Marketing

Is Your School’s Educational Approach Worth the Cost of Full Tuition?

Imagine a parent named Karen, standing in the lobby of your school, pamphlet in hand, eyes scanning every detail. She’s thinking, “Why should I pay a hefty tuition when public schools are free?” It’s a fair question and one that many independent schools struggle to answer convincingly. Let’s dive into this with a story. Remember Volvo automotive? Yes, the brand known for its rock-solid safety features. Volvo doesn’t just build cars; they build peace of mind. Every bolt and seatbelt screams, “Your loved ones are safe with us.” Now, picture this same principle applied to your school. The Heart of the Matter In Simon Sinek’s famous TED Talk, he emphasized, “It’s not how you do what you do, but why you do it.” This is the essence of what sets your school apart. Do you know why your school educates students the way it does? Do you genuinely believe it’s the best choice for a child? And most importantly, can you communicate this belief clearly and compellingly? The Volvo of Education Volvo’s commitment to safety is unwavering. They believe that your children, relatives, and friends deserve the highest safety standards. This belief is in every design decision, making Volvo synonymous with safety. Followers of Volvo share this belief and trust in Volvo’s ability to deliver on it. The Disney Experience Disney believes in fun. From the moment you enter their parking lot to the time you leave, everything is designed to provide a fun experience. This belief in fun is evident and attracts families who value Disney’s promise of joy and entertainment. The American Red Cross Mission Consider the American Red Cross. Their mission is clear: to prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. This belief in humanitarian aid drives every action they take, from disaster relief to blood donation drives. People trust and support the Red Cross because they see the tangible impact of their core belief in action. The Harvard Promise Harvard University has a clear promise: to educate the citizens and citizen-leaders for our society through the transformative power of a liberal arts and sciences education. This promise is reflected in their rigorous academic programs, diverse community, and commitment to developing leaders who make a difference in the world. When families invest in a Harvard education, they are investing in a legacy of excellence and leadership. The Swarthmore Commitment Swarthmore College stands out with its commitment to intellectual rigor and social responsibility. They believe in providing an education that not only challenges the intellect but also instills a deep sense of ethical and social responsibility. This belief is woven into every aspect of the Swarthmore experience, from its rigorous academic programs to its emphasis on community engagement and social justice. Students at Swarthmore are encouraged to think critically, act ethically, and contribute positively to society. This commitment attracts families who value a holistic and socially conscious educational approach. The Northfield Mount Hermon (NMH) Philosophy Northfield Mount Hermon (NMH) believes in the power of education to transform lives. Their philosophy is centered around a commitment to rigorous academics, comprehensive student support, and a dedication to fostering a diverse and inclusive community. NMH aims to cultivate well-rounded individuals who are prepared to make meaningful contributions to the world. This belief is evident in their unique combination of challenging coursework, extensive extracurricular opportunities, and a supportive residential life program. Families who choose NMH value this integrated approach to education, which balances intellectual growth with personal development. Building Your School’s Belief System Identify Your Core Beliefs Reflect on why your school exists. What educational philosophy drives your teaching methods? Are you committed to experiential learning, a particular pedagogical approach, or a unique student-teacher relationship model? Communicate Consistently Your belief system should be evident in every interaction with current and prospective families. From your marketing materials to your school tours, every touchpoint should reinforce what you stand for and why it matters. Create Stories and Testimonials Share success stories that highlight your educational approach. Testimonials from students, parents, and alumni can powerfully convey the value of your beliefs in action. Train Your Staff Ensure that every member of your school community can articulate your core beliefs and demonstrate how they are implemented in daily school life. This unified voice will build credibility and trust. Deliver on Your Promise Ensure that your educational approach delivers the promised outcomes. Families need to see tangible benefits from your philosophy to justify the cost of tuition. Making Your Beliefs Apparent and Valuable What does your school believe in, and is it apparent to your constituencies? Is it worth following, and valuable enough to justify full tuition? People support what they believe in. They follow leaders, organizations, and schools that embody their values. When you find believers in your school, not only will they be willing to pay your tuition, but they will also support your school beyond that amount. Passionate followers will champion your school’s name to others, creating a ripple effect of support and enrollment. So, ask yourself: Why do you do what you do? How is it different from other schools? Can you assure families that they will receive this unique approach consistently? Demonstrate that it is worth the cost, and your school will not only attract but also retain dedicated families who believe in your mission.

