is God’s way of keeping schools afloat in these turbulent times? Think about it: They bring in the students (and the tuition). They’re the frontline in understanding what parents want. They’re constantly adapting to market changes. Sounds pretty miraculous to me. The Blasphemy of Listening? Now, I can hear the outcry: “But we can’t listen to parents! We’re the experts!” To which I say: Why not both? Remember, those parents you’re dismissing? They’re the ones funding your divine mission. Ignoring them is like telling God, “Thanks for the helicopter, but I’m waiting for somthing else.” The Marketing Miracle Here’s where marketing comes in. It’s not just about flashy brochures and catchy slogans. It’s about: Understanding your market (aka, the parents and students God’s sending your way when you listen to them) Communicating your value (that divine inspiration you’re so proud of) Adapting to changing needs (because even Jesus taught in parables or plain speech, depending on His audience) The Divine Coordination So, here’s the million-dollar question: Can educators’ divine inspiration coexist with the admission office’s market savvy? Absolutely. In fact, it must. Imagine a school where: Teachers are free to inspire Admission officers bring in the right students Parents feel heard and valued The mission thrives That’s not just a school. That’s a miracle. The Final Revelation So, the next time you’re tempted to not advance the work of the admission office, remember Joe. Don’t let your school drown waiting for a sign from above. The canoe is here. The motorboat is waiting. The helicopter is hovering. And that admission officer knocking on your door? They might just be the angel you’ve been praying for. Now, go forth and market. Your mission depends on it.

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The Enrollment Tightrope: Balancing Revenue, Faculty, and Customer Needs

Administrators, Communications, Faculty, Parents, Trustees / Claude

Scenario: You’re an enrollment dean, walking a tightrope. On one side, you’ve got the CFO yelling, “Show me the money!” On the other, there’s the faculty choir singing, “Leave us alone, we’re the experts!” And below? A sea of parents waving their wallets, demanding, “Give us our money’s worth!” Welcome to the enrollment management circus, folks. It’s a three-ring spectacle where you’re constantly juggling the needs of the CFO, the faculty, and the customers. And let me tell you, dropping any of these balls isn’t an option. But here’s the kicker: This isn’t really a three-way challenge. It’s a coordination problem. And if you’re not careful, it’ll turn into a full-blown crisis faster than you can say “tuition increase.” Let’s break it down: The CFO’s Dilemma: Numbers, Numbers, Numbers The CFO is like a hungry beast that needs to be fed with cold, hard cash. They’re not interested in your sob stories about market saturation or customer satisfaction. They want one thing: balanced books. But here’s where it gets tricky. If the CFO isn’t considering the quality of the program or the size of the full-pay market, they’re setting you up for failure. It’s like asking you to fill an Olympic-sized pool with a teacup. The solution? Get the CFO to look beyond the spreadsheets. They need to understand that investing in program quality and admission support is like planting seeds for a money tree. It might cost more upfront, but the payoff? Oh, it’s worth it. The Parent Paradox: Experts in Their Own Minds Parents are a funny breed. They’ve raised a whopping 2.5 kids on average, and suddenly they’re educational experts. They want the best for their kids, sure, but they also think they know what that “best” looks like. Here’s the rub: These parents are your golden geese. They’re willing to shell out big bucks for education, but they also want a say in what that education looks like. Ignore them at your peril. The fix? Communication, communication, communication. Explain your program like you’re talking to a five-year-old (because in educational terms, that’s what these parents are). Show them why your way works, and counsel out the ones who still don’t get it. Remember, it’s easier to find a new customer than to satisfy an impossible one. The Faculty Fortress: Flexibility vs. Autonomy Ah, the faculty. Bless their hearts. They’re on a mission from God to educate young minds, and they don’t want any mere mortals (read: parents or administrators) interfering. But here’s the truth bomb: Flexibility isn’t a four-letter word. The faculty needs to understand that bending a little won’t break them. In fact, it might just save their jobs. The answer? Find the sweet spot between flexibility and autonomy. Encourage the faculty to be more accommodating to full-pay customers’ needs, as long as it doesn’t derail the school’s mission. After all, those “absorbent” tuitions are paying their salaries. The Grand Finale: Coordination is Key Here’s the secret sauce: Coordination. It’s not enough to juggle these three groups. You need to get them dancing to the same tune. And that, my friends, is where the enrollment office comes in. But here’s the catch: You can’t do it alone. You need the head of school in your corner, championing this coordinated effort. Without that support, you’re just spinning plates and hoping they don’t crash. So, what’s the takeaway? Stop seeing this as a three-way challenge. Start seeing it as a coordination opportunity. Get the senior team to manage these groups strategically, not informally. Because if you don’t, you’ll find yourself watching full-pay families walk out the door faster than you can say “budget deficit.” Remember, in the enrollment game, you’re not just filling seats. You’re orchestrating a delicate balance between financial needs, educational excellence, and customer satisfaction. It’s a high-wire act, sure, but with the right coordination, you can turn it into a standing ovation. Now, go out there and start coordinating. Your budget (and your sanity) will thank you.

