This post is based on an article in the current issue of University Business
Cohesive college admissions and marketing teams are now more vital than ever, when missed targets for enrollment and tuition revenue are the new normal for campuses. This year’s Chronicle of Higher Education’s survey of small colleges and mid-sized universities reported that almost 3 in 10 public institutions and more than 4 in 10 private institutions missed both their enrollment and their net tuition revenue goals this year. Well-coordinated college admissions and marketing offices ensure that institutional branding messages speak to recruitment needs, while admission recruiting communications encourage brand awareness and market penetration that resonate with students, faculty, staff, and alumni. A shared reporting structure is one way to break down campus silos, creating synergies among professional staff that may not exist otherwise. So too, less formal alliances developed among staff members can be key to ensuring messaging and marketing materials that speak to campus culture while working to meet enrollment goals.
Marketing a campus’s value proposition is also critical. According to the Ruffalo Noel Levitz 2016 E-Recruiting Practices Report for Four-Year and Two Year Institutions, 63 percent of high school seniors and 61 percent of high school juniors expect to see job placement outcomes on college websites. Prospective students want compelling webpages that speak authentically to student success, outcomes, and the particular attributes that make a campus unique. Furthermore, traditional platforms are becoming less relevant. RNL’s 2015 High School Students’ and Parents’ Perception of and Preferences for Communication with Colleges reported that 61 percent of student respondents had searched for colleges by viewing online videos and almost half used social media.
‘Closing the deal’ when it comes to college enrollment is everyone’s job
In order to meet expectations that demand both a relationship marketing strategy and a well branded presence, campus leaders must:
- Foster collaboration between the college admissions and marketing arms of the campus.
- Challenge the two departments to work together to develop strategic and long range enrollment marketing plans – translated into actionable steps.
- Provide an expectation for data-driven reports and communicate progress to faculty and staff, boards, and other influential campus constituents.
- Encourage partnerships among the development office, career services, financial aid officers, faculty, athletics, institutional research, residence life, and even auxiliary services to facilitate the publication of authentic material.
- Make sure the team stays current on prospective student preferences.
- Ensure differentiated marketing outreach to address individual concerns, tailored to reach specific students.
- Involve every department that communicates with prospective students and their families in order to ensure that brand consistency, stylistic preferences, delivery methods, and timing is synchronized.
- Engage professionals from the marketing arm of the institution to assist in training admissions recruiters and others in the campus community.
- Create a culture where any member of the campus can seamlessly articulate the costs and benefits of education at the institution.
- Give the enrollment marketing team a voice at the leadership table. Their expertise on trends, market volatility, and demographic shifts can provide much-needed context for enrollment and net tuition revenue projections.
LeAnn Hughes, vice president for enrollment and marketing at Illinois Wesleyan University, describes the value of this approach, “Much of my work at the cabinet level is to ensure our team is mindful of the impact of decisions as they pertain to enrollment outcomes. When discussions occur that have impact on budgets, tuition, discount rates, or headcount, I am able to communicate the possible implications in real time…. I have the ability to ensure marketing budget allocations of the institution are centralized and are invested in ways that will have the greatest possible impact toward driving revenue generating goals, rather than being unnecessarily diluted in initiatives that will do little to drive toward positive outcomes.”
In short, a coordinated structure where college admissions and marketing teams act collaboratively, and are then encouraged to provide a data-driven and informative voice to leadership, will provide the best opportunity for success.
For more on this topic, visit the February edition of University Business.
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