Enrollment Management:

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Enrollment Management

• The Power to Achieve the Mission

Claude Anderson
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Peculiarities about our Educational Product

• There is a free alternative to our product.
• The consumer of our product is not the one who
  buys the product.
  
• The consumer enhances the product.
• Every ready-to-buy consumer cannot obtain the
  product.
  
• Every ready-to-participate consumer cant qualify
  to use our product.
  
• We cant exploit our competitions weakness and
  say our product is better.
  
• Our product is probably one of the top three
  highest expenses the consumer will have in a year.

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Terminology

• Admissions selection
• Marketing acquisition
• Enrollment Management orchestration
• Financial Aid acquisition tool

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How does the customer find out any type of
information about your school for the first

• 90 Some way other than your promotion.
• 10 Your promotion.

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Preamble for Enrollment Management (EM)
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Defining Enrollment Management

• Developing and maintaining the optimum membership
  (regarding quality and quantity of participants)
  necessary to achieve the mission of the school.

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Enrollment Management Paradigm works for
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Understanding Enrollment Management

• At your school, who is incharge of EM?
• Which elements are necessary to develop and
  maintain the optimum student body?
  
• Who are the people responsible for the quality of
  those elements?

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Enrollment Management Construct
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Controllable

• Mission
• Value Index
• Marketing Mix

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Influence

• Image
• Motivation

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Uncontrollable

• Competition
• External Environment

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Mission ABC

• A Customer
• B Experience
• C Existence

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ABC

• A represents the target population students
  or type of student
  
• B represents the educational program, services,
  and environment
  
• C represents the actual outcome that you are
  trying to achieve by combining the target
  population with B.

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Mission   As it enters its third century, Moses
Brown School exists to inspire students to reach
their fullest intellectual and spiritual
potential.   We engage students with a rich acad
emic curriculum, a broad offering of arts and
athletics, and a daily life strongly rooted in
the Quaker values of cooperation and community
service.   We affirm the Quaker belief that ther
e is a divine presence in each person which
influences our decision making, leads us to the
truths we seek, and commands our highest
respect.   We consider the virtues of simplicity
, integrity, group wisdom, and respect for
differences paramount to helping students of all
faiths and backgrounds discover their mission in
the world.
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Mission Statement School is a dynamic, K-8 indep
endent school community that values academic
excellence, character, independent thinking,
citizenship, and respect for others. We inspire
in our students creativity, enthusiasm for
learning, and confidence through a stimulating
academic program, athletics, the arts, and
community service.
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School honors the integrity and worth of each
individual within a diverse school community.
School is dedicated to providing a supportive
educational atmosphere in which teachers
challenge the intellectual, creative, and
physical abilities of our students and foster
strength of character and concern for others.
From the earliest grades, we encourage our
students to wonder, to inquire, and to be
self-reliant, laying the foundation for a
lifelong love of learning.
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• . School is an educational community inspired
  by the values of the Religious Society of Friends
  and guided by the Quaker belief in "That of God"
  in each person.  We seek academically talented
  students of diverse cultural, racial, religious
  and economic backgrounds. We offer these students
  a rich and rigorous interdisciplinary curriculum
  designed to stimulate creative inquiry,
  intellectual achievement and independent thinking
  in a world increasingly without borders.  We
  encourage these students to test themselves in
  athletic competition and to give expression to
  their artistic abilities.  We draw strength from
  silenceand from the power of individual and
  collective reflection. We cultivate in all
  members of our community high personal
  expectations and integrity, respect for
  consensus, and an understanding of how diversity
  enriches us, why stewardship of the natural world
  matters and why service to others enhances life.
  Above all, we seek to be a school that nurtures a
  genuine love of learning and teaches students "to
  let their lives speak."

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Value Index

• The key elements that you are convinced are worth
  the cost of the tuition.

