How can you make the future of your campus more clear and sustainable?
As colleges and universities continue to rise above the challenges brought on by the pandemic five years ago, it has become clear that the new normal for higher education demands more than resilience—it requires strategic foresight and proactive leadership. Institutions today must navigate shifting policies, demographic changes, public sentiment, natural disasters, economic pressures, compliance mandates, safety concerns, talent turnover, operational efficiency demands, and increasing pressure for measurable results.
Is your institution prepared to proactively face these challenges, knowing that disruption is not just possible but highly probable?
Will your strategic plan ensure financial sustainability if events on the scale of the pandemic disrupt your revenue streams?
Does your current enrollment strategy include innovative approaches to capture new market share despite declining numbers of prospective students?
Is your institution leveraging artificial intelligence to drive innovation and efficiency?
Does your academic master plan align with program demand, employer talent needs, and student success outcomes?
Can your organization prioritize limited resources effectively and use data to inform critical budget decisions?
Do your stakeholders understand that your institution’s reputation and competitive standing depend on academic innovation, excellence, community engagement, and student success—achieved through accountability, continuous improvement, campus engagement, agility, and clear prioritization?
If your answer isn’t a confident “YES!”, it’s time to act. Consider investing two days at RNL’s Strategic Planning Executive Forum (April 1–2, Chicago).
Building a foundation for strategic planning in two days
Today, institutions discover that this framework goes beyond enrollment—it is adaptable to address every facet of university and college operations, including institutional culture, financial health, academic excellence, technology integration, student success, community engagement, branding, and institutional value. This approach aligns your institution’s goals with the realities of the evolving higher education landscape, ensuring long-term enrollment success and financial sustainability.
While many institutions simply set goals and outline steps, true strategic planning thrives at the intersection of creativity, critical thinking, data analysis, and action. The RNL Strategic Planning Forum is designed to elevate your institution’s capacity by focusing on essential, foundational steps:
Analyzing your institution’s strengths, weaknesses, opportunities, and threats (SWOT)
Identifying key performance indicators (KPIs)
Fostering a data-informed decision-making culture
Developing actionable strategy plans with clear accountability and measurable ROI
Establishing prioritization protocols by assessing risk, resistance, and required effort
Implementing, managing, and refreshing dynamic strategic plans through effective dashboards and processes
What to expect at the forum
The forum offers practical case studies and shared experiences from transformation leaders. Sessions will highlight best practices in areas such as:
Strategic enrollment planning
Institutional strategic planning
Academic program revitalization
Breakout sessions will cater to specific institutional needs—whether from two-year colleges, four-year public universities, or private institutions—offering space to share best practices and tackle unique challenges.
Institutional assessment with expert guidance
Your leadership team will have the opportunity to complete a strategy assessment and receive live feedback from RNL experts with decades of higher education experience in:
Marketing and market research
Recruitment and financial aid strategy
Student success initiatives
Academic program planning
Online learning and delivery models
Advancement and venture philanthropy
Artificial intelligence applications in higher education
Discussion and collaboration are at the heart of this event. You’ll dive into critical areas of strategic planning while engaging with industry experts, higher education leaders, and peers from other campuses. This will spark meaningful conversations within your own team, setting the stage for momentum and change.
RNL Strategic Planning ExecutiveForum: A history of driving enrollment and revenue success
Many institutions that have participated in this event have seen transformative results, including:
Record-breaking enrollment growth
Enhanced student outcomes
Millions in additional revenue generation
Stronger community engagement
Streamlined operations and improved efficiency
Equip your institution for future-focused success
Empower your institution with actionable insights, dynamic strategies, and the tools necessary for growth, resilience, and meaningful impact in today’s higher education environment.
See the agenda and register for the Forum today. Bring your leadership team and ignite the discussions that will drive action and measurable results for your institution’s future. You’ll be hard-pressed to find a more impactful event to propel your institution forward.
The last year has been one of significant strides for RNL. We embarked on a journey to enhance our existing tools, aiming to provide our partners with even more powerful and effective solutions. This commitment has driven us to develop a suite of AI-powered tools designed to strengthen your connections with students and donors.
A focus on data-driven decisions and user-friendly solutions
Our primary goal was to create AI tools that are not only secure but also user-friendly and insightful. We aimed to provide you with a comprehensive view of your data, empowering you to make informed decisions and develop winning strategies. We understand the importance of ease of use, ensuring that our tools are accessible to everyone, regardless of their technical expertise.
Key achievements: RNL Insights, Compass, and RNL Answers
RNL Insights: This AI-powered data management platform revolutionizes how you work with your data. By integrating data from various sources, including your enrollment CRM, financial aid modeling tool, and marketing analytics, Insights provides a unified view for informed decision-making. Its intuitive conversational interface allows you to ask questions and receive immediate answers, uncovering valuable insights you might have otherwise missed.
RNL Compass: Our AI-powered digital assistant, Compass, streamlines communication and enhances efficiency. By automating responses to common student and parent inquiries, Compass frees up your admissions team to focus on more strategic tasks. Integrated with your CRM, Compass provides personalized answers, ensuring each interaction is tailored to the individual’s needs.
RNL Answers: This AI copilot leverages your institution’s private data to provide valuable insights and support. Whether it’s crafting compelling marketing messages, assisting traveling admissions officers, or building robust knowledge bases for new team members, RNL Answers offers a secure and reliable AI-powered solution.
Beyond technology: Empowering partners with AI expertise
We recognize the importance of responsible AI adoption. To this end, we have introduced AI Governance and Education Consulting Services. These services provide guidance on integrating AI into your institution, including:
AI Education: Training leadership teams, faculty, and staff on the fundamentals of AI.
AI Governance Frameworks: Assisting in the development of frameworks that ensure ethical and responsible AI usage.
Collaboration and continuous improvement
To ensure our solutions remain aligned with your evolving needs, we have established the Leadership AI Council and the Product Advisory Council. These groups, comprised of our valued partners, provide valuable feedback and insights, shaping the future of our AI-powered solutions.
Looking ahead: A future of innovation
We have also began migrating some of the outbound communication tools our agents use to deliver your omnichannel outreach services to our new all-in-one platform—RNL Reach. While as a partner, your involvement in transitioning to RNL Reach is very minimal, but you will feel the benefit of the solution because your agents will be able to be more efficient in how they execute your campaigns and provide stronger analytics and reporting. This is the first step to making the new solutions and services we have planned in 2025 possible!
In 2025, we are committed to building upon the strong foundation we’ve established this year. We will leverage our expertise in consulting, data analysis, and AI to develop innovative solutions that address your unique challenges and help you achieve your goals.
A note of gratitude
We extend our sincere gratitude to all our partners for their trust and collaboration. We are honored to work alongside you and contribute to your success. We look forward to a continued partnership in the years to come.
