Marketing

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

Are Your Admission and Communications Offices in Sync? Read More »

Unlocking Success: Marketing Strategies to Attract Full-Pay Families

Blog, Customer-centric, Enrollment Manaagement, Marketing / Claude

When embarking on my first role as director of admission, I quickly realized the paramount importance of generating sufficient revenue to sustain the institution. The key to financial stability was clear: attracting and enrolling families who could pay the full tuition. This realization set me on a path to mastering the art and science of marketing to full-pay families. The Journey Begins Initially, I believed that simply showcasing our school would naturally draw full-pay families. A good product, I assumed, would sell itself. However, the complexities of the market soon became apparent. To truly understand why families choose to invest in our institution, I needed a strategic approach, not just tactics. Seeking Knowledge and Building a Foundation My quest for knowledge led me to the professional development resources offered by EMA, NAIS, and ISM. Despite the valuable insights, I found that many practitioners lacked a comprehensive marketing plan strategy. Determined to find a solution, I sought guidance from marketing workshops and industry leaders like Jeff Wack, Kathy Hansen, and Robert Sevier. These experiences helped me develop the “Marketing Volcano,” a contemporary approach to the admission funnel, but I needed more. Learning from the Corporate World Realizing the limitations of educational marketing resources, I ventured into the corporate world. With the support of a visionary head of school, I attended courses alongside professionals from major corporations like Charles Schwab, IBM, and Ford. These interactions reshaped my understanding of marketing as an exchange of value, emphasizing customer-centricity and relationship building. Phases of Marketing Mastery My marketing journey can be divided into several phases: Phase I: Changing Perspectives In the first phase, I learned to view marketing as an exchange of value, focusing on understanding and meeting customer needs. This customer-centric approach was a significant shift from the traditional school-centric mindset. Phase II: Exploring Diverse Marketing Approaches Next, I delved into various marketing strategies, from Database Marketing to Content Marketing. Each approach offered unique strengths, which I integrated to form a comprehensive strategy. This phase also marked my extensive use of census data to identify potential full-pay families. Phase III: Embracing Customer-Centric Thinking The discovery of Psychotactics.com and the work of Sean D’Souza profoundly influenced my approach. D’Souza’s teachings on being customer-centric transformed my thinking and highlighted the gap between our perception and reality in serving students and families. Phase IV: Blue Ocean Strategy Inspired by the “Blue Ocean Strategy” by Mauborgne and Kim, I learned to differentiate our school by offering unique value rather than competing in the overcrowded “red ocean” of traditional marketing. This approach emphasized creating a niche where our offerings stood out. Phase V: The Five Pillars Strategy Combining these insights, I developed the Five Pillars strategy—a customizable framework for enrolling full-pay families: Identify the Problem to be Solved for the Customer Demonstrate Your School’s Expertise Showcase Your Solution to the Customer’s Problem Prove the Value of the Solution Develop Allies and Disciples Among Your Customers This strategy provides a clear and effective way to engage full-pay families, ensuring that our marketing, communication, and sales efforts are aligned with their needs and expectations. Looking Ahead Attracting full-pay families requires a strategic, customer-centric approach. By continuously learning, adapting, and innovating, one can ensure the financial sustainability and success of almost any school.

Unlocking Success: Marketing Strategies to Attract Full-Pay Families Read More »

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.

What Equals an Email Marketing Tool on Steroids Read More »

What’s Weakening Your School’s Brand?

Blog, Brand, Communications, Enrollment Manaagement, Full-pay Families, Marketing, Recruitment / Claude