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11 Tips to Start Advancing Your Yield Strategies

Blog, Customer-centric, Faculty, Marketing, Recruitment / Claude

How to Attract and Enroll More Full-Pay Families to Your K-12 Private School Imagine walking into a store with a clear intention to buy. You’re welcomed, guided through the aisles, and given personalized recommendations. You feel valued, understood, and convinced that this store has exactly what you need. Now, let’s translate that experience to the admissions process at your school. Here’s how you can craft a yield strategy that will help your school matriculate more of the desired full-pay applicants. Develop a Clear Plan Without a plan, you’re navigating in the dark. Whether it’s a formal document or a shared understanding, brainstorm with your team and lay out the steps. Your plan is the map that guides your yield strategies, ensuring everyone is on the same page. Assemble Your Allies Your plan’s execution depends on a diverse team. Group A includes selected employees – administrators, faculty, and staff. Group B consists of your disciples – alumni, current and former parents, and students. Group C comprises referring parties – secondary placement professionals, educational consultants, and day care providers. Tailor your approach to each group’s unique needs and roles in the yield process. Know Your Audience Full-pay families are not monolithic. Understand the nuances between urban and rural full-pay families to tailor their experiences accordingly. This segmentation allows for more personalized and effective interactions. Consider a segmentation format such as NAIS’s Job-to-be-done. Equip Your Team Everyone involved needs to understand your brand message. Create a written description of your brand that your allies can use to consistently describe your educational offerings. You want families to hear a unified message that makes them eager to be part of your community. First Impressions Matter First contact can happen at any time – a phone call, a visit, or an impromptu conversation. Ensure all employees understand their influence on prospective families. Even the maintenance person can make or break a family’s first impression. Leadership should regularly remind staff of their impact. Purposeful Experiences Each event should clearly communicate how your school meets the families’ educational needs. For instance, a student panel should demonstrate student engagement and the positive peer environment. These events should leave no doubt in the families’ minds that your school is the right choice. Personalized Contacts Identify key contacts for personalized interactions – coaches, teachers, advisors, etc. Ensure these individuals are prepared to convey your brand’s strengths alongside their specific expertise. These conversations can significantly influence a family’s decision. Leverage Ambassadors Student and parent ambassadors can be powerful advocates. Know their stories and biases to ensure they reinforce your message effectively. Their authentic testimonials can tip the scales in your favor. Highlight Revisit Days Revisit Days for accepted students are crucial. This event should be your best marketing performance, showcasing everything that makes your school unique and desirable. Invest time and resources to make it unforgettable. Address Objections Head-On Identify common objections families might have – location, specific programs, single-sex environment, after-school care, etc. Acknowledge these concerns and focus on the exceptional value your school provides that outweighs these objections. Analyze and Adjust Regularly review data on who participates in your events and experiences. This analysis helps you understand what works and what doesn’t, allowing you to refine your strategies. Always track full-pay applications to gauge the effectiveness of your efforts. Conclusion: Implement and Thrive Now imagine this scenario: A family is considering your school but is hesitant because of the distance from their home. You’ve already anticipated this objection and addressed it by highlighting the unique opportunities and superior education your school offers that no other institution can match. You connect them with a current parent who shares a similar commute and swears by the positive impact of the school on their child. The family is convinced, enrolls their child, and becomes your newest disciples. By following these 11 tips, you’re not just creating a yield strategy; you’re crafting a comprehensive, intentional experience that speaks directly to the needs and concerns of full-pay families. This approach not only increases your yield but also builds a strong, loyal community that values and supports your school’s mission. Implement these strategies today and watch as your school thrives with a more focused and effective yield program. If you have questions or need further clarity, let’s keep the conversation going in the comments.

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Are You Treating Full-Pay Families Differently in the Admission Process?

Blog, Customer-centric, Enrollment Management High Level, Marketing, Recruitment / Claude

