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Surveying Your Marketing Segments: Get Started Now!

Blog, CRM_Database, Customer-centric, Data Driven, Marketing, Uncategorized, Values / Claude

Have you ever felt like you’re shooting in the dark when it comes to marketing your school? I know I have. But here’s the thing: you don’t need a massive budget or a crisis to start gathering valuable data. Let me share with you some strategies I’ve developed over the years that have helped me fine-tune our enrollment efforts without breaking the bank. The Five Groups You Can’t Afford to Ignore In my experience, there are five key groups that hold the secrets to your school’s marketing success. Let’s dive into each one: 1. Current and Past Consumers: Your Hidden Goldmine These folks have been through your halls, experienced your curriculum, and interacted with your faculty. Their perceptions? Pure gold. Here’s what I do: Create a simple survey focusing on three critical areas: faculty quality, student body, and curriculum. Add the big question, “How likely are you going to recommend us to others?” Gauge their willingness to help in the recruitment process. (You’d be surprised how many are eager to help!) Remember, their words can make or break your reputation. Use them wisely. 2. School Employees: Your Frontline Ambassadors Your employees spend more time at the school than anyone else. They see the good, the bad, and the areas ripe for improvement. My approach: Avoid direct questions about faculty and programs. It’s too close to home. Instead, focus on informal conversations. I often spend my lunch hours just listening and observing. Why? Because what they say about the school can be incredibly powerful – for better or worse. 3. The Observers: Your External Validators These are the organizations and vendors who interact with your school regularly. Feeder schools are a perfect example. My secret weapon: I call my largest feeder schools after their students visit us. It allows me to make quick adjustments and shows them I care about their students’ experiences. This simple act builds strong relationships and keeps you in the loop. 4. The Competition: Your Benchmark Understanding your competitors is crucial. But how do you do it without crossing ethical lines? My tactics: Ask visiting students about their experiences at other schools. Listen carefully to parents who are willing to share information. Analyze competitor acceptances to understand their patterns for offering admission. It’s all about careful listening and observation. 5. The Ones That Got Away: Your Reality Check This group includes those who didn’t accept your offer or didn’t return. They’re your early warning system for potential weaknesses. What I do: Provide written surveys for both groups. Ask not-accepting full-pay families to compare aspects of our program with their chosen school. Their feedback can be a wake-up call or a reassurance that you’re on the right track. The Continuous Feedback Loop Don’t wait for big moments to gather data. I’m constantly collecting information: At the inquiry point: “How did you hear about us?” During open houses: Quick surveys As part of the application process: Embedded feedback forms Start small, but start now. You’ll quickly see the value and naturally expand your efforts.

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Enhancing Student Enrollment Success Through Data Analysis

Blog, Data Driven, Student Composition, Students / Claude

In the realm of enrollment management, data analysis plays a pivotal role in improving student recruitment, retention, and overall success. By leveraging data effectively, enrollment managers can gain valuable insights into enrollment trends, identify areas for improvement, and tailor strategies to attract and retain students successfully. 1. Identifying Enrollment Trends: Data analysis allows enrollment managers to track enrollment patterns and identify demographic trends. For example, by examining year-over-year application numbers, an institution might notice a decline in applications from a particular region. This insight can prompt targeted outreach efforts in that area, such as hosting information sessions or increasing digital marketing campaigns. 2. Understanding Student Preferences: By analyzing data on student preferences, interests, and behaviors, enrollment managers can tailor messaging, outreach, and support services. For instance, if data shows that prospective students are particularly interested in STEM programs, the institution can highlight its STEM facilities, faculty, and successful alumni in marketing materials and during campus tours. 3. Evaluating Recruitment Initiatives: Data analysis enables enrollment managers to evaluate the effectiveness of recruitment initiatives. For example, an institution might track the conversion rates of students who attended a particular open house event compared to those who did not. If the conversion rate is significantly higher for attendees, the institution might invest more in such events and improve them based on feedback. 4. Personalizing Communication: Enrollment managers can use data to personalize communication with prospective students. By segmenting data based on factors like geographic location, academic interests, and extracurricular activities, personalized emails and outreach efforts can be developed. For example, a student interested in the arts might receive information about the school’s arts programs, faculty, and related student clubs. Process for Collecting and Analyzing Data: Data Collection: Data Storage and Management: Data Analysis: Actionable Insights: In conclusion, data analysis is a powerful tool that can significantly enhance student enrollment success in enrollment management. By using data to inform recruitment strategies, evaluate effectiveness, and personalize engagement, enrollment managers can attract and retain a diverse and vibrant student body that aligns with the institution’s goals, values, and mission.