Years ago, I found myself in a fascinating conversation with a colleague. We were discussing Peter Pan, and the topic of Tinker Bell came up. Do you remember that part where Tinker Bell starts to disappear because people stopped believing in her? It struck me that something similar happens in our schools—our brand begins to fade when the people within our community stop believing in it. The Internal Struggle During my years in enrollment management, I’ve seen firsthand how schools can inadvertently weaken their own brand. One day, I was chatting with a teacher who confessed that even if she had the means, she wouldn’t pay full tuition for her own child to attend the school. Even if she had the money? This teacher worked within the school, their children were enrolled, yet they didn’t see the value that justified the cost. They’d accept the education at a discount. When this person speaks with our prospective family, what level of passion about the educational experience are they conveying to them? High Expectations from Full-Pay Families Full-pay families have high expectations. Many come from communities with excellent public schools. I recall a meeting with a family who compared our school’s college placement list with that of their local public schools. They saw similar outcomes and so they were questioning the necessity of a private school education. Yes, at least they were giving us a shot at convincing them. This scenario isn’t unique; I’ve encountered it multiple times, and it always underscores the importance of a strong, believable brand. Building Belief For our schools to thrive, we need a brand that every faculty and staff member can rally behind. It can’t just be marketing fluff—it has to be a lived experience. I’ve found that the most successful schools are those where the brand is not just a tagline on a website but a shared belief echoed by everyone in the community, at least almost everyone in the community. Here’s how I’ve seen it done: Develop Brand Differentiators: It’s crucial to identify and develop what makes your school unique. This isn’t just about claiming you’re different—the value of these differentiators must be apparent to everyone. Create Disciples: Share the greatness of your brand with your entire school community. You want to create enthusiastic advocates. I remember the time we held a series of workshops just for our staff to immerse them in our school’s story and successes. The shift in energy and belief was palpable. They wanted the language to speak about the program and it secured their beliefs. Consistent Messaging: Use the right words and make sure they are heard and used consistently. I’ve seen schools transform when everyone, from the head of school to the janitor, speaks the same language about their brand. Reinforce Everywhere: Beyond verbal communication, make sure your brand is prominently featured in all materials—online, in admissions packets, and development brochures. I’ve personally worked on campaigns where a unified message across all platforms led to a noticeable increase in community engagement and enrollment. Why It Matters Reflecting on these experiences, it’s clear that if we don’t actively highlight and strengthen our brand, we risk seeing it fade like Tinker Bell. With rising tuition costs, maintaining a strong brand position is more crucial than ever. Otherwise, full-pay families will start to question the value of your school, and that’s a tough position to recover from. And who can afford to discount their tuition any further than we already do just to get someone to come like that one teacher. In essence, believe in your brand, share that belief passionately, and make it a part of every interaction. That’s how you keep your brand strong and your school thriving. This journey of building and nurturing belief isn’t just about enrollment numbers—it’s about creating a community that genuinely values and champions what your school stands for. And that’s a journey worth every step.

What’s Weakening Your School’s Brand? Read More »

Are We Falling Prey to These Enrollment Killers?

Administrators, Blog, Brand, Competition, Data Driven, Enrollment Manaagement, Marketing, Recruitment / Claude

As enrollment management directors at K-12 schools, it is crucial to recognize and address the factors that can negatively impact enrollment numbers. Here are 12 potential pitfalls that can jeopardize the success of your enrollment strategy, along with actionable insights to help you navigate these challenges effectively. 1. Compromising on Student Fit to Meet Budget Enrolling students who aren’t the best match for your school just to meet budgetary goals can lead to dissatisfied families and a weakened school image. Ensure that admissions decisions prioritize long-term fit and alignment with the school’s values and mission. This is not to say that every student needs to be a perfect fit. Not every school enrollment situation can support this level of selectivity. Select carefully; consider learning about a Risk Committee as part of your process. 2. Increasing Tuition Costs Tuition hikes that far outpace cost of living increases can make your school unaffordable for many families. Implement strategic financial aid policies and consider alternative revenue streams to keep tuition increases in check. 3. Competition from Wealthy Public Schools Financially able constituents are pushing for changes in public schools, which are becoming increasingly competitive. To stay ahead, emphasize the unique benefits and outcomes of your private school education. 4. Alternative Educational Solutions Parents are finding cost-effective ways to supplement public school education, such as hiring tutors, joining educational clubs or using online courses. Highlight the comprehensive and holistic education your school provides, which cannot be easily replicated through piecemeal solutions. 5. Lack of Inclusivity Failure to create an inclusive environment for students of color, non-traditional families, and diverse backgrounds can limit your applicant pool. Foster a welcoming culture and actively recruit from underrepresented communities. 6. Resistance to Change Autonomy in education can lead to stubbornness against necessary changes. Embrace parent and student-centered approaches, and be open to evolving educational practices to meet modern demands. 7. Apathy During Good Times During prosperous times, schools often become complacent about marketing. Maintain a proactive marketing strategy regardless of current enrollment success to build and sustain your school’s image. 8. Poor Problem Recognition Schools often fail to foresee or recognize problems until they become critical. Develop a robust system for identifying potential issues early, and foster a culture that values proactive problem-solving. 9. Lack of Empirical Evidence Parents increasingly demand clear, data-driven proof of the benefits of a private school education. Collect and present compelling evidence of your school’s impact on student outcomes. 10. Financial Uncertainty Among Families Economic instability can make families hesitant to commit to long-term tuition payments. Offer flexible payment plans and communicate the value proposition of your education clearly. 11. Misalignment of Marketing Efforts Marketing messages that do not resonate with prospective families can result in missed enrollment opportunities. Tailor your marketing efforts to address the specific needs and concerns of your target audience. 12. Inadequate Engagement with Current Families Satisfied current families are your best advocates. Foster strong relationships with them and encourage word-of-mouth referrals to enhance your school’s reputation and attract new applicants. Conclusion By identifying and addressing these 12 enrollment killers, K-12 enrollment management directors can enhance their strategies and ensure sustained success. Stay proactive, adaptable, and focused on delivering value to both current and prospective families to navigate the challenges of today’s educational landscape.