In the realm of K-12 private school enrollment management, the question of whether to treat full-pay families differently from aided families is both crucial and complex. Both groups deserve excellent treatment, but the strategies and attention given to each might need to differ to address their unique expectations and needs. Full-pay families, who can choose freely and have higher expectations, might require a tailored approach to justify their significant financial investment. Here, we explore several business cases where customers with greater financial means receive different treatment, illustrating how schools can adopt similar strategies. Business Case Studies Automotive Showrooms: Mercedes vs. Used Car Lots Mercedes Showroom Experience: When visiting a Mercedes-Benz showroom, potential buyers are often greeted with a luxurious environment. From personalized service to high-end amenities like gourmet coffee, plush seating, and detailed vehicle walkthroughs, the experience is crafted to match the premium nature of the product. The objective is to make customers feel the exclusivity and high value of their purchase. Used Car Lot Experience: In contrast, used car lots for brands like Ford or Toyota focus on efficiency and practicality. The environment is straightforward, aimed at providing reliable vehicles at an affordable price. The bells and whistles of a high-end showroom are absent, reflecting the different expectations and budget considerations of their customer base. Retail: Saks Fifth Avenue vs. Walmart Saks Fifth Avenue: At Saks, customers experience personalized shopping assistance, upscale store environments, and exclusive events. The store aims to create a sense of prestige and personalized attention, catering to those who expect and can afford a premium shopping experience. Walmart: Walmart, on the other hand, focuses on cost-efficiency and convenience. The shopping experience is designed to be quick and affordable, aligning with the needs and expectations of a cost-conscious consumer base. Air Travel: First Class vs. Economy Class First Class: Airlines offer vastly different experiences for first-class passengers, including priority boarding, spacious seating, gourmet meals, and personalized service. The intent is to provide an exceptional level of comfort and exclusivity that justifies the higher price. Economy Class: Economy class is more utilitarian, focusing on affordability and essential services. The experience is standardized to accommodate a larger number of passengers, meeting the basic needs of travel efficiently. Implications for Enrollment Management and Marketing in Private Schools Rationales going the additional mile The truth is that if you had the resources to treat everyone the same, you probably would. Unfortunately, most admission offices don’t have enough resources to give everyone the same amount of attention. Yet you can’t afford not to provide additional attention to your most needed segment – full-pay families. Schools that have 5 or more full-pay applicant to each space, probably won’t do the additional touchpoints. Are you one of those? If not, you have to accommodate the target market. Also, you will get a competitive advantage when you up the attention for this group and win over your competitors. Understanding Motivations To effectively market to full-pay families, schools must deeply understand why these families are willing to forego free public school options where they probably pay a considerable amount of taxes to that school district. Key motivations often include: Superior Educational Outcomes: Full-pay families seek evidence of exceptional academic results and college placement records. Holistic Development: These families value comprehensive development opportunities, including extracurricular activities, leadership programs, and arts education. Community and Networking: The social environment and networking opportunities provided by the school can be a significant draw. Tailored Marketing Strategies Based on these motivations, schools can develop tailored marketing strategies for full-pay families: Personalized Tours: Offer tours that are specifically designed for full-pay families, highlighting aspects of the school that align with their expectations and interests. Exclusive Information Sessions: Conduct special information sessions that provide in-depth insights into the school’s offerings, catering to the high expectations of full-pay families. One-on-One Meetings: Arrange private meetings with school leaders to discuss the unique value the school can offer their child. Phone Calling: Reach out to these families with personalized phone calls. Have conversations about their specific needs and connect them with faculty who can address their interests. Creating a high-touch experience makes full-pay families feel valued and appreciated. I have been accommodating full-pay families differently for decades. You might ask, “What if someone finds out?” Only twice have aided families asked why they weren’t invited to an event after finding out their classmates received invitations. I immediately invited them to the event. No harm, no foul. Conclusion Treating full-pay families differently in the admission process doesn’t mean compromising on the core values of equity and inclusion, nor does it mean neglecting other families. It involves recognizing and addressing the unique needs and expectations of full-pay families to secure the necessary revenue for the school’s sustainability. By drawing lessons from various business sectors, private schools can craft strategies that cater to full-pay families while maintaining their commitment to providing an excellent education for all students.

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Are You Following Up Effectively to Turn Prospects into Enrolled Students?

