Transcription
Enrollment:StrategicImperativesFebruary, 2017 2017 Northern Illinois University
EMMC: How We’re OrganizedHARLAN TELLERInterim Vice President forEnrollment Management,Marketing and CommunicationsJOAN LAURINOAssistant to theVice PresidentLISA MINERSenior Director ofInstitutionalCommunicationsABBY DEANSenior Director ofUniversity Marketingand Creative ServicesJENNICE O'BRIENSenior Director ofWeb and InternalCommunicationsKATY SAALFELDActing Director ofUndergraduateAdmissionsREBECCA BABELANNE HARDYDirectors of Scholarshipand Student FinancialAid OfficeDigital & SocialContentUniversityMarketingWeb Strategy& ServicesSystems sis & IssuesManagementCreative ServicesInternalCommunicationsRecruitment &OutreachFamilyPrograming/ConnectionsStudent FinancialAidMedia RelationsEvents, Tours &Customer ServiceAdmissionsStrategicCommunications2ABBEY WOLFMANDirector of Orientationand Family Connections
Short-term goals Integrate two teams into one team, with one voice, onemission, one set of goals Improve approach to yield communications and partnerengagement Emphasize four key areas: Reengineer processes that result in better integration of recruitmentdisciplines Leverage technology/digital assets to better manage engagement andencourage “trial” Enhance partner relationships and engagement on yield-building activities Define and focus on our customer to put a “floor” on student census andbuild financially sustainable and growth-oriented model3
Where We s
Where We Are: Key FactorsExternal Factors5Internal Factors Secular decline in HighSchool graduates in Illinois Adoption, application of brandstandards is uneven More than 273K adults withsome college in our region– asubstantial opportunity EM and MC integration isgaining some traction CRM continuing to be rebuilt;integration project justbeginning State uncertainty affectingprospective student decisions Competition from out of stateparticularly contiguous states Responsibility for the “Four P’s”is diffuse Net outmigration of students –second largest in the US New leadership being recruitedfor EMMC
Assumptions Integration of EM and MC will provide incremental gains State budget issues will persist 80% revenue will need to come from tuition, fees, other revenuestreams Shrinkage of Illinois market for HS grads will accelerate Continued increase in net outmigration Fall of 2017 looking positive Benefits from program prioritization, process re-engineering (greaterefficiencies, better alignment) will come over time Brand reengineering, more effective brand governance will drive greaterbrand consistency and awareness6
Areas of opportunity: Yield and Capture35% (30%)Inquiry to application conversion (all)21.6% (17%)Inquiry to application conversion (excludingstealth)52% (70%)Admit rate (application to admit)*23% (36%)Yield rate(admit to enroll)*79% (94%)Capture rate(confirmations to enroll)7
EMMC Initiatives (by segment)First-year studentsLatino students Leverage percentage of ad spend into Latino communities Enhance presence at high schools with significant Latino demographics Partner with Latino Resource Center Sponsor community eventsYield-enhancing strategies Enhance alumni engagement Build-out college-specific communications down-funnel Leverage greater CRM functionality to send more high-impact communications Enhance Orientation experienceKey high school feeders8 Analyze on basis of demographics, strategic fit, net revenue potentialLeverage NIU connections (alumni, teachers, guidance counselors) Geo-target with paid digital media; synchronize with recruiter visits Support with peer-to-peer social media
EMMC Initiatives (by segment)Transfer students Leverage favorable perception of NIU brand among this segment Heavy-up marketing spend where we have “boots on the ground” Support with advertising dollars on a college-by-college basis Support B2B effortNon-traditional learners 9Support current campaigns with paid digital mediaEnsure we have the flexibility, pricing and programs the market wants/needsRevamp web presence to enhance appeal, content and user friendlinessReengineer admissions processMerge database management into Hobsons Connect system (CRM project)Ramp up face-to-face recruiting effortsIntegrate adult learners into existing web, social channels
EMMC Key InitiativesInitiativeCRMintegrationprojectBrand neCompletedDescriptionObjectivesIntegrate adult and graduateprospects into Hobson’sconnect, and build greaterfunctionality into CRM system. Increase efficiency and reduce costs Enhance up-funnel marketing andrecruitment approach Building down-funnel communications Enhance yieldRevise and strengthen brandand narrative standards. Drive greater brand consistency Maximize impact and effectiveness ofmarketing spendFeb-JuneExecute integrated paid mediacampaign, reinforced withearned and social media thatprovides “air cover” forrecruiting. FirstQuarterEnhance integration of brandinto all campus activities;expedite review of brandedmaterials. Better leverage of communications spend Greater brand consistency Encourage compliance with brandstandardsBuild brand awarenessIntegrate with direct recruitingTarget specific market segmentsReinforce key brand platform themes
EMMC Key Initiatives (2)InitiativeNet ionObjectivesNowFY2018Develop “top of funnel”strategy for ensuring abalanced approach to EM thatensures financial viability;integrate housing discountsinto overall financial aidstrategy. Ensure enough students who havecapacity to pay. Leverage financial aid and scholarshipsas enrollment management tools. Better predict prospective students’ability to persist and graduate Facilitate ability to fulfill accessmission. Enhance effectiveness of COBrecruitment and marketing efforts Create template for adoption by othercolleges Build brand awarenessCOB Sub-branddevelopmentFeb-MarchDevelop brand standards andnarrative for COB that ties touniversity condquarterWork with colleges to developspecific program and majormessaging for yieldcommunicationsAlumniengagementFeb-MayEnlist alumni to call and writeprospective students. Enhance yield for Fall 2017 and beyond Enhance yield for Fall 2017 and beyond
EMMC Key Initiatives nObjectivesOngoingFully leveraging thewebsite as a strategicmarketing tool andensuring ease ofnavigability. Focus web assets firmly on prospective students andparents Prioritize those websites that are most relevant torecruitment Build out content that drives users to college anddepartment sites Fully leverage web analytics to fine tune contentstrategy2017-18Determine thosesegments that holdgreatest potential forrecruiting andintegrate into “upfunnel” strategy. Take advantage of segments where we have“permission” to fully engage with, as well as thosethat are favorable from a demographics standpoint. “Broaden the playing field” by increasing the marketin which we compete. Analyze potential for achieving HSI designation andhow that would affect our recruitment effort.2017-18Recognize the role oforientation inimproving yield andcontinue improvingthe user experience. Develop on-line orientation modules, per industrybest practice. Fully engage entire campus. Build more parent-friendly programming.
Questions?
CRM integration project Feb-June Integrate adult and graduate prospects into Hobson’s connect, and build greater functionality into CRM system. Increase efficiency and reduce costs Enhance up-funnel marketing and recruitment approach Building down-funnel communications Enhance