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8 Reason Why Private Schools Need an Enrollment Committee of the Board

Blog, Enrollment Management, Trustees / Claude

In many private schools, the chief financial officer (CFO) has a dedicated board committee, advancement has connections to the board, and tends to sit on committees. Yet, the dean of enrollment or director of admission, the person responsible for generating most of the school’s income, often lacks such a committee. This oversight is not only surprising but also detrimental to the long-term health of the institution. Here’s why establishing an enrollment management committee of the board is essential: 1. Net Tuition Revenue Although the CFO might be the one spending the money, it is the dean of enrollment who brings it in. Understanding the market conditions that affect revenue generation or limit it is vital. Why not bring in the expert, instead of relying on secondary conveyors of this crucial information? 2. Student Body Composition As the saying goes, “The quality of the student body affects the quality of the program.” This concept should always be within the board’s purview. If issues arise—such as an imbalance in gender, an overabundance of students who require extensive resources, or an insufficient number of full-pay families—it would have been prudent to understand and address these issues beforehand. 3. Allocation of Financial Aid Financial aid often represents the third-largest budget line at a school. It seems prudent for the board to understand how the allocation amount is determined and how it is being used to advance the school’s position. 4. Continuing Education Few opportunities are available during the board meetings to educate them about enrollment management, but an enrollment management committee can be a great alternative. They can be for recruitment and, when appropriate, provide valuable insights during board discussions. 5. Strategic Alignment An enrollment management committee can ensure that the school’s enrollment strategies are aligned with the broader strategic goals of the institution. This alignment is crucial for the school’s long-term success, ensuring that all efforts are moving in the same direction and that enrollment goals support the overall mission. 6. Crisis Management During times of enrollment decline or economic downturn, having a dedicated committee allows for quicker, more informed responses. A committee that understands the nuances of enrollment can help navigate through challenging times with a strategic approach rather than reactive measures. 7. Competitive Advantage In a competitive market, having a board committee focused on enrollment can provide a significant advantage. They can assist in identifying trends, understanding competitors, recommend resources to attract and retain students, ultimately ensuring the school’s sustainability and growth. 8. Transparency and Accountability An enrollment management committee promotes transparency and accountability within the board. It ensures that key enrollment decisions are not only made with full understanding but also are aligned with the school’s financial and academic goals. This transparency builds trust among stakeholders and reinforces the board’s commitment to the school’s mission. Potential Objections and Rebuttals Objection 1: “The Head of School Can Represent the Admission Office.” The control portion of the head of school might argue that they can represent the admission office. However, the reality is that the admission office spends days and days understanding enrollment management—an expertise the head of school doesn’t possess at the same level. If the head of school knows more than the dean of enrollment, then perhaps you’ve hired the wrong person for the enrollment management job. Of course, a former dean of enrollment who is now head might be an exception, but these cases are rare. Rebuttal 1: The head of school, while highly skilled, cannot single-handedly manage every specialized area with the same depth as a dedicated professional. The dean of enrollment has extensive experience and insights that are crucial to maintaining and growing the student body, which directly impacts the school’s financial health. A committee can act as a bridge between the board and the admission office, bringing confidence that the school’s enrollment strategies are well-informed and effectively implemented. This collaboration ultimately supports the head of school, enabling this person to focus on broader leadership responsibilities while knowing that enrollment is in capable hands. Objection 2: “It Could Lead to Micromanagement by the Board.” Some heads of school may worry that forming an enrollment management committee could invite board members to micromanage the day-to-day operations of the admission office. Rebuttal 2: An enrollment management committee is not about micromanaging but about providing strategic oversight. The committee would focus on big-picture issues like market trends, financial sustainability, and long-term planning, rather than getting involved in the daily operations. Clear guidelines can be established to define the committee’s role, ensuring it supports the dean of enrollment without overstepping boundaries. Objection 3: “It Adds Another Layer of Bureaucracy.” A concern might be that creating another committee adds complexity and slows down decision-making processes. Rebuttal 3: While it’s true that adding a committee introduces another layer of governance, the benefits far outweigh the potential drawbacks. An enrollment management committee enhances the board’s ability to make informed decisions regarding one of the school’s most critical functions—enrollment. This added layer ensures that the board is fully engaged with the strategies that drive revenue and sustain the school’s future, ultimately leading to more efficient and effective decision-making. Objection 4: “The Board is Already Overloaded with Committees.” Heads of school might argue that the board already has too many committees, and adding another one could overburden members. Rebuttal 4: While it’s important not to overwhelm board members, the significance of enrollment management to the school’s financial health justifies the creation of this committee. The enrollment management committee can also streamline and focus discussions on enrollment, potentially reducing the need for lengthy discussions in other board meetings. This committee’s work could actually make the board more efficient by concentrating specialized knowledge and discussion in one place. Objection 5: “There’s No Immediate Enrollment Crisis.” If the school is currently enjoying strong enrollment numbers, a head of school might feel that a dedicated committee isn’t necessary. Rebuttal 5: Even when enrollment is strong, a proactive approach is essential. The market can change rapidly, and having an enrollment

