Board of Directorswebmedia.jcu.edu/board/files/2019/06/1... · Marketing Plan to Support Enrollment...
Transcript of Board of Directorswebmedia.jcu.edu/board/files/2019/06/1... · Marketing Plan to Support Enrollment...
Advancement Committee Meeting September 19, 2017
3:00 – 5:00 p.m. Alumni Lounge, Rodman Hall
Agenda
1. Welcome, Introductions and Opening Prayer B. Donnelly
2. Approval of Minutes from May 16, 2017 meeting B. Donnelly
3. Committee Chair Comments B. Donnelly
4. Resource Person Comments: Faculty, Staff, Student
5. Review Committee Charge B. Donnelly
6. Discussion of FY2018 Goals based on FY2017 Results D. Riley
Presidential Search Process Support
Strategic University Regions
Alumni Relations External Program Review D. Vitatoe
Philanthropic Support Strategic Plan R. Day
Marketing Plan to Support Enrollment and Brand N. Mazanowskio New Boler Website – boler.jcu.eduo Web Overhaul – RFPo Digital Advertising Strategy - RFP
7. Executive Session (fiduciaries only) B. Donnelly
Future Meetings
December 5, 2017 March 13, 2018 May 15, 2018
September 25 or 18, 2018
Board of Di rectors
Advancement Committee Meeting at Quail Hollow
Minutes from May 16, 2017 Voting Members Present: B. Donnelly (chair), B. Brown, D. Frate, B. Heltzel, B. Kahl,
J. Myers, K. Reynolds, G. Skoda, and S. Todd Voting Members Excused: R. Kramer, Abp. P. Pinder Also Present: D. Riley, R. Day, and N. Mazanowski
B. Donnelly called the meeting to order at 8:15 a.m. and met for 45 minutes before the Board Retreat began. B. Donnelly began the meeting by asking D. Riley to introduce the new AVP of Marketing, Natalie Mazanowski and the new AVP of Development, Richard Day who both began their tenure at John Carroll University the same day – on April 24, 2017. The minutes from the December 6, 2016 meeting were reviewed and approved without any changes. B. Donnelly asked for initial assessment of the marketing and development operations and team by the two new AVP hires. There was a lengthy discussion about marketing messaging and brand and the need to more directly support enrollment. Given the recent announcement about the retirement of Fr. Niehoff as JCU’s president the committee discussed how important the Jesuits and the Jesuit mission are to the brand and to engaging donors for major gifts. B. Heltzel expressed concern about future major gifts if the University is not led by a Jesuit or Catholic leader or if we are not able to maintain a strong Jesuit mission and identity. Having just finished a successful campaign, the Forever Carroll Campaign, at $104 million, R. Day discussed how his team was focused on how best to engage donors to support the University’s Strategic Plan: Promise and Prominence now in its second year. He is also assessing basic development operations, is focused on improving the planned giving and corporate giving programs, and assessing the individual performance of major gift officers. The Committee adjourned into Executive Session at 9:00 a.m.
Board of Di rectors
Advancement Committee
Proposed year-Long Meeting Agendas for FY2018 Tuesday, September 19, 2017, 3:00 – 5:00 p.m. – Alumni Lounge
1. Opening Prayer 2. Review and Approve Minutes of Meeting held on May 16, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Review Committee Charge 6. Discussion of FY2018 Goals based on FY2017 Results
External Program Review for Alumni Relations
Philanthropic Support of Strategic Plan
Marketing Plan to Support Enrollment and Brand 7. Executive Session
Tuesday, December 5, 2017, 3:00 – 5:00 pm – Alumni Lounge
1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on September 19, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Update on FY2018 Goals
Update on Marketing Plan to Support Enrollment: Web Overhaul and Brand 6. Resolution to Approve Philanthropic Priorities in Support of the Strategic Plan 7. Executive Session
Tuesday, March 13, 2018, 3:00 – 5:00 pm – Alumni Lounge
1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on December 5, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. Discussion of FY2018 Goals
Update on Alumni Relations Program Review 6. Executive Session
Tuesday, May 15, 2018, 3:00 – 5:00 pm – Alumni Lounge
1. Opening Prayer 2. Review and Approve Draft Minutes of Meeting held on March 14, 2017 3. Committee Chair Comments 4. Committee Resource Comments (Faculty, Staff and Student Liaisons) 5. FY2018 Year-End Results and Setting FY2019 Goals 6. Executive Session
Board of Di rectors
UndergraduateEnrollmentPlanStrategic ★ Personal ★ Collaborative ★ Invitational
1st YearObjectives
§ Fall 2018 Enrollment
