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![Page 1: Constructing Application Yield Sustainability Consistent with Resource Efficiency and Flexibility Peace Corps Presentation University of Chicago Consulting:](https://reader035.fdocuments.net/reader035/viewer/2022062516/56649da35503460f94a90111/html5/thumbnails/1.jpg)
Constructing Application Yield Sustainability Consistent with Resource Efficiency and Flexibility
Peace Corps PresentationUniversity of Chicago Consulting: Bain CompetitionApril 2011
Vrushank Vora, Vincent Yu & Mike Zhang
![Page 2: Constructing Application Yield Sustainability Consistent with Resource Efficiency and Flexibility Peace Corps Presentation University of Chicago Consulting:](https://reader035.fdocuments.net/reader035/viewer/2022062516/56649da35503460f94a90111/html5/thumbnails/2.jpg)
Objectives
• Focus on financial link between recruiting activities and yield creation
• Develop understanding of how to:• Create yield through recruiting activities• Develop more relevant metrics to capture
yield value of recruiting activities• Generate synergy between strategic
contacts, recruitment sites and regional recruiters
• Utilize multimedia tools to increase recruitment efficiency and flexibility
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Key Findings
• Recruiting activities create yield along three areas:• First and Second Tier Growth• Return on Third Tier and No Tier Coverage• Increased clarity and consistency with strategic
contacts
• Beliefs regarding correlation between regional visits and Third Tier individual nomination yield are inconclusive
• Opportunity for alternative recruitment activities to increase coverage yield while saving resources• Multimedia communication methods• Increased usage of strategic contacts
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Current Inhibitors
• Low Third-Tier-Yield-to-Cost ratio
• Second-Tier Untapped Growth Potential
•Unrecognized coverage potential
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How effectively are we using our resources?
Inefficient usage of
resources in producing application
yield
Highly productive first-tier application yields relative to resources
spent
Relatively productive second-tier
application yield relative to
resources spentUnproductive
third-tier application yield
relative to resources spent
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*Schools with strategic contacts are excluded
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How effective are regional visits per tier?
Suggests more effective
utilization of resources could be used while maintaining
applicant yields
After running regression, weak correlation was found between
third-tier regional visits and
application yields
Strong correlation was found between second-tier regional
visits and application yields
No statistically significant
difference between virtual visits and
actual visits
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Solutions to Inefficiency
Eliminate Third-Tier, Airplane Travel
Visits
Replace with Multimedia Virtual Calls and Student
Ambassadors
Save estimated nearly $6,000 in re-investment capital while maintaining applicants’ yield
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Multimedia Conferencing versus Regional Visits
Virtual Conference• $330 per session
• No trip costs• Maintains facial
consistency and familiarity
• Promotes similar nomination yield
Regional Visits• $1000 per session
• Overnight stay and airplane trip costs
• Time-to-travel hinders coverage
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Student Ambassador
s in Third-Tier Schools
Integrate with nichë
community service
organizations
Market virtual information sessions on
campus
General support at the virtual information
sessions
Prepared to answer
questions about
program year-round
Compensation plan based on stipend
and number of referral-
nominations
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Untapped Growth Potential
• Amongst Second Tier, strong correlation was found between frequency of visits and number of nominations
• If all recovered capital were redirected towards campaigns to Second-Tier schools• Increase yield of Second-Tier schools by
over fifteen percent• Create stronger synergy between
Second-Tier schools and recruiters
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Solutions to Inefficiency
Eliminate Third-Tier, Airplane Travel Visits
Replace with Multimedia Virtual Calls and Strategic
Contacts
Save estimated nearly $6,000 in re-investment capital while maintaining applicants’ yield
Increased Campaigns to
Second-Tier Schools
15% Increase in Second-Tier Yield
Production
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Coverage Potential
• If recovered capital were redirected towards expansion of third-tier schools• Increased spheres of influence in no-tier schools• Exposure to 17 more schools if video-conferencing tools were
expanded upon
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Coverage Growth
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Eliminate Third-Tier, Airplane Travel Visits
Replace with Multimedia Virtual Calls and Strategic
Contacts
Save estimated nearly $6,000 in re-investment capital while maintaining applicants’ yield
Increased Campaigns to
Second-Tier Schools
21% Increase in Third-Tier Coverage
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Contingency Plans
• Objectives: • Increase
recruitment versatility without affecting yield or overall efficiency during low-budget times • Maintain a Peace
Corps presence with fewer Peace Corps recruiters
• Outcomes: • A model that
minimizes traveling costs and replaces third-tier high-cost schools with student ambassadors and virtual conferences
• Assign virtual schools to recruiters with less ground to cover
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With 16 Recruiters
• Redistribution: • Bowling Green and Toledo moved to KAS and OH FBR team • University of Chicago/DePaul under IL and MO Team • Virtual school third-tier, high cost teams to MI and WI/ND teams
• Results: • IN/KY and IL/MO teams have relatively more physical universities
and student population to recruit.• MI and WI/ND teams would have both physical and virtual
campaigns to run
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With 15 and 14 Recruiters
1 Less…• Transfer WI Team physical university responsibilities to MI
and redistribute the virtual, student-ambassador contracts
2 Less...• Combine the two IN teams physical campaigns and
redistribute their virtual campaigns evenly
Conclusion: • Contingency plans become more flexible by splitting
the physical responsibilities across FBRs and evenly distributing the virtual campaigns across the remaining recruiters