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The Storytelling Secret: How to Stand Out at Student Fairs

Blog, Brand, Communications, Customer-centric, Selling, Storytelling / Claude

Imagine you’re at a buffet. There are 30 different dishes laid out before you. Each one looks… fine. But nothing really catches your eye. You sample a bit here and there, but nothing sticks in your memory. Now, what if one of those dishes came with a story? “This pasta sauce? It’s my grandmother’s secret recipe, perfected over 50 years. She used to make it every Sunday for our family gatherings.” Suddenly, that pasta sauce becomes more than just another option. It becomes memorable. It connects with you on an emotional level. This, my friend, is the power of storytelling. And it’s exactly what you need to harness at your next student fair. The Pre-Fair Panel: Your 3-Minute Goldmine You’re sitting on a panel with six other school representatives. Each of you has 3-4 minutes to talk about your school. What do you do? If you’re like most, you’ll rattle off a list of achievements: “We have 15 sports teams!” “Our drama department puts on 4 shows a year!” “93% of our graduates get into their first-choice college!” Yawn. Here’s the problem: Everyone else is doing the same thing. You’re just adding to the noise. So, what’s the alternative? The 30-Second Fact Dash Start with a quick 30-second rundown of your key stats. Get them out of the way. But then… The 2.5-Minute Story Bomb Drop a story that encapsulates what your school is all about. Here are some ideas: The Shy Kid Transformation: How your orientation program turned an introvert into the student body president. The Writing Wonder: The journey of a student who hated writing to winning a national essay contest. The Cultural Bridge: How an international student found a second family at your school. Remember: Your goal isn’t to impress with facts. It’s to connect with emotions. The Fair: Your Story Buffet Now, the fair begins. Families are milling about, deciding which tables to visit. How do you stand out? Step 1: Set the Scene Create a visual that hints at your stories. Maybe it’s a photo of that shy kid giving a speech. Or a quote from the essay contest winner. Spark curiosity. Step 2: Ask, Don’t Tell When someone approaches, resist the urge to launch into your spiel. Instead, ask: “What’s the biggest thing you’re looking for in a school?” “What worries you most about transitioning into a new school?” Their answer is your cue. Step 3: Serve the Right Story Based on their response, serve up the most relevant story from your buffet: Worried about fitting in? Here’s how our mentorship program helped Sarah find her tribe. Concerned about academic pressure? Let me tell you about Alex’s journey from struggling student to dean’s list. Step 4: Keep it Snappy Remember the buffet analogy? You want to give them a taste, not the whole meal. Keep your stories short and punchy. Leave them wanting more. Step 5: The Take-Home Treat Have a brochure or card ready that continues the story theme. Instead of a list of facts, give them a “Day in the Life” snapshot or a collection of student quotes. Something they can digest later. The Psychology Behind the Strategy Why does this work? It’s simple: Stories are memorable. Facts aren’t. Stories evoke emotions. Lists don’t. Stories make you unique. Stats make you one of many. Your Homework Before your next fair: Collect 5-7 compelling stories from your school. Practice telling them in under 2 minutes each. Create visuals or takeaways that complement these stories. Remember, in a world of data, be the storyteller. In a sea of sameness, be the one they remember. Now, go out there and tell your school’s story. Trust me, they’re waiting to hear it.

