Recruitment

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

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

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

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Isn’t the Real Fear Not Achieving Our Mission?

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

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

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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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Establishing an Admission Risk Committee: Optimize for Student Success

Blog, Faculty, Recruitment, Student Composition / Claude

In the ever-evolving landscape of private school admissions, establishing an Admission Risk Committee (ARC) is a strategic initiative that can optimize for student success in special consideration cases. The ARC at Northfield Mount Hermon (NMH) is designed to evaluate students whose admission profiles present various concerns but also hold potential benefits such as increasing net tuition revenue, enriching student composition, boosting philanthropy, or yielding influential connections. Purpose and Process: The primary goal of the ARC is to identify students who, despite some reservations, can contribute positively to the school’s objectives noted above. The process begins with the Dean of Enrollment reviewing the profiles of students who either score below a certain threshold or are flagged by the review committee. Based on the dean’s review, these students are categorized as acceptable, unacceptable, or requiring further evaluation by the ARC. Committee Composition: The ARC comprises key stakeholders, including: Director of Counseling Director of Academic Support College Counselor Academic Dean Dean of Students Director of Admission Dean of Enrollment Target Student Groups: Students considered for further review by the ARC may include: Selected full-pay students, especially those who are children of alumni Children of NMH employees Selected athletes or performing artist considered for funding Decision-Making and Outcomes: The ARC’s decisions are predominantly final, with rare exceptions escalated to the Head of School. Recommendations for accepted students may include pre-attendance requirements or in-year support measures, such as writing help or counseling sessions. Benefits and Impact: Informed Admissions Decisions: The ARC provides a platform for deeper insights into applicants, ensuring that all factors, including potential risks and benefits, are thoroughly considered. Strategic Enrollment Management: By focusing on students who can enhance net tuition revenue, enrich the school’s composition, increase philanthropic contributions, or serve as influencers on behalf of the school, the ARC aligns admissions with strategic financial and community goals. Enhanced Support Systems: Faculty and staff involved in the ARC are pre-emptively aware of students’ needs, enabling proactive and tailored support, thereby increasing the likelihood of student success. Implementing an Admission Risk Committee is a forward-thinking approach that not only optimizes admissions strategies but also fortifies the support framework for incoming students. This initiative empowers faculty, aligns with institutional goals, and ensures that these students have the potential for success at NMH.

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Navigating Financial Aid: Thoughts for Enrollment Management Professionals

Blog, Financial Aid, Recruitment, Student Composition / Claude

As an enrollment management professional in the competitive landscape of private school education, you’re constantly faced with the delicate balancing act of attracting top-tier students while ensuring financial sustainability. This intricate dance is supported by the effective allocation of financial aid. Here’s a closer look at the primary financial aid strategies and how they can impact your school’s goals. Understanding Financial Aid Allocation Financial aid is not a one-size-fits-all solution. Its execution comes in various forms, each serving a different purpose and audience. Here’s a breakdown: Need-Based Financial Aid: Need-based financial aid relies on standardized formulas, like those from Clarity or School and Student Services , to evaluate a family’s financial capacity. This ensures a fair assessment of how much tuition a family can realistically contribute within the allocation boundaries of the particular school and somewhat across schools. Merit-Based Financial Aid: Merit-based aid isn’t tied to financial need. Instead, it’s targeted at attracting students who can add significant value to the school. This might include exceptional athletes, artists, or scholars. Sometimes, even families who qualify for need-based aid might receive additional merit aid to make the offer irresistible. Commonly, it is used for net tuition revenue generation. Discounting: Discounting involves reducing the tuition cost for certain students without any internal financial backing. It’s a tactic used to fill seats that might otherwise remain vacant, offering a family a reduced rate, say $40,000 instead of the standard $50,000, to ensure enrollment. This action can be need-based or merit-based assistance. Fully-Backed Financial Aid: In this scenario, the discounted tuition is offset by the school’s endowment or annual fund. It’s real money unlike discounting. This is a strategy that all schools aiming to provide aid while maintaining financial sustainability should pursue. Establishing a strong endowment is essential for this approach. Net Tuition Revenue Generation: In this case, you may be discounting or you may have fully-backed financial aid. However, the purpose of this money is to get more of the families who can pay some, usually, higher portion of the funds so that you can achieve your net tuition revenue. It can also eliminate full-pay families who are at the bottom of your choices for a stronger high-pay student. Access-Oriented Aid: This focuses on achieving specific compositional goals, such as increasing diversity or supporting first-generation college-bound students. The objective here is to enhance the community’s makeup by providing opportunities to those from varied backgrounds. The Goals Behind Financial Aid Financial aid typically aims to achieve two main objectives: generating net tuition revenue and strengthening the student body composition. Schools need a clear strategy to ensure that every dollar spent on financial aid serves these goals effectively. Strategic Utilization of Merit-Based Aid Some schools question the rationale behind offering merit-based aid, particularly to families who might not need financial assistance. However, this practice can be a strategic move. By offering merit-based awards, schools can attract students who might otherwise choose more prestigious institutions. It’s a way to level the playing field and ensure a diverse, talented student body. However, it can cause more full-pay families to want to get merit-based aid when they discover you gave it to the child of their friend. The Formula Dilemma Each school’s approach to need-based aid can vary significantly. Some might not consider home equity, while others do. The assessment might include factors like cost of living or the financial contribution of a non-working parent. This situation makes it difficult in the crossover with other schools, who may loosen up what they account for as part of the financial picture or may not do a good evaluation of the families financial picture. I think this variation is a challenge, but not unethical as some schools may define it. It’s just a different business practice. The Risks of Discounting Discounting can be a double-edged sword. While it helps fill seats, it will also affect net tuition revenue growth. Schools that rely too heavily on discounting without addressing underlying issues in their value proposition may find themselves on a slippery slope. An exit strategy is crucial to avoid long-term financial instability. Case Study: The Impact of Discounting Consider a hypothetical school with a tuition of $50,000. If they decide to discount 20 seats by $20,000, the net tuition revenue per discounted seat is $30,000. Over four years, as more seats are discounted, the total net tuition revenue decreases significantly, highlighting the importance of a sustainable financial strategy. I didn’t factor in the tuition increases which would further the gap from year to year. Full-pay Spaces filled Full-pay Net Tuition Discounted Spaces filled Discounted Net Tuition Total Net Tuition Revenue 2024 80 $4,000,000 20 60000 $4,600,000 2025 70 $3,500,000 30 900,000 $4,400,000 2026 60 $3,000,000 40 1,200,000 $4,200,000 2027 50 $2,500,000 50 1,500,000 $4,000,000 Conclusion: Crafting a Thoughtful Financial Aid Strategy Financial aid allocation should always align with the school’s overarching goals. Whether it’s about boosting net tuition revenue or enhancing the student body composition, every decision must be strategic and well-planned. Remember, it’s not just about filling seats; it’s about creating a sustainable future for your institution.

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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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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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