Discover RNL Edge, the AI solution for higher education
RNL Edge is a comprehensive suite of higher education AI solutions that will help you engage constituents, optimize operations, and analyze data instantly—all in a highly secure environment that keeps your institutional data safe. With limitless uses for enrollment and fundraising, RNL Edge is truly the AI solution built for the entire campus.
These aren’t just random comments—they’re real voices from our latest research, and they stopped me cold.
For the past three years, RNL and ZeeMee have been diving deep into the emotional landscape of college planning. Our latest pulse survey (our third round!) reached over 2,600 high school seniors through the ZeeMee app, and their responses about safety concerns left me genuinely shaken.
Last year, we added a crucial question: we asked students who expressed worry about their safety in college to tell us, in their own words, what specifically scared them. Their candid responses paint a vivid— and sometimes heartbreaking—picture of what’s keeping our future college students up at night.
Here’s what they told us, unfiltered and unvarnished.
Understanding college safety concerns
Every night, a high school senior lies awake somewhere in America, staring at their college acceptance letter. But instead of dreaming about new friends and future possibilities, they’re wrestling with darker questions: “Will I be safe there? Will I belong? Will someone hurt me because of who I am?”
These aren’t just passing worries. They’re the heavy weight on students’ hearts as they contemplate their next big step. Through hundreds of candid conversations with students, we’ve uncovered the raw, unfiltered truth about what keeps them up at night. Their voices—brave, vulnerable, and achingly honest—paint a picture of what safety means to Generation Z and why traditional campus security measures are just the beginning of what they need to feel truly secure.
After analyzing hundreds of student comments about their safety concerns, 10 clear themes emerged, revealing how identity, background, and lived experience shape their fears. Understanding these concerns is crucial for colleges aiming to create safer, more supportive environments.
1. Personal safety and physical harm
Across all groups, students expressed anxiety about their physical safety on campus and in surrounding areas. Random attacks, mugging, and the general unpredictability of urban environments were frequent concerns.
“I’m worried about approximate safety, like the area’s crime rate or state. There’s always going to be dangers.” – First-Generation Male
“Being alone at night or generally in an open area with few people.” – First-Generation Female
Takeaway for institutions:
Provide real-time crime alerts and transparent reporting about campus safety statistics.
Partner with local authorities to increase security presence around campus.
Encourage students to use campus safety apps for safe travel between locations.
2. Sexual assault and gender-based violence
Female and non-binary students, regardless of generation status, are consistently worried about sexual assault, harassment, and gender-based violence. Parties, walking alone at night, and navigating unfamiliar environments amplified these fears.
“Rape culture is real. Parties can be dangerous, and not knowing who to trust makes it worse.” – Continuing-Generation Female
“I’m suicidal and afraid of being raped.” – First-Generation Non-Binary
Takeaway for institutions:
Expand bystander intervention training for all students.
Ensure that Title IX resources and reporting processes are well-publicized and easily accessible.
Provide self-defense classes and safe-ride programs for students traveling after dark.
3. Safety in new and urban environments
Moving to a new city or a high-crime area was a significant concern, particularly among first-generation students unfamiliar with city living.
“The area of the college I chose is notoriously dangerous.” – Continuing-Generation Female
“Since I’m out of state, I won’t know who to trust, especially in a big city.” – First-Generation Female
Takeaway for institutions:
Offer city orientation programs to help students identify safe routes, neighborhoods, and resources.
Highlight partnerships with local authorities and emergency services.
Make campus safety maps available, showing emergency call boxes and security patrol zones.
4. Racial and ethnic discrimination
Concerns about racism, hate crimes, and bias were prominent among students of color, especially first-generation and male students. Black, Muslim, and international students frequently mentioned fears of being targeted because of their identity.
“Since I’m African, racism and all that.” – First-Generation Male
“I’m a Black Muslim woman. Being assaulted, being hate-crimed, Islamophobia.” – First-Generation Female
Takeaway for institutions:
Create visible reporting channels for bias-related incidents.
Provide diversity and inclusion training for campus staff and students.
Ensure campus police and security are trained in cultural sensitivity.
5. Isolation and being alone
Being away from family and trusted support systems was a significant source of anxiety, especially for first-generation students. Women were more likely to express concerns about being alone while navigating new environments.
“I would be alone away from home. Just knowing that anything could happen and I wouldn’t have that support system to call on.” – First-Generation Female
“I’ve never lived away from home and don’t know if I’m ready to make safe decisions all the time.” – Continuing-Generation Male
Takeaway for institutions:
Establish peer mentorship programs to help new students build connections.
Promote campus counseling services, emphasizing their accessibility.
Encourage students to join student organizations for community-building.
6. Campus safety and security measures
Many students, regardless of gender or generation status, questioned whether campus safety protocols were robust enough to protect them.
“What if someone sneaks onto campus or tries to harm me?” – First-Generation Female
“Sometimes the safety measures that are there aren’t enough.” – Continuing-Generation Male
Takeaway for institutions:
Regularly assess and update campus security protocols.
Provide students with clear information about emergency procedures.
Ensure dormitories and common areas have secure access systems.
7. Substance use and peer pressure
Students were wary of the prevalence of drugs and alcohol on campus, especially in social settings where peer pressure could lead to unsafe situations.
“Narcotics float around campus daily, causing self-harm to other students.” – Continuing-Generation Male
“I’ve heard some college guys spike drinks, and it isn’t safe to go places alone.” – First-Generation Female
Takeaway for institutions:
Promote alcohol and drug education programs during orientation and throughout the year.
Partner with student organizations to create substance-free social events.
Ensure campus safety staff are trained to handle substance-related emergencies.
8. Mental health and well-being
Many students expressed worries about managing their mental health while adjusting to college life, especially those from first-generation backgrounds.
“I struggle with anxiety, and being in unpredictable places worries me.” – First-Generation Female
“Just any fighting or being depressed.” – Continuing-Generation Male
Takeaway for institutions:
Expand mental health resources, including counseling and peer support groups.
Train faculty and staff to recognize signs of mental health struggles.
Promote mindfulness and stress-relief programs on campus.
9. LGBTQ+ safety and acceptance
LGBTQ+ students are worried about harassment, discrimination, and feeling unsafe in gendered spaces.
“I’m trans and nowhere really feels safe to be trans.” – First-Generation Non-Binary
“I look like a cis male even though I am AFAB. I’m worried about my safety using the women’s bathroom.” – Continuing-Generation Non-Binary
Takeaway for institutions:
Ensure that gender-neutral restrooms are available across campus.
Promote LGBTQ+ resource centers and support groups.
Train campus staff on LGBTQ+ inclusivity and safety.
10. Gun violence and mass shootings
With the rise in school shootings, concerns about gun violence were prevalent across all demographics.