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Are Your Student Interviews Monotonous?

Administrators, Blog, Interviewing, Recruitment, Students / Claude

If you’ve ever felt that your student interviews are becoming monotonous, it’s time for a paradigm shift. Instead of labeling students as uninteresting, we should ask ourselves: “What could I have done differently?” Our job is to create an environment where every student can showcase their unique qualities and potential. After all, isn’t bringing out the best in children what we claim to do at our school? A Personal Journey with Clay Interviews When I first introduced clay into my interviews, I was amazed at the results. I purchased bars of clay that weren’t too rigid and gave them to students with simple instructions. Initially, I would move away from the interview table to my desk about 5 feet away, giving the students space to create. Over time, I realized that students could talk and work simultaneously while I sat at my desk, creating a natural, relaxed atmosphere. A bonus was that some of the projects were outstanding and many revealed fascinating aspects of the students’ personalities. One student crafted a lightbulb that, when flipped upside down, transformed into an elephant. The lightbulb represented her strength in coming up with ideas and the elephant represented her strong memory.. This clever design spoke volumes about her creativity.. Another memorable moment was when a student created a guitar. As we began discussing her outreach work and working with people, she unconsciously reshaped the guitar into a dove, symbolizing her commitment to peace and community service. These moments of creativity provided insights that traditional question-and-answer sessions could never match. Interestingly, the clay didn’t just engage the students – it also revealed dynamics within families. I noticed that parents sometimes couldn’t resist playing with the clay themselves. In one particularly telling instance, a parent began unconsciously reshaping their child’s project during our conversation. This small action may have spoken volumes about family dynamics and parental involvement. Contrary to my colleague’s skepticism, the clay technique worked wonderfully even with post-graduate boys. It seemed to break down barriers and allow for more open, genuine conversations. The tactile nature of the clay appeared to put students at ease, making the interview feel less formal and more collaborative. Other Ideas to Enhance Your Interviews While the clay technique can be a powerful tool, here are some additional ideas to make your interviews more engaging: The Personal Object Story: Ask students to bring an object that’s meaningful to them and share its story.Or have them think of a person object and share its story. Two Truths and a Lie: Play this classic icebreaker game to get students talking about themselves in a fun way. Hypothetical Scenarios: Present ethical dilemmas or hypothetical situations to gauge problem-solving skills and values. Reverse Roles: Allow the student to ask you questions about the school for part of the interview. Ask them to make the questions hard; they seem to like that you too want to be challenged. Visual Prompts: Use images or photographs as conversation starters. The Time Capsule Question: Ask what they would put in a time capsule to represent their generation. Collaborative Problem-Solving: Present a puzzle or brain teaser to solve together.This is one of my favorite tools. Conclusion Remember, the key to an interesting interview lies in our approach as interviewers. By implementing creative techniques like the clay method and maintaining a genuine curiosity about each student, we can transform potentially “boring” interviews into engaging, insightful conversations. This not only makes our job more enjoyable but also allows us to better fulfill our role in identifying and nurturing the full potential of each applicant. As admission professionals, let’s challenge ourselves to make every interview an opportunity for discovery – both for the student and for ourselves. After all, in the right environment, every student has an interesting story to tell. It’s our job to create that environment and listen carefully to those stories, whether they’re expressed through words, clay sculptures, or unexpected moments of creativity.

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Show, Don’t Just Tell: Improve Your Recruiting Strategy

