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The Enrollment Management and Marketing Nexus
Presented by Dr. Jim Black President & CEO of SEM WORKS
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Critical Relationships Between EM & Marketing
Expectations = Reality Product Viability Institutional Branding
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Institutional Branding
Market Segmentation 2 Constituent Needs Brand Attributes 1 3 The Power of ONE Unknown Brand Brand Affinity FROM TO 6 4 5 Relevant Communication Brand Positioning Differentiation
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Constituent Needs Who do we serve? What are their learning needs?
What are their educational objectives? When, where, and how can we best meet their needs?
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Market Segmentation By Educational Objective By Student Type
Career-driven University Transfer Professional Development Personal Enrichment Dual Enrollment Students High School Graduates Transfers Adult Learners Online Learners Stop Outs Continuing Students By Influencer Parents of High School Students Employers of Adult Learners By Program High Demand/Unused Capacity Moderate Demand/Unused Capacity Low Demand/Unused Capacity Demand Exceeds Capacity
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Brand Attributes Affordability Convenience Educational quality
A focus on student success An emphasis on teaching and learning A caring environment Preparation for a career University transfer options
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Brand Positioning Favorability Awareness
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Brand Positioning
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Brand Positioning Potential market size
Segments geo-markets by the size and consideration score by age, ZIP cluster, race/ethnicity, socio-economic status, and primary area of study, etc. Evaluates each of the segments on overall awareness, perception, and market position; comparison of high potential segment awareness, perception, and image; an image map that shows comparative awareness and perception versus benchmark competitors; attribute scores; and most significant enrollment barriers. An analysis of demographic trends, employer perceptions, and potential interest within general areas of study for adult learners and employers Market preferences for media Communication preferences
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Differentiation Primary message = brand platform
Secondary messages = brand relevance Supporting evidence = credibility The value proposition = differentiation
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Relevant Communication
Product Place Description of academic program benefits and outcomes Description of how, when, and where you meet the learning needs of students Value Proposition Description of your approach to communicating value to those you serve Description of your price position on an educational consumer’s value map Promotion Price
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Relevant Communication
Product Solution Place Access Promotion Information Price Value
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Delivering on the Promise
Expectation = Reality Defining the Promise 2 Understanding the Promise Living the Promise 1 3 The Power of ONE Brand Promotion Brand Delivery FROM TO 6 4 5 Conveying the Promise Operationalizing the Promise Delivering on the Promise
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Market Segmentation Brand Message Communication Channels Service Delivery Relationship Cultivation Brand Tactics Brand Identity Brand Positioning Brand Management Brand Promise Brand Loyalty Brand Strategy Institutional Vision Institutional Values Institutional Personality Customer Needs Customer Relevance Brand Foundation
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Understanding the Promise
Transforming Lives!!!!!!
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Defining the Promise Based on the institution’s personality
Value-focused Relevant to employees Relevant to students Malleable by unit and individual Clearly defined expectations and limits
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Living the Promise Employees become institutional trust agents.
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Operationalizing the Promise
Promise personified through services, business transactions, information delivery, human interactions, and learning experiences The service trifecta: people, processes, and technology Identification and eradication of service gaps Embedded in the culture – the institution’s DNA A covenant between the institution and the student A student expectation waiting to be fulfilled
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Delivering on the Promise of the Brand
Student Experience Brand Promise Moments of Truth Brand Experience Employee Experience Brand Loyalty
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The Employee Experience
People – the only sustainable competitive advantage that exists.
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Motivation Competencies Motivation vs. Competencies High Positive
attitude but frustrated High performing Motivation Unproductive, possibly counter- productive Capable but frustrated Low Low High Competencies
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Managing Moments of Truth
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The Brand Experience Alum Graduating Student Current Student
Prospective Student
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Conveying the Promise Clearly and frequently articulating the promise… an internal branding campaign Managing expectations Promoting successes Building loyalty
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Seizing Market Opportunities
Product Mix Assessing Demand 2 Understanding Constituent Needs 1 3 Aligning Demand with Mission The Power of ONE Product Obscurity Product Relevance FROM TO 6 4 5 Monitoring Product Lifecycle Identifying Market Opportunities Seizing Market Opportunities
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Understanding Constituent Needs
Community Needs Student Needs Employer Needs Program Offerings
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Accessing Demand The student, not the institution, will define what learning is, how it is to happen, and when and where it occurs. Students with increased alternatives for learning will also have higher expectations for the level of individualized service provided by the non-teaching staff and regarding the services surrounding the learning. Source: Community College of Baltimore County
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Assessing Demand Market trends Labor trends Economic trends
Interviews and focus groups Surveys Actionable intelligence Student information system SAS Business Intelligence Infosilem Ad Astra
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Aligning Demand with Mission
Needs Demand Curriculum Delivery Method Pedagogy Services Institutional Purpose Who You Serve Educational Objectives Student Employer Community
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Identifying Market Opportunities
Established Programs New Programs Lowest Risk Medium Risk Established Market Market Penetration Program Expansion Market Expansion Market Diversification New Market Medium Risk Highest Risk
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Identifying Market Opportunities
Tertiary Secondary Primary
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Dance with who brung ya. Fully penetrate your primary market
Increase awareness in your secondary market Experiment in your tertiary market
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Seizing Market Opportunities
Kick the dogs Milk the cash cows Challenge the sacred cows Hide the honey pot
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Seizing marketing opportunities is often about changing the culture…
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I can develop online courses, teach evening classes, and
What is in it for me? I’m teaching 5 courses, advising 80 students, serving on 3 college committees, and they want me to… PLEASE let me see how I can develop online courses, teach evening classes, and design new curriculum!!!!
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Natural Tensions Academic Culture Marketing Objectives Autonomous
Common good Discipline-focused Whole is greater than the parts Unit-oriented Integration Cognitive dissonance Buy-in Academic freedom Speaking with one voice
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Monitoring Product Lifecycle
Enrollment Student Time to Market Time in Market
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Antecedents to Success
Collaboration between EM and Marketing A common vision A strategic focus An EM and Marketing plan The right people on the bus Organized for success Organizational learning Adequate resources Actionable intelligence Leadership support
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Perfecting the EM and Marketing Nexus
To thrive in the future, we must have the intelligence that allows our organizations to FOCUS on the right strategic issues and the institutional WILL to act.
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