“The reality of increasing school shootings really scares me.” – First-Generation Female
“How easily accessible and concealable guns are.” – Continuing-Generation Male
Takeaway for institutions:
Conduct regular active shooter drills and safety trainings.
Ensure campus police are equipped to handle potential threats.
Promote anonymous reporting systems for suspicious activity.
Building safer campuses: Where do we go from here?
While each student’s experience is unique, the themes that emerge highlight common anxieties that colleges and universities must address. Institutions can make campuses feel safer by:
Improving transparency: Regularly update students on campus safety protocols and crime statistics.
Strengthening support systems: Expand counseling, mentorship, and peer support programs.
Enhancing security: Invest in access-controlled dorms, safe-ride programs, and emergency call boxes.
Promoting inclusivity: Ensure students from marginalized communities feel protected and respected.
Empowering students: Provide self-defense classes, bystander training, and safety resources.
Behind every statistic in this report is a student’s story – a first-generation student wondering if they’ll make it home safely from their late-night library sessions, a transgender student searching for a bathroom where they won’t be harassed, a young woman calculating the safest route back to her dorm. Their fears are real, their concerns valid, and their hopes for a safe campus environment are deeply personal.
The path forward isn’t just about adding more security cameras or emergency phones, though those matter. It’s about creating spaces where every student can exhale fully, knowing they’re physically safe and emotionally secure. Where belonging isn’t just a buzzword in a campus brochure but a lived experience. Safety means being free to focus on learning, growing, and becoming—without constantly looking over your shoulder.
This isn’t just a challenge for institutions—it’s a sacred responsibility. Because when we promise students a college education, we promise them a chance to transform their lives. And that transformation can only happen when they feel truly safe being themselves. The students have spoken. They’ve shared their fears, hopes, and dreams for safer campuses. Now it’s our turn to listen—and, more importantly, to act.
Read Enrollment and the Emotional Well-Being of Prospective Students
RNL and ZeeMee surveyed 8,600 12th-grade students to understand their anxieties and worries of students during the college search process. Download your free copy to learn:
The greatest challenges for 12th graders about the college planning process
The barriers keeping students from applying to college
The social fears of college that keep prospective students up at night
The top safety concerns of students
What excites and encourages students about the college journey
How students describe these anxieties, stresses, and fears in their own words
Millions of students and families are caught in a middle-class crunch for affording college.
Approximately 7-8 million families with school-age children are in the middle-income bracket ($60,000-$200,000). That’s not just a statistic—it’s a massive segment of your potential student population caught in a precarious position.
According to recent Census data, these families make up about 40% of all U.S. households, with 39% of family households including children under 18. They’re too “wealthy” for significant financial aid but not wealthy enough to write a check without breaking a sweat. Understanding this demographic isn’t just important—it’s crucial for the future of higher education.
Data from the 2024 Prospective Family Engagement Report from RNL and CampusESP reveals critical insights about this demographic that could reshape how we approach recruitment, financial aid packaging, and communication strategies.
The data that should change your strategy
Let’s start with the numbers that matter. Among middle-income families:
71% report loan concerns actively impacting college selection.
69% eliminate institutions based on sticker price before engaging.
60% find financing “difficult” or “very difficult.”
87% rank financial aid among their top five decision factors.
For enrollment managers, these statistics represent more than just data points—they signal significant leakage in our recruitment funnels before we even have a chance to present our value proposition.
Decision drivers: Reframing our approach
The research reveals three primary decision factors for middle-income families:
Final cost after aid (71%)
Academic program availability (66%)
Academic scholarships (51%)
For those of us in enrollment management, this hierarchy suggests we must lead with net price messaging earlier in the funnel rather than waiting for admitted student communications.
Communication channels: What’s actually working
Here’s where we need to check our assumptions. While many institutions are investing heavily in custom apps and elaborate communication plans, the data shows:
88% prefer email communication.
31% would use a parent/family portal.
30% are open to text messages.
Only 7% would use institution-specific apps.
Translation? We might be overcomplicating our outreach strategies and underutilizing our most effective channel.
Campus visit insights for admissions teams
Despite our digital transformation efforts, traditional visit experiences still dominate:
68% participate in guided group tours.
40% opt for guided individual tours.
46% conduct self-guided tours.
37% engage with virtual tours.
This suggests we must reimagine our visit programs to integrate financial conversations earlier in the campus experience, not just at admitted student events.
2024 Prospective Family Engagement Report
The2024 Prospective Family Engagement Reportdives into the experiences, expectations, and challenges of families during the college planning process. RNL, CampusESP, and Ardeo surveyed more than 11,000 families of prospective college students about:
College planning: How many families consider out-of-state institutions? What are their college planning experiences? Do they value and participate in campus visits?
Communicating with institutions: Which channels to families prefer? How often do they want to hear from you? Which college planning topics do they value the most?
College financing plans: How many families expect paying for college to be difficult? How many plan to borrow? Do they think college is a worthwhile investment?
Move EFC conversations earlier in the recruitment cycle.
Implement targeted financial planning workshops.
2. Optimize communication flow
Leverage the strong preference for email with segmented campaigns.
Develop parent portals that prioritize financial planning tools.
Create clear timelines for aid and scholarship processes.
Integrate financial counseling throughout the admission funnel.
3. Transform campus visits
Embed financial aid counselors in regular tour programs.
Design value proposition messaging for tour guides.
Create flexible scheduling for working parents.
Include aid discussions in standard visit protocols.
4. Strengthen value messaging
Focus on ROI metrics that resonate with middle-income families.
Showcase relevant alumni success stories.
Highlight internship-to-career pathways.
Emphasize four-year graduation rates’ impact on total cost.
5. Reimagine merit strategy
Expand mid-range merit band opportunities.
Develop clear scholarship retention criteria.
Create post-enrollment scholarship opportunities.
Consider guaranteed merit aid programs.
The AI opportunity: Next-generation enrollment tools
1. AI financial planning assistant
Implement systems that:
Generate dynamic cost projections.
Automate scholarship matching.
Model various enrollment scenarios.
Provide proactive deadline management.
Adapt to changing family circumstances.
2. Smart visit management
Deploy tools that:
Create personalized visit experiences.
Coordinate key stakeholder meetings.
Offer virtual preview capabilities.
Optimize multi-college visit planning.
Align visits with aid events.
3. Financial aid navigation system
Develop platforms that:
Provide 24/7 form completion support.
Flag application enhancement opportunities.
Compare aid packages systematically.
Project career-based loan scenarios.
Identify special circumstances early.
Moving forward: Implementation priorities
The data presents clear imperatives for enrollment management teams:
Restructure communication flows: Lead with affordability messaging earlier in the funnel.
Integrate technology thoughtfully: Focus on high-impact tools that address specific pain points.