Admission, Blog, Communications, Selling, Storytelling / Claude

As enrollment management and marketing professionals in private K-12 schools, we’re always looking for ways to stand out in a competitive landscape. But what if the key to boosting enrollment isn’t just about telling families how great your school is, but showing them? Let’s dive into how you can transform your approach from merely explaining your school’s value to demonstrating it in action. The Power of Demonstration in Education Marketing We’ve all heard the phrase “show, don’t tell” in writing, but it’s time to apply this principle to our enrollment strategies. Here’s why: Demonstrations are memorable: When families experience your school’s unique approach firsthand, it sticks with them long after the visit ends. Active involvement leads to emotional connection: By engaging prospective families in your school’s educational process, you’re creating an emotional bond that’s hard to break. It’s easier to understand and relate to: Complex educational philosophies become crystal clear when seen in action. Strategies to Demonstrate Your School’s Value 1. Interactive Open Houses Instead of the traditional tour and talk, involve prospective families in mini-lessons or activities that showcase your teaching methods. Example: Set up stations where families can participate in a quick STEM experiment, join a Socratic seminar, or create art using your school’s unique approach. 2. Student-Led Tours with Live Demonstrations Empower your current students to not just guide tours, but to demonstrate learning in action. Example: Have student tour guides solve math problems on hallway whiteboards or perform a quick science experiment as they guide families through the school. 3. Virtual Reality Campus Tours For families who can’t visit in person, offer a VR tour that allows them to “sit in” on classes and experience your school’s atmosphere. Example: Create 360-degree videos of engaging lessons, letting viewers feel as if they’re right in the classroom. 4. Hands-On Workshops for Parents and Children Invite families to experience your teaching methods firsthand through interactive workshops. This is a great solution for retention as well, particularly in the elementary grades. Example: Host a “Family Learning Night” where parents and children work together on projects using your school’s educational approach. 5. Day-in-the-Life Videos Instead of just describing a typical school day, show it through engaging video content. Example: Create a series of “Day in the Life” videos following students from different grade levels, showcasing real classroom interactions and extracurricular activities. The Power of Props in School Marketing Don’t underestimate the impact of tangible items that represent your school’s unique offerings. Examples: Hand out student-created projects during tours Provide take-home kits that mimic a lesson from your curriculum Use technology in your presentations that students use in the classroom Remember: It’s Not About Being Creative, It’s About Being Genuine You don’t need to come up with wildly creative ideas. The most effective demonstrations simply showcase the true value of your educational experience. Example: If your school excels in personalized learning, demonstrate how teachers adapt lessons in real-time based on student needs. Implementing Your Demonstration Strategy: A Checklist Audit your current enrollment marketing materials. How much are you telling vs. showing? Identify key aspects of your educational experience that would benefit from demonstration. Train your admissions team and student ambassadors in interactive tour techniques. Develop a schedule of interactive open houses and workshops. Create video content that showcases your school in action. Integrate hands-on elements into all family visits and interviews. Collect feedback from families on which demonstrations were most impactful. The Bottom Line By shifting from explanation to demonstration, you’re not just telling families about your school’s value – you’re letting them experience it. This approach creates a powerful, emotional connection that can significantly impact your enrollment numbers. Remember, in the world of private school enrollment, seeing isn’t just believing – it’s enrolling.

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Why Traditional Marketing Fails in K-12 Private Schools: A Call to Rethink Enrollment Strategies

Administrators, Blog, Communications, Customer-centric, Enrollment Manaagement, Marketing, School-centric / Claude