§ Option one: Increase Head Count
§ Freshmen class: 765-785§ Maintain or decrease acceptance rate
§ Maintain discount rate
§ Option two: Maximize Net Tuition Revenue
§ Balance quantity and quality with revenue goals
§ Build sustainable enrollment office
§ Increase ability to track, analyze, respond & report
§ Increase ROI
§ Improve coordination
§ Future focus on reducing acceptance rate
FOCUS: TRADITIONAL FRESHMEN
& Longer Term Goals
• Recruitment travel• Counselor outreach• Campus visits• Call campaigns• Community partnerships• Integrated Outreach Program
• Other Populations
• Reorganize• Tour Guides• Processes &
Reporting• Internal partnerships
• List Purchases• Digital marketing• Traditional advertising & sponsorships
• Media outreach & reputation management
• Website• Print & direct mail• Influencer communications• Related: Messaging & brand
• Financial Aid & Scholarships
• PerformanceAnalysis
• Market Position
Data Analysis& Planning
Marketing Tactics
Recruitment Tactics
Operations Improvements
FoundationforSuccess&
Sustainability:Comprehensive
Analysis
DATA TO DRIVE DECISION-MAKING
§ Leverage financial aid
§ YOY data, in-cycle at each stage in the pipeline
§ Understand place in market
§ Define our competitor set
§ Identify where to best direct resources: geographic markets & key accounts
§ Understand current brand awareness and perception
§ Begin to identify future opportunities
6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 Year2 Year3
CommonApplicatonsPriorityApplicationsAdmissiondecisions MailFinancialaidoffersEnrollmentdepositsOrientation
PlanGatherinternaldataHireconsultantEst.FinancialstrategyProspectAnalysisGeo/KeyaccountanalysisRefinegeo&keyaccountstrategy
RecruitmenttacticanalysisCompetitoraudit
Externalmarketresearch RFPPortfolioevaluationEstablishYOYdashboardActivity/leadsourcetracking
Costperactivityanalysis
KeyDeadlines
Analysis&Planning
FoundationforSuccess&
Sustainability:Comprehensive
Analysis
ENROLLMENT OPERATIONS
§ Reorganized for better service and strategic approach
§ Strengthen core capabilities of enrollment staff
§ Strengthen student tour guides
§ Improve processes & reporting
§ Strengthen internal partnerships
6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 Year2 Year3
Reorganize
EMTrainingEst.InquiryGoalsforEmsLeadershiptravel
TrainTourGuides
YOYReportingSlateImprovementsProcessDocumentationUpdateadmissionreviewprocessUpdatetrainingguides
RegularmeetingswithIMCInternalcontactguides&trainingEstablishuniversityenrollmentcommitteeSignatureprogramplanning
StudentambassadorsParentinvolvementAthleticsSoftwareSelection
Plan:Selecton-campusnon-recruitmenteventsExternalpartnershipdevelopment
StrengthenEms
Strengthentourguides
ImproveProcesses&Reporting
InternalPartnerhips
Operations
Communitypartnerships
University IMC• Visual identity• Brand & message• Media relations• Value proposition• Program
knowledge• Web overhaul
Recruitment&MarketingTactics
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Improve perception• Increase engagement• Qualify the lead• Convert to application
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Ensure students who start application complete all required elements
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
• Key deadlines• Generate excitement
• Increase awareness• Build brand• Shape perception• Generate interest to drive contact • Form completion
IntegratedOutreachProgram(pilot)
Enrollment
Alumni Relations:
Engagement
Donor Relations:
Scholarships
Career Services:
Internships
Athletics: Recruiting
Coordination
Institutional Partners
IntegratedOutreachProgram(pilot)
• Largest out of state market• HS visits: Canisius, Nardin, St. Joseph,
Sacred Heart, McQuaid
Buffalo (Oct. 30 – Nov. 1)
• Second largest out of state market• Partnerships: PA, Med, Pharmacy
Pittsburgh (Nov. 10 - 14)
• East coast focus, declining enrollment• Partnerships: Law, religion• Target high schools: Fairfield, Boston
College HS, St. Peter's Prep
NYC (Nov. 30 – Dec. 1)
• Declining enrollment• Partnerships: Law, med• Target HS: Viator, Loyola, Fenwick
Chicago (Dec. 11 -13)
IntegratedOutreachProgram(pilot)
Year 1
Alumni & parent participation
# of internships secured
#/$ of new scholarships
% increase inquiry
Years
2 + 3Alumni & parent
continued engagement
# of internships completed
# of scholarships used
% increase inquiries/apps/enrolled
6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 Year2 Year3
Recruitenttravel-HSVisits&CollegefairsAdmittedstudentreceptionsCounselormeetingSendoffsStudentPaths-ClassroomvisitsIntegratedOutreachVisits
