Claude

Part I: Navigating the CRM Jungle – A Roadmap for Enrollment Management Directors

Blog, Communications, CRM_Database / Claude

Switching to a new Customer Relationship Management (CRM) system can feel like trekking through an untamed jungle. I’ve been there, and I know the challenges all too well. But with the right guide and tools, you can turn this daunting journey into a successful expedition. Here’s the first part of your roadmap, designed specifically for enrollment management directors, to ensure a smooth transition and optimal use of a new CRM system. Define Your Objectives Clearly Before diving into the sea of CRM options, it’s crucial to have a clear understanding of your goals. What do you want to achieve with this new system? For enrollment management, the objectives often include: Acquiring a higher number of students in both quality and quantity. Evaluating and selecting students who best match your school’s program. Efficiently managing the evaluation and allocation process for financial aid applicants. Assess Your Current System Take a close look at your existing CRM or database. Identify the gaps and pain points. What functionalities are you missing? This assessment will help you pinpoint what you need from the new system. I remember when we first evaluated our system; it was eye-opening to see the inefficiencies that had crept in over the years. Essential Features to Look For When evaluating new CRM systems, consider these essential features tailored for enrollment management: Customer Portals: These allow prospective students and parents to access information, track application status, and complete necessary forms online. Our implementation of customer portals significantly reduced our inquiry response time and improved parent satisfaction. Partner Portals: Faculty, coaches, and other stakeholders can interact with prospects and record communications within the CRM. This feature was a game-changer for us, as it centralized all communications and reduced information silos. Lead Forms Integration: Ensure your lead forms (inquiry, pre-application, event registration) can be synced with the CRM to capture and track interest efficiently. Multiple form integrations helped us streamline our data collection process, making it easier to follow up with leads. Database Records Setup: Your CRM should be able to replicate your current database fields, create user hierarchies, and establish relationships between students, parents, and referral organizations. Proper setup allowed us to maintain continuity and avoid data loss during the transition. Digital Folder Reading: With the rise of digital documents, your CRM should support digital folder reading, allowing for easy access, sharing, and updating of student files. This feature has made document management a breeze for our admissions team. Seamless Integration Your new CRM must integrate seamlessly with existing systems like your email platform (Outlook, Google), social media (Facebook, Twitter), and event management tools (Eventbrite). This ensures all data is centralized, reducing the chances of missing out on critical information. I cannot stress enough how much seamless integration has simplified our workflow. Data Migration and Management Moving data from your old system to the new one is a critical step. Ensure the new CRM can handle bulk data imports and maintains relationships among records. Look for features like duplication detection and multi-field search systems to keep your database clean and efficient. We learned the hard way that improper data migration can lead to significant headaches. User-Friendly Interface A CRM with a user-friendly interface is essential. It should be intuitive and easy for your team to navigate, reducing the learning curve and increasing productivity. Investing in training sessions for our team ensured a smooth transition and quick adaptation to the new system. Tracking Full-Pay Families Given the significance of full-pay families to your revenue objectives, the CRM should have functionalities to track these families separately and ensure they receive special consideration throughout the admission process. This feature helped us tailor our approach and improve our full-pay enrollment numbers. Conclusion of Part 1 Transitioning to a new CRM system is a significant move that requires careful planning and consideration. By clearly defining your objectives, assessing your current system, and knowing what features to look for, you can ensure a smoother transition. In the next part, we will delve deeper into implementing the CRM system and maximizing its benefits for your enrollment management processes.

Part I: Navigating the CRM Jungle – A Roadmap for Enrollment Management Directors Read More »

Isn’t the Real Fear Not Achieving Our Mission?

