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How Do I Deal with the Competition?

Blog, Brand, Competition, Marketing / Claude

When I first started in PreK-12 enrollment management, dealing with competition felt like an endless, daunting battle. Over the years, I discovered that a little bit of military strategy could be my best friend in this war. There’s no need to reinvent the wheel; classic battle tactics can be perfectly adapted to the school-versus-school showdown. A Shift in Perspective: From Customer-Centric to Competitor-Oriented I adhered to the marketing concept: our goal was to identify and profitably satisfy customer needs, of course, with the mission as the lighthouse. However, the landscape of school enrollment is a battleground. Competing against the uncontested top branded school seemed to make no sense and a futile effort. Then I stumbled upon the idea introduced by Al Ries and Jack Trout in Marketing Warfare: marketing is war. I learned that I need to shift my focus to understanding and outmaneuvering our competition. This shift was a game-changer for me. Defensive Strategy: Protecting Your Turf If your school is the big fish in the pond—the one with the largest customer base, the most resources, and the strongest brand—you need to go on the defensive. Among this group, when one rival school builds a new track, the other responds with an indoor track because we already had the outdoor facility. Yes, this is all part of the master plan. Now, students could train all year round. This strategy was about ensuring others couldn’t take what was the top defender by outbuilding or outservicing them, sometimes even at a lower cost. Attacker Strategy: Taking the Fight to Them Then there were times when a school was almost as strong as the leader but just not quite there. That’s when they use the attacker strategy. You build a state-of-the-art football and lacrosse turf field with a computerized scoreboard. The competitor is in no position to respond, smaller brand and resources. Flanking Strategy: Finding the Unattended Areas When you are not a Defender or an Attacker, you need the Flanking move. Start small with something like educating children with dyscalculia and dysgraphia. Competitors aren’t interested in being specialists in those areas at the moment. You set up a separate facility for these students, creating a niche market without diluting your academic reputation. By the time your competitors notice, you have already established a strong foothold in this new market. that weren’t being served as well as what you are offering. Guerrilla Strategy: Small, Smart Moves Guerrilla tactics select an area that other schools are interested in doing, but not at the quality level that you are going to offer. For example, your college counseling process is so robust that families come into the junior year in droves just to be a part of this process. The individualized attention and evaluation is outstanding. The Thin Line Between Flanking and Guerrilla One thing I learned is that the difference between flanking and guerrilla tactics lies in the attention of your competitors. Flankers pick niches that aren’t on the competitors’ radar, while guerrillas target areas the competitors are interested in but can’t or don’t want to execute at your level. Both strategies required nimbleness and the ability to adapt quickly before the defenders could regroup and counter-attack. Embrace the Battle Here’s what I learned: don’t try to compete with the Defenders unless you have the strength to be an Attacker. Defenders will attract students more often than you will. It’s crucial to convey this concept to the senior leadership team and the board of trustees. I made it clear to my previous board that we would not compete against certain schools unless we had a half-billion-dollar endowment. This distinction helped them understand the difference between us and the Defenders and Attackers. (Read this article about Walmart and you will understand why you don’t need to bother with the Defenders or Attackers.) In the ever-competitive world of K-12 enrollment management, these strategies have provided me with a clear, actionable framework for not just surviving but thriving. By picking our battles wisely and using these tried-and-true tactics, we carved out our school’s success story. Al Ries and Jack Trout’s Marketing Warfare allowed us to understand our weight class, enabling us to focus our efforts effectively. These lessons have shaped my journey and continue to guide my strategies in this dynamic field.

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Does Your Head Understand the Most Important Part of Enrollment Management Success?