Events-RefineDailyVisitsHomecomingvisitdayPSATVisitdayBlueStreakpreviewPresident'sDayJuniorOpenHouseCelebrationCookoutsontheQuad
CallcampaignsCallcampaigns
AdmissionsTravel
CampusVisitsProgram
6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 Year2 Year3
Listpurchases
Selectnewdigitaladfirm RPFAwarenesstoinquiryInquirytoappadsApptoenrollads
InstallnewmarketingautomationAwarenesstoinquiryemailsInquirytoappemailsApptoenrollemails
SocialMedia-continueSocialmedia-interimplan,policiesSocialMedia-improveconversionVideoadsVideoseriesChooseyourownadventureapp
AdvertisingplanPrintads(catholic,USAtoday,Edguides)HSsponsorships
InterimadmissionsupdatesInterimacademicupdatesInterimstudentaffairsupdatesRegion/citylandingpagesAdlandingpagesMicrositeoverhaul
CatalogueandassessexistingmaterialsPlan-PrintupgradesRoadpieceAdmissionpacketAcademicProgrambrochures-5(DM-Inquiry)Storyprogrambrochure(DM-App)AwarenesspieceTBD
Event&Otherexistingpieces
Planinfluencercommunications
Newfirm
IMCforEnrollment
DigitalMarketing
TraditionalAds&Sponsorships
Website
Print&DirectMail
Influencercommunications
Continuedfromlastcycle NewfirmContinued NewFirm
6/17 7/17 8/17 9/17 10/17 11/17 12/17 1/18 2/18 3/18 4/18 5/18 6/18 7/18 8/18 9/18 Year2 Year3
Developplan
Workloadaudit&analysisProjectmanagementsystemupgradeProjectintakeandmanagementprocessimprovementTemplateupdatesReorganization&newhiresPerformancedevelopmentplansTeamretreatInternaltrainings(PM,strengthsfinders)Dashboard&reporting
Internalbrandresearch BidBrandchangemanagementplanBrandframework&identity VisualProgramknowledge&contentWritingprocessguidePhotoprocessguideNewphotomanagementsystem
Featurestories(4/Month)w/photo/videoCampusphotoshootsMediarelationsplanMonitorcollegesearchonlinePeer-schoolnewsletters/mailingsExpertlist
BrandadvertisingplanPrintadsBillboards/airports/Other
Weboverhaul RFP
InternalCommunicationsGradenrollmentAlumni/developmentAcademic&studentaffairs
Transferandtagphotos
Site&contentdevelopment
UniversityIMC
IMCSupportplans
Operationalimprovements
Branding
Tellthestory
TransferOverview
§ Our most significant group of transfer students plan to
enroll full-time
§ Activities include: Credit-transfer meetings, campus
visits, direct mail, transfer fairs, campus visits, special
transfer orientation
§ Biggest challenges: Foreign language placement test,
articulation and degree pathways, poor planning and
processes, limited visit opportunities
§ Adjustments/improvements: No test required,
articulation agreements, improved planning & IMC,
more visit opportunities
Additional IMC•Brand & message• Brand ads•Web overhaul•Success stories
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
1|September2017
OVERVIEW
Thefollowingisafull-cycleundergraduaterecruitmentplanforJohnCarrollUniversity,coveringactivitiesforthe2017-2018academicyearandbeyond.Itreflectsameasuredapproachtowhatwillamounttoacompleteoverhaulofenrollmentmanagement.
Ø Tacticswillbeinformedandadjustedaswegainabetterunderstandingofthedata.Ø GoalstiedtothestrategicgoalsandinstitutionalprioritiesoftheUniversity:optimizeenrollment,
increasenettuitionrevenue,alterourpositioninthemarket,andraisetheprominenceoftheUniversity.Ø Laysthegroundworkformoresuccessfulrecruitmenteffortsinthefuture.
THESPECIFICFIRST-YEAROBJECTIVESWILLBEFINALIZEDTHROUGHOURANALYSIS
JohnCarrollwilldevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.
• OPTIONONE:HEADCOUNTo Maintainnumberofinquiries~20Kandincreaseconversionrateofinquiriestoapplicationsfrom
17.2%to18.4%tomeetapplicationgoals*o IncreasenumberofapplicantstoJohnCarrollUniversityby2%(N=~3919applicants),which
wouldresultin3252admittedstudents.o Increaseyieldofadmittedstudentsby~1%to24.2%(N=787).(Note:Assumingan83%
acceptancerate,wewilladmitslightlyfewerstudentsthanin2017)o Increaseenrollmentfrom757to760,withareachgoalof787
• OPTIONTWO:NETTUITIONREVENUEo Basedonourevaluationofpricingstrategies,wemayalternativelypursuealowerenrollment
headcountthatmaximizesnettuitionrevenue.Reference:NetTuitionRevenueAnalysis
Otherfirst-yearobjectivesofthisplanare:
• Increaseabilitytorespondtoactivityoutcomes:measureimpactofeffortsthroughimpactreporting• Increaseinquiry,applicant,yieldmetricsinspecificregionsandschoolsandwithspecificpopulations• Understandandincreasereturnonrecruitmentinvestment• Improvecoordinationacrosscampusandwithalumnipartners• BetterunderstandandcommunicateJCU’svalueandpotential
*DuetolateentryintoJuniorSearch,itisnotfeasibletoincreaseinquiriesthiscycle,andmaynotbefeasibletoevenmaintaininquirynumber.Wewillinsteadfocusonensuringconversionofthoseinquiriesatarateneededtomeetapplicationobjectives.
