Solutions Selling Tools for Enrollment Marketers. Build a Business Case for CRM within your Organization. http://blog.intelliworks.com/edumusings/2011/2/9/always-be-selling.html
KEY PLAYERS LIST KEY PLAYERS POTENTIAL PAINS DEAN • Eroding operating margins • Funding cuts • Operational inefficiency VICE PRESIDENT, ENROLLMENT • Increased competition • Staff reductions • Limited insight into progress towards recruitment goals DIRECTOR OF ADMISSIONS • Inquiry response time • Lack of measurement for recruitment efforts • Difficulty prioritizing outreach to potential students IT MANAGER • Limited time and resources • Other priorities STUDENT • Difficulty distinguishing between schools • Lack of information regarding his/her specific areas of interest
•Reasons: Tuition costs, Difficulty distinguishing between institutions, Questions are left unanswered
Student
PAIN CHAIN
•Pain:
•Reasons: •Pain:
•Reasons:
•Pain:
•Reasons: •Pain:
•Reasons:
S.W.O.T. ANALYSIS
STRENGTHS
Central location
Expert faculty
Local partnerships
WEAKNESSES
Lack of online courses
Tuition increases
Aging facilities
Limited career services
OPPORTUNITIES
Nursing certificate program
Adult degree completion
Hybrid programs
THREATS
Budget cuts
Increased competition
Student attrition
S.W.O.T. ANALYSIS
STRENGTHS WEAKNESSES
OPPORTUNITIES THREATS
THE 9 BOX
What is the cause of our enrollment decline?
Would you say a yield rate of less than 50% is too low?
So your enrollment numbers are directly impacted by your inability to yield students?
Other than you, who else is impacted by this?
If the admissions team misses its enrollment goals how does this affect other departments? Does it affect the IT department?
Ultimately, you’re saying that all departments are impacted by declining enrollments. Is that correct?
What will it take to increase enrollment?
If we increased our marketing efforts, would that impact enrollment numbers?
Focusing our time and resources on improving our marketing efforts will have a positive impact on enrollment, correct?
Causes
Effects
Capabilities
Open Questions
Closed Questions
Confirming Questions
THE 9 BOX
Causes
Effects
Capabilities
Open Questions
Closed Questions
Confirming Questions
VALUE PROPOSITION
Growth
Quality
Intelligence
Efficiency
IN ORDER TO ACHIEVE OUR GROWTHINITIATIVES FOR THE UPCOMING RECRUITMENT CYCLE, AND INCREASE THE QUALITY OF OUR APPLICANT POOL, WE BELIEVE IT IS CRITICALLY IMPORTANT TO IMPROVE THE EFFICIENCY OF OUR RECRUITMENT MARKETING EFFORTS .
WE FEEL THAT A CRM SOLUTION WILL PROVIDE THE INTELLIGENCE NEEDED AROUND THESE OBJECTIVES TO REACH OUR GOALS.
VALUE PROPOSITION
REFERENCE STORY SITUATION SUNY Oswego provides an excellent case of an
institution that identified how a CRM strategy could help them reach their marketing objectives.
CRITICAL ISSUE The institution struggled with engaging students and building long‐term relationships that ultimately led to enrollments.
REASONS Their objectives were to support key student decision points and connect with prospects during the decision cycle by uncovering demand, qualifying interest, cultivating commitment and reinforcing decisions.
WHO, WHAT, WHEN, WHERE, WHY With a full‐time staff of four, which includes
the Dean of Graduate Studies and Research, the need for a system that will automate communication, data collection, tracking and analysis is imperative to the successful growth of enrollment. Without such a major component, it will be virtually impossible to manage data, track inquiries and build a source for outbound, targeted marketing efforts to engage and communicate with prospective students.
SOLUTION Created a multi‐channel marketing plan that was supported by a flexible CRM solution that allowed them to track day‐to‐day interactions with constituents, manage inbound and outbound communications and report on the success of their efforts.
RESULTS To date, the institution has identified key performance indicators that will serve as benchmarks for success.
