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From the 2009 National Small College Enrollment Conference, this presentation gives an overview and insights on how to create a sustainable relationship management program to impact enrollment.
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Developing a Relationship Management Model
Customer Relations Management in an Enrollment Universe
Joe Szejk, VP for Enrollment & MarketingCollege of Saint Mary
Who are We?College of Saint Mary is a private, Catholic, all-women’s university in Omaha, NE.
Very Mission-Oriented and Student-Centeredo Niche Programs and Scholarshipso Extremely nimble and flexible to serve needs of
studentsTop of Mind Awareness Challenges
o ASQ Competitors very different “pulls” Positive Changes (2000 vs. 2010)
o Financial Strengtho Student Demographicso Academic Profile
CSM Enrollment Model SnapshotFall 2008
Enrollment Services Modelo “Recruiters”o Telephonic Focuso Extremely limited travelo < $1000 on events per yearo SPGP. . . .say what?o Messaging largely the same regardless of
audienceo Quantity of contacts, not quality
“We Don’t Know You.”Anecdotal evidence + micro-level reports = trend(?)Previous Marketing Campaign
o Intentionally “General” Images & Messaging July 2009
o Market Analysis conducted by independent research companyo 400 qualified adults in regiono Top-of-mind awareness, perceptions of CSM, quality of
academic programs, cost, etc.Conclusions
o Perceptions were largely positive (45%) or neutral (52%)
o Outside of “Catholic,” “All-Women’s,” and “Nursing” little else was known.
Action PlanLeverage Best Assets
o Community memberso Campus Engagement on numerous fronts
Segmented Messaging o Student Populationso Influencers
Thought Leadership & PR Effortso “Splash” stories, faculty reports, keynote speakers,
industry events, free webinars, Blogs, community organizations, etc.
New Marketing Campaign & Communications Plano Refreshed Brando Tv, radio, billboard campaigno Viewbook and Microsite (launch Aug. 2010)
Goals of Relationship Management{to}identify and establish, maintain and enhance
relationships with customers and other stakeholders, so that the objectives of all parties involved are met; and this is done by mutual exchange and fulfillment of promises over an extended period of time. The key point about relationship
marketing is the recognition that customers who make repeat purchases have a high lifetime value. Building close relationships with key customers should be mutually rewarding for both the customer and the company.
At our heart, small colleges should all be champions of relationship management!
Transactions vs. RelationshipsTransactional Marketing Relationship Management
Single sale focus Customer retention focus
Focus on product features Focus on customer value
Short-term promotions Long-term relationships
High price sensitivity Price sensitivity addressed through established trust
Discontinuous customer contact over short term
Continuous customer contact on a long term
Commitment to “sale” Commitment to “promise”
Quality is an operations issue Quality is paramount to all employees
The ultimate goal is to convert everyone to a CSM “Advocate!”
Enough Theory. . . . Get to the good stuff!
New Initiatives Outreach: Hitting targeted
stakeholders through a variety of means that intend to share our expertise or resources to their benefit. Aimed at committing to the needs of the community, this is huge in establishing trust factors.
Events: Engaging students and/or influencers in a more visceral, affecting way. These can be on-campus and off-campus but always with a clear and deliberate goal and message in mind.
Thought Leadership: Actively positioning CSM as an organization of authority, a resource, and a trusted advisor on issues such as: women’s leadership, service learning, diversity of perspectives, creative thinking, peer mentoring, etc.
Influencers Concerted effort to affect those who
influence college choice View them as customers with an
extremely long “lifetime value.”
Enrollment Goals
Influencers
New
Initiatives
Put to PracticeFirst Stakeholder Groups:
Secondary School Educators
the Archdiocese Community College
Educators Business Community
Each plan includes: Overview
o Why is this group important?
Themes o Key Messages
Specific Initiative Department Responsible Timeline & Outcomes
Other items to include can be cost, timeline to implement, priority, etc.
Example SubgroupTarget Group
Initiative Divisions Involved
Messaging
Desired Outcome
Priority
Cost
Community College
Articulation Luncheon
Academic Affairs & Enrollment
•Transfer-Friendly•Affordable•Academic Excellence
35 CC attendees; at least 10 program directors; 10 new CC contacts
1 (high)
$1250 (lunch and “thank you” gifts)
Community College
Guest Lecturer Days
Academic Affairs
•Academic Excellence
Five faculty per year lecture on special topic
2 (mid) NA
Community College
Articulation Days
Academic Affairs, Enrollment, Financial Aid
•Transfer-Friendly•Affordable•Academic Excellence
Travel to the colleges regarding transition to CSM
3 (low) NA
Community College
Partnerships
Varies Varies Leveraging resources cross-institutionally
2 (mid) Varies
Commercials
From slide six: intentionally “general” images & messaging
OLD
SCHOOL
Versus. . . .
Relationships extend to all media!
NEW
SCHOOL
Redemption or Ragnorak?
Event Attendees Acceptances Matriculants
Health Occupations Day
17 13 10
Science Day 18 10 5
Athletic Open House
23 23 9
Indicator 2008 2009 2010
Avg. GPA 3.37 3.41 3.49
Avg. ACT 20.7 21 21.5
We’ve also seen growth in key areas along with recruiting stronger students academically.
Three “New” Events for CSM and some outcomes. . . .
Nuggets If this is a wholly new approach for the institution, it may take
years to reap the rewards. Patience! Over time, your recruitment efforts should come easier and yield
higher quality students at a lower discount rate as your target community knows, and values, your institution.
The best approach to establishing a strong relationship with any group is through a multi-layered channels. Ideally, you will pool resources from various departments to work with the stakeholder community as a whole, not just one.
The campus community may appreciate the new initiatives but not fully understand the depth of what’s required:o Train on how to message, esp. Features/Benefits/Outcomes.o Cross-departmental communication will be at a premium,
particularly on event management & planning.o Events should be as interactive and hands-on as possible.o New evening and weekend hours or travel may be cause for
concern among other departments.o Hone budgetary requirements, outcomes and messaging well
in advance.