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Values Index Factors

• Advisors
• Teachers
• Academics
• Sports
• Arts
• Offerings
• Size and health of facilities
• Caliber of the student body
• Attain intellectual and spiritual growth
• Reach highest potential in intellect, character
  and physical well-being
  

• Develop leadership
• Single-sex environment
• Respect for differences
• Understanding of Self
• Creative problem solvers
• Nurturing environment
• Challenge
• Confidence
• Yes, I can do it
• Success

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Value Molecules
Enrollment Map
that can support revenue generation.
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Value Molecules

• that can support revenue generation
• that can support revenue generation
• that can support revenue generation
• that can support revenue generation

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Yield-the-mission

• Programs, services, environment, philosophy,
  student and teacher types which facilitate
  achieving the mission of the school.

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Yield-the-mission

• Refers to your educational program.
• Not distinctive, but good.
• The educational program experienced by the
  customer can yield the mission.
  
• This program isnt necessarily the best way to
  achieve the mission, but it is a good way.
  

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Preeminence

• Programs, services, environment, philosophy, and
  students and teachers types which are unmatched
  in your marketing area.

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Preeminence (aspiration towards)

• Best with no peers among your competition
• External consumers have experienced and attested
  to its superiority
  
• Recognized as the best by other professionals in
  the field and other third parties
  
• Consistent with the mission
• The excellence can be measurable
• Generates revenue

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The Preeminence!
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Brand

• An outcome or expectation that you can promise
  will be received by the consumer.

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Brand

• Must be recognized by the internal audience
  employees, parents, students and alumni
  
• Must be recognized by the external audience with
  written confirmation by a third party
  
• Consistent with the mission
• The promise can be measurable
• Generates revenue

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The Promise!
The only solution to a problem that someone has
Robert Sevier Building a Brand That Matters.
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Value Index Molecules

• Development
• Communication
• Fulfillment
• Accountability

Adapted from www.stamats.com
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Striving for Perfection
Yield-the-Mission
Preeminence
Brand
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Value Index Committee

• Who is in charge?
• How will the school evaluate the ability of the
  value index to generate income? SWOT?
  
• Who is responsible for developing the plan of
  action to raise the quality level.
  
• Who reviews and evaluates the value index?

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Table Chat

• Write down Value Index examples and indicate
  which molecule(s) they match? Rate quality level
  from 1 10.

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Marketing Mix

• The customers experiences with your value index?

Contact Points
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7 Ps Marketing Mix The Customers World
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What is the 7-Ps Model?

• Represents the contact points between the school
  and the customer.
  
• Facilitates a comprehensive evaluation of the
  experience that the customer is having.
  
• Influences the Image Pool significantly.

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Program

• Academic offerings
• Academic requirements
• Co-curricular offerings
• Opening and closing of school
• Parent education evenings
• After school care
• Quality of faculty
• Individual attention

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Program

• Does it matter to the consumer?
• Does the program add value worth buying?
• Can you identify the yield-the-mission,
  preeminence, and brand?
  
• How do you evaluate the quality of the program?
• Who is responsible for ensuring the quality?

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Price

• Cost of tuition
• Cost of athletic trips to Florida
• Cost of books and supplies
• Cost of after school care
• Cost of transportation
• Cost of switching cultures
• Cost of the dominant group within the 8 identities

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Price

• Is the price within the range that allows
  adequate numbers of consumers to purchase the
  education?
  
• Are other sources of income being raised?
• Are the other non-tuition costs part of the
  evaluation process for quality?
  
• How do you evaluate the affordability?
• Who is responsible for ensuring affordability?

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Place

• Location of School
• Location of the instrumental performances.
• Location of away games or practices.
• The spot where the children are dropped off or
  picked up each day.
  
• Bus stops

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Place

• Is the school located in the place that
  accommodates the most people?
  
• Are there ways to make it easier for families
  trying to get the services you are offering?
  
• How does the school evaluate Place issues?
• Who is responsible for the quality?

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Promotion

• Monologue
• Digitalogue
• Dialogue

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Promotion

• Who is determining the messages?
• Are the messages supporting or reaffirming the
  value index?
  
