Communications

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

Administrators, Communications, Faculty, Parents, Trustees / Claude

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

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

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

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

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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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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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Action Plan for Setting Up a Reception Event at a Current Parent’s Home

Advertising, Blog, Communications, Customer-centric, Faculty, Parents, Recruitment / Claude

Objective: This action plan is designed to assist enrollment management professionals in organizing a successful reception event at a current parent’s home. This event aims to engage prospective families, provide them with valuable insights into the school, and create a personal connection that supports enrollment goals. Pros: Authentic Testimonials: Current parents can provide genuine and relatable insights into their experiences with the school, making a powerful impact on prospective families. Personalized Engagement: Hosting the event in a parent’s home creates a warm and intimate setting that encourages open communication and personal connections. Cost-Effective: Utilizing a parent’s home can reduce venue costs, allowing more budget allocation for other aspects of the event, such as catering or promotional materials. High Credibility: When current parents, who have a vested interest in the school, advocate for it, their endorsement carries more weight and can be highly persuasive to potential families. Cons: Potential Bias: Prospective families might perceive the host’s views as biased or overly positive, possibly leading to unrealistic expectations about the school. Limited Reach: The number of attendees may be restricted by the size of the host’s home, potentially limiting the event’s impact. Varied Representation: The experience and views of a single family may not fully represent the diversity and breadth of the school community, leading to a skewed perception. Privacy Concerns: Inviting prospective families into a private home might raise concerns about privacy and safety, both for the host family and the guests Step 1: Identify Target Locations Demographic Analysis: Start by conducting a demographic analysis to identify regions with a high concentration of potential families that match the school’s ideal student profile. Use data such as income levels, educational background, and family size to determine the most promising areas. School Affiliation: Consider areas where current parents and alumni reside, as their proximity to the event location can enhance attendance and engagement. Step 2: Determine Schedule, Date, and Time Coordination with Division Heads and Head of School: Schedule a meeting with division heads and the head of school to determine the best date and time for the event. Consider school calendars, local events, and holidays to avoid conflicts. Convenient Timing: Choose a time that is convenient for both current and prospective parents, typically an evening or weekend event. Step 3: Select Special Presentation Content Development: Collaborate with division heads and the head of school to create a special presentation tailored to the audience. This could include highlights of the school’s achievements, student testimonials, or a showcase of the school’s unique programs. Engaging Format: Ensure the presentation is engaging, visually appealing, and concise to maintain the attention of prospective families. Step 4: Identify and Confirm Hosts Host Selection: Identify potential hosts from the current parent community who are well-respected, enthusiastic about the school, and have a suitable home for hosting the event. Get approval from division heads to ensure alignment with the school’s image and goals. Contact and Invitation: Reach out to the prospective host to discuss the event details and formally invite them to participate. Provide them with a clear understanding of their role and the event’s objectives. Step 5: Involve Parent Volunteers Recommendations: Seek recommendations from division heads on which families would make excellent parent volunteers for the event. Volunteers can assist with logistics, greet guests, and share their positive experiences with the school. Step 6: Determine Invitation List Division Counts:Work with division heads to determine the number of invitations to be sent out for each division. Notification: Notify division heads of the final invitation counts to ensure they are informed and can support follow-up efforts. Step 7: Organize Event Logistics Flower and Food Arrangements: Coordinate with the host to arrange for catering and decorations. Ensure the selections reflect the school’s brand and create a welcoming atmosphere. Invitation Production: Design and produce the invitations, ensuring they are professional, informative, and visually appealing. Include all necessary details such as date, time, location, and RSVP instructions. Include pictures of your current students who live in the area. Invitation Distribution: Send out the invitations well in advance to allow families time to plan. Use both physical and digital invitations to maximize reach. Step 8: Manage RSVP and Communication RSVP Tracking: Maintain an up-to-date RSVP list, noting any special accommodations or preferences. Update the host, division heads, admission staff, and head of school on the expected number of attendees. Event Reminders: Send reminder emails or messages to confirmed guests a few days before the event to ensure high attendance. Step 9: Event Set-Up and Execution Event Materials: Gather all necessary admission materials, brochures, and school swag to distribute at the event. Ensure the presentation is ready to go and that all technology is tested in advance. Assignments: Create a round-robin grid to ensure all staff, hosts, and volunteers know their responsibilities and can rotate through different roles during the event. Name Tags: Prepare name tags for all attendees, including students and their grades, to facilitate introductions and networking. Final Preparations: Ensure the set-up is complete at least an hour before the event starts. This includes arranging seating, setting up the presentation area, and preparing food and beverages. Step 10: Post-Event Follow-Up Thank You Notes: Send personalized thank you notes to the host, parent volunteers, and any other key contributors to express appreciation for their support. Event Debrief: Hold a debrief meeting with division heads and admission staff to review the event’s success, discuss any challenges, and identify improvements for future events. Statistic Report: Compile a report on the event’s impact, including attendance numbers, follow-up actions, and any immediate enrollment interest generated. By following this action plan, enrollment management professionals can create a well-organized, impactful event that fosters strong connections between prospective families and the school community.