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Keeping Enrollment Strong: The Key Systems Every School Needs to Manage

Blog, Brand, Competition, Customer-centric, Data Driven, Differentiation, Enrollment Management, Leadership, Marketing / Claude

Enrollment management is a way schools make sure they have the right number of students who are a good fit for their mission and values. It’s like running a well-oiled machine where all the parts need to work together to keep things running smoothly. Just like your body has different systems that keep you healthy, a school has different systems that keep its enrollment healthy. The Basics of Enrollment Management At its core, enrollment management is about getting and keeping the right students and families in your school. It’s not just about filling seats; it’s about making sure those seats are filled with students who will thrive in your school’s environment and parents who will support your school’s mission and efforts.. The Different Parts of Enrollment Management To keep enrollment healthy, schools need to manage several key parts: Marketing and Operations: This is how the school gets its name out there and attracts new families. Research: Schools need to study trends and gather information to make smart decisions about how to attract and keep students. Student and Parent Composition: This is about who the students and parents are and making sure they align with the school’s mission and values. Consumer Experience: This is all about how families feel when they interact with the school, from their first visit to when they’re students. A good experience makes them more likely to stay and tell others about the school. Leadership: The decisions made by the school’s leaders play a big role in whether enrollment is successful or not. Image Pool and Disciples: Current students, parents, and alumni who promote the school to others. They’re like ambassadors for the school. Competition: Other schools are also trying to attract students, so understanding what they’re doing is important. Motivation: Understanding why families choose your school over others. Environment: These are things outside the school’s control, like the economy or population changes, that can affect enrollment. Levels of Control Schools have different levels of control over these parts: Mostly Controllable: Schools have a lot of control over things like marketing, research, and the overall experience they offer to families. By managing these well, schools can improve their enrollment. Influenceable: Some things, like competition and motivation, can be influenced by the school but are also affected by outside factors. Schools can work to improve these areas, but they don’t have full control. Mostly Uncontrollable: Some factors, like the environment, are mostly out of the school’s control. Schools need to be aware of these factors and adjust their strategies accordingly. Why It Matters Understanding and managing these different parts helps schools maintain a healthy and sustainable enrollment. It allows them to be proactive in solving problems before they become too big, ensuring that the school continues to attract and keep students who are a good fit. In conclusion, just like your body needs different systems to work together to stay healthy, schools need these different parts of enrollment management to work together to keep their enrollment strong. By paying attention to these parts, schools can make sure they have the right students and families to achieve their mission and succeed in the long run.

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The Enrollment Nightmare: How to Turn Your School Around When Everything Seems Lost

Blog, Communications, Customer-centric, Data Driven, Marketing, Selling / Claude

You’ve just landed a great job, in your mind, as the head of school at a private school. The excitement is palpable. But as you settle in, you realize you’ve stepped into a nightmare. The school’s finances are in shambles, enrollment is down, and everyone’s pointing fingers. Sound familiar? Let’s dive into this mess, shall we? Your school is charging a whopping $40,000 in tuition, putting you at the top of the competitor list. But here’s the kicker: you’re only bringing in an average of $28,000 per student. That’s a $12,000 gap per head! And with 175 students instead of your capacity of 190, you’re hemorrhaging money faster than a leaky faucet. Now, you might be tempted to blame the weak economy or promise that things will magically get better. But let’s face it: that’s just wishful thinking. The real question is: can your school survive by selling its educational program? Or are you secretly hoping for a miracle $200 million donation to fall from the sky? Here’s the brutal truth: hope is supportive, but it is not a strategy. You need action, and you need it now. So, what’s the game plan? Let’s break it down: Show me the money: Before you do anything else, you need to convince the board or alumni to cough up some cash. This isn’t just about keeping the lights on; it’s about jumpstarting real change. Get inside your customers’ heads: What do your current families love about the school? What makes them cringe? And most importantly, do they feel they’re getting their money’s worth? Remember, at $40,000 a pop, expectations are sky-high. Separate the wheat from the chaff: Identify what’s truly valuable to your customers and what’s just fluff. If you’re not delivering enough value, it’s time to make some changes. Crack the code: Why are new full-pay families choosing your school? And why are others walking away? This insight is gold. Rally the troops: Your faculty needs to understand the gravity of the situation. Get them on board with a solid plan. Speak the same language: Train your faculty to describe your program consistently. A unified message is a powerful one. Overhaul your marketing: Based on your findings, create a customer-centric experience that showcases the value they’re willing to pay for. Remember, enrollment management isn’t just about filling seats. It’s about creating an irresistible offer that families can’t refuse. It’s about understanding your market, delivering real value, and communicating that value effectively. So, are you ready to turn this ship around? Or are you going to keep rearranging deck chairs on the Titanic? The choice is yours. But remember: in the world of enrollment management, there’s no room for complacency. It’s time to roll up your sleeves and get to work.

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