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



• Improve perception• Increase engagement• Qualify the lead• Convert to application


• Ensure students who start application complete all required elements


• Key deadlines• Generate excitement

IntegratedOutreachProgram(pilot)

Enrollment

Alumni Relations:

Engagement

Donor Relations:

Scholarships

Career Services:

Internships

Athletics: Recruiting

Coordination

Institutional Partners


• 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)


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


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.


Ø USEANALYSISTOREFINE&ADJUSTTARGETS

KEYACCOUNTS• 85highschools• 5states• Average10applicantsper

school• Makeup42%ofapplicants• Makeup50%ofSignature

Programapplicants• 421enrolledthisfall(60%)


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.


Ø MoreEMmeetingstosharebestpracticesØ Improvetrainingforenrollmentmanagersonkeymessages,academicprogramsandcareer/majorselection.Ø Leadershiptravelwithenrollmentmanagerstoobserve,evaluateandrefineoureffortsinthisarea.

3.STRENGTHENOURSTUDENTTOURGUIDES

Wespendsignificanttimerecruitingandtrainingstudenttourguides,astheycansinglehandedly“makeorbreak”avisitor’sexperienceoncampus.Wehavearigorousapplication,interview,andselectionprocess,andanextensivetrainingprogrambeforethefallsemesterbegins.Welookforthebestofthebestoncampusandwanttourguidestobeseenasleadersoncampus.


Ø IMPROVETRAINING&TIMEMANAGEMENT


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.


Ø ACADEMICUNITS&SIGNATUREPROGRAMSØ ALUMNI&PARENTSØ ATHLETICS

ADMISSIONS/RECRUITMENTTACTICS

RECRUITMENTTRAVEL

Eachenrollmentmanager(EM)developstheirowndata-informedterritorytravelplanwithinputprovidedbytheAssociateDirector.EMsarerequiredtovisitallkeyaccountschools.Adaywilltypicallyincludeatleast3highschoolvisitsalongwithacollegefair,panel,orinformationalinterviewsintheevening.

OBSTACLE:Manyhighschoolswhencollegerepresentativesareabletovisit.


Ø ADJUSTTRAVELFORMOSTIMPACT&FINDALTERNATIVESTOCOUNSELORVISITS

COUNSELOROUTREACH

Wehavearobusthighschoolcounseloroutreachprogramthatincludesregularcommunication,personalinteractionduringtravel,financialaidpresentations,eventsoncampus,groupvisitstocampus,andaCounselorAdvisoryBoardcounselorswhosharecurrenttrends,discussneedsofprospectivestudents,andadviseJCUonpolicies,procedures,requirements,andofferings.


Ø COLLABORATEWITHIMCTOIMPROVETHECONSISTENCYOFOURMESSAGING

Ø UTILIZEOURADVISORYBOARDFORFEEDBACKANDGUIDANCEONMANYOFOURRECRUITMENTINITIATIVES.

RECRUITMENTTRAVEL

HIGHSCHOOLVISITS

• 229highschools• 14states• 498seniors

• 286applied• 111enrolled

COLLEGEFAIRS

• 100fairs• 17statesandDC• 790students

interested• 39enrolled

RECEPTIONS

• 14acceptedstudentreceptions

• 13cities


5|September2017

CAMPUSVISITPROGRAM

Weofferawide-rangeofhigh-impactcampusvisitopportunitiesthroughouttheyear.Theofficeisopenthroughouttheweekforinformationsessionsandtoursandisopentypically15Saturdaysduringtheacademicyear.Personalizedvisitsarealsoofferedtoseniorsthroughouttheweekduringtheacademicyear.


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.


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)


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.


7|September2017

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.


8|September2017

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


9|September2017

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


10|September2017

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

Board of Directorswebmedia.jcu.edu/board/files/2019/06/1... · Marketing Plan to Support Enrollment...

Documents

Transcript of Board of Directorswebmedia.jcu.edu/board/files/2019/06/1... · Marketing Plan to Support Enrollment...