In the ever-evolving landscape of private K-12 education, enrollment management professionals are increasingly tasked with ensuring not just the sustainability, but the growth of their institutions. Yet, despite implementing traditional marketing strategies—focused on the four P’s: price, product, place, and promotion—many schools find themselves struggling to reach and resonate with prospective families. The challenges go beyond just promoting the school’s offerings; they delve into the very culture and operational dynamics of the institution itself. The Misalignment of Traditional Marketing in Schools At the heart of this issue is a fundamental misalignment between traditional marketing principles and the operational realities of educational institutions. Traditional marketing suggests that price, product, place, and promotion should be carefully managed and aligned to meet customer needs. However, in many schools, these elements are often the responsibility of different individuals or groups, leading to a fragmented approach: Price is typically set by the head of the school, the board, and the business manager. Product (or educational service) is developed by the head, division heads, and faculty. Place is overseen by the head and the board. Promotion involves a wider array of stakeholders, including the head, director of admission, director of marketing and communications, faculty, students, and parents. This compartmentalization can result in a lack of coherence in the school’s overall marketing strategy, with promotional efforts disconnected from the actual needs and experiences of the customer—prospective families. The Problem with Mission Statements A school’s mission is often a double-edged sword in the context of marketing. People use this term “mission” and it can be a barrier to align with market realities. People confuse the idea of how you do things with why you do what you do, the latter being the true mission for most schools. Furthermore, many schools are reluctant to measure their success in achieving their mission, preferring subjective assessments over hard data. This reluctance to engage in measurable outcomes hinders the ability to make data-driven decisions that could better align the school’s offerings with the expectations of prospective families. Faculty Autonomy and the Customer Experience Another significant challenge lies in the autonomy of the faculty. While autonomy is crucial for fostering innovation and maintaining educational standards, it can also create a disconnect between the school and its customers. In many private schools, a significant portion of the customer base—wealthy families—may find themselves at odds with faculty members who subconsciously resent the socioeconomic differences between them. This can manifest in subtle ways, such as setting high academic expectations as a means of asserting authority, not learning. Of course at your school this probably doesn’t happen. Marketing, which inherently requires listening to and addressing customer needs, may be seen as a threat to this autonomy, leading to resistance from faculty members. The Need for a Trained Sales Force Promotion and recruitment efforts in schools are only as effective as the individuals carrying them out. Unfortunately, many schools do not invest in training their faculty, parents, or even admission staff to act as a cohesive sales force. The lack of formal training for faculty participating in open houses or parent volunteers can result in missed opportunities to effectively communicate the school’s value proposition to prospective families. In the corporate world, no successful company would send its sales team to meet customers without adequate training. Schools must adopt a similar approach if they hope to succeed in a competitive market. Rethinking Marketing in Schools To overcome these challenges, enrollment management professionals must advocate for a shift in how marketing is approached within their schools. This involves: Fostering Collaboration: The head of the school must encourage cooperation between the admission office, faculty, development, and communications and marketing. Marketing and recruitment cannot be an isolated activity; it requires input and alignment from all stakeholders involved in the school’s operations. Integrating Market Research: Ongoing marketing research should be a key component of the school’s budget. The insights gained from this research must be applied not only to promotional materials but also to program development, ensuring that the school’s offerings meet the evolving needs of its customers. Training and Empowering Faculty: Faculty should be treated as valuable partners in the marketing process. This means consulting them on admission and recruitment matters, showing them how they can contribute to marketing efforts, and providing them with the training needed to effectively engage with prospective families. Focusing on Customer Needs: Ultimately, the primary role of marketing is to stay in touch with those you seek to serve. For schools, this means listening to the concerns of parents—who prioritize good teachers, great teaching, and safety—and ensuring that these priorities are at the forefront of the school’s messaging and operations. Conclusion Traditional marketing strategies, when applied to the unique environment of K-12 private schools, often fall short because they fail to address the specific needs and dynamics of these institutions. Enrollment management professionals must lead the charge in rethinking how marketing is integrated into the school’s culture, ensuring that it is not just about promotion, but about aligning the entire school community with the needs and expectations of prospective families. Only through a coordinated, strategic approach can schools hope to thrive in today’s competitive educational arena.

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The Viewbook Dilemma: Why Your Expensive Marketing Tool Misses the Mark