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The Secret Weapon in Your School’s Arsenal: Teachers Who Magnetize Full-Pay Families

Administrators, Blog, Communications, Enrollment Management, Faculty, Recruitment / Claude

You’re sitting in your office, surrounded by glossy brochures, state-of-the-art facilities, and a marketing budget that would make most small businesses weep. Yet, you’re still struggling to attract those elusive full-pay families. What if I told you that your secret weapon isn’t in your marketing department at all? It’s in your classrooms. The $100,000 Tuition Teacher Let’s cut to the chase. There are teachers out there who could sell an independent school education at $100,000 a pop. No, I’m not hallucinating. I’ve seen them in action. But what makes these educational unicorns so special? Buckle up, because I’m about to spill the beans. The Lower School Magic Makers Remember your favorite teacher from elementary school? The one who made you feel like you could conquer the world armed with nothing but a pencil and a dream? That’s who we’re talking about here. These lower school wizards have a few tricks up their sleeves: They’re mind readers (sort of): They understand each student’s needs like they have a direct line to their brains. They’re results machines: Using a cocktail of strategies, they produce results so clear you could bottle and sell them. They’re communication ninjas: Parents are never left in the dark, wondering what’s happening in the classroom. They’re talent spotters: They see the gift in every child, and parents know it. They’re always there: Like a superhero, but with more colorful sweaters and less spandex. They’re trust magnets: Both students and parents can’t help but trust them. Names like Mrs. Roullach, Mrs. Yeargin, Mrs. Ryan might not mean anything to you, but to the parents who’ve experienced their magic, like I did, believe they’re worth their weight in gold. The High School Game Changers Now, let’s talk about the big leagues. High school teachers who can charm full-pay families have their own special sauce: They’re subject evangelists: Their passion for their subject is so contagious, it should come with a health warning. They’re mental gymnasts: They stretch students’ thinking like it’s made of rubber. They’re evaluation experts: They can assess a student or an entire class with the precision of a Swiss watch. They’re teenage whisperers: They actually believe in teenagers (I know, shocking, right?). They’re optimism machines: In parent-teacher conferences, the glass isn’t just half full – it’s overflowing. Mrs. Whiting, Mr. Griffin, Mrs. Jenkins – these aren’t just names. They’re brands. Brands that parents trust with their children’s futures. The Million-Dollar Question Now, here’s where it gets interesting. What if you could fill your school with these educational rock stars? I’ll tell you what would happen: You could charge $100,000 in tuition (okay, maybe not for lower school, unless you’re operating in a particularly affluent alternate reality). Donations would flow like water in a rainforest. Your school’s brand would shine brighter than a supernova, even if you were located in the middle of the Sahara. The Bottom Line Here’s the kicker, folks. Your best marketing tool isn’t a slick ad campaign or a flashy website. It’s the passionate, dedicated teachers who transform lives every day in your classrooms. So, next time you’re scratching your head over how to attract those full-pay families, remember this: Invest in finding and nurturing these educational superstars. Because when you have teachers who can sell a $100,000 education, your job in enrollment management just got a whole lot easier. Now, if you’ll excuse me, I need to thank a teacher.

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Full-pay Families: How to Communicate Their Importance to Employees