Realign resources: Ensure financial aid counseling is embedded throughout the recruitment process.
Success in serving middle-income families isn’t just about having the right aid packages—it’s about creating transparent pathways to enrollment that address financial concerns proactively rather than reactively.
For enrollment managers, this means rethinking how we allocate resources, structure our communication flows, and leverage technology to support our goals. The institutions that will thrive in this environment won’t necessarily be those with the largest aid budgets but those that best understand and address the unique needs of middle-income families throughout the enrollment journey.
Creating clear pathways for middle-income families
Let’s put this in perspective: with 7-8 million families with school-age children in the middle-income bracket and 77% believing college is worth the investment, we’re looking at millions of families who need our help to make higher education work for them. The old system of navigating college planning isn’t cutting it anymore.
The good news? Colleges are starting to get it. The best institutions create clear pathways for these middle-income families, combining high-tech tools with high-touch personal support. Considering that these families represent about 40% of all U.S. households, it becomes clear that serving this demographic isn’t just an option—it’s an imperative for institutional sustainability.
What your institution can do right now
Develop targeted financial planning tools for this specific demographic.
Create communication strategies that address middle-income concerns directly.
Redesign campus visits to include meaningful financial conversations.
Invest in AI tools that can help these families navigate the complexity.
Remember: These families aren’t just looking for a college—they’re looking for a partner in making college affordable. The right approach isn’t necessarily about having the lowest sticker price or the biggest name. It’s about understanding and actively helping this crucial demographic bridge the gap between sticker price and reality. The college planning maze might be complex, but with these insights and tools, your institution can lead in serving this vital segment of American families. The future of higher education may well depend on how effectively we serve these 7-8 million families caught in the middle.
Engage families throughout the college planning process
Parents and family members can be your biggest enrollment champions. They are the number-one influencers for prospective students. That’s why RNL Student Search to Enrollment makes parent engagement a major part of search campaigns.
Ask for a for a free walkthrough and see how you can engage students and parents at every stage of the enrollment journey.
Title: Current Term Enrollment Estimates: Fall 2024
Source: National Student Clearinghouse Research Center
Total fall 2024 enrollment rose across multiple factors—including sector, selectivity, and urban-rural classification—bringing it closer to pre-pandemic levels, according to a new report from the National Student Clearinghouse Research Service. Compared to fall 2019, overall enrollment increased by 0.4 percent, and compared to fall 2023, it grew by 4.5 percent.
Enrollment gains were particularly strong in associate programs (up 6.3 percent), bachelor’s programs (up 2.9 percent), master’s programs (up 3.3 percent), and doctoral programs (up 2.0 percent). Private for-profit four-year institutions saw the most significant increase in first-year enrollment, surging by 26.1 percent with more than 11,000 additional students. Public institutions also experienced notable growth, with primarily associate degree-granting baccalaureate institutions up 8.4 percent and public two-year institutions increasing by 6.8 percent.
First-year enrollment overall grew by 5.5 percent, with the most significant gains among students from the lowest-income neighborhoods (up 9.4 percent). Enrollment increases were generally aligned with neighborhood income levels, with students from the highest-income areas seeing the smallest rise (3.6 percent).
At Historically Black Colleges and Universities, enrollment increased at both the graduate (6.5 percent) and undergraduate (3.4 percent) levels. Meanwhile, public four-year institutions in rural areas experienced the largest enrollment growth (5.6 percent), while public two-year institutions saw the biggest increases in towns (7.9 percent). Urban areas continued to enroll the most students at public two-year institutions, surpassing 2.3 million.
Patterns of growth varied across selectivity and sector. Less selective private nonprofit four-year institutions saw the most substantial gains (5.7 percent), with similar increases at less selective public four-year institutions (5.0 percent). Enrollment at highly selective institutions followed a different trend, rising at public four-year institutions (2.9 percent) but declining at private nonprofit institutions (-2.5 percent).
Regionally, enrollment increased at similar rates in the Northeast, South, and West (4.7 percent each) and rose by 3.1 percent in the Midwest. Utah led the nation in enrollment growth (12.1 percent), while the District of Columbia (-1.9 percent), Vermont (-0.6 percent), and Nebraska (-0.4 percent) saw declines. Graduate enrollment patterns diverged in some areas, with notable decreases in Mississippi (-4.3 percent), Delaware (-3.9 percent), and Missouri (-3.4 percent).
Fields of study also showed shifts, with undergraduate enrollment in health professions rising 8.3 percent—effectively reversing pandemic-related declines. Among the top 20 major fields, only two saw decreases: Liberal Arts and Sciences, General Studies, and Humanities (-3.1 percent) and English Language and Literature/Letters (-1.5 percent).
This data provides an encouraging outlook for higher education. Understanding who is enrolling and where is essential for institutional planning and for ensuring equitable access to higher education.
To explore the data, click here. For the methodology, click here.
—Erica Swirsky
If you have any questions or comments about this blog post, please contact us.
Artificial intelligence is influencing every aspect of the higher education experience, from recruitment strategies to long-term student success. Community college, undergraduate, and graduate programs use advanced analytics to predict outcomes, optimize operations, enhance decision-making, and improve the student experience. However, the opportunities and challenges associated with using AI in higher education require careful strategic planning. By understanding AI’s evolving role in enrollment management and retention, higher education leaders can now support students and strengthen institutional outcomes more effectively than ever.
Insights include practical tips about AI technology, such as:
Applying AI Strategically
Institutions that apply AI tools thoughtfully have the ability to improve processes and results in areas including admissions, student success, and retention. From innovative yield strategies to predictive analytics tailored for community colleges and grad schools, AI is already driving better outcomes by providing higher education institutions with roadmaps for achieving institutional goals and improving student outcomes.
Addressing AI Challenges and Ethical Considerations
While the widespread adoption of AI tools in higher ed promises advancements in innovation, efficiency, and the management of student data, it also introduces complex challenges and ethical dilemmas that demand attention. From concerns about data privacy and algorithmic bias to questions surrounding accountability and the societal impact of automation, the rapid rise of AI tools in higher education institutions requires thoughtful, responsible oversight. As the whitepaper explains, that involves exploring the nuances of AI development and implementation, examining the ethical principles at stake, and creating frameworks that prioritize fairness, transparency, and the well-being of individual students and the institutions that serve them.
Achieving Data Readiness
Data readiness is essential for strategic enrollment management, allowing colleges and universities to harness AI to make informed decisions that drive success. For starters, creating a data-informed institution involves navigating the overwhelming influx of information to uncover actionable insights while building data literacy among every key stakeholder on campus. By achieving data readiness, educators can align their efforts with student learning needs, improve outcomes, and create a sustainable path forward.