Blog, Customer-centric, Marketing, Recruitment / Claude

Imagine this: A family walks through your school’s doors for the first time. They’re excited, hopeful, and a bit overwhelmed by the choices ahead. They leave the tour impressed but not yet convinced. What happens next can make or break their decision to choose your school. This is where the power of follow-ups comes into play. For enrollment management professionals, mastering the art of follow-up communication with the write touchpoint is essential to converting prospective families into committed members of your school community. According to McKinsey & Company the consumer needs 12 with your admission counselor, faculty, coaches, and administrators and dozens more with your branding and third-party websites. The Power of the Follow-Up A single interaction is rarely enough to make a lasting impression. Think of the follow-up as your second chance—an opportunity to reinforce your message, address any lingering questions, and build a relationship. It’s about showing families that you genuinely care about their child’s future and that your school is the right place for them. Why Follow-Ups Matter: Reinforcement: A follow-up allows you to reiterate the key points from your initial interaction, ensuring that the family remembers what makes your school unique. Addressing Concerns: It gives you a chance to address any questions or concerns that may have arisen after the initial meeting. Building Relationships: Consistent communication helps build trust and shows that you are invested in their decision-making process. Effective Follow-Up Techniques So, how do you ensure your follow-ups are effective? Let’s dive into three key strategies: timeliness, providing value, and being available. Timeliness: The Sooner, The Better Picture this: a family tours your school on a Monday morning. By Monday evening or Tuesday morning, they should receive a follow-up email. Timeliness shows that you value their time and are eager to assist. Example: “It was great meeting your family today! I wanted to share some upcoming events where you can see our community in action. Also, feel free to reach out if you have any questions.” Provide Value: Keep the Engagement Going Each follow-up should offer something new. This could be information about upcoming events, introductions to faculty members, or additional resources that might interest the family. Example: “We have a school play next Friday that showcases our students’ talents. We’d love for you to attend and get a glimpse of our vibrant community. Also, here’s a brochure with more details about our arts program.” Be Available: Open the Lines of Communication Ensure that families know how to reach you. Provide direct contact information and encourage them to ask questions or schedule another visit. Example: “I’m here to help with any questions you might have. Please don’t hesitate to call or email me directly. If you’d like, we can also arrange another visit to discuss specific programs in more detail.” Making It Personal Follow-ups are most effective when they feel personal. Do you understand the particularly problems, needs, wants, or desires they are trying to address? Avoid generic messages and take the time to tailor your communication to each family’s interests and needs. Mention specific details from your interaction to show that you were paying attention and genuinely care about their child’s future. Example of a Personalized Follow-Up: “Hi Smith Family, It was wonderful to meet you and Alex during your visit yesterday. I remember Alex was particularly interested in our robotics program. I’ve attached a brochure with more details and photos of our latest projects. Also, our robotics team has a competition coming up next month. We’d love for you to come and see them in action! Please let me know if you have any questions or if you’d like to schedule another visit. Best regards, [Your Name]” Insufficient Resources: Not an Excuse Claiming “not enough time” is an unacceptable response to enrollment challenges. The Admissions Office must be adequately staffed to stay current with market trends. In my experience with enrollment management, our greatest advantage was that our competitors failed to allocate sufficient resources for consistent follow-ups. The potential loss in revenue far outweighs the cost of hiring the necessary personnel to ensure enrollment success. By investing in a well-resourced Admissions team, schools can maintain a more competitive edge and increase the chance for a steady enrollment, ultimately safeguarding their financial stability and growth. Conclusion: Turning Prospects into Part of the Family Follow-ups are more than just a courtesy; they are a critical part of your enrollment strategy. By being timely, providing value, and making yourself available, you can turn a single interaction into a lasting relationship. Remember, the effort you put into following up with prospective families shows them that your school is not just another option but the best choice for their child’s education.

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Admission and Marketing: How Much Money Should We Spend?

Administrators, Blog, Marketing, Recruitment, Staff / Claude

When it comes to admission and marketing budgets, the question isn’t just “How much should we spend?” but rather, “How do we ensure our investment yields the best results?” It’s a puzzle that every private school must solve to thrive in today’s competitive landscape. The Benchmark Fallacy Starting with a benchmark might seem like a smart move, but it’s only a piece of the puzzle. Benchmarks fail to consider the weight of a strong brand. A well-established brand can afford to spend less on marketing while still enjoying top-tier applicant pools. In a city like New York, with over 2000 kindergarten-aged children vying for spots in private schools, the competition is fierce. Unless your brand stands out, you’ll need to pour more resources into marketing to capture attention. Schools with a strong brand can limit spending on advertising, travel, and events while still attracting their ideal students. However, when they are added into the benchmark, the numbers are skewed. The Real Question So, how do you determine the right amount to spend? You need to allocate enough funds to generate the desired revenue, supported by a solid action plan. Convincing the Decision-Makers Often, school heads aren’t convinced that increasing the marketing budget or admission staff will yield gains. They may doubt whether the director of admissions or communications has the skills to use these resources effectively. The common refrain, “We can’t afford it,” is used to avoid budget increases. But if you’re not filling spaces, can you afford not to spend more? Ignoring the need for a larger budget won’t solve your enrollment problems. Understanding Your Unique Situation To tailor your marketing budget, ask yourself these questions: Revenue Generation: How difficult is it for your school to generate revenue? When do you typically reach your target goal – summer, the start of the school year, or the middle of the fiscal period? Insecurity Levels: Is there high uncertainty about meeting your enrollment goals? Empty Seats: Do you have unfilled desks or beds that could bring in revenue? Financial Aid Strain: Are you spending too much on financial aid to generate some income, making your business model unsustainable? Full-Pay Families: Could you attract more full-pay families to boost income per seat? What is your ratio for full-pay domestic applications to full-pay spaces needed? One-to-one in a competitive market and you are bleeding. Two-to-one and you are hurting. Senior Team Awareness: Does your senior team understand current marketing, communication, and sales trends? Do they see the value in increasing admission and marketing resources? Market Data: What data do you have on current market conditions? How many full-pay families do you have per opening? What are the trends and satisfaction levels of your current families? Pilot Initiatives: Can your director of admissions or marketing present a case for piloting new initiatives? Give it due consideration. Funding Solutions: Based on your findings, provide the necessary funding for an effective solution. The Cost of Inaction If your school isn’t generating income as it should and you decide not to allocate more funds, how will you solve the revenue problem? Many heads I’ve spoken with who faced enrollment shortfalls admitted the problem didn’t arise overnight. It grew from a lack of discussions about enrollment conditions. Sounds similar to how capital expenditure decisions get delayed when they’re not addressed promptly. Proactive Conversations Most schools are under-resourced in today’s market. Serious conversations need to take place. Some may wait until their situation becomes critical, but whatever money they save now by not addressing these issues proactively will cost them much more in the future. The Bottom Line So, how much money is enough? Allocate enough to pay for the right leadership and a high-quality marketing initiative that supports generating the right amount of revenue for your school.