Administrators, Blog, Enrollment Manaagement, Uncategorized / Claude

Picture this: you own a sleek car, the kind that turns heads on the highway. You decide to take it on a cross-country adventure, covering hundreds of miles, relishing every moment. The car, dependable and efficient, gives you 25 miles per gallon, effortlessly cruising along. But then, disaster strikes. After 3,000 miles, the engine starts smoking. Panic sets in as you pull over, worried it might explode. A tow truck whisks your prized possession to the nearest mechanic. The mechanic inspects it and asks, “When was the last time you put oil in the car?” You’re stunned. Oil? “I didn’t know I needed to do that,” you reply. Now, let’s translate this into the world of enrollment management. Most schools get that the admissions office is the engine driving new students into the community. But here’s the kicker—just like a car needs oil, enrollment management needs more than just the admissions office. The educators, through their delivery of a high-quality educational program, play a pivotal role. Heads of school often recognize the importance of educational quality. After all, that’s the school’s product. But do they grasp its crucial role in enrollment success? You might be thinking, “My head of school totally gets it.” Well, here’s a challenge for you—dig into your strategic or marketing plan. Look for any mention of how the quality of the educational program and customer satisfaction are essential to enrollment success. Chances are, you’ll find sections devoted to admissions activities, communication strategies, and maybe some nods to the advancement team’s efforts. But where’s the acknowledgment of the educational program’s responsibility to ensure that families want to come to your school? This disconnect can be frustrating for enrollment management professionals. Seeing the link between enrollment success and educational quality in black and white is crucial. Yet, sometimes directors of marketing and communications or deans of enrollment may miss this point too. They’re usually fixated on the tangible outputs of their campaigns—digital and print media, snazzy brochures, catchy slogans or in the case of enrollment managers, unfocused strategies. A robust marketing plan, however, should integrate maintaining a top-notch educational program as a core element. Who is responsible for measuring the success in the minds of the families? The head of enrollment needs to champion this cause relentlessly. They must remind the head of school, every step of the way, about the symbiotic relationship between the educational program and enrollment success. Without this understanding, the burden of enrollment management falls disproportionately on the admissions office. And while the admissions team can be stellar, their success is inherently linked to the strength of the educational program and customer satisfaction. That makes the co-champion, in my opinion, the head of school. Bridging the Gap: What to Do When the Head Isn’t On Board So, what if your head of school just doesn’t get it? Start with storytelling. Share anecdotes that illustrate the direct impact of the educational program on student and parent satisfaction. Highlight success stories where a robust program led to a surge in interest in a particular program – the acapella group, an athletic team, or model united nation. Use data to back your narrative—show trends, graphs, and figures that correlate program quality with enrollment numbers. I regularly survey families about their admission experience. I ask questions like: How was the interview process? Did you get the attention you needed to learn about the program? Did a faculty member or coach connect with you? Was the website helpful? Because we are consumer-centric, we get great results. I keep this information handy because when enrollment numbers decline or yield is lower, all eyes turn to the admissions team as the potential source of the problem. Having this data helps demonstrate to the board and the head that the admissions process is effective, thus preventing undue scrutiny on the admissions department. Then, I ask the leadership the question, “What are our current families saying about our program.” I also ask the question, when the survey is done, “What have we done to improve ourselves based on the information discovered.” Most of these surveys seem to get filed away or superficially addressed. Finally, advocate for a strategic plan overhaul. Ensure that the quality of the educational program is prominently featured as a critical component of the enrollment strategy. This isn’t about adding more to anyone’s plate; it’s about aligning efforts to achieve the best outcomes. Remember, a car needs both a well-tuned engine and the right oil to run smoothly across those thousands of miles. Similarly, successful enrollment management hinges on both the admissions office’s efforts and the excellence of the educational program. Get these in sync, and you’ll have a school that not only attracts students but retains them through exceptional educational experiences.

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Are You Optimizing Monologue, Digitalogue, and Dialogue Formats for Effective School Outreach?