It seems like everyone is talking about artificial intelligence and its potential to redefine not just student learning, but the future of higher education itself. But how well do you understand and speak the language of AI? Although much of the language that now informs conversations about innovation and success wasn’t familiar to most people just a few years ago, it’s now mission critical for you and your peers to begin learning how to embrace AI literacy.
Envisioning the Future of AI in Higher Education
As its capabilities and applications grow in the years ahead, AI will continue to provide new opportunities for colleges and universities to enhance decision making, streamline operations, emphasize academic integrity, and provide predictive insights that guide future strategies. The ongoing integration of AI throughout higher education will apply new scientific insights to holistic application evaluation, personalized student communications, and enrollment workflow automation, among other endeavors.
The future of AI in education promises even more sophisticated tools to come, which will further personalize and secure the admissions process. Looking ahead, one thing is clear: Today’s higher education leaders have an unprecedented opportunity to foster greater student success and institutional growth by embracing AI as a tool to help inform their decisions.
Liaison, a leader in education technology and data-driven solutions, is excited to announce the release of its 2025 Intelligent Names Degree Intent Scores. These advanced scores represent a transformative leap in identifying adult learners nationwide with the highest potential for pursuing a degree.
The 2025 Degree Intent Scores are powered by cutting-edge data science, advanced modeling techniques, and insights from a national survey conducted in late 2024. Combined with responses from Liaison’s extensive consumer database of over 260 million Americans, this enhanced model offers unparalleled precision and reach into the adult learners market.
Recent testing using a national dataset of graduate program applicants showed a 20% improvement in predicting applicant activity within the highest intent band when comparing the new intent scores to the original. Similarly, an analysis of a national dataset of bachelor’s degree seekers found that Liaison’s Bachelor’s Degree Intent model accurately identified 91% of degree seekers under the age of 25 in the top two quintiles. These findings underscore the model’s remarkable accuracy, effectiveness, and value for higher education institutions.
“The 2025 Degree Intent Scores mark a major milestone in our mission to connect educational institutions with adult learners who are ready to take the next step in their academic journeys,” said Dr. Mark Voortman, Chief Data Scientist at Liaison. “By leveraging large-scale data and state-of-the-art modeling techniques, we’ve significantly enhanced our ability to help institutions identify adult learners most likely to pursue degree opportunities in the near future.”
The updated scoring model empowers colleges, universities, and other education providers with deeper, data-driven insights to refine recruitment strategies, enhance student engagement, and achieve enrollment goals more effectively.
Personalized, timely, and relevant communication is key to engaging prospective students and meeting enrollment goals in higher education.
Effective strategies rely on immediacy, relevance, automation, and trackability, ensuring impactful and consistent interactions.
Omnichannel outreach, using a mix of email, SMS, print, and digital platforms, enhances visibility and builds trust by meeting students where they are.
Connecting with prospective undergraduate students in meaningful ways requires a thoughtful blend of strategy, immediacy, and personalization. Gone are the days when generic messaging could effectively spark interest or drive engagement. Today’s prospective students expect communications that reflect an understanding of their individual needs, aspirations, and priorities and their value to your institution.
Institutions aiming to enhance their enrollment strategies must adopt a more data-informed and strategic approach to communication. This means reaching out with the right message, at the right time, and through the right channels.
Laying the Foundation for Communication Success
Effective communication with students is built on four key principles: immediacy, relevance, automation, and trackability. Each element plays a critical role in ensuring that interactions resonate with students and influence their decision-making process.
Immediacy: Quick and timely responses that change as students’ behaviors change demonstrate attentiveness and can make a significant impression on prospective students. Delays in following up on inquiries or campus visits risk the loss of momentum and interest. Statistics show that the school that responds to inquiries first is more likely to convince that student to enroll.
Relevance: Tailored, personalized communication should go beyond basic name inclusion. Students expect messages that address their specific interests. Misaligned content, such as sending information unrelated to a student’s expressed major, can quickly undermine trust.
Automation: Streamlined, automated workflows keep communication consistent and dependable, even during staff transitions or times of high demand. Manual processes, such as college fair follow-ups that sit unprocessed for long periods, can derail engagement. Automation prevents these bottlenecks, enabling timely responses even when staff are unavailable.
Trackability: Monitoring communication effectiveness helps institutions refine their strategies and optimize ROI.
By integrating these principles, higher education institutions can deliver a cohesive and impactful communication strategy that strengthens student engagement and builds trust.
The Importance of Omnichannel Outreach
While email has long been—and remains—a cornerstone of communication, relying on it exclusively is no longer sufficient. The sheer volume of emails students receive daily makes it easy for even the most well-crafted messages to be overlooked. To stand out, institutions must adopt an omnichannel approach with campaigns that combine email with print materials, SMS messaging, voice blasts, digital ads, social media engagement, and microsites, all tailored to student interests.
Each channel serves a unique purpose for student engagement in higher education. Print materials, for example, are particularly effective at involving families in the decision-making process. A well-designed brochure placed on a kitchen table can spark conversations among family members, especially parents, who are often key influencers in the college selection process.
Similarly, integrating consistent, tailored messaging across multiple channels ensures that students receive a seamless experience. Whether they encounter an institution on social media, via a targeted ad, by SMS message, or through an email campaign, the message should feel cohesive and tailored to their interests. Omnichannel strategies, timed appropriately through the enrollment timeline, not only improve visibility but also demonstrate an institution’s commitment to meeting students where they are, thus building trust and rapport.
Leveraging Data for Personalization
Modern communication strategies must be rooted in data. By analyzing student preferences and behaviors, institutions can craft messages that resonate on an individual level. With data-informed insights, institutions can identify what matters most to prospective students—whether that’s career outcomes, financial aid, or specific academic opportunities—and address those priorities directly.
For example, students interested in STEM programs may be more receptive to communications highlighting research opportunities and faculty expertise, while first-generation students may appreciate messages emphasizing affordability and support services.
To further maximize impact, institutions can use surveys and initial engagement data to tailor their outreach strategies, which allows them to deploy resources efficiently while maintaining relevance. For example, expensive print materials can be reserved for students who show strong interest in particular programs, while a social media campaign may be more appropriate for inquiries earlier in the enrollment cycle.
Real-time data tracking lets institutions segment their strategies dynamically. If a particular campaign underperforms across the board or for certain cohorts of students, modifications can be made immediately to better align with student preferences. This agility is essential for maintaining relevance and impact throughout the recruitment cycle.
Building a Sustainable Communication Infrastructure
Sustainable communication strategies rely on the integration of advanced tools and technologies. While a customer relationship management (CRM) system lays a strong foundation, institutions often need more specialized solutions to elevate their outreach efforts. Liaison offers a suite of products designed to enhance and streamline communication and enrollment strategies, including:
Enrollment Marketing (EM): Liaison’s EM software and marketing services help institutions manage and analyze personalized, automated omnichannel campaigns, ensuring consistent and effective messaging across multiple channels.