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Are You Navigating the Double-Edged Sword of Third-Party Sites?

Blog, Marketing, Recruitment, Social Media / Claude

Third-party sites can be a powerful ally or a formidable adversary when it comes to positioning your school’s brand. On one side, it offers a remarkable platform to showcase your school’s expertise and program excellence, enabling positive testimonials and immediate feedback. This feedback can provide valuable insights into what works well and what needs improvement. However, the other side of the third-party site’s sword is its potential to be a platform for spreading opinions about your school’s flaws and inadequacies. This aspect, particularly when the criticisms are unfounded, can be counterproductive and damaging to your school’s reputation. Understanding the Critique-Sphere Cheri Cross, former Director of Marketing and Communications at Northfield Mount Hermon, introduced the concept of the “critique-sphere.” This term encapsulates the environment where everyone can freely critique any product or service, including your school. This critique-sphere allows individuals to voice their opinions directly on platforms where prospective families are most engaged with your school, giving these opinions enormous potential to influence your brand perception. Within this critique-sphere, parents and students provide countless opinions on your school’s policies, events, procedures, faculty, and students. Unfortunately, many prospective parents and students do not critically assess this information or evaluate their child’s side of the formula, especially if it is endorsed by their peers. Who is correct and who isn’t ends up not mattering. In the fast-paced decision-making process, families often rely on these readily available opinions to form their judgments. Leveraging the Critique-Sphere Despite its challenges, the critique-sphere offers a significant opportunity for schools to bolster their brand by providing evidence that supports and promotes their premier educational offerings. Schools can engage with this critique-sphere either offensively and defensively: Offensive Strategy: Empower your stakeholder to actively contribute to third-party websites such as Great Schools, College Confidential-Prep Schools, Niche, or Boarding School Review. Share success stories, highlight unique programs, and showcase student achievements. By doing so, you can fill the narrative with your allies and position your school as a leader in education. Defensive Strategy: Monitor these platforms for negative feedback and address concerns promptly and professionally as you are able. Engage with critics constructively, offering solutions or clarifications. This approach not only mitigates potential damage but also demonstrates your school’s commitment to transparency and improvement. Building a Stronger Brand Investing time in managing your presence within the critique-sphere can significantly enhance your school’s brand position. Here are some steps to consider: Develop a Content Strategy: Regularly update your profiles on third-party websites with fresh content that highlights your school’s strengths and successes. Engage with Your Audience: Respond to reviews and comments, showing that you value feedback and are committed to addressing any concerns. Encourage Positive Reviews: Motivate satisfied parents, students, alumni, and teachers to share their positive experiences online. Educate Your Community: Inform your school community about the importance of critically evaluating online information and encourage them to contribute constructively to the critique-sphere. PeerPal – Part of the Arsenal Consider PeerPal as an offensive action. PeerPal is an excellent platform that allows students, parents, alumni, and teachers to make themselves available to speak with prospective parents. By strategically selecting and focusing on these individuals, you can create an immediate influencer group for your school. From this point, you can take this same group of disciples and ask them to post on third-party websites. If there are other groups like this one, please let us know in the comment section. Conclusion The internet’s double-edged sword presents both challenges and opportunities in positioning your school’s brand. By strategically engaging with the critique-sphere, schools can transform potential vulnerabilities into strengths, thereby securing a robust and positive brand image. As deans of enrollment management and heads of schools, leveraging these strategies can ensure your institution stands out as a beacon of educational excellence in the digital age.

