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Slide 2
Outline of Presentation
Introductory Remarks
About Northeastern University
Strategic Enrollment Management the necessary
ingredients
Concluding Comments
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Slide 3
About Northeastern
Northeastern University is a private, urban, research university,
located in the heart of Bostons Back Bay
A leader in practice oriented education
NU enrolls approximately 19,000 full and part-time undergraduate,
4,500 graduate and professional students On campus population 7,400
9 new residence halls in 7 years
Frosh planning to live with parents: 32% (1992) 6% (2004)
Northeasterns neighbors include the Museum of Fine Arts, the
Boston Symphony Orchestra, the Huntington Theatre Company,and the New England Conservatory
Fenway park
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Slide 4
NU
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Slide 5
The Fall 2005 Freshman Class
25,467: Applications for 2,800 places
1,225: Mean SAT score
47%: Acceptance rate
66%: Freshmen from outside Massachusetts
70th: Selectivity Rank in US News (2006 edition)
115th: US News Ranking (2006 edition)
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Slide 6
Enrolled Freshmen Mean SAT
10521110
1225
984
400
500
600
700
800
900
1000
1100
1200
1300
1990 1995 2000 2005
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Slide 7
Freshmen-to-Sophomore
Retention Rate
70.0%75.0%
78.8%84.0%
90.0%
0%
20%
40%
60%
80%
100%
1992 1995 1998 2002 2005
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Slide 8
Six Year Graduation Rate
40.2%
52.7%
61.0%
72.0%
0%
20%
40%
60%
80%
100%
1990 1995 2000-Proj 2005-Proj.
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Slide 9
EMSA Organizational Chart
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Slide 10
Whats the Goal of
Enrollment Management?Reach your aspirations around the students you
attract (recruitment)
Reach your aspirations around level ofperformance of your students (retention)
Look forbestways to achieve your aspiration
(strategy and performance)
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Slide 11
Multiple Levels of EnrollmentManagement
Continuous
Evaluation
Strategic
Tactical
Communication/Collaboration
Structural
Organizational alignment
System support
Information management tools
Research
Planning model
Revenue forecastGoals and Outcomes
Marketing plans; territory selectionEvent, program and service plan
Conversion plans
FA leveraging model
Retention plan
Market position and trends
Price and net price
Strategic indicators to influence
Changing student expectations
Competition
Goals and KPIs
Performance evaluations
Student evaluations
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Slide 12
The Necessary Ingredients
1. An integrated Enrollment Planningprocess
2. Invest in Research
3. Clear idea of brand, value, marketposition
4. Establish clear, measurable goals &benchmarks
5. Track and monitor regularly
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Slide 13
An Integrated Enrollment
Planning ProcessStrategic
Integrated part of University planning
Defined within the academic context of the
institutionComprehensive in its approach to
enrollment: Identification
Recruitment
Retention
Delivery
Evaluation
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Slide 14
An Integrated Enrollment
Planning ProcessSustains long term health of the organization
Well articulated goals that hang together andrecognize compromises a process of
optimizationFeasible
Institutionally supported (not consensus)
Have a plan write it, present it, know how to
measure it, and prepare to adjust it - the 80/20Rule
Have a long term and short term view &tracking mechanism
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Slide 15
STUDENT CENTERED
Goal 7 To retain undergraduate and graduate students at a level commensuratewith a high
quality, nationally recognized private university.
Measure
Attain freshman rate of 89% by
04, 90% by 05; remain minimum
of 90%
Attain a six-year graduation rate
of 60% by 2004, 62% by 05, 64%
by 06, 66% by 07, 68% by 08,
and 70% by 09
Context
Graduation rate in 2003was
60%; Freshman rate was 87%
59%
Status
Model predicts
reaching FY04 level
NU SEM Plan Example Long Term
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Slide 16
The Necessary Ingredients
1. An integrated Enrollment Planningprocess
2. Invest in Research
3. Clear idea of brand, value, market
position4. Establish clear, measurable goals &
benchmarks
5. Track and monitor regularly
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Slide 17
Framework for EM Research
A Competitive Context
Research
External Internal
Demo/Economic
ContextMarket/Competitors
Funnel
Pop to Applicants
Funnel
Apps to Enrolled
Funnel
Enrolled to Alumni
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Slide 18
Market/Competitors
Sources of Information ASQ
Reports
Electronic file with individual student data
US News
Readily available, already compiled (and availableelectronically), widely understood