Ø PRIMARYFOCUS:BEGINNINGFRESHMEN(I.E.TRADITIONALSTUDENTS)
FOUNDATIONFORSUCCESS&SUSTAINABILITY:DATA&OPERATIONS
COMPREHENSIVEANALYSISOFDATATODRIVEDECISION-MAKING
Astrategicapproachcanonlybecraftedwithaclearunderstandingoftheeffectivenessofourcurrenteffortsaswellasthemarketandourplaceinit
1.MAXIMIZEFINANCIALAID,DISCOUNTS,ANDSCHOLARSHIPS
FinancialAidisakeyfactorincollegechoice.Mostrecently,wepartneredwithAppliedPolicyResearch(APR)todevelopastrategyfocusedonpricepoint.Thefirstyearwassuccess,butthesecondyearweheededtheiradviceandalteredourmeritstrategy,whichresultedinadismissalyear.Revertingbacktoouroriginalmeritapproach
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
2|September2017
whileutilizingAPR’sneedstrategyandsawimprovementsinyield,whichgaveustheconfidencetoendourrelationshipwithAPRandcreateourownfinancialaidmatrixbasedthatweadjustannuallybasedonpreviousyieldresults,applicationtrends,FAFSAdataandinternalreviewofourpopulation.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18:
Ø STRAGICBALANCEBETWEENHEADCOUNTANDNETTUITIONREVENUE
Thisyear,wewillpartnerwithHumanCapitaltoconductaprice,affordabilityandneedsanalysisincludinganalysisofcompositionandpositioningofaidpackagesandassessmentoffinancialburdenandpriceparityforfamiliesofdifferentfinancialmeans.Bybetterunderstandingtuitionbenchmarkingandtuitionsensitivity,JohnCarrollwillbeabletodevelopatuitiondiscountmodelthatwillhavethemostimpactingrowingstudentenrollmentandnettuitionrevenuewithoutsacrificingourgoaltoattractandretainahighabilityanddiversestudentpopulation.
Ø MARKETEXISTINGENDOWEDSCHOLARSHIPS
2.EVALUATEPASTPERFORMANCE
Ø PRIMARYFOCUS:UNDERSTANDYOYDATA,IN-CYCLEATEACHSTAGEINTHEPIPELINE
InpartnershipwithHumanCapital,wewillconsolidateexistingstudentdatafrompreviousyearstobetterunderstandtheimpactofourenrollmentandmarketingactivitiesonconversion/yieldateachstageinthepipeline.Ifnotpossibletoevaluatepreviousyears,wewillmakeitaprioritytobetterunderstandthecostandROIforallactivitiesthisyear(visits,events,advertising,etc),includingexaminationofleadsource(s),andcostperlead,inquiry,applicant,andenrolledstudent,aggregateeffectofdifferentactivities,etc.Inaddition,wewillcontinuetorefineandanalyzeouradmissionsurveys.
3.UNDERSTANDOURPOSITION
DEFINETHECOMPETITION
WiththehelpofHumanCapital,wewillrefineourdefinitionof“thecompetition”tobetterunderstandthecomparativevaluepropositions,pricingstrategies,enrollmentmetrics,andrecruitmentstrategies/tacticsofbothpotentialcompetitorsandcollaborators.Additionally,wewillassesscompetitortacticsandmessagingthroughanadvertisingandeventaudit.
REFINEGEOGRAPHICMARKETS
TheHumanCapitalanalysismayinformadjustmentstoourcurrentgeographicmarkets,definedas:NortheastOH;RestofOH;ContiguousRingStates:ourcoreout-of-statemarkets;TertiaryRingStates;OuterRingStates;InternationalMarkets
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø IDENTIFYWHERETOBESTDIRECTRESOURCES
REFINEOURKEYACCOUNTS
In2016weidentified85highschoolsin5statesas“keyaccounts.”EM’stakeaspecializedapproachwiththeseschools–withhigherthanaveragecontactandqualityofvisits.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø USEANALYSISTOREFINE&ADJUSTTARGETS
KEYACCOUNTS• 85highschools• 5states• Average10applicantsper
school• Makeup42%ofapplicants• Makeup50%ofSignature
Programapplicants• 421enrolledthisfall(60%)
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
3|September2017
OTHERRESEARCH&ANALYSIS
Ø PRIMARYFOCUS:BRANDAWARENESS&MARKETOPPORTUNITIES
Thisyear,JCUwillinvestinacomprehensivestudytoidentifyhigh-growthandemergingprogramopportunitiesforourkeymarkets.Thisinformationwillhelpguideoureffortsinthefollowingyeartoevaluateourexistingofferingsanddevelopnewones.Wewillalsomeasureourbrandawarenessandperceptiontoestablishabaselinefromwhichwewillgaugetheimpactofourpromotionalactivities.
Ø FUTUREFOCUS:PORTFOLIOEVALUATION
COMPREHENSIVEANALYSIS&IMPROVEMENTOFENROLLMENTOPERATIONS
Weareadjustingenrollmentoperationstoensureeffectiveness,efficiency,andcollaborationacrosscampus.Weknowthatthepeoplewhowillexecutethisplanarejustasimportantastheanalysisthatwillbeusedtoinformtheplan.
1.REORGANIZEFOREFFECIENCY&EFFECTIVENESS
Ø COMPLETED:REORGANIZEDFORBETTERSERVICE;NEWHIRESFORSTRATEGICAPPROACH
WithbothaninterimUniversityPresidentandVPforEnrollmentinplace,wewanttoprovidetheincomingadministratorsthemosteffectiveteampossible,whilestillallowingflexibilitytoaccommodatetheirownvision.OverthepastfourmonthstheUniversityhasmadesignificantrestructuringmovesinenrollmentandmarketingtoensureadequateexpertiseinenrollmentmarketing,provideleadershipincampusprogrammingandrecruitmentevents,providedirectionfortheadmissionofnon-traditionalstudentpopulations,establishastrategicenrollmentmanagementteamtoinformenrollmentstrategy,andreorganizestafftobuildonstrengthsanddevelopexpertiseinhigh-impact,high-touchpractices.
