The presentation features the latest innovations in enrollment management as they relate to (1) being strategic, (2) focusing on what matters, and (3) building organizational capacity.

1. Enrollment Innovations
for Turbulent Times
Presented by Dr. Jim Black, President & CEO of SEM Works

3. “Everything that can be
invented has been invented.”
-- Charles H. Duell
Commissioner, US Office of Pattens, 1899

4. ‣ Being Strategic
‣ Focus on What Matters Most
‣ Develop Organizational Capacity

5. BeingStrategic

6. The Fifth Discipline
Vision
Reality

7. Academic Enrollment
Trend Data Enrollment
Profile
Student Projections
Diversity Demographic
Trends
Net Revenue Competitor
Institutional Business Trends
Enrollment
Growth
Aspirations Intelligence Economic
Trends
Enrollment
Goals Space
Government Utilization
External Institutional
Forces Capacity
Course
Community Demand
Analysis
Faculty
Business and Load and
Industry In-Class, Availability
Educational Online, Hybrid
Consumers Mix

8. Strategic SEM Vision
Capacity Quantity
Diversity Quality

9. Integrated SEM Planning
1 2
• Program Value
• Cost/Value Ratio Strategic Enrollment • Capacity
Net Revenue
Growth • Student Demand
• Cost to Scale
• Industry Demand
• Program Value
Prioritization
Model
3 4
• Selectivity • Target Populations
• Student Experience Student Success Student Diversity • Target Markets
• Conditions for Success • Target Modalities

10. The Art of War
‣ Know yourself
‣ Know your enemy
‣ Know the ground
‣ Know the weather
Source: Sun Tzu

11. ‣ The role of the SEM leader is to
align the organization with its
environmental context

12. Teach the Elephant
to Dance
‣ Enrollment declines
‣ Capacity constraints
‣ Budget pressures
‣ Image problems
‣ Student attrition
‣ Service complaints
‣ Environmental shifts
‣ Emerging competitors
‣ Lagging behind peers and aspirants
‣ A new vision

13. • Tell a story! maintain a drumbeat
• Provide data in sound bytes
• Share anecdotes, testimonials, the voice of students
• Use peer comparisons
• Demonstrate return on investment (ROI)
• Seek out advocates
• Identify power brokers
• Identify points of leverage

14. Actionable Intelligence
Source: L. Baer, D. Norris (2008) Performance Analytics

15. Enrollment Dashboards

16. A Strategic Performance Management System
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17. A Strategic Performance Management System
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20. Blue Ocean Strategy

21. hat Matters Most
Focus on W

22. HIGH
OUTCOME ELITE
Reputation for Academic Quality
CAMPUS
COMMODITY
LOW
NURTURING
LOW Reputation for Student Experience HIGH
Source: Academica Group

23. Academic Factors
Accreditted
UG Research
1
Quality of Faculty
2
3
Program Reputation
Institution Reputation
0 20 40 60 80
Source: Academica Group

24. Opportunity Factors
International
Exchange
Grad School
1
Grad Jobs
2
3
Leadership
Co-ops/ Internships
0 10 20 30 40 50
Source: Academica Group

25. Affordability Factors
Part-time Jobs
Cost of Tuition
1
2
Merit-based Aid 3
Need-based Aid
0 10 20 30 40 50
Source: Academica Group

26. Campus Factors
History/ Tradition
Recreation
Campus Housing
1
Attractive Campus
2
Student Experience 3
Varsity Teams
Clubs/ Social Activities
0 50
Source: Academica Group

27. Nurturing Factors
Personal Attention
Surroundings
Campus Safety 1
2
Small Size
3
Faculty/Student
Interaction
Class Size
0 20 40 60 80
Source: Academica Group