• Is there enough support or reaffirmation of each
  molecule in the value index?
  
• How is the quality and quantity of promotion to
  all constituencies evaluated?
  
• Who is responsible for ensuring quality and
  quantity?

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People

• All employees
• Volunteers
• Contractors assemblies, artists in residence,
  etc.
  
• Students

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People

• Who selects the people?
• Who are these people?
• Is the selections system the right one?
• Are the right people in the right places?
• How do we train individuals interacting with our
  customers?
  
• What is the system for evaluating the quality of
  the interaction between the customer and the
  People.
  
• Who is responsible for ensuring success?

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Process

• Admission process
• Paying your bill
• Finding out about the athletic schedule
• Learning about your childs performance.
• Dropping children off at school must sign-in or
  dont sign-in
  
• Jazz practice at 715 a.m.
• Length of school day.

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Process

• Which processes are necessary, which ones could
  be eliminated, and which ones should be added?
  
• Are there processes that are too arduous for the
  consumer?
  
• What is our system for evaluating these
  processes?
  
• Who determines the quality of these processes?
• How do we know they are working?

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Physical Evidence

• Spaces
• Landscape
• Buildings
• Equipment
• Ethos

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Physical Evidence

• Does the Physical Evidence support the value
  index?
  
• Is the system for determining needs focused on
  the expectations of the customers?
  
• What is the system for evaluating the quality of
  the Physical Evidence?
  
• Who is responsible for ensuring the quality of
  the Physical Evidence?

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Marketing mix possibilities between two schools
(Scale 1 10)

• Program 9
• Price 8
• Place 3
• Promotion 9
• People - 9
• Process - 7
• Physical Evidence - 8

• Program 6
• Price 4
• Place 9
• Promotion 6
• People - 6
• Process - 7
• Physical Evidence - 6

Which one will generate a better enrollment?
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Table Chat

• Give an example of each of the 7Ps as they relate
  to one of the following membership groups new
  enrollment, faculty recruitment, annual giving,
  re-enrollment, or major gifts.

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Image

• The appearance of the School considering all the
  information that one has gathered about it.

There are different images depending upon the
lenses and the angle.
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Competition
I M A G E P O O L
Individuals - Not Connected
Marketing Mix
U N O F F I C I A L
O F F I C I A L
Individuals Connected
Mission
Groups
Value Index
External Environment
Affiliation
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Nice Facilities
I M A G E P O O L
All Girls
Outstanding College Placement
Too Easy
Lacks Structure
Papers arent returned
Party School
Great Sports
Not Worth it
Small Class Size
Superior Academics
Friendly
Doesnt Listen
Wonderful Program
Exceptional Experience
Snobs
Difficulty with Teacher
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Individuals Connected

• Current and former parents
• Current and former students
• Alumni
• Employees (not in an official capacity)

Individuals Connected
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Individuals Not Connected

• Neighbors of the school
• Neighbors of current families
• Friends and relatives of connected families
• Passers by the school
• People coming to events on campus
• People at the cocktail party

Individuals Not Connected
Everyone who has something to say about the
school.
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Groups

• Competitor Organizations
• Feeder schools
• Educational consultants
• Community clubs and organizations
• Media groups - publicity
• Major corporations
• Contractors with the school
• Public and private schools
• Cocktail Parties
• Colleges and Universities

Groups
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Image Creates Affiliation

• People want to be a part of your school.

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Affiliation Creates Loyalty

• They want to support the school in any way they
  can. They want to tell others.

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I M A G E P O O L
Individual Not Connected
Marketing Mix
U N O F F I C I A L
O F F I C I A L
Individuals Connected
Mission
Groups
Value Index
External Environment
Affiliation
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External Environment

• Outside forces over which you have no control,
  yet they can affect your ability to enroll.