Othot: This AI-driven tool leverages predictive and prescriptive analytics to optimize communication strategies and enrollment decisions, tailoring outreach to align with student behavior and institutional goals.
Centralized Application Service (CAS): By simplifying the admissions process for students and providing institutions with tools for marketing, data management, and application processing, CAS supports efficient communication with applicants.
By incorporating these technologies, along with Liaison’s CRMs, institutions can maintain a seamless and unified communication flow so that prospective students receive timely, relevant, and personalized messages. These solutions also allow institutions to monitor campaign performance and adjust strategies in real-time, maximizing the effectiveness of resources and making messaging more impactful for target audiences. This integration reduces reliance on fragmented workflows, preventing gaps or delays caused by disconnected platforms.
Aligning tools and strategies across departments using Liaison’s technologies keeps messaging consistent and impactful, even as prospective students engage with multiple touchpoints throughout their journey.
Achieving Long-Term Engagement
Effective communication with students is about building relationships that extend beyond the initial stages of recruitment. Institutions that invest in understanding and addressing the unique needs of their prospective students position themselves as partners in their academic journey.
By delivering personalized, timely, and relevant messages through multiple channels, institutions can foster deeper connections and enhance student engagement in higher education. As the competitive landscape of enrollment continues to shift, adopting a strategic and data-informed approach to communication will remain essential for success.
Ready to elevate your communication strategies? Discover how Liaison’s advanced tools and technologies can transform how you connect with prospective students. From personalized, omnichannel campaigns to data-driven insights, our solutions help you engage students meaningfully and meet your enrollment goals. Contact us today to learn more.
About the Author
Craig Cornell is the Vice President for Enrollment Strategy at Liaison. In that capacity, he oversees a team of enrollment strategists and brings best practices, consultation, and data trends to campuses across the country in all things enrollment management. Craig also serves as the dedicated resource to NASH (National Association of Higher Education Systems) and works closely with the higher education system that Liaison supports. Before joining Liaison in 2023, Craig served for over 30 years in multiple higher education executive enrollment management positions. During his tenure, the campuses he served often received national recognition for enrollment growth, effective financial aid leveraging, marketing enhancements, and innovative enrollment strategies.
As I reviewed the new IPEDS data release last week, I was looking for the data and intelligence that would be most helpful for online enrollment leaders to have in hand to underpin and inform this year’s success. These points, in combination with key trends that became clear in other sources I reviewed late last year will enable online leaders to succeed this year as well as plan for the future.
Note that I am not discussing changes that may emerge after January 20, but I will be doing so after a long talk I have scheduled with Cheryl Dowd from WCET who tracks online regulations and with whom I will be co-presenting at the RNL National Conference this summer.
So, what do you need to know?
1. Online and partially online enrollment continue to dominate growth.
Four years after the pandemic, more students each year are continuing to decide to enroll in either fully or partially online study. While year-over-year change in every post-pandemic year has seen some “return to the classroom,” when compared with pre-pandemic enrollment (2019), 2.3 million more undergraduates and 450k more graduate students are choosing fully or partially online study. Perhaps more important, 3.2 million fewer undergraduates and 288k fewer graduate students are choosing classroom-only programs. Institutions seeking to grow enrollment must develop processes to quickly determine the best online programs to offer and get them “to market” within 12 months.
2. Institutions seeking to grow online enrollment are now competing with non-profit institutions.
As recently as five years ago, your strongest competition came from for-profit institutions. In some ways, these institutions were easy to beat (excepting their huge marketing budgets). They had taken a beating in the press to the extent that students knew about it, and they were far away and unknown. Today, institutions face no less of a competitive environment, but the institutions dominating the scene – and most likely a students’ search results – are national non-profits. These institutions are, of course, not local so they aren’t well known, but they have not been through the scrutiny which eroded interest in the for-profits. Student search engine results are also now filled with ambitious public and private institutions seeking to “diversity their revenue streams.” As such, institutional marketers need to adjust their strategies focused on successfully positioning their programs in a crowded market, knowing that they can “win” the student over the national online providers if they ensure that they rise to the top of search results.
3. Online enrollment growth is being led by non-profit institutions.
Seventeen of the 20 institutions reporting the greatest growth in online enrollment over the last five years are nonprofit institutions—a mix of ambitious public and private institutions and national non-profits. What is more, the total growth among institutions after the two behemoths far exceeds Southern New Hampshire University and Western Governors University. These nimble and dynamic institutions include a variety of institution types (with community colleges well represented) across the higher education sector. Institutions seeking to grow online enrollment should research what these institutions are offering and how they are positioning their programs in the market and emulate some of their best practices.
4. New graduate program growth is dominated by online/partially online offerings.
In 2024, a research study by Robert Kelchen documented growth in the number of available master’s programs in the U.S. over the last 15 years. Not only did Kelchen document a massive expansion in availability (over the 15-year period, institutions launched nearly 14,000 new master’s programs on a base of about 20,000), but also that the pace of launching online or hybrid programs dramatically outpaces classroom programs. This rise in available offerings far outpaces the rate of growth of the online student market, resulting in significantly higher levels of competition for each online student. Institutions seeking to grow their online footprint must ensure that they fully understand both the specific demand dynamics for each of their programs and the specifics of what online students want in their program. A mismatch on either factor will inhibit growth.
5. Online success is breeding scrutiny of outcomes.
We all know something of the power of social media today. This was reinforced for me recently by an Inside Higher Education story which focused on the 8-year rates of degree completion among the biggest online providers. The story was triggered by a widely read Linked IN post and followed up by numerous other stories and posts and comments across the platform. This is just the kind of exposure that is most likely to generate real scrutiny of the outcomes of online learning – which were already taking shape over the last year or more. In fact, this focus on outcomes ended up as one of the unfulfilled priorities of the Biden Education Department. I have long said that institutions seeking to enter the online space have an opportunity to tackle some of the quality issues that first plagued the for-profits, now challenge the national online non-profits, and will confront others if not addressed soon.
6. Key preferences for online study have been changed by the pandemic.
RNL’s own 2024 online student survey surfaced dozens of important findings that online leaders should consider as they chart their course. Two findings stand out as reflecting profound changes in online student preferences, and both are likely the result of pandemic-era experiences. First, all but 11 percent of online students told us that they are open to at least some synchronous activities in their program, likely the result of hundreds of online meetings during the pandemic. Similarly, they told us that the ideal time to communicate with recruiters/counselors from online programs is now during business hours. This is also likely to be related to the pandemic period, in which millions of people working from home began to regularly contend with some personal business during their day. Institutions should assess both of these factors as they think through student engagement (to address point #5), and the intense competition of the online space (to address point #3).