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Are All Faculty Marketers?

Blog, Faculty, Marketing / Claude

In the evolving landscape of private Pre-K through 12th-grade education, the role of faculty support in school marketing has been a topic of much debate. Imagine you’re planning a grand event. You’ve got the caterer, the venue, and the perfect playlist. Now, would you hand over the invitations to just anyone, hoping they can eloquently convey the event’s significance? Probably not. Yet, in the evolving landscape of private Pre-K through 12th-grade private school education, many schools have done something similar by expecting faculty to double as marketers. This well-intentioned notion that “everyone is a marketer” often leads to suboptimal outcomes, undervaluing the specialized skills required for effective marketing and communication. For enrollment management professionals, heads of schools, and marketing and communications teams, it’s time to reexamine this approach and better define the faculty’s role in supporting marketing efforts. Let’s dive into why this matters and how to do it right. The Misconception of Faculty as Marketers Historically, schools have sometimes assigned marketing, communications, or admissions roles to faculty members, operating under the assumption that capable educators could seamlessly transition into these specialized roles. However, this approach frequently falls short of brand, revenue and enrollment goals. Marketing is a professional skill that demands training, strategic thinking, and experience. Just as not every educator can teach every subject effectively, not every faculty member possesses the innate or trained abilities to excel in marketing and communications. Faculty’s True Role in the Marketing Process Faculty shouldn’t be expected to serve as primary marketers. Instead, their role should be to support the marketing process through the following actions: Alignment with the School’s Unique Value Proposition: Faculty need to understand and buy into what makes their school unique. This includes internalizing key components of the school’s distinctive programs. At my previous school, we created long period classes – 90 minutes. We called it a block schedule, a concept common in public schools. Although our program wasn’t close to the public school block program, using that name caused families to perceive it negatively. When we changed the name to the College Model Academic Program, clearly outlined the features and benefits of the program for faculty and parents, and ensured faculty could articulate it effectively, we saw significant positive results. The program itself didn’t change, but by adopting the new language and better explaining their work, faculty helped us gain marketing advantages. Utilization of Marketing Tools: Faculty should leverage the tools and resources provided by the marketing team. When engaging with prospective families or stakeholders, they should use well-crafted marketing materials that highlight the school’s strengths. For instance, if there is a strong marketing campaign focused on interdisciplinary learning, faculty should incorporate this theme into their interactions and presentations during open houses or school tours. Faculty should avoid creating their own materials to present to families, as marketing is not their specialty. Facilitating the Test-Drive Experience: Prospective families want to “test drive” the school environment. Faculty play a critical role in this by offering insights into their teaching methods, showcasing classroom environments, and engaging with potential students and parents. At two of my previous schools, we offered Class Visit Days in every division. While this can be disruptive, it is the best way to give people a sense of what they can expect for their children. This direct interaction helps families gauge the quality of education and the school’s fit for their child. If the volume of visitors is too disruptive, schools can create mock classes to provide a similar experience without impacting current students; this isn’t as good of a choice. The focus should be on showcasing the engagement between teachers and students, interactions among students, and the rigor of the academic program. Serving as Ambassadors: Faculty should be enthusiastic ambassadors for the school. Their belief in the school’s mission and programs is contagious. When faculty are genuinely committed to and enthusiastic about their school, it enhances the credibility and appeal of the school to prospective families. Conclusion For enrollment management professionals, heads of schools, and marketing and communications teams, recognizing the distinct but complementary roles of faculty and professional marketers is crucial. Faculty should focus on their primary role as educators while supporting the marketing process through aligned messaging, utilization of marketing tools, and serving as authentic ambassadors for the school. By doing so, schools can enhance their marketing efforts, ultimately leading to increased enrollment of full-pay families and achieving their revenue goals. This approach not only respects the expertise of faculty but also ensures that marketing remains a professional domain, driving strategic and effective enrollment outcomes. By redefining and supporting the faculty’s role in marketing, schools can create a more cohesive and powerful approach to enrollment management, ensuring that every interaction with prospective families is a step toward showcasing the school’s true value and potential.

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Strategic Enrollment Plan: Are You Gaining Control Over Your Candidate Pool?