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External Environment

• Economically
• Geographically
• Politically
• Socially
• Climatically
• Demographically

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External Environment

• Economic Environment
• Corporations moving in or out
• Conditions of public school
• Quantity of charter schools
• Vouchers
• Safety and security around the school
• Demographic changes
• Sniper
• Terrorism
• Near the water

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Competition

• Any school, service, or influencer interested in
  having the same students for whom you have
  interest.

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The Competitors

• People
• Public School
• Private School
• Independent School
• Homeschool - cyberschool
• Sylvan Learning Center
• Educational Consultant College Placement

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Motivation

• The reason I am giving up the free educational
  alternative.

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Two Customers

• Student
• Parent

P.S. Dont forget the grandparents.
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Enrollment Management Construct
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Implementing the EM program
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Implement SEM by Program Membership

• Current Students
• Current Parents
• Alumni/ae
• Student Prospect
• Parent Prospect

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Enrollment Management Paradigm works for
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Table Chat

• Opportunities and Threats

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Review Your Purpose

• Review the mission and ensure that it is what you
  want it to be.
  
• Complete the ABC formula.

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Whom can you best serve?

• Determine the types of students whom you desire
  to meet your mission.
  
• What are their needs?
• Are there enough students available to reach your
  goals?
  
• Did you select students who are superior matches
  with the Value Index you will offer?
  
• Evaluate your current student and parent body.
• Do you have the students and parents whom you can
  best serve and can help you achieve your mission.

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Enrollment Map Objectives

• Base Expectations
• Maintain the number of students necessary to meet
  the budgetary requirements established by the
  Moses Brown Board of Overseers
  
• Maintain a student body that will excel in all
  aspects of academics, based on results of grades
  and standardized testing
  
• Maintain a student body that will excel in all
  aspects of character, based on demonstration of
  service to both the Moses Brown and outside
  communities
• Maintain the balance of match between the student
  body and the educational program
  
• Diversity Although enrollment management may
  consider other areas of diversity, five (5)
  objectives take priority (not listed in order of
  importance).
• Maintain a student body that includes a
  population that practices the Quaker religion
  
• Maintain a student body that excels in all
  aspects of the visual and performing arts
  programs, as determined by local, state, and
  national awards
• Maintain a student body that excels in all
  aspects of athletics, as measured by winning
  seasons, championships, and awards
  
• Maintain a student background religious,
  racial, ethnic, socio-economic, gender, sexual
  orientation, language, abilities/disabilities.
  
• Maintain a student body that is gender balanced
• Constituency relationships
• Maintain a student body that includes the
  enrollment of legacies
  
• Maintain a student body that includes the
  enrollment of siblings
  
• Maintain a student body that supports the
  enrollment of children of Moses Brown employees
  
• College placement objectives
• Maintain a student body that can choose to attend
  the most selective colleges
  
• Parent Participation
• Maintain a diverse family background and
  structure religious, racial, ethnic,
  socio-economic, gender, sexual orientation,
  language, abilities/disabilities.

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Survey

• Like it or not.

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Why Survey?

• Want to hear from the consumer
• Best source for information
• Need to get data to make change
• Keeps the customer feeling important

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Leadership

• The Trustees need to understand and support
  enrollment management.
  
• The head of school needs to understand and
  champion the cause.
  
• The senior administration needs to understand and
  support the cause.
  
• The leadership needs to create disciples among
  the rest of the employees.
  
• Employees need to create disciples of the
  customers.

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We Cant Spend Too Much?

• This effort costs money adequate funds need to
  be allocated.
  
• This effort costs money adequate funds need to
  be allocated.
  
• This effort costs money adequate funds need to
  be allocated.

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Start Medium

• Collect and analyze the data.
• Determine what is a priority.
• Select what is manageable.
• Determine a three-year plan to be implemented.

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Getting People on the Bus

• Internal marketing efforts will need to be
  completed.
  
• Accountability measures must be in place for all
  individuals.
  
• Changing who is on the bus may be necessary.

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Enrollment Management Construct