2.STRENGTHENCORECAPABILITIESOFENROLLMENTSTAFF
Asthefront-lineforprospectivestudents,enrollmentmanagersarevitaltoasuccessfuladmissionscycle.JohnCarrollmarketstheseasasignature“personaltouch”thatarisesfrombothoursmallsizeaswellastheJesuittraditionofeducatingthewholeperson.Inpreviouscycles,enrollmentmanagershaveestablishedandregularlymonitoredapplicationanddepositgoals,focusingoncontactwithpriorityinquiries(thosemostlikelytoapply)andalladmittedstudentsfromtheirmarkets.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø MoreEMmeetingstosharebestpracticesØ Improvetrainingforenrollmentmanagersonkeymessages,academicprogramsandcareer/majorselection.Ø Leadershiptravelwithenrollmentmanagerstoobserve,evaluateandrefineoureffortsinthisarea.
3.STRENGTHENOURSTUDENTTOURGUIDES
Wespendsignificanttimerecruitingandtrainingstudenttourguides,astheycansinglehandedly“makeorbreak”avisitor’sexperienceoncampus.Wehavearigorousapplication,interview,andselectionprocess,andanextensivetrainingprogrambeforethefallsemesterbegins.Welookforthebestofthebestoncampusandwanttourguidestobeseenasleadersoncampus.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø IMPROVETRAINING&TIMEMANAGEMENT
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
4|September2017
4.IMPROVEPROCESSES&REPORTING
Ø PRIMARYFOCUS:IMPROVEDDASHBOARDS&PROCESSDOCUMENTATION
Visit:http://sites.jcu.edu/analytics/
Currently,sites.jcu.edu/analyticsisanintranetsitewithonedashboardshowingyear-to-datenumbersofapplications,admits,anddeposits.Thissitewillbesignificantlyexpandedwithmuchmoredetailanddatathroughavarietyofnewdashboards.Thiswillbeamixofyear-to-dateanalysisaswellasend-of-cycleanalysis.
Inaddition,wewilldevelopanddocumentprocesses,policiesandguidesforareasofdatamanagement,training,visitandeventplanning,admissionsreview,andSLATECRM.
5.STRENGTHENINTERNALPARTNERSHIPSSuccessfulrecruitmentreliesonpersonalcontactwithcurrentstudents,facultyandotherkeyindividualswithwhomprospectswilleventuallyinteractasstudents.Furthermore,becauserecruitmentstaffmemberswillnotalwaysbethefirsttouchpoint,itisimperativethatallfaculty,staffandstudentsunderstandandadheretoasetofguidelinesforspeakingandworkingwithprospectivestudents.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø ACADEMICUNITS&SIGNATUREPROGRAMSØ ALUMNI&PARENTSØ ATHLETICS
ADMISSIONS/RECRUITMENTTACTICS
RECRUITMENTTRAVEL
Eachenrollmentmanager(EM)developstheirowndata-informedterritorytravelplanwithinputprovidedbytheAssociateDirector.EMsarerequiredtovisitallkeyaccountschools.Adaywilltypicallyincludeatleast3highschoolvisitsalongwithacollegefair,panel,orinformationalinterviewsintheevening.
OBSTACLE:Manyhighschoolswhencollegerepresentativesareabletovisit.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø ADJUSTTRAVELFORMOSTIMPACT&FINDALTERNATIVESTOCOUNSELORVISITS
COUNSELOROUTREACH
Wehavearobusthighschoolcounseloroutreachprogramthatincludesregularcommunication,personalinteractionduringtravel,financialaidpresentations,eventsoncampus,groupvisitstocampus,andaCounselorAdvisoryBoardcounselorswhosharecurrenttrends,discussneedsofprospectivestudents,andadviseJCUonpolicies,procedures,requirements,andofferings.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø COLLABORATEWITHIMCTOIMPROVETHECONSISTENCYOFOURMESSAGING
Ø UTILIZEOURADVISORYBOARDFORFEEDBACKANDGUIDANCEONMANYOFOURRECRUITMENTINITIATIVES.
RECRUITMENTTRAVEL
HIGHSCHOOLVISITS
• 229highschools• 14states• 498seniors
• 286applied• 111enrolled
COLLEGEFAIRS
• 100fairs• 17statesandDC• 790students
interested• 39enrolled
RECEPTIONS
• 14acceptedstudentreceptions
• 13cities
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
5|September2017
CAMPUSVISITPROGRAM
Weofferawide-rangeofhigh-impactcampusvisitopportunitiesthroughouttheyear.Theofficeisopenthroughouttheweekforinformationsessionsandtoursandisopentypically15Saturdaysduringtheacademicyear.Personalizedvisitsarealsoofferedtoseniorsthroughouttheweekduringtheacademicyear.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø REFINEOUROFFERINGS,EXPLORINGOPPORTUNITIESFORSEGMENTATION.Ø OVERHAULOURPRESENTATIONSTOREFLECTTHEVOICEANDSTORIESOFOURSTUDENTS.Ø POSSIBLEADDITIONS:INSTANTDECISIONDAY,OVERNIGHTVISITS,HONORSBREAKFAST
CALLCAMPAIGNS
Ourstudentcallcenteroperatesfivenightsaweekduringtheacademicyear,withfourstudentscallingeachnight.