Administrators, Blog, Financial Stability, Full-pay Families, Recruitment, Retention / Claude

I believe we have it wrong. We fear that we are going to lose our mission’s focus, when we should be worrying about not achieving our mission. The fear of losing our mission’s focus often surfaces around accommodating full-pay families. There’s a widespread assumption that prioritizing full-pay families to generate net tuition revenue somehow conflicts with our mission. This important segment really confuses our thinking. I once applied for a Dean of Enrollment position at a Quaker school. With 15 years of successful experience at two Quaker schools, I felt uniquely qualified. During a preliminary interview, the Head of School mentioned their biggest pain point: needing to generate an additional $1,000,000 in net tuition revenue. Despite feeling confident in addressing this challenge, I wasn’t invited back for a second interview. The consultant later told me, “You talked too much about full-pay families.” Ironically, afterwards, they went through 2 deans of enrollment in five years and I doubt they achieved their financial goal. The Financial Reality There’s a visceral reaction to the idea of full-pay families that blinds many to the bigger picture. No school would throw out its mission and decide that generating more money is better. Yet, the financial health of a school is directly tied to its ability to achieve its mission. Hundreds of schools have closed over the past five years, many before the pandemic, often due to financial instability. For instance, White Mountain School in New Hampshire recently announced its closure. Oldfields School has made announcements about closing twice over the last 15 years, but managed to survive. Others, like Chase Collegiate School and The MacDuffie School, transitioned from non-profit to for-profit to stay afloat. These schools’ mission statements likely sound very similar to yours, emphasizing intellectual development, ethical standards, and respect for diversity. But did Chase Collegiate and The MacDuffie School change their focus, because they wanted to make money? Of course not! They were trying to survive and needed more full-pay families to do so. I wrote about school closings 10 years ago and found my list; it was a partial list by the way. If any one has found the closings from the last 10 years, please send me the link. Evolving Our Mindsets: Fear the Right Thing If we believe that our missions have a purpose in this world, we need to evolve our mindsets. Fear can propel us to success, but we must fear the right things. Instead of fearing losing our mission’s focus, we should fear not achieving our mission. Without sufficient resources, we can’t achieve our mission effectively. Shrinking enrollments hinder our ability to fulfill our mission broadly and impactfully. If we have to close our doors like so many others have, achieving our mission becomes impossible. This journey has taught me that balancing financial stability with mission integrity is crucial. We must be open to evolving our strategies and perspectives, especially when it comes to accommodating full-pay families. By doing so, we ensure not only the survival but the thriving of our schools and their missions.

Isn’t the Real Fear Not Achieving Our Mission? Read More »

School Evaluation Survey for Gender Equity

Uncategorized / Claude

School Evaluation Survey for Gender Equity Read More »

Embracing the Journey: Insights for New Admission Professionals in Private School Marketing

Blog, Customer-centric, Enrollment Management High Level, Five Pillars, Marketing, Student Composition / Claude