Advertising, Blog, Communications, Marketing, Social Media / Claude

When I look back on my journey in enrollment management at private schools, one of the key lessons I’ve learned is the importance of effective communication styles to address an audience’s needs. Whether it was reaching out to prospective families or engaging with current ones, the way we communicated made all the difference. I’ve often found that categorizing communication styles helps schools understand their strengths and where they might need to improve. Here, I’ll share my insights into three primary communication styles—Monologue, Digitalogue, and Dialogue—each with its unique advantages and challenges. Monologue Communications Monologue communication is about broadcasting information without expecting an immediate response. It’s great for broad, non-interactive messaging. I recall using this method extensively during my early years in the field, where the goal was to get the word out widely. Traditional Monologue: Examples: Newspaper ads, telephone book ads, billboards, direct mail brochures, TV commercials. Pros: Wide reach, strong visual impact, ideal for brand awareness. Cons: Limited engagement, expensive, hard to measure effectiveness, declining influence in the digital age. Digital Monologue: Examples: Static website content, YouTube promotional videos, online ads, digital brochures, e-books. Pros: Cost-effective, scalable, measurable through analytics, accessible to a global audience. Cons: Still largely non-interactive, can be easily ignored or blocked by ad blockers, requires constant updates to stay relevant. Digitalogue Communications Digitalogue communication allows for interactive engagement on digital platforms, creating a virtual dialogue. It’s a method that I’ve seen evolve and become indispensable in recent years. Social Digitalogue: Examples: Facebook posts, Tweets, Instagram stories, LinkedIn updates, blog posts with comment sections. Pros: High engagement potential, fosters community building, real-time feedback, viral potential. Cons: Time-consuming, requires continuous content creation, can be subject to negative comments and public scrutiny. Automated Digitalogue: Examples: Email marketing campaigns, SMS marketing, online chatbots, interactive surveys, automated webinar invites. Pros: Efficient, personalized at scale, trackable metrics, automated follow-ups. Cons: Risk of being perceived as impersonal, seem to have a high unsubscribe rate, requires robust data management. Dialogue Communications Dialogue communication involves real-time, two-way interaction, allowing for immediate responses and personalized engagement. This method, although resource-intensive, has proven to be the most effective in building strong relationships. Direct Dialogue: Examples: Phone calls, in-person interviews, instant messaging chats, personalized video calls, face-to-face meetings. Pros: Deep personalization, immediate feedback, builds strong relationships, high trust factor. Cons: Resource-intensive, not scalable, requires skilled personnel, time-consuming. Group Dialogue: Examples: School fair presentations, virtual tours with live Q&A, parent-teacher conferences, group discussions in online forums, direct consultations during open house events. Pros: Engages multiple stakeholders simultaneously, fosters a sense of community, efficient for addressing common queries. Cons: Less personalized, can be challenging to manage group dynamics, requires effective facilitation skills. Reflecting on these experiences, I’ve come to appreciate the balance needed between these communication styles. Monologue communications work well for initial outreach and brand awareness. Digitalogue communications strike a balance between reach and interaction, with social platforms fostering community and automated systems ensuring efficiency. Dialogue communications, while demanding, offer the highest level of personalization and trust-building, crucial for converting prospects into enrolled students. By understanding and strategically applying these communication methods, schools can optimize their marketing efforts, build stronger relationships with prospective families, move students through the admission funnel, and ultimately enhance enrollment and reputation.

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Marketing All Girls Schools: What I Would Do?