• Upto300callsfromcallcenterfivenightsaweekduringtheacademicyear,withfourstudentscallingeachnight.
o 15%successrateofspeakingwithsomeonewhenplacingacalltoaninquiryoradmittedstudento 3%successratewhencallingprospects.
• Additionalcallso Senioradministrators:20-25students(SignaturePrograms)–Total257o BoardofDirectors:142specificallyidentifiedstudents.o Alumniambassadors:548admittedstudents.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18Ø ADJUSTASWELEARNMOREFROMTHEDATAØ BETTERTIETOTHEOVERALLCOMMUNICATIONSANDENGAGEMENTACTIVITIESØ EXPLOREONLINECHATSTAFFEDBYSTUDENTCALLCENTERSTAFF
COMMUNITYPARTNERSHIPS
OutreachforJohnCarrollUniversity’sOfficeofAdmissioncurrentlyincludesapartnershipwithClevelandareacollege-accessorganizations,TheHigherEducationCompactProgramofGreaterCleveland,andCollegeNowofGreaterCleveland.AsapostsecondarypartnertotheCompact,JCUsupportseffortstoeducatestudentsonthetopicsofcollegereadiness,access,andpersistence.Inreturn,JCUisabletoremaincurrentonrecentClevelandPublichighschoolmatriculationtrends.ThisinformationispresentedthroughanannualsymposiumattendedbyrepresentativesofJohnCarrollUniversity.
KEYIMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø PARTNERWITHSELECTON-CAMPUSNON-RECRUITMENTEVENTSANDACTIVITIESØ CONNECTWITHADDITIONALORGANIZATIONSINCLUDINGESPERANZA,SAYYESTOCOLLEGE,ETC.
INTEGRATEDOUTREACHPROGRAM(PILOT)
WeseektobetteroptimizeUniversityresourcesthroughanintegratedapproachtoimproveinternalcollaboration,optimizehumanresources,andengageouralumniandparentsofcurrentstudentsineffortstoraisetheprominenceofJohnCarrollUniversity.
Wehaveidentifiedfour(4)targetcitiestopilotthisapproachduringthefallsemester2017.Whilewehavetriedtochooseareaswherewefeelthatthereislikelihoodofsuccess,ourdata-analysiscapabilitieshavebeenlimited.OurpartnershipwithHumanCapitalwillhelpusbetterunderstandopportunitiesin
PILOTCITIES• WesternNY(Integratedvisit
days:Buffalo)• Pittsburgh• Chicago• EastCoast:NY/NJ/CT(Integrated
visitdays:NewYork)
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
6|September2017
geographicmarketsandkeyaccounthighschools.Therefore,whileourcurrentplanistofocusontheseareasforatleast3years,improveddataanalysismayresultintheeliminationoradditionofregions.
Thisintegratedstrategywillbemostvisibleinplanned2to3dayvisitstoeachtargetcityorregion.Ineachcityactivitiesmayincludealumniandparentreceptionsornetworkingevents,“roundtable”eventsforalumniandparentstoinvitefeedbackandparticipation,high-profilealumnivisitsrelatedtointernshipsandfundraising,visitswithotherhighereducationinstitutionstodevelopadvanceddegreepartnerships,andhighschoolvisitstoselectschools.
TRANSFER&VETERANS(OVERVIEW)
TransferEnrollmentatJohnCarrollhasfluctuatedoverthepastseveralyears,andisnowinneedofastrategicrecruitmentplantoattractandretainmoretransferstudents.Thisplanwillnotonlyincludecurrentindustryrecruitmentpractices,butinnovativewaysinwhichthevalueandstrengthofaJohnCarrolldegreecanbearticulatedtoprospectivestudents.
Currentstrategiesincludevisitstocommunitycolleges,transferfairs,andmeetingswithprospects.Wealsoprovidecustomvisitopportunitiesaswellasatransferorientation.
TacticalrecruitmentofourVeteranshastakenaslightpauseoverthepastfewyearsandeffortshavebeenmadethisyearinordertoassesscurrentpractices,reinvigoraterecruitmentandsupportcurrentlyenrolledVeterans.
IMPROVEMENTS/ADJUSTMENTSFOR2017-18
Ø MOREVISITOPPORTUNITIESØ FILLINMARKETINGGAPSØ OFF-SITEOUTREACHONMILITARYBASES
MARKETING&COMMUNICATIONSANALYSIS&OVERVIEW
Thisfull-cycle,multi-channelprogramwillengageandguidestudents,parentsandtheirinfluencersthroughtheirjourneyfromawarenesstointeresttoadmissionandenrollment.
Ø IntegratedapproachtoensureconsistencyacrossallchannelsØ OutcomesfromactivitieswillbemonitoredandrefinedregularlyØ Adjusttacticsaswegainabetterunderstandingofthedata
IMCwillberesponsibleforthetoppartofthefunnelfromawarenesstoapplication.Atthepointofadmission,IMCwillcontinuetoprovidecommunicationssupport.Inthisyearoftransition,IMCandEnrollmentwillhavefullcollaborationandsupportwithregardtoplanningandreporting.Asbestaspossible,theunitswillworktogethertoensureaseamlessprocessforourprospectivestudentsaswellasacohesiveapproachtoanalysisandreportingofkeyperformanceindicatorsandreturnoninvestment.