Blog, Enrollment Management High Level, Marketing, Recruitment, Retention, Uncategorized / Claude

Imagine you’re running a marathon. You wouldn’t just show up on race day without any preparation, right? Similarly, gaining control over your school’s candidate pool requires planned, consistent, and sustained effort. It’s about crafting a strategic enrollment management plan. Yet, can a school meet its enrollment targets without one? Absolutely! Some schools rely on what I call the “serendipity enrollment management plan.” The Serendipity Enrollment Management Plan: They Need Us Serendipity happens when a combination of a dense population of age-appropriate students, many full-pay customers, brand position compared to other schools, or poor public school options leads to successful enrollment outcomes. There is probably a good educational product too. These schools may not need to advertise as much, adjust their programs to the needs of the customer, pay attention to pricing, renew their marketing materials regularly, or even hold customer-centric events to attract families. Do these schools understand why they are so fortunate to have such a strong enrollment position? The Reactive Approach: A Costly Gamble Most schools operate on what I call “reactive enrollment management planning.” They respond to problems as they arise. If there’s a clear concern, they might allocate additional resources for marketing or recruiting initiatives. When it gets really bad, they call someone like me in to help them recruit more full-pay families. I rhetorically ask my clients, “Why did it take 5 years for you to notice that your net tuition revenue was shrinking each year?” They are more than likely failing to recognize the root issues—quality of teachers, curriculum excitement, inadequate customer relationships, and inadequate facilities, usually compared to the public school options. Take, for instance, a school with a 20% attrition rate. (I know one of these schools.) Every year, this school sets a budget that includes enrolling additional students after the school year starts. Addressing the attrition problem directly through a retention program, which includes data collection, would save valuable resources. Reactive planning, while sometimes necessary, is far more costly in the long run. Building a Strategic Enrollment Management Plan Whether you’re currently thriving or struggling in the admissions process, now is the time to develop a strategic enrollment management plan. Here are some steps to get you started: Define Your Objectives: What is the demographic make-up you seek? Your enrollment management objectives should align with the optimal student body you envision. For instance, you might need specific types of students in different divisions—athletes in the upper school, charismatic children in the lower school, or affluent families to support your capital campaign. Identify and Attract Your Target Students: Establish marketing strategies that appeal to your desired student body. Schools often bristle at the idea of focusing on full-pay families. However, most of a school’s revenue is generated from this group. If you were trying to build a strong basketball team, would you just focus on bodies or would you focus on students who possess the skills you’re seeking? If you need revenue, you need to focus on full-pay families. Involve the Entire School: Every aspect of school life affects enrollment, from the appearance of the campus to conversations with the business office to the quality of the educational program. Everyone must contribute to the strategic plan. If the head of school isn’t leading this charge, doesn’t understand how to lead it, or doesn’t listen to the voice of the admission people, it’s probably not going to work. Evaluate Your Plan: Set up a system to measure the effectiveness of your enrollment management objectives. Regular evaluations will help you make necessary adjustments. Focus on Retention: Treat each year’s enrollment as starting from zero. A strong retention plan is essential and should involve every department, not just the admission office. It actually annoys me when the admission office is responsible for monitoring retention. The accountability should lie with the people responsible for the quality of the program. If the admission office oversees the quality of the program, then it makes sense. A strategic enrollment management plan is your key to success. It helps you allocate resources more effectively, orchestrate your student body better, improve brand recognition, and respond to marketing conditions proactively. Best of all, it puts you in better control of your candidate pool, turning potential crises into opportunities for growth. So, don’t wait for enrollment issues to force your hand. Embrace a strategic approach, involve your entire team, and take control of your school’s future.

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Why Competing with Public Schools is Easier than Competing with Walmart