Are We Falling Prey to These Enrollment Killers? Read More »

The Hidden Ingredient in Effective School Marketing: Quality Over Quantity

Blog, Customer-centric, Marketing, Student Composition / Claude

Each year, as I engage with admission directors, I hear a familiar refrain: “Our marketing efforts just aren’t delivering the results we hoped for.” It’s a sentiment that resonates deeply with me because I’ve been there, wrestling with the same frustrations. You execute what seems like a solid marketing strategy, yet the outcomes fall short. Over time, I realized the issue wasn’t the strategy itself but the quality of its execution. The Value Proposition: Educating Families I remember one particularly enlightening moment early in my career. I was presenting our school’s unique offerings to a group of prospective parents. I thought I had nailed it, but the response was lukewarm. It made me rethink our approach: What value were we truly providing to these families? At its core, our role is to educate them about the educational opportunities available for their children. But were we clearly communicating how our school could foster their child’s growth and development? Solving Their Problems One of the biggest shifts in my approach came from understanding the specific problems our prospective families were facing. I spoke with a parent who was deeply concerned about her child getting lost in a large, impersonal educational system. That conversation was a turning point. It wasn’t just about showcasing our school’s features; it was about addressing their fears and needs. In her case, our marketing needed to highlight how our environment ensures personalized attention and support. Providing Concrete Solutions Are we presenting our school as the solution to these problems? This became a guiding question for our marketing efforts. It’s not enough to list our school’s benefits; we need to demonstrate, clearly and convincingly, how we address the concerns parents have. For instance, are we showcasing our low student-to-teacher ratios or our robust support systems in ways that resonate with parents’ specific worries? Value for Cost One lesson I’ve learned is the importance of conveying value to justify the costs families incur to participate. It’s not just about making a compelling presentation; it’s about exceeding their expectations and delivering more than they imagined. I recall an open house where we went beyond the usual tour and Q&A session. We included interactive workshops with teachers and current students. The feedback was overwhelmingly positive, with parents feeling they got an authentic glimpse into our community. Measuring Perceived Value How do we know if families perceive the value we believe we’re offering? This is where feedback becomes invaluable. I started implementing regular follow-ups with prospective families to gather their impressions. Their insights often surprised me and helped fine-tune our approach. What we thought was a well-executed presentation might miss the mark if it doesn’t resonate with their specific needs and expectations. Attention to Detail: Addressing Specific Concerns Digging deeper into the problems we solve can reveal areas needing more attention. For instance, families often prioritize the assurance of faculty who genuinely care for their children, especially in a boarding environment. Are we adequately demonstrating the adult support systems in place at our school? This was a revelation during one of our marketing reviews, and it led us to feature more stories and testimonials from our dedicated staff and happy students about the care for their children. A Focused Approach Moving forward, I’ve shifted my planning paradigm. Each marketing activity should explicitly address specific problems, needs, or desires parents have. This approach ensures our efforts are focused and effective, leading to a much-improved program overall. By paying meticulous attention to these aspects, we can transform our marketing activities from mere strategies into powerful tools that resonate deeply with families. This journey of refining our approach has not only improved our results but also reaffirmed our commitment to delivering genuine value and solutions to the families we serve.