28. Decision Influencers College viewbooks
5 Program brochures
Course catalogs
Alumni mailings
Institution websites
Current students or graduates
Parents or family members
4
Friends
Formal campus tours
Campus open houses
Informal campus visits
College visit to high school
High school college nights
3
Regional college fairs
Telephone call from admission officers
Email from admission officers
Mail from admission officers
Web portals
Mean Influence
2 College search guides
U.S. News & World Report rankings
High school guidance counsellors
High school teachers
High school coaches
Professors
1 College coaches
0% 20% 40% 60% 80% 100% Facebook
Twitter
Usage (Line of best fit)

29. The Enrollment Funnel
Inquiries
Applicants
Admits
Registrants
1st term
Students 2nd term
3rd term Stop-outs
4th term
Graduates

30. The Relationship Continuum
Pros
p e ct
r
ce
en
flu
In
Student
Al
um
uate
Grad

31. The Student Lifecycle Model
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32. Academic Program Lifecycle
Concept Introduction Growth Maturation Decline
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33. Program Innovation Matrix

34. Integrated Marketing
Market Segmentation
2
Constituent Brand
1 3
Needs Attributes
Brand The Power Brand
FROM TO
Confusion Affinity
of ONE
Relevant 6 4
Brand
Communication
5 Positioning
Differentiation

35. How can you
best connect with
and motivate
potential students
to enroll?
Integrated Communications
In Person Phone Mail Email Digital Social
Media Media

36. High School
CRM Model
Students
Transfer
Adult
Learners
• Project manager/
Students
3&*+#$4! analyst
Example
'()&*%+!
text • Content developer
Graduate
Students
CE
Students
• Graphic/web designer
International
Students
• Multimedia/social
media coordinator
• Technical support/
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37. CRM Planning Construct
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The “Who” The “What” The “How”

38. Persona Profile

39. Persona Profile

40. Sample Promise
Education that
is Relevant
Transforming
Pathways to Connections
Opportunities Lives and with People
Communities
A Place that
Supports
Success

41. CRM Plan
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42. Integrated Recruitment
Marketing
Relationship EFFICIENCY EFFECTIVENESS
Outreach
Management
Admissions Office
Recruiting Staff
Continuing Education
Academic Units
Communications
Web Strategy
Flow
Marketing
Events

43. Strategic Market Entry
‣ Identify niche opportunities
‣ Provide a solution to a problem
‣ Define and address learner needs
‣ Create value-added partnerships
‣ Leverage institutional relationships

44. Recruitment Wayfinding
Submit/Request Pay for
Information Classes
Apply for Apply for
Admission Financial
Aid
Take Register for
Are all
Placement Classes
credentials
Test
in?
Admit Get
Offer Advised

45. Current Students
Advisors Alumni
Recruitment
Manager
Faculty Parents
Advocate Model
Staff

46. Integrated Retention
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47. Precision Retention Strategies
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48. Integrated Student Services
No-stop
One-stop
S ervices Services
An
Se y-sto
rvi p
ce
s

49. One-stop Services

50. No-stop Services

51. Any-stop Services

52. izational Capacity
Develop Organ

53. Organizational
Capacity
Factors and conditions
that enable an
organization to use its
resources (human,
financial, physical,
technology, information)
to perform and adapt to
change.

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55. SEM Capacity-Building Model
A SEM Champion
1. Start with An Enrollment Analyst
the “who” The Right Operational
Leaders
Create a Shared Vision
2. Define the
“what” Define the Ideal
Student Experience
Manage the Culture
3. Lead the Create Conditions for
way to “how” Success

56. Communication Fusion
Collaboration
Integration
Information
Sharing

57. Natural Tensions
Academic Culture SEM Objectives
Autonomous Common good
Unit-oriented Integration
Status quo Constant change
Cognitive dissonance Buy-in
Faculty-centered Student-centered

58. Antecedents
for Success
‣ An enrollment champion
‣ An integrated SEM plan
‣ The right people on the bus
‣ Organizational structure that
facilitates success
‣ Faculty and staff learning
‣ Adequate resources
‣ Incentives to innovate
‣ Leadership support
‣ Accountability

59. The Power to Execute
People – the only sustainable
competitive advantage that exists.

60. Dr. Jim Black
jimblack@semworks.net
www.semworks.net