Admission, Blog, Communications, Faculty / Claude

As enrollment management professionals and marketing experts, one of the critical conversations you must navigate is about full-pay families. These families are not just another segment of your market; they are pivotal to the financial health and overall success of your institution. Let’s delve into why this group is essential and how to effectively communicate their importance to employees, senior leadership, and trustees. The Core of the Conversation: Why Full-Pay Families Matter When addressing your school’s employees and trustees, it’s vital to highlight why full-pay families are integral. These families significantly contribute to the quality of your programs, the student body, and, crucially, the financial stability of your institution. Without their full-pay tuition, their donations, and their affluence, school will be hard strapped to achieve their missions. Here’s how to frame your discussions: Set the Stage with Leadership: Secure time with your head of school to present to faculty, staff, and administrators. Use this platform to underscore the significance of full-pay families. Explain how their contributions are directly linked to the quality and continuity of school programs and salaries. Illustrate Financial Impacts: Partner with your chief financial officer to create compelling visual aids. These should compare scenarios with robust full-pay enrollment against those without. Highlight the tangible effects on programming and staff compensation. Forecast Tuition Trends: Present a projected tuition increase over the next decade. Most employees may not fully grasp the future financial landscape, and a bit of “sticker shock” can be a powerful motivator. This helps them empathize with the challenges faced in attracting full-pay families. Share the Hard Numbers: Be transparent with enrollment data. For instance, if you need to fill 35 full-pay spaces and have 75 applicants, make it clear that not all applicants are full-pay. Emphasize the gap and the difficulty in meeting enrollment goals with qualified full-pay students. Focus Trustees on Full-Pay Metrics: When engaging with trustees, keep their attention on the full-pay figures. If they get too fixated on overall numbers, they might overlook the specific challenges you face. Make sure they understand the necessity of targeted marketing initiatives. Address Misconceptions: Trustees often perceive enrollment issues as purely sales problems. Show them your strategic approach and how it aligns with attracting full-pay families. Demonstrate your understanding of the market and your comprehensive plan to reach your targets. Present a Financially Driven Plan: Have a well-thought-out plan ready. Show how additional funding can enhance recruitment efforts and what specific steps you would take with more resources. This preparation can significantly boost their confidence in your strategy. Highlight Consumer Satisfaction Data: Use data from full-pay families to showcase satisfaction levels. This keeps the focus on your primary target group and reinforces the importance of their continued support. Maintain Regular Updates: Don’t let this be a one-time conversation. Schedule periodic updates to share progress, address challenges, and highlight success stories of full-pay students. Continuous communication fosters a deeper understanding and ongoing support. Changing the Culture Remember, full-pay families are the lifeblood of most private schools. Their support is crucial in achieving your mission and maintaining the financial health necessary to sustain your institution. By strategically communicating their importance, you can align your school community towards a common goal—ensuring the long-term success and stability of your school.

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Are Your Admission and Communications Offices in Sync?

Admission, Blog, Communications, Marketing / Claude

Imagine you’re trying to cook a gourmet meal. You have two chefs, each with their own set of recipes and techniques. One believes in the art of delicate seasoning, while the other is all about bold flavors. Now, picture them in the same kitchen, trying to create a cohesive dish. Chaos, right? This is the scenario some independent schools face with their admission and communications offices. The Evolution of Roles At many independent schools, admission and communications offices were created as afterthoughts, long after the educational programs were established. True admission offices, not just registration offices, were often born out of a need to recruit more students to keep a school sustaining, while communications offices emerged to handle major publications, the websites, and external messaging and new ones today, the social media world. Over time, these roles have evolved, but the overlap in their functions can create significant friction and inefficiency as I experienced when a director of marketing and communications went rogue on me. Defining Marketing, Communications, and Sales Before we dive deeper, let’s clarify some terms: Marketing is about creating the right content to showcase your school’s educational expertise and offerings. Communication involves distributing and packaging those messages in a way that appeals to the audience. Sales is the ability to connect the school’s solutions with the needs of prospective families, while addressing any objections they may have. In the context of enrolling new students, the admission office leverages marketing, communications, and sales strategies. Meanwhile, the communications office focuses on marketing and communications efforts. This division often leads to blurred lines and conflicts. Yes, I find many offices that work together, but they tend not to be a cook of either bold flavors or delicate seasoning. They are more collaborative, but not strategic in their approach. Typical Activities and Potential Conflicts Consider the following activities and try to determine which office should be responsible: Institutional Brand Institutional Messages Open House School Fair Viewbook Website Facebook, Twitter, YouTube Advertisements Who takes the lead on each? Is it admissions or communications? The lack of clear boundaries can lead to inefficiencies. However, the lack of consistency in the marketing, communications, and selling focus leads to lesser results. The “Two Cooks in the Kitchen” Dilemma A Director of Admission may bring their own marketing and communications philosophy, which might clash with the Director of Marketing and Communications’ approach. This “two cooks in the kitchen” scenario begs the question: who makes the final call on messaging, viewbooks, videos, and events? The answer often depends on the individual skill sets and how they are integrated into the school’s overall strategy. Common Pitfalls and Solutions Conflicts often arise from unclear roles and expectations. For example, who decides the content and messaging for an Open House event? Should admissions handle the content of the event, while communications handles the messaging. Similarly, who manages the focus of the school’s website or social media content? Is it a collaborative effort, or does one office have the final say? Some schools attempt to solve this by dividing responsibilities: admissions manage events and literature, while communications handle the website and advertisements. However, this can lead to disjointed messaging and inefficiencies. A cohesive approach requires clear definitions of roles and responsibilities. Champagne Problem I recognize that there are many offices that don’t have this problem, because the director of admission is also the director of marketing and communications. So what I am mentioning here is a Champagne Problem, the school is fortunate when they are able to afford two people. That is another article about resources to get the enrollment management work done and ultimately achieve the necessary tuition revenues. Start here for that conversation. Crafting a Cohesive Team Navigating the complex landscape of admission and communications roles requires school heads to meticulously evaluate the skill sets of their directors and cultivate a truly collaborative environment. The ultimate goal? To create a seamless team working toward shared objectives. Here’s a strategy based on my experiences that might help: Hire a Director of Admission with Strong Marketing Skills: This individual should oversee traditional admission responsibilities while receiving support from the Director of Communications to advance the messaging and communications. Hire a Director of Marketing and Communications: This person should spearhead all marketing and communications efforts, ensuring message consistency across all platforms. They should determine how the events are messages and direct the sales people. While these are just two possibilities, the key lies in defining clear roles and setting collaborative goals. Equally important, but not attended to, is having someone with a strategic approach who can help hit enrollment numbers and strengthen the school’s brand. Do either the director of the admission office or communications have a strategy for enrollment success? Let me share a bit from my own journey. The best situation I ever had was when the Director of Marketing and Communications viewed me as their client. Their primary objective was to equip me with the tools needed to achieve our enrollment goals. This approach made all the difference. I was the head cook and they help and advised me to create the best meal. I recall a time when I was frustrated with a Director of Marketing and Communications and voiced my concerns to the head of school when she went rogue. I said, “I have never heard of someone in the communication role being called before the head of school or the board of trustees to answer, ‘Why didn’t you achieve the enrollment goals?’” The responsibility ultimately falls on the Director of Admissions or Dean of Enrollment. For me, embracing the responsibility for enrollment is essential, but I also want the final say in strategies that I believe will work. Often, the lines weren’t clear, leading to confusion and inefficiency. In my experience, a cohesive team with clear role definitions and strategic alignment can turn potential chaos into a well-orchestrated symphony, ultimately driving your school toward its enrollment and branding goals. You will need a head cook