The Hidden Ingredient in Effective School Marketing: Quality Over Quantity Read More »

Do Your Efforts Suggest That You Don’t Value Relationship Building Highly Enough?

Blog, Marketing, Recruitment / Claude

I’ve spent decades in the trenches of enrollment management, witnessing firsthand the incredible impact that genuine relationships can have on school admissions. It’s a simple truth that we often overlook, especially when deadlines loom and numbers take center stage. Let me share some insights from my journey on how we can ensure our relationship-building efforts are both effective and timely. The Essence of Relationship Marketing When I think about marketing, I see it as the process of acquiring students and parents by offering them an exchange of value and building a relationship over time. This journey involves two critical elements: Exchange of Value: Both parties have something the other desires. Over the years, I’ve seen many schools confidently believe they offer what families want. Yet, this belief needs constant validation and exploration to truly understand what families value. Building Relationships Over Time: Strong relationships make people want to stay together. In admissions, we aim for families to stay engaged from their first open house visit to their child’s graduation, creating an inspiring and lasting bond with our school community. How Much Do You Value Relationships? Relationships foster disciples—families who believe in your mission and are likely to enroll and spread the good news about your school. I’ve seen discipleship overcome competitive brand advantages and even offset minor shortcomings in a program. In our education system, relationships are most impactful when formed directly by those involved in educating. When teachers, coaches, or students make connections, prospective families experience the educational service firsthand. Admissions personnel should position themselves as closely to this as possible. This sometimes means admission persons wearing multiple hats—teacher, coach, advisor, dorm resident—to make the connection more authentic. Making Real Connections The more prospective families interact with your school’s employees, parents, and students, the closer they feel to the right individuals. Offer a variety of events—both in-person and virtual—that allow these interactions. This includes open houses, class visit days, shadow days, and performances. Virtual connections can also be powerful through testimonials, visuals, and pictures. Personal touches, like handwritten notes or emails acknowledging their child’s achievements, further strengthen these relationships. But nothing beats the in-person touch. Faculty, coaches, and students should be encouraged to make personal contacts as these are invaluable. Bringing Relationships Off Campus Sometimes, relationship-building needs to extend beyond the campus. When this happens, plan how you’ll build those connections in different venues. Position yourself as an expert, offering resources for test prep or interviews, and subtly introduce your school. Find common ground with families to ease the process of building relationships. In the boarding world, even visiting a family at their home makes sense and can be quite appealing to a family. Timing is Everything Most schools intensify relationship-building efforts only after acceptances are distributed. By this time, families may have already started forming bonds with other schools. Early relationship-building, starting at the inquiry or application stage, is crucial. Heads of schools must ensure resources are available for admission offices to be able to put in this time. It’s not always about hiring more admissions staff; faculty and administrators can also play significant roles. Quality Over Quantity The right amount of relationship-building varies. You have to determine what your market requires in order to build an effective relationship. Some schools in the same market areas may have to work harder than others. However, you don’t want to be the one that has to work harder against stronger brands, but you don’t have the time, effort or resources to do it. Trust and Decision Making Think about your own life. When making an important decision, do you turn to a stranger or someone you trust? When it comes to their child’s education, parents will choose the school they’ve built a relationship with. This connection might not always outweigh a better-branded school, but it will often tip the scales in your favor of similarly branded programs. Building and nurturing relationships is a continuous, thoughtful process. Start early, engage authentically, and ensure every interaction adds value. This approach will not only enhance your yield but also create lasting bonds that define your school community.

Do Your Efforts Suggest That You Don’t Value Relationship Building Highly Enough? Read More »

Enrollment Management, Admission, Marketing, Recruiting, and Branding: Let’s Look at the Definitions