7. Contracting institutions are not focusing on online enrollment.
Finally, we return to the new IPEDS data to see that institutions that have experienced the greatest enrollment contraction over the last five years demonstrate almost no access to fully online study (dark blue lines in the chart below), and only limited access to programs in which students can enroll in both online and classroom courses (light blue lines). Even where there has been some online or partially online growth, these efforts have not been given adequate attention to counterbalance contraction among students enrolled in classroom-only programs (green lines). These data again make it clear (as stated in point #1) that institutions facing classroom-only contraction must either amend their goals to account for reduced enrollment or determine which online or hybrid programs would be most attractive to students in their region and then ensure that such offerings are visible in a highly competitive higher education market.
Explore more at our webinar
Join us for a deeper dive into trends during our webinar, 5 Enrollment Trends You Need to Know for 2025. This discussion with me and a number of my RNL expert colleagues will look at research and trends that should shape strategic and tactical planning over the next 12 months. Particularly, as we enter what has been identified as the first year of the “demographic cliff,” data-informed decision-making will be more important to enrollment health than ever before. Register now.
In today’s digital-first world, higher education institutions are increasingly turning to digital marketing to educate, engage, enroll, and retain students. However, one of the key challenges that the campus decision-makers face is understanding the potential costs associated with digital marketing and how to effectively budget for growth.
As someone deeply immersed in the world of digital strategy, I often find myself having the same conversation with campus leaders: how do we set realistic expectations about what it really costs to do effective digital marketing? And more importantly, how do we directly link those costs with your institution’s growth objectives? In this blog, I will highlight the key data-driven strategies for assessing ROI and how these strategies inform a strategic budget plan that strengthens your institution’s overall portfolio and drives sustainable growth.
The importance of setting realistic expectations
Success in higher education landscape, particularly when managing a large portfolio, is driven by a disciplined, metrics-oriented approach. From my experience, the institutions that excel are those that rely on crisp numbers, rigorously evaluate their plans ahead of time, and understand the value of projections and estimations. By leveraging detailed forecasts and aligning resources accordingly, we can navigate the complexities of enrollment growth with precision and confidence, always mindful that incremental progress, evaluated at every stage, is key to achieving long-term goals.
Setting expectations means recognizing that significant results take time and careful planning. This translates to setting realistic growth expectations based on an understanding that reaching your enrollment goals will take multiple academic terms. When I am collaborating with our partners, we adopt a structured five year growth trajectory where Year 1 serves as the “foundational” phase, establishing the core infrastructure and strategic alignment. Year 2 is focused on “scaling,” optimizing initial investments to drive measurable growth. Years 3 and beyond are dedicated to “sustained value creation,” with a continuous focus on refining processes and maximizing returns through ongoing optimization and strategic enhancements. This phased approach allows for calculated risk-taking and ensures a clear path to long-term, scalable success.
Once we’ve set realistic expectations for our digital strategy, it’s crucial to ensure that every tactic -whether paid digital marketing, SEO, or creative content, all work together seamlessly to achieve your goals. These elements don’t function in isolation; rather, they complement each other to drive greater visibility, engagement, and, ultimately, enrollments. A well-rounded strategy that integrates SEO to boost discoverability, paid digital marketing for targeted reach, and compelling content to engage prospective students will create a strong foundation for success. By understanding how these components interrelate, you’ll be better equipped to assess their effectiveness and make data-driven adjustments as needed.
From here, let’s dive into how digital strategy translates into budget planning and ROI. Understanding the interconnectedness of these key elements will help you allocate resources more efficiently and set a clear path for measuring the success of your investments.
Connecting strategy to ROI and crafting a strategic budget plan for growth
The connection between strategy and ROI is grounded in the ability to align your digital marketing efforts with measurable outcomes, and it all starts with the establishment of clear and precise enrollment goals. Prioritizing top programs ensures that marketing resources are directed toward the areas with the highest demand or growth potential, improving overall program performance. The right channel mix is crucial to reaching the right audience, maximizing visibility, and efficiently converting interest into applications. Monitoring data and optimizing it in real-time ensures that marketing efforts are continuously adjusted for maximum effectiveness, enhancing the likelihood of meeting targets and improving ROI. Finally, effective allocation based on application timing, seasonality projections, and market revisions allows for strategic adjustments in campaigns to account for fluctuating demands, ensuring marketing spend is optimized throughout the enrollment cycle. Collectively, these elements create a robust framework for maximizing ROI, ensuring that marketing investments lead to increased applications, conversions, and, ultimately, student enrollment.
How do you craft a budget that supports your growth goals? Whether you are the decision-making authority or a decision influencer, here are the essential steps to craft a budget plan that aligns with your institution’s growth objectives and maximizes your enrollments:
1. Define your enrollment goals in detail
When you think of marketing costs, what comes to mind first? How much will it cost to meet your enrollment goals, right? So, your first step in planning a budget is to have your overall Enrollment goal (and, for graduate or online programs, a goal for every program) in front of you. With the goal (or program-level goals) in hand, determine what that means in terms of percentage growth from the current state. You may also have subsidiary goals like enhancing brand awareness, building more brand equity, or engaging alumni. If these are going to be part of your plan, they should also have tangible goals for what you are trying to do. Defining your enrollment goals helps you allocate your budget accordingly and measure ROI effectively.
STRATEGY TIP
Develop a “Goal Mapping” Scenario or you can say a Reverse Funnel (for each program). After you set enrollment goals (for the year or the term) you then need to understand the lead to enroll ratio. This will help you work backwards to determine how many accepted apps/admits will be needed, how many completed apps, how many submitted apps, and finally how many qualified leads will be needed. Based on the program category, dig deeper into what the Cost per Leads (CPL’s) are, based on industry benchmarks. That will help you calculate the estimated ad spend needed to generate those qualified leads.
A note on program-level goals: If you don’t have program-level enrollment goals for your online and graduate programs, finalize those as soon as possible. Until then, focus marketing on building brand awareness. It is likely that people in your own backyard could be less familiar with your program than you may think they are. Brand advertising will ensure that awareness rises so that when you have your program goals, you can build your campaigns on a higher level of familiarity with your institution. However, given that Google reports that 75 percent of graduate and online program searches don’t include an institution name, remember that branding alone will not be enough to fill your classes.
Institutional example: When we began work with one of our partners nearly two years ago, they had not established program-level goals. So, in year one, we focused the largest portion of the budget on institutional awareness, with mini-campaigns focused on specific programs of importance to the institution. By the beginning of the second year, the institution had set program-level goals based on a greater understanding of market conditions. At that point, we began transitioning our campaigns to focus (ultimately 80 percent of the budget) on the programs with the “mini campaign” focused on continuing the brand equity efforts.