As I reflect on my years in private school admissions, I can’t help but feel a deep sense of connection to the journey you’re embarking on. Attracting and retaining the best-fit students is more than just a job; it’s a calling that shapes the very fabric of our school communities. Over the years, I’ve learned that success in this field requires a blend of strategic marketing, effective communication, and an unwavering commitment to understanding the unique needs of prospective families. Allow me to share some of the key insights that have guided me through this dynamic landscape, hoping they will help you thrive in your role and make a lasting impact. Understanding the Admission Funnel and Conversion Experience One of the first lessons I learned was the distinction between the admission funnel and the conversion experience. The admission funnel represents the stages prospective families go through, from awareness to enrollment. It’s a linear path that includes inquiry, application, interview, and acceptance. However, the conversion experience is where the magic happens. It’s all about the quality of interactions and touchpoints that move a family through the funnel. Personalized engagement, timely communication, and ensuring every interaction adds value are crucial. The more we focus on creating a positive and memorable experience, the more likely families are to choose our school. Marketing, Communications, and Sales: Distinct but Interconnected Early on, I realized the importance of distinguishing between marketing, communications, and sales. Marketing is about crafting strategies to attract prospective families, encompassing market research, branding, advertising, and outreach. Communications, on the other hand, is the vehicle through which we convey our school’s messages—newsletters, social media, website content, and press releases all play a part. Sales is the culmination of these efforts, where we engage directly with families, address their concerns, and guide them through the application process. Each element is distinct, yet they are deeply interconnected and collectively vital for success. The Unique Perspective of Prospective Families It’s essential to recognize that prospective families approach the decision to enroll their children in a private school with an added dimension to what they would for a luxury purchase. This decision is deeply emotional and represents a long-term commitment. Families consider the school’s values, academic quality, community fit, and the potential impact on their child’s future. By understanding this, we can tailor our marketing messages to address these nuanced concerns, emphasizing the unique aspects of our school’s offering. Brand is important, because it offers validation for the quality of the educational experience. Engaging Both the Buyer and the Consumer In private school admissions, the buyer (usually the parent) is not always the direct consumer (the student). Both play crucial roles in the decision-making process, and it’s essential to engage them effectively. I’ve found that addressing the student’s preferences and needs often significantly influences the parent’s final decision. Creating a balance in our communication that speaks to both parties can make a significant difference. Mastering Communication Delivery Formats Effective communication is an art, and understanding the three main delivery formats—monologue, digitalogue, and dialogue—has been invaluable. Monologue communication is one-way, suitable for broad, non-interactive messaging. Digitalogue creates virtual dialogues on digital platforms, subdivided into social and automated interactions. Dialogue communication, a two-way real-time interaction, allows for immediate responses and personalized engagement. Mastering these formats helps ensure our messages are received and resonate with our audience. More on these in the future Jul 12, 2024 posting. Tailoring Marketing for Prospective and Re-enrolling Students Marketing to prospective students differs from marketing to potentially re-enrolling students. For new prospects, it’s about introducing them to our school, highlighting unique programs, and addressing initial concerns. For re-enrolling students, the focus shifts to reinforcing positive experiences, showcasing continued value, and addressing any new concerns. Tailoring our approach to each group ensures more effective engagement. Embracing The Five Pillars Paradigm The Five Pillars paradigm has been a guiding framework in my career, encompassing: Customer-Centric Approach: Understanding and addressing the needs of prospective families. Demonstrating Expertise: Showcasing our school’s strengths and achievements. Solving Educational Needs: Providing solutions to families’ educational challenges. Proving Value: Clearly articulating the benefits of our programs and showing that it is worth the cost. Creating Advocates: Building a community of satisfied families who become ambassadors for our school. Resource Allocation and Demand Creation There is a direct correlation between the resources we invest in marketing and the demand we create. Strategic allocation of resources to advertising, outreach programs, and events can significantly increase the number of applicants. However, efficiency and targeted efforts are key to maximizing our return on investment. Your market environment and your brand position will determine how much is needed. Each area of the country has different levels of awareness and demand for private schools. Running the School as a Business A school operates much like a business, requiring revenue to sustain operations, pay salaries, manage facilities, and invest in programs. Recognizing these business aspects helps align our marketing and enrollment strategies with the school’s financial health and sustainability. The Head of School’s Role in Enrollment Success The heads of school play a pivotal role in the successful enrollment of full-pay families. Their leadership, vision, and public presence influence the school’s reputation and credibility. Engaging with prospective families and demonstrating a commitment to excellence can significantly impact their decision to enroll. Conclusion Navigating the complexities of private school admissions is both challenging and rewarding. By understanding the nuances of the admission funnel, distinguishing marketing from sales, and emphasizing personalized engagement, you can effectively attract and enroll students who are the best fit for your school. Continuously refining your strategies and learning from real-world experiences will help you excel in your role and contribute to the long-term success of your institution. Remember, your work is pivotal in shaping the future of your school, ensuring a steady stream of engaged, committed students who will thrive in the educational environment you help create.

Embracing the Journey: Insights for New Admission Professionals in Private School Marketing Read More »

90 Private Schools Closing, Permanently: Who’s Next? (List Only)

Uncategorized / Claude

90 Private Schools Closing, Permanently: Who’s Next? (List Only) Read More »

Who is the Real Chief Revenue Officer?

Administrators, Blog, Editorial, Financial Stability, Net Tuition Revenue / Claude