Blog, Brand, Enrollment Manaagement, Marketing, Recruitment, Selling / Claude

I’ve found that understanding and mastering the core concepts of enrollment management, marketing, admission, and branding is crucial for success. Allow me to share my journey and insights into these essential elements, providing practical examples and explaining the value of each process in the enrollment journey. Enrollment Management Enrollment Management has been the backbone of my work, developing, orchestrating, and maintaining the quality and quantity of students necessary to achieve our school’s mission. It’s about optimizing value profile, value experience, image profile, selection, cost, competition, motivation, and environmental factors. Value: Effective enrollment management ensures a balanced and sustainable student body, aligning with the school’s mission and goals. It helps maintain stability and allows the institution to plan strategically for the future. Examples: Value Profile: I once highlighted a unique STEM program that set our school apart from competitors, attracting families seeking specialized education. Environmental Factors: When demographics shifted, we adapted by offering flexible tuition plans for diverse economic backgrounds, ensuring accessibility. Selection Process: We implemented a holistic admissions review, considering academic performance, extracurricular involvement, and personal essays, which helped us identify students who were a great fit. Marketing Marketing, for me, has always been about connecting the right students to our school with the right messages. It’s demonstrating an exchange of value while building long-term relationships. Key elements include program, price, promotion, place, people, physical evidence, and process. Value: Effective marketing creates awareness and interest in your school, driving inquiries and applications. It communicates the school’s unique value proposition and builds a strong brand presence in the community. Examples: I promoted a new arts initiative through social media campaigns and local community events, showcasing our strengths and drawing in families interested in arts education. We offered early bird discounts for families who enrolled by a specific deadline, creating a sense of urgency and boosting early enrollments. By using alumni success stories in our marketing materials, we were able to showcase long-term value and build credibility. Admission Admission has been a meticulous process, selecting students who align with our institution’s mission. It involves understanding whom the institution can best serve and implementing an evaluation process to match students and families with the school’s needs. Value: A robust admissions process ensures that students admitted are a good fit for the school, leading to higher satisfaction and retention rates. It also supports the school’s mission by enrolling students who will thrive in its environment. Examples: Evaluation Process: We conducted interviews and assessments to gauge a student’s fit beyond academic scores, ensuring a comprehensive understanding of each applicant. Faculty Engagement: Faculty join in groups to help assess students ensuring that we are on track in bringing in the students who will thrive. Diversity Goals: We set targets for enrolling students from various cultural and socio-economic backgrounds, enriching our school community and promoting inclusivity. Brand Brand is the promise we deliver to our consumers. It represents the value exchanged for their investment, combining what we deliver with what the consumer believes is being delivered. Value: A strong brand builds trust and credibility, making our school a top choice for prospective families. It differentiates our institution in a competitive market and reinforces our reputation and values. Examples: Promise of Excellence: We guaranteed small class sizes and individualized attention, setting clear expectations and assuring families of the personalized education their children would receive. Community Focus: We built a reputation as a nurturing environment where every student is valued and supported, fostering a sense of belonging and commitment. Academic Rigor: Positioning our school as a leader in college preparatory education through consistent academic outcomes attracted families looking for strong academic performance and future opportunities for their children. Financial Aid Financial Aid is not just support; it’s a strategic marketing tool to acquire the students necessary to achieve our mission. It effectively changes the value exchange ratio between the school and its consumer, who might not otherwise be able to afford it. Value: Financial aid makes our school accessible to a broader range of students, promoting diversity and inclusivity. It also helps attract and retain talented students who might otherwise be unable to attend. Examples: Merit Scholarships: We offered scholarships to top-performing students to attract high achievers, bringing in talented students who enhanced our academic environment. Need-Based Aid: Providing financial assistance to families who demonstrated financial need ensured accessibility and promoted economic diversity and talented students. Special Programs: Creating grants for students excelling in specific areas like sports or arts encouraged a diverse set of talents and strengthened specialized programs within the school. Selling Selling has been the direct process of persuading and convincing prospective students and their families to choose our institution. It involves personalized interactions, addressing objections, and highlighting the immediate benefits and unique features of the school. Value: Effective selling converts interest into commitment, ensuring that prospective families move from consideration to enrollment. It personalizes the enrollment experience and builds strong relationships with future students and their families. Examples: Personal Tours: Offering personalized campus tours with a focus on areas of interest to the prospective student provided a tailored experience that addressed specific interests and needs, increasing the likelihood of enrollment. Follow-Up: Implementing a robust follow-up system to address any concerns or questions after an initial visit kept the school top of mind and demonstrated responsiveness, building trust with prospective families. Benefit Highlighting: Deliver detailed presentations that highlighted the unique advantages of our school compared to competitors clearly communicated our strengths and differentiators, making a compelling case for enrollment. Recruiting Recruiting encompasses identifying, attracting, and engaging prospective students and their families. This includes outreach efforts, building awareness, creating interest, and fostering relationships. Value: Recruiting creates a pipeline of prospective students, ensuring a steady flow of interest and applications. It builds awareness and engagement with the school community, maintaining a healthy enrollment pipeline. Examples: Outreach Programs: Visiting feeder schools and community organizations to build awareness created a broad pipeline of prospective students and increased visibility in the community. Online Presence: Maintaining an engaging and informative website