Advertising, Blog, Brand, Marketing, Publications / Claude

Picture this: You’ve just invested in a glossy viewbook for your independent school. It’s beautiful, filled with stunning photos and clever copywriting. But here’s the kicker—it’s not bringing in the full-pay families you need. Why? Because your viewbook might be suffering from a case of misalignment. Let’s dive into the heart of the matter and explore how to choose a vendor who truly understands your needs. The Viewbook Vendor Challenge When you hire a vendor to create your viewbook, you’re looking for artists, designers, and wordsmiths. But here’s the catch: you also need enrollment specialists who understand the unique needs of full-pay families. Without this crucial expertise, you might end up with a viewbook that’s visually stunning but fails to move the needle on enrollment. Understanding the Full-Pay Family Remember, full-pay families are a different breed. They’re not hoping to find an accessible private school—they know they can afford one. What they’re looking for is value and solutions to their educational challenges. The best viewbooks speak directly to these families, showcasing how your school solves their specific problems or needs. The Data Collection Conundrum When gathering information for the viewbook, it’s crucial to include the voices of full-pay families. Without their input, you risk creating a viewbook that misses the mark for your target audience. Collecting information from mostly non-full-pay people – employees, students or parents increases the chances of you missing the mark. Beyond the Awards While industry awards, such as CASE, can be a nice feather in a vendor’s cap, they shouldn’t be the primary goal. The real measure of success is how well the viewbook resonates with full-pay families and drives enrollment. Avoiding Common Pitfalls Many viewbooks fall into traps like generic photography, misguided messaging, lack of ROI focus, and absence of differentiation. The right vendor will help you navigate these challenges. Choosing the Right Vendor: A Roadmap to Success So, how do you select a vendor who can create a viewbook that speaks to full-pay families? Here are some key strategies: Look for Enrollment Expertise: Seek vendors who have a track record of creating viewbooks that drive enrollment, particularly among full-pay families. Ask for case studies and results. Be specific on your target group. Check Their Research Process: The right vendor will have a robust process for gathering insights from your target audience. They should be eager to talk to your full-pay families and understand their needs. Do they ask for a list or a full-pay family list? Assess Their Understanding of ROI: Full-pay families are making a significant investment. Your vendor should know how to communicate the value and long-term benefits of your school. Can they get you to tell them the value to the full-pay families not just to the faculty? Evaluate Their Differentiation Strategy: Can they articulate what makes your school unique? Do they have a process for identifying and highlighting your school’s unique selling points? Review Their Problem-Solving Approach: The best vendors will focus on how your school solves educational challenges. They should be asking about the problems your full-pay families are trying to solve. Examine Their Portfolio: Look beyond the aesthetics. Does their work demonstrate an understanding of different target audiences? Are the messages tailored to specific groups? Ask About Their Measurement Strategy: How do they define success? It should be more than just creating a beautiful book that the head of school says yes to —it should be about driving enrollment. The Bottom Line Your viewbook isn’t just a pretty brochure—it’s a critical tool in your enrollment strategy. By choosing the right vendor, you can create a viewbook that not only looks great but also speaks directly to full-pay families, showcasing the unique value your school offers. So, before you sign off on that next viewbook project, ask yourself: Is this vendor equipped to create a book that will win over full-pay families?

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The Reluctance to Reach Out: A Challenge for New Deans of Enrollment and Directors of Admission

Administrators, Admission, Blog, Selling / Claude

Entering the world of admission and enrollment management can feel overwhelming, especially for those who are new or relatively new to the field. The role is multifaceted, requiring not only a deep understanding of your institution and its values but also the ability to connect with prospective families, manage data, and make strategic decisions that directly impact the school’s future. With so much on the line, it would seem natural to seek advice and guidance from those who have walked the path before you. Yet, paradoxically, although help is offered, many new professionals hesitate to reach out, even when they need help. As someone who has worked in admission for over 35 years and has trained around 1,400 admission and marketing professionals, I’ve noticed a consistent trend: despite offering ongoing support and establishing strong connections during workshops, follow-up communication from participants is rare. This observation leads to an important question: Why do new deans of enrollment and directors of admission hesitate to seek assistance, even when it’s readily available and free of charge? Understanding the Hesitation Fear of Appearing Incompetent One of the most common reasons new professionals shy away from seeking help is the fear of appearing incompetent. Admission and enrollment management are high-stakes fields where the pressure to perform can be immense. Admitting that you need help might feel like admitting weakness or a lack of knowledge, which can be particularly intimidating when you’re trying to establish yourself in a new role. However, this mindset is counterproductive. The reality is that no one expects you to have all the answers immediately, and seeking advice is a sign of strength, not weakness. Overestimation of Self-Reliance Many new professionals believe they must solve every problem on their own. This overestimation of self-reliance can stem from a desire to prove oneself capable and independent. While it’s important to develop your skills and trust your judgment, it’s equally important to recognize when a challenge is beyond your current expertise. Reaching out for guidance can save time, prevent costly mistakes, and accelerate your professional growth. Lack of Familiarity with Networking Networking is a critical skill in admission and enrollment management, yet it’s not something everyone is naturally comfortable with. New professionals might not yet appreciate the value of maintaining relationships with more experienced colleagues. They may view reaching out as an imposition rather than an opportunity for mutual growth. Understanding that seasoned professionals are often eager to share their knowledge and that reaching out can lead to fruitful, ongoing relationships can help overcome this barrier. The False Perception of Burdening Others There’s a common misconception that asking for help is burdensome to the person being asked. New deans and directors might hesitate to reach out, thinking they’re taking up valuable time or resources. In reality, most experienced professionals are not only willing but also eager to share their insights. For them, it’s an opportunity to give back to the community and contribute to the next generation of leaders in the field. Overcoming the Reluctance For new professionals in the field of admission and enrollment management, overcoming the hesitation to seek help is essential for success. Here are some strategies to consider: Shift Your Perspective on Help Understand that asking for help is not a sign of weakness but a step toward professional growth. It’s a way to learn, adapt, and make better decisions. Consider it a form of professional development rather than a last resort. Recognize the Value of Mentorship Building relationships with more experienced colleagues can be invaluable. Mentors can offer advice, share their experiences, and provide guidance as you navigate the complexities of your role. These relationships often develop into lasting professional connections that benefit both parties. Make the First Move If you’ve attended a workshop or training session and made a connection with a facilitator, don’t hesitate to follow up. A simple email or phone call to ask a question or seek further advice can open the door to ongoing support. Embrace Continuous Learning Admission and enrollment management are fields that constantly evolve. Embrace a mindset of continuous learning and improvement. By seeking advice and feedback, you’re staying ahead of the curve and positioning yourself for long-term success. In conclusion, while it’s natural to feel hesitant about reaching out for help, especially in a new role, overcoming this reluctance is crucial for professional growth. The resources and support available to you are vast, and by tapping into them, you can build a solid foundation for success in admission and enrollment management. Remember, the most successful professionals are those who know when to seek guidance and are not afraid to do so.