Let’s stir the pot. Who really is the chief revenue officer in a school? It’s a hot debate, and I’ve got five contenders. Read on, make your pick, and see if you agree with my conclusion. Director of Admission or Dean of Enrollment This seems like a no-brainer, right? This role is all about bringing in new students each year, a major source of income. Depending on the school, this person might be responsible for enrolling up to 100% of the student body in a year. That’s a hefty responsibility. Director of Advancement/Development Here’s another heavyweight contender. With responsibilities spanning annual funds, major gifts, and capital campaigns, this person draws in a significant chunk of revenue from parents, alumni, and possibly foundations. They’re definitely in the running. The Division Head, Principal, or Dean of Faculty This one’s a bit of a curveball. Overseeing the faculty and program, this person ensures the smooth operation of the school, which is crucial for retaining students. For most schools, revenue from re-enrolling students surpasses that from new enrollees. Keeping a stellar program means continuous revenue flow. Head of School The head of school is the key fundraiser in many institutions. This person brings in substantial funds. However, if we separate this role from the development office’s efforts, their revenue contribution might not be as pronounced, potentially taking them out of the top spot. Director of Auxiliary Services Often the underdog, but let’s give credit where it’s due. This role balances revenue and expenses through various auxiliary services, which can significantly impact the school’s finances. My Take The Division Head is a strong candidate due to the retention of students, which is the largest revenue source for most schools. However, they don’t typically handle replacing attrition among returning students, which disqualifies them as the chief revenue generator. So, who’s left standing? The Dean of Enrollment. Despite the collaborative effort required to bring in students, the “buck” ultimately stops with the Dean of Enrollment. This person is tasked with replacing the graduating class and covering any attrition. Given that schools are 70-90% dependent on tuition, it’s clear: the Dean of Enrollment is the Chief Revenue Generator. Could it be clearer? Am I missing something? This isn’t to say that enrollment success falls solely on the Dean of Enrollment’’s shoulders. However, when it comes to leading the charge (or taking the blame for targets missed), they are the designated individual for bringing in the bulk of the school’s revenue. When school leaders grasp this reality and consider the school’s financial health, they prioritize hiring for this role. Yet, meeting many new directors, it’s evident that some leaders don’t fully recognize this position’s critical role as the Chief Revenue Generator. So, how is the Dean of Enrollment perceived at your school?

Who is the Real Chief Revenue Officer? Read More »

Why I Want Private Schools to Close Quickly and Not Linger

Blog, Competition, Enrollment Manaagement, Marketing / Claude

The Ripple Effect of a Downward Spiral In the fiercely competitive environment for full-pay students, it might seem that I would welcome the closure of struggling schools for the potential gain of more students in my applicant pool. However, my motives for wanting schools to close quickly are rooted in a broader concern: the overall health and perception of the private school brand. Private schools currently serve about 11% of the school-age population, a critical base for families to understand and appreciate what a private education offers. When schools find themselves with few other private schools around, parents don’t understand the concept, because they don’t know others who have children attend them. This is particularly true for independent schools and even more so for boarding schools. When a private school begins its financial decline, the resulting drop in the quality of education tarnishes the reputation of all our institutions. Most consumers don’t distinguish between the various types and qualities of private schools; a failing school reflects poorly on us all. During my tenure in Rhode Island, I witnessed numerous parochial schools falter. These struggling institutions became examples cited by families as reasons to doubt the value of my private school and others as well. The Need for Swift Action It’s a leadership problem, and we don’t seem to have enough great leaders to run our private schools effectively. Once the downturn begins, the net tuition revenue starts to fall. Schools may recognize that it is a leadership problem, but by the time they do, they can’t afford to get a strong leader. Subsequently, they can’t hire the best teachers, the program quality declines, and the student body is no longer a good match. This process is typically slow, causing consumers to have poor experiences and to question the value of paying for their child’s education. This doubt spills over to all of our schools. Why can’t they just close quickly? Each independent school has a noble mission at its core. We exist for a purpose, but if a school’s mission seems to be failing and it is heading towards closure, it is better for the industry if it closes quickly. Prolonged struggles harm the brand and reputation of other schools. What to Do About It? I wish schools would pay more attention to the leadership they choose. They need not only good educators but also savvy business leaders. If they can’t get both, they should prioritize savvy business leaders; the ones who follow Jim Collins, “Good to Great” concepts. These leaders are more likely to ensure that the educational program is worth the cost, more so than a good educator ensuring that the educational program is worth the cost. What do you think we can do? Please write it in the comments section.

Why I Want Private Schools to Close Quickly and Not Linger Read More »

Excellent Education: Why Don’t Schools Prove It?