Enrollment Management, Admission, Marketing, Recruiting, and Branding: Let’s Look at the Definitions Read More »

Are You Using Segmentation in Your Marketing Strategy?

Blog, Marketing, Segmentation / Claude

Imagine walking into a bustling marketplace where every stall offers something unique. The aroma of freshly baked bread wafts through the air, mingling with the vibrant colors of fruits and the enticing call of vendors. In this sea of possibilities, how do you choose where to stop and invest your time and money? This scenario isn’t too far removed from what we face in enrollment management at K-12 private schools. The key to navigating this market is segmentation. When I joined Northfield Mount Hermon (NMH), I was met with resistance from the director of marketing and communications. “Why segment? Everyone needs the same stuff”, believing that one-size-fits-all messaging would suffice. It was a perplexing stance, as effective marketing is about delivering the right message to the right audience. Without segmentation, you’re doing too much guesswork. The Power of Segmentation Segmentation isn’t just a fancy marketing term; it’s the backbone of a robust enrollment strategy. By identifying your most important segments, you can allocate resources more effectively and craft tailored messages that resonate with specific groups. It’s about understanding who your prospects are and where they are in their journey toward enrolling in your school. That’s why for one of my postcard campaigns I ran, I used pictures from the current students living in the neighborhood where the full-pay families resided. So, what exactly are segments? Think of them as distinct groups within your larger pool of prospects. The importance of each segment is determined by their interest, effort, and the demand they generate. While the traditional admission funnel includes stages like inquiry, application, campus visit, acceptance, and enrollment, it’s crucial to recognize the variety of segments that make up the middle stages. Examples of Key Segments Here are some potential segments you might consider: Participants in school fairs: These are warm leads, more promising than cold calls. Open house attendees: Prospects who’ve shown interest by taking the time to visit. Class Day visitors: Families who attend special events to experience your classrooms. Students from independent or Catholic schools: These students often have different expectations and needs. Full-pay applicants: Families willing to invest fully in their child’s education. Alumni children: These families already have a connection to your school. Siblings of current students: Prospects with a family history at your school. High SSAT scorers (90th percentile and above): Academically strong candidates. Students contacted by alumni: Those who’ve received personal outreach. Revisit day participants: Families giving your school a second, closer look. Activity Focused Groups: Athletes or artists seeking a private school. Some areas don’t let you do specific athletic events, in that case, invite your market from where they can be found and don’t name the event – athletic, e.g. athletic club teams. Combining Segments for Greater Insight You can also create new segments by combining existing ones. For instance, open house attendees from private schools or alumni children who scored in the 90th percentile or higher. This nuanced approach allows you to evaluate how effectively you’re moving these segments deeper into the enrollment process too. Why Segmentation Matters Focusing on segmentation can significantly enhance your marketing efforts. By understanding the unique characteristics and behaviors of each segment, you can tailor your strategies to meet their specific needs. This targeted approach not only improves engagement but also increases the likelihood of matriculation. Putting It Into Practice Take the time to map out your segments and analyze their journey through your enrollment funnel. Measure your success rates at each stage and adjust your strategies accordingly. Remember, the goal is to move prospects from inquiry to enrollment efficiently and effectively. In conclusion, segmentation isn’t just a marketing buzzword—it’s a strategic imperative. By identifying and understanding your most important segments, you can create a more personalized and effective marketing program. And in the competitive world of K-12 private school enrollment, this could be the difference between a bustling marketplace of eager students and an empty stall. So, next time you plan your marketing strategy, think about the diverse segments you serve. Tailor your messages, allocate your resources wisely, and watch as your enrollment numbers grow.

Are You Using Segmentation in Your Marketing Strategy? Read More »

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.

How Do I Deal with the Competition? Read More »