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What Equals an Email Marketing Tool on Steroids

Blog, Communications, CRM_Database, Marketing / Claude

Imagine this: you’ve just nailed down a powerful email campaign targeting full-paying families. Customizable and cost-effective, it’s been your go-to marketing tool. But what if I told you there’s something even more potent—a marketing automation system that takes your email marketing to a whole new level? This isn’t just email marketing; it’s email marketing on steroids. Welcome to Marketing Automation Marketing automation isn’t just about sending emails. It’s about creating an intelligent system that knows what your prospects want and when they want it. Here’s how it works: Trigger Campaigns: Picture this scenario. Your applicant has just completed their interview, and this change is updated in the student’s record. Automatically, a series of personalized emails is sent to the student over a set period—this is a drip campaign. If the student opens two of these emails, the program alerts the admission counselor. It’s like having a personal assistant who knows exactly when to follow up. Web Analytics: Once you have a prospect’s email, you gain insight into their behavior on your website. You can see what pages they visit, how long they stay, and what captures their interest. This information allows you to tailor your follow-up interactions to their specific interests. Imagine knowing exactly what to say to keep them engaged! Lead Scoring: This is where things get really interesting. Marketing automation can score your prospects based on their interactions with your content. For example: Opening a sports email: 10 points Opening an arts email: 15 points Clicking a link: 15 points Attending an open house: 25 points High interview score: 25 points Submitting an application with fee: 15 points (+35 points if no financial aid is required) When a prospect’s score hits a certain threshold (say, 60 points), an action is triggered—perhaps alerting an admission counselor or sending a special email. It’s like having a heat sensor that identifies your hottest leads. The Challenge Choosing the right system depends on your current customer relationship management (CRM) platform. If you’re using robust systems like HubSpot or Slate, many of these features are built-in. With tools like MailChimp or Constant Contact, you’ll get some of this functionality but may face integration challenges. Salesforce offers 10 free licenses for non-profits, but adding Pardot provides the full marketing automation experience. However, online folder reading requires customization to fit your needs. The Opportunity Marketing automation is becoming more affordable and accessible for schools. Understanding how to leverage these tools will be a critical part of your strategy, especially in engaging full-paying families. It’s not just about sending emails; it’s about creating meaningful interactions that move prospects through the admissions funnel efficiently and effectively. Making It Work for You To get started, assess your current CRM system and research the best way to integrate marketing automation tools. The goal is to create a seamless, intelligent marketing process that enhances your ability to attract and retain full-paying families. Remember, in the world of enrollment management, it’s all about staying ahead of the curve. Marketing automation isn’t just the future—it’s the present. Embrace it, and watch your enrollment numbers grow.

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