Blog, Marketing, Recruitment, Uncategorized / Claude

According to the National Center for Education Statistics (NCES), in the fall of 2021, approximately 4.7 million students were enrolled in private K-12 schools, representing about 9% of the total student population in both public and private schools. In comparison, public schools enrolled around 48 million students during the same period (NCES). This data shows a stable trend in private school enrollment over the past decade, with some fluctuation caused by the pandemic. When it comes to private schools, the bulk of your competition comes from public schools. But here’s the kicker: competing against public schools is much easier than going head-to-head with giants like Walmart. We are lucky! The Advantage of Limited Expansion Think of Walmart as a snowball rolling downhill, continuously growing and drawing in more customers. Its capacity to expand is almost limitless, often taking customers from competitors like Target, Home Depot, or Krogers. On the other hand, public schools don’t grow as readily. Even the best public schools are likely to pack more students into existing spaces rather than expand significantly. Funding constraints, especially for programs that don’t boost state-wide exam scores, further limit their ability to grow. The largest branded private school competitors in your market don’t have the Walmart mindset either. They limit their numbers. They are unlikely to double their enrollment over the next five years or move up more than 1-3% in any given year. That gives you an opportunity. You just have to understand who the true competition is. To compete effectively, you, as the underdog, need to understand what you are up against. Focused Marketing: Know who you are competing with. You aren’t competing with the school that 75% of the time wins in the overlap. That’s no competition. You have two targets: the private schools you can beat 45-60% of the time and the public schools. Understand the Customer: What are the needs of the families who are weighing private and public schools as an option? Remember every year, you have an opportunity to change their choice. How do you help them understand what they are missing out on? Highlighting Individual Attention and Unique Opportunities: Against the public schools, at the least, you are going to outline the individual attention and, in many cases, the opportunities that enable students to reach their potential. Against both the private and the public school, you are highlighting your uniqueness. How do your offerings solve the educational problem of the customer? In the realm of private K-12 education, understanding your competition and leveraging your unique strengths is crucial. Public schools, while numerous, are constrained in their growth. For the private school market, remember, it’s not about competing with every school out there—it’s about identifying where you can win and doubling down on those areas. In this strategic battle, your greatest asset is your ability to provide a tailored, high-quality educational experience that public schools simply cannot match. Against the private schools, it’s all about your differentiation. Stay focused on the right targets and feel lucky that the board expectations around your enrollment isn’t the Walmart model.

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Reflecting on 34 Years in Enrollment Management: The Five Pillars

Blog, Customer-centric, Five Pillars, Marketing, Recruitment, Uncategorized / Claude

After a fulfilling 34-year journey in the field of enrollment management, culminating in my role as the Dean of Enrollment at Northfield Mount Hermon School, I am excited to announce my retirement. It has been an incredible experience, one that has shaped me both personally and professionally. As I step away from my current role, I am eager to embark on a new adventure: consulting with Enrollment Management for Schools (www.emforschools.com). Throughout my career, I have had the privilege of working with countless dedicated professionals and witnessing firsthand the evolving landscape of education. As I transition into this new chapter, I am committed to continuing my work in this field, helping schools navigate the complexities of enrollment management and fulfill their mission In my years of experience, I have experimented with a number of models for enrollment management professionals. In 2010, based on the work of Sean D’Souza, I developed and taught a model that I believe can greatly benefit schools striving for excellence in enrollment management. Known as the Five Pillars, this framework encapsulates the core principles that have guided my work and can serve as a roadmap for schools aiming to enhance their marketing and recruiting strategies. While some of you are familiar with these concepts and have taken the course that I offered with AISAP, I hope this article serves as both a reminder and a resource for those who are new to it. Customer-Centric Approach: Understanding the specific challenges, needs, and problems faced by potential customers—students and their families—is the first step toward creating a successful enrollment strategy. This approach doesn’t fit into our mindsets. We take the school-centric approach, a “build and they shall come” or “take it or leave it” methodology. Demonstrate Expertise: Schools must show they are the best choice not just by saying it but by proving it through examples of excellence. Outstanding teaching, unique programs, and exceptional results are all part of demonstrating expertise. The goal is to start solving potential students’ educational problems even before they enroll. Solving the Customer’s Problem: Identifying why a family might consider leaving a free public school for a private option is essential. Schools must demonstrate that they can meet specific educational needs, showing that they provide a solution that aligns with what the family is looking for. Justifying the Cost: Proving that the education and benefits provided by the school are worth the tuition cost is vital. Beyond showcasing success stories like college placements, schools should collect various forms of evidence to highlight their value in meeting educational goals. Creating Disciples: Turning satisfied parents and students into advocates for the school is the final pillar. When people strongly believe in the value of the education they’ve received, they are likely to share their positive experiences with others, effectively promoting the school. Your brand will be secured. Schools who invoke the Five Pillars strategy in their marketing and recruitment efforts will find themselves formidable against the competition. Furthermore, a school who incorporates the Pillar mindset within their program to support current students and families needs will be almost invincible. Looking Ahead: Continuing the Journey as a Consultant While I am retiring from my role at Northfield Mount Hermon, I am not stepping away from the field entirely. Through Enrollment Management for Schools, I will be available for consulting, eager to share my knowledge and experience with schools seeking to improve their enrollment strategies. I look forward to this new chapter and the opportunities it brings to continue making a positive impact on the field of education. Thank you to all my colleagues, students, and their families who have been part of this incredible journey. I am excited about the future and the chance to support schools in their pursuit of excellence in enrollment management.

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