Blog, Customer-centric, Faculty, Marketing / Claude

Imagine you’re shopping for a luxury car. You wouldn’t just take the dealer’s word for it—you’d want to test drive it, see the features, and understand why it’s worth the price tag. Full-pay families looking at private schools are no different. They expect tangible proof that the tuition they’re paying is justified. Yet, many educators resist this notion. In one of my previous roles, I proposed that we invite prospective parents into classrooms to see our teachers in action. I thought it would be a fantastic way to showcase our excellence. However, one high school teacher wasn’t having it. She snapped, “I didn’t take this job to teach parents. What we do here is good, and I don’t want it out there for our competition to see. Is this what your marketing is all about?” Her reaction was a wake-up call. It highlighted a significant disconnect: some faculty members don’t see the need to prove the value of their work to paying customers. They believe their excellence should be self-evident and that requiring proof diminishes their professional integrity. The “Inspired by God” Syndrome I call this the “Inspired by God” syndrome. Educators afflicted with it operate under the belief that their passion and dedication should be enough for everyone to see their value. When enrollment is strong, this belief is reinforced. But when schools struggle to fill seats, this mindset can be detrimental. Schools need to ask themselves: is there another way to look at this? Faculty members often view full-pay families as entitled and out of touch with the realities of education. This perspective doesn’t motivate teachers to go the extra mile, even though they need the revenue these families bring in. Leaders need to bridge this gap, helping teachers understand why these families are “picky” and that their pickiness is driven by the very real need to make an informed choice. The Emotional Investment in the Educational Program To many educators, the school’s educational program is like their child. They’re protective and resistant to any evaluation or critique. They expect parents to trust in the program’s value without question. While this protective instinct is admirable, it’s unrealistic when asking families to make significant financial commitments without concrete evidence. When requesting faculty to demonstrate their program’s value, it’s crucial to approach them with sensitivity. Understand that you’re asking them to showcase their child to an audience they may not relate to socially or economically. Schools can maintain their mission and still meet the needs of full-pay families; be market sensitives. Ignoring the necessity to prove value might eventually jeopardize the school’s mission. Moving Forward with Faculty Support Depending on your school’s culture and the importance of the full-pay market to your financial health, you may need to tread carefully in getting faculty buy-in. However, without their support in providing evidence of the program’s value, schools risk failing to attract the necessary student body to fulfill their mission. Convincing faculty to support marketing efforts doesn’t mean compromising educational values. It’s about understanding that, in today’s market, providing tangible proof of excellence is essential. Just like you wouldn’t buy a house without a thorough inspection, parents won’t invest in education without seeing clear evidence of its worth.

Excellent Education: Why Don’t Schools Prove It? Read More »

Building a Basic Marketing Plan to Attract Full-Pay Families: A Beginner’s Guide

Blog, Brand, Five Pillars, Marketing / Claude

Imagine you’re at a potluck. You’ve brought the main dish, but everyone else is expecting a five-course meal. Creating a marketing plan to attract full-pay families can feel just like that—overwhelming and perhaps unreasonable. But don’t worry; you’re not alone. Let’s break it down into bite-sized steps. Step I: Clarify Expectations First, get crystal clear on what your head of school or Board of Trustees mean by a “marketing plan.” Don’t assume you know—ask directly: What specific outcomes are expected? Is there a budget allocated for this? This initial conversation can set the stage for realistic goals and ensure you have the support you need. Step II: Choose Your Communication Styles Your marketing plan will involve three main styles of communication: Monologue: Traditional, one-way communication like viewbooks, letters, newspaper ads, and postcards. Digitalogue: Online, interactive communication such as emails, blogs, Instagram, and Meta. Dialogue: Personal, two-way engagement like campus tours, open houses, and class visit days. Brainstorm with your head or marketing team to identify the most effective tactics. For each tactic, answer these key questions: Who is the target audience? What is your message? Why should they care about your offerings? Why would they engage with this medium? What action do you expect them to take? How will you measure success? Plan these activities across the year. A typical cycle might run for about 16 months, starting in May and continuing through August of the following year. Step III: Add Essential Elements To give your plan structure, include these core components: Philosophy Statement: Describe your overall approach based on the chosen communication styles. Goal Statement: Outline clear goals for what you aim to achieve. Success Metrics: Define what success looks like and how you will measure it. This basic plan won’t cover everything but it’s a solid starting point. Pro Tips for Beginners Start Small: Focus on a few key tactics and do them well. It’s better to be effective with a limited scope than to stretch too thin. Engage Your Team: Involve others in brainstorming and executing the plan. Shared ownership can lead to more creative and effective strategies. Iterate and Improve: Marketing is not set in stone. Continuously assess what’s working and make adjustments. Remember, even seasoned marketers started as beginners. By following these steps, you’ll build a foundation that not only addresses immediate needs but also sets the stage for more sophisticated plans in the future. You’ve got this! Now go out there and start attracting those full-pay families with confidence.