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
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THEADMISSIONSFUNNEL
Anecessaryprecursortoarelevantandeffectivemarketingplanisdefiningourrecruitmentpipelineframework.Doingsowillestablisha“commonlanguage,”informthedevelopmentofkeymessages,andguidetheschedulingoffull-cyclerecruitmentcommunicationsandcoordinationwithadmissionactivities.Foreachstageinthepipeline,wewillanalyzeandformalizehowthesestudentsarecaptured/categorizedinourdatabases,whatstudentsneedandwanttoknow,andprimaryCTAs.Inaddition,wewillworktodeterminethecostandROIbyactivity/channelperinquiry,applicantandenrolledstudent
Ø NEXTSTEPS:MULTI-CHANNELCONTENTANDENGAGEMENTCALENDAR
PROMOTIONOVERVIEW
Wewilluseamultichannelapproachtotargetprospectivestudentsthroughrelevant,targeted,andpersonalizedcommunication.Wewilluseanintegratedapproachtoensureconsistencyacrossallchannelswhileadjustingasneededforregionorsegment.
LISTPURCHASES
Wetypicallypurchaseroughly120KnamesfromACTandCollegeBoard.
Ø REFINELISTPURCHASESBASEDONANALYSISWITHHUMANCAPITAL.
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
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DIGITALMARKETING
Fromourwebsitetointernetsearchtosocialmedia,digitalisthenumberonewayprospectivestudentsgatherinformationfortheircollegesearch.Themovetowarddigitalmeansthatwecanrefineourengagementthroughpersonalized,relevantcontentinwaysthatwerenotpossibleafewyearsago.
DIGITALADVERTISING
WeengagedAdvanceOhiothispastyeartoplanandexecuteonapaidsocialmediastrategy(digitalmarketing).Thecampaignstargetedbothprospectiveandadmittedstudents,aswellasparents,throughdisplayandsocial(FacebookandTwitter)advertisingaswellasretargeting.
Ø IMPROVEPLANNING,CONTENT,ANDFUNNELMANAGEMENTØ LEVERAGEDOLLARSACROSSCAMPUS
EMAILMARKETING&NURTUREPROGRAMS
Fortheprevious4to5years,weusedRuffaloCodytoconductourjuniorsearch.Thispastyear,weelectedtomovethisin-house.Thefocusofcommunicationlastyearwasprimarilyonyield:wehadanextensiveyieldcommunicationstream,composedofmorethan150emailsandtextmessagesoverthespanof4.5months.
Ø IMPLEMENTMARKETINGAUTOMATIONSYSTEMØ FULL-PIPELINENURTURESTREAMS,HIGHLYSEGMENTEDWITHDYNAMICANDPERSONALIZEDCONTENTØ ADJUST/IMPROVEIN-CYCLETODRIVEINQUIRIESANDAPPLICATIONS
SOCIALMEDIA
WeoperateaFacebookgroupexclusivelyforadmittedstudentsasaplacetoshareinformationandmeeteachother.Weutilizecurrentstudenttourguidestoaddressquestions;professionalstafftriestostepbackandletthestudentsrunthegroupthemselves.Wehad324studentsjointhegroupthispastcycle.Wehearrepeatedlythatdepositedstudentssearchforandfindroommatesthroughthisgroup.
Ø FOCUSONCONVERSIONØ ALIGNJCUANDENROLLMENTSOCIALMEDIAHANDLESANDACTIVITIESØ ESTABLISHPOLICIES,PROTOCOLS,TRAININGANDSCHEDULESØ NEWIDEAS:SNAPCHATVIDEOTOURS,INSTAGRAMSTORIES
VIDEO&NEWMEDIA
Videoallowsustoshowprospectivestudentswhatmakesusgreatinsteadoftellingthem.Lastyear,ayear-in-reviewwasproducedforourCelebrationeventforadmittedstudents
Ø INCORPORATEVIDEOANDOTHERNEWMEDIAINTOSTUDENTSUCCESSSTORIES/TESTIMONIALSØ CONSIDERING:YOUTUBE/ONLINEADS;LIVEVIDEO,PARENTTESTIMONIALS;IMPROVEDVIRTUALTOUR;
ANDINTERACTIVE“CHOOSEYOUROWNADVENTURE”APP;REGULARINFOGRAPHICS
TRADITIONALADVERTISING&SPONSORSHIPS
Traditionaladvertisinghasbeenhaphazardornon-existentinthepastfewyears.WepurchasedspaceintheCarnegieCatholicUniversityGuideandHobsons(?).