Blog, Customer-centric, Marketing, Single Sex Education / Claude

I’m diving into this article with a twinge of personal regret and a torrent of professional enthusiasm. The dream of working for an all-girls private school will remain just that—a dream—as I move into consulting. Yet, the strategist in me can’t help but unleash a part of what could have been my approach to illuminating the distinct advantages of all-girls education if I had the role of dean of enrollment. Why, you might wonder, am I so fixated on this? Because there lies a vast, untapped potential in demonstrating why an all-girls school isn’t just another educational choice but a strategic advantage for one’s daughters. This isn’t just about education; it’s about setting the stage for empowerment, leadership, and success. So here’s what I propose: a provocative challenge to parents to rethink and reevaluate. It starts with a simple yet profound survey that poses the ultimate question: “Is an all-girls school the right choice for my daughter?” Understanding the mindset of parents in this decision-making process is crucial. We have parents who themselves are products of all-girls schools, seeing it as a natural progression for their daughters, convinced by their positive experiences. Then, there are those swayed by the conventional appeal of co-ed schools, yet harboring a persistent, nagging doubt that something isn’t quite right. There are others who don’t see it as natural. Then, we have many shades of these ideas. Most of these parents go about their daily lives without a clear trigger to reconsider their schooling choices. It’s here that we find our mission. Our communication needs to do more than just inform them about how good our school is—it needs to provoke thought, to stir questions that lurk in the parental subconscious. Are we, as enrollment management professionals, leveraging every tool at our disposal to bring up the questions in their minds? From print ads to social media blitzes, from our websites to engaging webinars, are we truly challenging the status quo? This isn’t about disparaging co-ed schools; rather, it’s about spotlighting what girls can gain in an environment tailored for them—an environment that champions their potential from every podium and lab bench. As enrollment management professionals, our task is twofold: not only to present the benefits but to equip parents with the criteria to see for themselves why an all-girls school might just be the superior choice. It’s time to develop that checklist for them—a strategic tool that doesn’t just list features but punctuates the unique benefits, turning every bullet point into a compelling argument for all-girls education and equipping the parents with plenty of validation. If we believe in the advantages of all-girls schools, are we not almost obligated to guide, influence, and persuade? Let’s start with equipping the parents with a checklist. I created a cover letter and the survey idea to send to the parent here. (Email is required for you to open it.) This tool is to provoke their thinking. Make them ask the question, “What is the right education for my daughter?” You want to get this information from families so that you understand which are their greatest pain points. Once you have a sense of that information, which you gather from asking them for a copy or calling them up and having a discussion about it, start sharing your program. Don’t forget to track whether or not they open the document, so you can send it to them again when they don’t click. My Approach: See if I can get them to fill out the survey and have it go into my spreadsheet. I would offer them a summary of their ideas in a way that they can digest the results easily. Convince them that they are going to get information that would take them time and effort, and you can do it for free. After I send them the summary, I would later send them my marketing material from my lead magnet ideas that I developed. Here are the ideas to get you started. Adjust the survey, letter, and lead magnets according to your needs. Ultimately, your goal is to demonstrate how your all-girls school is not just an educational institution, but a vibrant community that fosters confidence, strong voices, resilience, and success in every student. With these strategies, you can attract prospective families, engage the broader community, and ensure that your school continues to stand above the co-ed schools and the other girls’ schools to be a place where girls excel and lead.

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Navigating the Full-Pay Family Challenge: Independent Schools in a Changing Economic Landscape

Blog, Financial Aid, Full-pay Families, Marketing / Claude

As the economic landscape evolves, independent schools face an ever-increasing challenge: attracting and retaining full-pay families. Data from “The Hive Law,” gathered from the US Census, provides a stark reminder of the uphill battle ahead. With inflation on the rise and tuition costs continuing to climb, the pool of families able to afford full tuition continues its shrinking pattern. Let’s delve into the data and explore the implications for independent schools. Key Statistics on High-Income Households To understand the magnitude of the challenge, we first need to look at the statistics: 4.3% of U.S. households make over $300,000 per year. 7.6 million people in America earn over $300,000 annually. 2.3% of individual income earners are in this high-income bracket. 575% more men than women make $300,000 per year, with only 0.4% of women earning this amount. A significant 36% of Americans making over $300,000 a year are living paycheck to paycheck. These numbers highlight a critical issue: the pool of potential full-pay families is not only small but also under financial pressure. The Economic Reality for Full-Pay Families Earning $300,000 annually might seem sufficient to afford private school tuition. However, the reality is more complex. With 36% of these high-income earners living paycheck to paycheck and tuition rising as fast as it does, their financial flexibility is limited. This statistic underscores the delicate balance these families must maintain between their income and expenses. The rising cost of living, coupled with inflation, exacerbates this issue, making it increasingly difficult for even high-income families to allocate funds for private school tuition. Moreover, these statistics do not account for whether a household has an eligible school-aged child. This means the actual number of households capable of paying full tuition is even smaller than these figures suggest. For independent schools, this represents a significant challenge in identifying and reaching those families who are both financially capable and have children ready for school enrollment. Independent Schools’ Strategic Response Given these economic realities, independent schools must adopt strategic approaches to attract and retain full-pay families: Tailored Financial Planning Assistance: Schools can offer financial planning workshops to help families manage their finances more effectively. Providing resources and support can alleviate some of the financial stress and make tuition payments more manageable. Flexible Payment Plans: Introducing flexible payment plans can ease the burden on families living paycheck to paycheck. Allowing parents to spread out payments can make the cost of tuition less daunting. Enhanced Value Proposition: Schools must clearly articulate the unique value they offer. This involves showcasing the long-term benefits of an independent school education, such as superior college placements, strong alumni networks, and personalized learning experiences. Alumni Engagement: Engaging successful alumni can demonstrate the tangible outcomes of an independent school education. Alumni testimonials and success stories can be powerful tools in convincing prospective families of the value of investing in private education. Community Building: Fostering a strong sense of community can be a significant draw for families. Events, parent organizations, and volunteer opportunities can make families feel more connected and invested in the school. The Road Ahead The data from “The Hive Law” paints a clear picture: independent schools must navigate a challenging economic landscape to attract full-pay families. By understanding the financial pressures these families face and strategically addressing their needs, schools can better position themselves to thrive despite these challenges. As tuition costs rise and inflation continues to impact household incomes, the ability to adapt and innovate will be crucial for the sustained success of independent schools. In conclusion, the journey to attract and retain full-pay families is complex, but not insurmountable. By leveraging data, providing support, and enhancing the perceived value of their education, independent schools can overcome these hurdles and continue to offer exceptional educational experiences to their students.