2. Prioritize your programs
It is highly unlikely that most institutions can spend marketing dollars on every program they offer. This means that in order to maximize the ROI of your marketing budget, you must prioritize your programs. But how? Take a data-driven approach, prioritizing programs for which you a) know there is market demand both among students and employers, and b) understand the competitor environment. These are the “cash cows” that will demonstrate the best ROI on your marketing spend and support the programs that, while not demonstrating significant market demand, are critical to the institutional mission.
STRATEGY TIP
Spreading a $100K marketing budget across 15 -20 programs will only dilute the ad spend, by spreading it too thin. Instead, identify the top 5-7 programs that have the greatest market demand and focus on them. Note that sometimes, the programs that seem most in need of a “marketing boost”, really aren’t. They are struggling because their market demand situation is not what it once was.
Institutional example: A partner institution recently commissioned RNL to conduct a Program Prioritization and Positioning study focused on their current program mix. The goal was to take a data-driven deep dive into 12 programs vying for marketing dollars, with a focus on understanding student demand and employer needs in the region. The results indicated that while one of the programs they had planned to prioritize came out on top, two others that they hadn’t been planning to focus on also demonstrated strong demand, and one of the programs that they had questioned was confirmed as having weak local market demand.
3. Determine your channel strategy
Once you have prioritized your programs for marketing ROI, setting your channel strategy is pivotal. Personas (at the graduate and online levels developed for each program) dictate the channels on which you should focus. You don’t want (or need) to be present on every single channel just for the sake of “eyeballs.” Be mindful of the budget and how best to use it in order to maximize return, which can only be accomplished if you apply the personas that will inform you where your target student spend their “digital time.” So, for example, not every program may benefit from marketing on LinkedIn. Since it is expensive with a $10 minimum ad spend, a persona-based approach may indicate that other platforms are a much better match. But you can only do this if you know the characteristics of your audience, and that comes from the program personas.
STRATEGY TIP
The critical element in increasing marketing ROI is to engage the right students at the right time on the right channel, without spreading your budget too thin. In contrast, being too invested in any single channel exclusively or too long is also almost always the wrong strategy. There is always a point of diminishing returns as students cycle to different platforms, and you want to be sure to know where to go next before you approach that point by being able to tap into the next new thing.
Institutional example: One of our prestigious campus partners was struggling with recent market shifts that resulted in an overall decline in applications. We dug into market and performance data to help them prioritize programs that had the highest lead-to-enroll ratios, lowest cost per acquisition, and good search volume with an eye to increasing marketing ROI and overall success. This approach not only helped regain their momentum at the top of the funnel but also generated strong conversion volume that exceeded goals and sustainably reduced cost per conversion. These changes benefited not only the marketing operation but were also felt by the call center, and further down the funnel where we saw an increase in applications.
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4. Analyze data regularly and optimize with agility
If (quality) content is king, data is queen! Sustained growth can only occur when data and insights are continuously incorporated into strategy. Analyzing performance data is crucial to understanding which programs and channels are yielding the largest numbers of applications and enrollments and, hence, generating the best return on ad spend (ROAS). This type of analysis allows for a data-driven approach to strategic pivots on how the marketing budget is allocated to ensure the highest ROI (or ROAS) across channels and the program portfolio. As the cost of marketing has risen, so has the need for marketers to make an effective case to senior leadership for additional marketing dollars. You can only do this if you can demonstrate that you are the best possible stewards of current resources.
STRATEGY TIP
As you continue to increase your campaign efficiency and success with the focus on ROI, your cost per lead will gradually start to go down – on average by 5 – 10 percent in year 2 and beyond. So, campaigns can generate more qualified leads efficiently over the years (for the same cost), thereby maximizing the return on your ad spend (ROAS). This helps you not just grow but also helps in building forecasts and projections for growth compounded over several years – and it also provides a strong ROI-driven basis for any requests you may need to make for additional funds elsewhere.
A note on analytics platforms: The fact that resources have become increasingly scarce at the same time as marketing costs have skyrocketed has resulted, out of necessity, in more sophisticated tracking of ROI. If your internal systems are set up in the correct manner (or if you are working with a strategic partner like RNL) every lead can be tracked to its source, thereby allowing for the assessment of just how effectively each marketing dollar has been used.
Institutional example: A prestigious campus partner was having challenges with converting leads to applications and enrollments. We reviewed their full-funnel data (compete with attribution percentages) and realized something wasn’t working. The top of the funnel was healthy, with good lead volume. However, down the funnel we saw that a disproportionate number of leads were not converting to apps and enrollments. As a result of the review and data analysis, we made a bold strategic pivot to shift significant budget allocations to the channel (Google search) that we could see was producing the greatest numbers of applications and enrollments. Without the data, solving the challenge would have been impossible. With the data, it was easy. Since we made this change, applications, and enrollments have consistently increased each academic period.
Making sure that the top of the funnel strategy is guided by down funnel numbers is the KEY! Effective strategy must evolve through ongoing optimizations with thoughtful placements across diverse media platforms that are informed by performance data. Remember that the path to enrollment is rarely linear and an integrated media strategy allows you to provide a personalized message in the right place at the right time.
5. Understand and account for seasonality/application timings/expansion
Another aspect of the dynamic nature of the marketing process relates to the seasonality of lead flow – and subsequent enrollment. This requires flexibility to adjust your strategies based on real-time performance data collected throughout the year. For any program or institution, there are times of the year during which more or fewer leads are generated. Fully understanding these trends takes time; you can make preliminary judgments on when the lead volume is highest and lowest within one year, but multiple years will allow for greater certainty. As you build your capacity to track lead generation – and conversion throughout the funnel – by program and source – you can create visualizations that map these factors by month. They can be used to build monthly budget allocations like those presented below.
Institutional example: For one campus partner we used the annual performance data in an innovative way. Our data insights indicated that there was more market share to capture, by having the program leverage low cost per conversion at the top of the funnel at certain points in the year, and low cost per acquisition at the bottom at other points of the year. There was time to scale up both applications and enrollments. We developed a forecast plan to address the potential areas of opportunity, calculated the cost, and pitched it to the partner. Once approved, we moved with agility, and implemented additional ad spend on the top champion programs and frontloaded the budgets for the academic periods yielding the highest number of applicants and enrollments. With this, we were not only able to meet the qualified lead goal but also exceeded the enrollments by 19% for the following academic period.
The lifetime value of the student
As you budget for growth, it’s crucial to consider the lifetime value (LTV) of a student. LTV refers to the total revenue a student generates throughout their academic journey and beyond. This value encompasses tuition fees, ancillary revenues (like housing and meal plans), alumni donations, and increasingly in our era lifelong learning opportunities.
Talk with our digital and enrollment experts
We’re to help you find the right digital marketing and recruitment strategies. Let’s set up a time to talk.