Ø AdvertiseinregionaloutletsØ Wehavepurchasedadsin:USATodayCollegeGuide;
Pittsburgh,WesternNYandChicagoCatholicPublications
Figure12017Facebookad
Fall2017Ad-CatholicNewspapers
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
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andwebsites;Crain’sseriesoffiveadvertorials;CarnegieCatholicUniversityGuide;ClevelandMagazine’sGuidetoEducation
Ø ExploreHSsponsorships,especiallyrelatedtoregionalstrategies.Ø RefineStudentPath’ssponsorshipsothatthisisnotjustasponsorshipbutinsteadisanopportunityfor
personalengagementwithenrollmentmanagersandalumni
WEBSITE
COMPLETEOVERHAULSCHEDULEDTOBEGINNOV1
WewilllaunchourwebsiteoverhaulprojectinNovember.TheRFPwasreleasedatthebeginningofSeptember,withselectionscheduledforearlyOctober.Weaimtocompletetheoverhaulbytheendofnextsummer.Thisprojectwillensurethatthesiteismobile-firstandisalignedwithdigitalmarketing(emailandadvertising)todrivetheuserexperiencetowardmeasurableimpact–timeonsite,visitregistration,informationrequest,andultimatelyapplicationandenrollment.
Wehavebegunwebsiteanalyticstounderstandcurrenttrafficandperformance,whichwewillusetoinformandadjustourstrategygoingforward.
INTERIMIMPROVEMENTS/ADJUSTMENTSFOR2017-2018
Intheinterim,wehaveupdatedtheAdmissionssiteandplantoupdatekeyareasforprospectivestudentsthroughoutthefall–degreeprogrampagesandstudentlife.Thesiteisbuiltformobilefirstandisdesignedtoprovideprospectivestudentswiththemajorityoftheinformationtheyneed–fromprograminformation,tofinancialaidandstudentlife.Otherinterimimprovements,scheduledforcompletionbymid-Januaryincludeupdatestoprogram/degreepagesandstudentlifelandingpage.
Thefollowingprojectswillbecompletedasneeded:
Ø Region/CitywebsitelandingpagesØ CampaignlandingpagesØ Selectprogrammicrositeoverhaul
PRINTCOLLATERAL&DIRECTMAIL
Thecurrentprintmaterialsareusedforin-personcontactonly.Outsideofeventpostcards,wedonothaveanydirectmailpieces.Inaddition,thecurrentpiecesarecopy-heavyandfrequentlyprovideunnecessaryinformation(e.g.eightorsopiecesonClevelandandapieceonJCUfacilities).
IMPROVEMENTS/ADJUSTMENTSFOR2017-2018
Ø Developaseriesofinterimpiecesfocusedonprovidingkeyinformationfortheappropriatestageinthepipeline
Ø Asmuchaspossible,wewillletstudentsandalumnistoriesillustrateourvalueanddistinction.
INFLUENCERCOMMUNICATIONS
Wewilldevelopparallelcommunicationsscheduleforparents,teachers,counselors,etc.
MESSAGING
Thisyear,wewilldevelopabrandframeworkforlong-termusethroughinternalandexternalresearch.Intheinterim,wearecreatingmessagingthatemphasizeshowtheuniquecombinationofsize,location,Jesuit-liberalartsfoundation,androbustalumninetworkprovideapersonalizedexperiencethatdevelopsintellect,leadership,characterandservice.Wehavebeguntousethisinads,print,andemails
JOHNCARROLLUNIVERSITY2017-18UNDERGRADUATEENROLLMENTPLANEXECUTIVESUMMARY
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Wewilldefinemessagesinordertobetterarticulateouruniquevalueproposition—comparewithcompetitors,usingrealstatisticsandstories,andfocusingonactualbenefitstostudents.
RELATED:JCUIMCPLAN
TheJCUIMCPlanprovidesaframeworkforbuildingafoundationforexcellenceinmarketingandcommunicationsbyaligningtheworkoftheunitwiththestrategicgoalsoftheuniversity.Inadditiontothemarketresearchdescribedabove,somekeyactivitiesoftheplanthatarerelevanttoenrollmentinclude:
• ConductingbrandresearchanddevelopingabrandframeworktobetterdefinetheJohnCarrolldifferenceandvalue.Wewilluseittoguidewritingacrossallchannelsandforallaudiences.
• Improvingthevisualidentitytobetterrepresentthebrandacrossallchannelsandacrosstheorganization,includingacatalogueofphotos/videosthatbetterrepresentthebenefitsofourprogramsandlocationaswellasouraspirationtobecomeamorediversecampus
• Developingaminimumof48studentandalumnistoriesthatreflecttheJohnCarrollbrand.Thesestorieswillbeusedinprintandonlineandwillbetiedtoareasofexcellence
• DevelopingamediarelationsplantoimprovetheawarenessandperceptionofJCU.• Leveragingadvertisingcostsacrossbothundergraduateandgraduateenrollment
MEASUREMENT&EVALUATIONWewillcreateadashboardandreportingschedule,thatwillinclude:
• Regularreportsonnumberofstudentscontactedandlevelofresponsiveness&interest• On-goingtrackingofstudents(detailedbyqualityindicators,point-of-entranceintopipeline,etc.)• Analysisofincreasesininterest/ratinglevels,deposits,housingapps,orientationregistration/attendance,
enrollment(establishabaselineformoreaccurateestimates)• Openandclick-throughratesforemailsandadvertisingaswellasconversionactivities• Numberofstudentsatevent(s)• Prospectsurveys–pre/postevents,atendofrecruitmentprocess• Feedbackfromdepartmentrepresentativesafterplaniscompleted• Operational?• Enrollmentmanagers?
BUDGET
TBD
TIMELINE
TBD