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Optimizing Enrollment: Key Factors in Predicting Your School’s Yield on Acceptances

Blog, Data Driven, Recruitment, Students / Claude

Predicting your yield on acceptances can be a daunting task, especially for someone new to the admissions office. The yield on acceptances is determined by the number of students who enroll after being accepted, divided by the total number of offers or acceptances sent out during the admissions cycle. For example, if you sent out 100 acceptances and 70 students matriculated, the yield on acceptances would be 70%—70 divided by 100 equals 0.70, which, when converted to a percentage, equals 70%. To navigate the complexities of yield prediction and enhance your strategy, consider the following key factors, each examined over multiple years—preferably four or five. Fewer years may be considered if recent events, such as the COVID-19 pandemic, have significantly impacted the admissions process. 1. Overall Number Start by calculating your overall yield percentage: total number of enrolled students divided by the total number of acceptances. This provides a baseline from which other variables can be analyzed. 2. Gender Breakdown It is common to have a varying yield based on gender. For example, one gender may consistently have a higher yield rate than the other, leading to different outcomes each year. Understanding these trends can help in predicting and balancing future admissions. 3. By Each Division If your institution has multiple divisions—such as preschool, elementary, middle, or high school—it’s crucial to analyze yield data separately for each division. Different divisions may exhibit unique trends and require distinct strategies to optimize yield. 4. By Grade Level When dealing with limited spaces, particularly in lower grades, predicting yield by grade level becomes vital. Over-enrolling by even a few students in grades like kindergarten could negatively impact the class dynamics or, in the case of preschool, trigger legal requirements such as hiring additional teachers. 5. By Rating If you use consistent matrices to evaluate students, rating can be one of the most significant predictors of yield. Students who rate higher on your evaluation criteria may have a lower likelihood of enrolling, particularly, when the acquisition of students is highly competitive for your school. 6. Aided vs. Non-Aided Students More often than not, students receiving financial aid yield at a higher rate than full-pay students. It’s important to separate these two segments to better understand their impact on overall yield and to tailor your strategies accordingly. 7. Other Special Segments Beyond gender, there are other segments worth tracking, such as students of color, athletes by gender, geographic areas, legacies, international candidates, siblings, religious affiliation or top picks. These segments can offer deeper insights into yield trends and help in refining your approach. 8. Special Programs or Interests Students with specific interests—such as basketball players, debaters, or vocalists—may yield higher based on the strength of your programs in those areas. Tracking these groups can help identify opportunities to bolster enrollment or understand weaknesses within your program. 9. School Affiliation Strong affiliations with particular feeder schools can also influence yield. Tracking students from these schools provides data on your brand’s strength or weakness within those institutions and may inform your outreach and engagement strategies. 10. Offer Timing The timing of your offers can significantly impact yield, especially if you are competing with schools that have a stronger brand or larger reach. The availability of spaces at the top branded schools gets filled, which may move your school up the pecking order. Conclusion By systematically analyzing these factors, you can improve your ability to predict yield and develop more effective admission strategies. Each of these elements contributes to a deeper understanding of the variables that impact yield, enabling you to make data-driven decisions that align with your school’s enrollment goals.

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