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Part 2: Implementing and Optimizing Your New CRM – Making the Most of Technology

Blog, CRM_Database, Customer-centric, Full-pay Families, Recruitment / Claude

Welcome back to our guide on transitioning to a new CRM system. In Part 1, we covered the preparatory steps and essential features to look for. Now, let’s focus on the implementation process and strategies to optimize your new CRM for enrollment management. Developing a Detailed Implementation Plan A well-structured implementation plan is crucial. When we began our CRM transition, we quickly learned the value of having a clear roadmap. Outline each step of the process, from data migration to user training. Assign responsibilities to team members and set realistic deadlines to keep the project on track. In our case, assigning a dedicated project manager helped keep everything organized and on schedule. Customizing the CRM to Fit Your Needs Every school is unique, and so are its enrollment processes. Customize the CRM to align with your specific requirements. This includes setting up fields that mirror your current data, creating user roles and permissions, and configuring the system to reflect your organizational hierarchy. We spent considerable time tailoring the CRM to fit our exact needs, which paid off in the long run by ensuring a seamless user experience. Training Your Team Invest in comprehensive training for your staff. A well-trained team is essential for successful CRM adoption. Provide hands-on training sessions, create user manuals, and offer ongoing support to address any issues that arise. I remember the initial resistance we faced from some team members; thorough training and continuous support helped ease their concerns and fostered a sense of confidence in using the new system. Integrating Communication Channels Ensure that all communication channels (email, social media, phone) are integrated into the CRM. This allows you to track all interactions with prospective students and parents, providing a holistic view of each applicant’s journey. Integrating our email and social media platforms into the CRM revolutionized our communication strategy, making it easier to maintain consistent and personalized interactions. Automating Workflows Leverage the CRM’s automation capabilities to streamline workflows. Automated workflows can handle repetitive tasks such as sending follow-up emails, scheduling reminders, and updating application statuses. This frees up your team to focus on more strategic tasks. For us, automation reduced the time spent on administrative tasks, allowing us to focus more on building relationships with prospective families. Utilizing Data and Analytics A robust CRM system offers powerful data analytics tools. Use these tools to gain insights into your enrollment processes. Track metrics such as lead conversion rates, application completion rates, full-pay family applications, and communication effectiveness. Use this data to make informed decisions and improve your strategies. Analyzing these metrics helped us identify bottlenecks in our process and implement targeted improvements. Continuous Improvement and Optimization The implementation of a CRM system is not a one-time project. Continuously seek feedback from your team and look for ways to improve the system. Regularly update your CRM with new features and integrations to keep up with changing needs and technological advancements. We established a feedback loop where team members could suggest improvements, leading to continuous enhancement of our CRM functionalities. Reporting and Data Gathering Ensure the CRM system has robust reporting capabilities. It should be easy to build custom reports to gather data on key metrics like application progress, enrollment numbers, and financial aid allocation by comparison dates, not just years. This functionality is crucial for making data-driven decisions and demonstrating the effectiveness of your enrollment strategies. Customizable reporting was a game-changer for us, providing insights that helped refine our approach and boost our enrollment numbers. Conclusion of Part 2 Implementing a new CRM system can transform your enrollment management processes, making them more efficient and effective. By customizing the system, training your team, integrating communication channels, and leveraging data analytics, you can optimize your CRM to meet your school’s unique needs. Remember, continuous improvement is key to getting the most out of your CRM investment.

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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.

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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.

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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.

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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?

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