Building a Basic Marketing Plan to Attract Full-Pay Families: A Beginner’s Guide Read More »

Why Your $150,000 Branding Campaign Doesn’t Last

Blog, Brand, Enrollment Management High Level, Marketing / Claude

Picture this: You’re at one of my Five Pillars workshops. Among the attendees is a director of admission who’s just wrapped up a branding campaign for her school. You’d think she’d have everything she needs to boost full-pay applications, right? But here she is. Curious? So was I. After chatting with her, it hit me—why do these six-figure campaigns need a refresh so quickly? They either fizzle out or become obsolete, only to be replaced by the next “unique” pitch. How many unique positions can one school have? Clearly, something is amiss. Are these campaigns missing a crucial element? Or are schools dropping the ball on execution? Turns out, she nailed it. Something was missing—key components not typically covered by most branding initiatives. These elements weren’t on her vendor’s radar, nor did they appear in those quick-fix solutions offered by marketing agencies. So, what’s the missing piece? A Tale of Two Bakeries Let’s break it down with a bakery analogy. Imagine you’re buying a cake for a friend’s birthday. You walk into a bakery and see a variety of beautifully designed cakes. You ask, “What kind of cakes are these?” The salesperson replies, “They’re all chocolate cakes, just with different designs. Pick the one you like because they all have the same ingredients—finest chocolate, sugar, flour, oil, and eggs.” You think, “They look different, but they all taste the same.” You pick one, but next time, you’ll probably choose another design. After all, the taste won’t change, just the look. This mirrors many branding experiences. Schools get stunning materials with catchy taglines, yet the core message—quality of faculty, program, facilities—remains the same. There’s usually some improvement in applications, maybe even full-pay ones. But these campaigns don’t typically segment and target the full-pay market—the very reason for the hefty price tag. Parents ask, “What kind of school are you?” and you reply with your branding spiel: great faculty, facilities, students, programs. Sounds familiar? It’s what every other school says. Parents start to wonder if the ingredients truly differ from school to school. They focus on finding the best mix of academics, faculty, facilities, and college placement. Some will like your latest design, but not enough to fill your full-pay quota or outshine the top-branded school. Meanwhile, public schools offer similar ingredients for free. Now, the Second Bakery Let’s visit another bakery. You’re still cake shopping. This time, the cakes are labeled uniquely. You ask, “What kind of cakes are these?” The salesperson enthusiastically explains, “This is Raspberry Almond, that’s Chocolate Mousse, this one’s Passion Coconut, and here’s Lemon Velvet Bundt. And of course, we have our standard chocolate cakes.” Each specialty cake has its own distinct flavor, and the salesperson highlights the premium ingredients used. You choose the Raspberry Almond because it fits the birthday girl’s taste perfectly. Next year, you’ll likely pick the same cake because of its unique flavor. Key Takeaways for Your Branding Campaign Differentiate or Disappear: Without identifying your unique ingredients, your campaign won’t yield the desired results. Customers will always seek the best of the common qualities—faculty, students, programs, college placements. If there’s no clear differentiation, why would they choose your school? Serve Unique Needs: Families will only sacrifice the best in common categories when they find something that uniquely meets their needs. If your school can solve their specific problems and it’s worth the cost, they’ll pay the higher tuition. Go Beyond the Beautiful Design: A stunning website or viewbook is great, but without conveying the unique value you offer, your campaign will lack impact and longevity. So, remember, it’s not just about having the best design or tagline. It’s about offering something uniquely valuable that makes families come back year after year, just like that irresistible Raspberry Almond cake.

Why Your $150,000 Branding Campaign Doesn’t Last Read More »