IPEDS
Institutional characteristics
Enrollments
Degrees conferred
Finance
Faculty salaries
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Slide 19
The Necessary Ingredients
1. An integrated Enrollment Planningprocess
2. Invest in Research
3. Clear idea of brand, value, marketposition
4. Establish clear, measurable goals &benchmarks
5. Track and monitor regularly
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Slide 20
Competitive Landscape
2001 2004 Abs Chg % ChgPublic Univ Tier 4 88 50 -38 -43%
Priv Univ Tier 4 34 25 -9 -26%
Northeastern 2,234 2,058 -176 -8%
Priv Univ Tier 3 72 72 0 0%
Public Univ 51-129 808 824 16 2%
Public Univ Tier 3 178 182 4 2%
Total 5,314 5,741 427 8%
Priv. Univ Rank 26-75 1,286 1,645 359 28%
Priv. Univ Rank 76-129 163 209 46 28%
Public Univ Top 50 149 220 71 48%
Priv. Univ Rank 1-25 302 456 154 51%
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Slide 21
Competitor ChronicleType of Institution: Private
Religious Affiliation: None
Founded: 1839
Academic Calendar: Semester
Setting: Urban
Carnegie Classification: Doctoral/Research-Extensive
NU Competitor Group: Core; Lucky Thirteen
2005 Ed. 2006 ed.
Ranking 56 60
Peer Assessment 3.4 3.3
Undergraduate Enrollment 17,682 17,740
Admissions 2005 Ed. 2006 ed. Expenses 2005 Ed. 2006 ed.
Applicants 29,356 28,240 Tution (Private or In State) $30,402 $31,966
Accepts 15,191 15,660 Out of State (if applicable)
Accept Rate 51.7% 55.5% Room & Board $9,680 $10,080
Enrolled 3,961 4,352
Yield Rate 26.1% 27.8%Financial Aid
Top 10% 60% 60% Applied for Aid 51% 51%
Top 25% 92% 92% Students with Need 47% 46%
Top 50% 100% 100% Students with Need Met 50% 51%
Students Receiving Pell Grant - 11%
Mean GPA 3.50 3.50
Median SAT 1300 1300 Average Aid Package $25,338 $26,687
Middle 50% SAT 1220 - 1380 1210 - 1390 % Awarded 47% 46%
Submitting SAT 97% 97%
Average Need Based Grant $16,953 $17,748
Median ACT 28 28 % Awarded 44% 43%
Middle 50% ACT 25 - 30 26 - 30
Submitting ACT 24% 24% Average Self Help Aid $5,921 $5,928
% Awarded 43% 42%
Early Decision Offered Yes Yes
Early Decision Accept Rate 50% 47% Average Merit Award $14,324 $13,403Early Action Offered No No % Awarded 13% 8%
Early Action Accept Rate n./a n./a
% of Freshmen Enrolled from Early Action/Decision 5% n/a Average Athletic Award $28,275 $31,605
% Awarded 1% 1%
Enrollment Average Indebtedness $17,535 $17,186
Full Time 92% 92% % that have Borrowed 59% 59%
Part Time 8% 8%
X University
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Slide 22
Brand, Value, Market Position
PriceNet
QualityPerceivedValue !
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Slide 23
Brand, Value, Market Position
Perceived BenefitsCoop
Academics
Location
Size
Campus
Social Amenities
Athletics
CostsTuition-setting policy
Financial aid policy
Factors influencing family
finances
Legislative changes
EM Outcomes are determined by perceived
net benefits of your institution
NB = (BNU CNU)
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Slide 24
The Necessary Ingredients
1. An integrated Enrollment Planningprocess
2. Invest in Research
3. Clear idea of brand, value, marketposition
4. Establish clear, measurable goals &benchmarks
5. Track and monitor regularly
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Slide 25
1050
1100
1150
1200
1250
1300
2000 2001 2002 2003 2004 2005 2006 2007 2008
NU
Lucky 13
Public
Private
Mean SAT vs. Lucky 13 and
Top 57 Cross Admits
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Slide 26Largest Differences Below All
Institutions(ACUHO 2005)
Diff. Gap
Hall Services: Cable TV -1.34
Hall Services: Telephone services
-1.14Hall Services: Postal services -.66
Hall Services: Information desk services -.51
Hall Services: Vending services -.48
Hall Environment: Temperature regulation in room -.31Hall Facilities: Attitude of cleaning staff -.28
Hall Facilities: Study facilities in residence hall -.27
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Slide 27
The Necessary Ingredients
1. An integrated Enrollment Planningprocess
2. Invest in Research
3. Clear idea of brand, value, marketposition
4. Establish clear, measurable goals &benchmarks
5. Track and monitor regularly
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Slide 28
Institutional Levers
Admit? (yes/no)
Financial Aid
The Black Box Institutional
Goals/Outcomes
Profile
S.O.C.
Discount
Program Mix
Retention
Regional Mix
(Student/Parent
Decisions)
The Challenge
Human capital theory: Calculate
utility of expected net benefits
from each institution in choice
set:Uj(Yj - Cj) for j=1,,JChoose institution that maximizes
Uj(Yj - Cj) (from R.Toutkousian)
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Slide 30
Concluding Comments
Invest in Research
Problem Options Strategy
Adopt Evaluate Adjust
Step back dont lose the big picture
Stay close to key performance determinants
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