Category: hemj

  • Rethinking Lead Quality for Marketing-Admissions Alignment

    Rethinking Lead Quality for Marketing-Admissions Alignment

    Why Quality Beats Quantity in Student Recruitment

    Many institutions measure enrollment success by the size of their funnel. However, lead volume alone doesn’t translate into student enrollments, and in many cases, it creates more friction than results.

    When marketing teams are tasked with generating as many student leads as possible, admissions teams are often left to sift through a flood of prospects who were never the right fit. The result is wasted effort, strained teams, and disappointing yield. A smarter approach focuses on lead quality, not volume, and requires marketing and admissions to work together from the very beginning.

    The Risks of a Volume-Driven Mindset

    A volume-driven approach creates several hidden risks that undermine enrollment goals.

    First, marketing may deliver impressive lead numbers that admissions teams simply can’t convert. When success is defined by quantity alone, campaigns are optimized for clicks and form fills, not for intent or fit. Admissions counselors then spend valuable time chasing prospects who lack academic readiness, program alignment, or enrollment urgency.

    Second, high lead volume increases operational burden. Admissions teams are forced into reactive mode — managing inboxes, repeating outreach attempts, and documenting interactions that rarely progress. Over time, this erodes morale and reduces the attention given to the strongest applicants.

    Finally, institutions often spend more on advertising without improving outcomes. Larger budgets drive more traffic, but without stronger targeting and messaging, enrollment yield remains flat. This cycle reinforces siloed operations rather than solving for them.

    As explored in my recent article about why admissions and marketing collaboration matters, alignment across teams — not scale — is the real growth lever.

    How Discovery Shapes Lead Quality

    High-quality recruitment doesn’t start with campaigns — it starts with clarity. And clarity is the product of strong discovery paired with powerful and differentiated storytelling.

    Discovery is where marketing and admissions teams uncover what actually drives enrollment success: who thrives in the program, why they choose it, what doubts they need resolved, and what outcomes actually motivate action. Without this foundation, messaging tends to default to broad, generic claims that attract attention but fail to reach the right students.

    Strong brand strategies don’t try to appeal to everyone. They’re built around intentional differentiation and can clearly articulate who the institution is a right fit for, what it stands for, and what makes its experience distinct. This, in turn, creates deeper engagement that translates into more qualified prospects. 

    When institutional storytelling is rooted in discovery, messaging becomes more precise and authentic. Instead of overpromising or relying on broad aspirational language, marketing communicates real program strengths, expectations, and outcomes. This clarity acts as a filter. Prospective students who see themselves in the story lean in with higher intent, while those who are misaligned self-select out earlier in the funnel.

    For admissions teams, this translates into more productive conversations. Leads arrive with clearer expectations, stronger program fit, and greater readiness to move forward. 

    In short, discovery-led storytelling reduces friction across the funnel. Marketing attracts fewer but better-aligned prospects, admissions spends less time correcting misalignment, and institutions see stronger enrollment outcomes driven by relevance rather than volume.

    Building Marketing-Admissions Alignment

    True alignment requires more than good intentions. It demands shared definitions, shared metrics, and ongoing communication.

    Institutions must define key performance indicators (KPIs) that connect lead quality to enrollment outcomes — such as yield, time to application, and retention — rather than isolating marketing performance from admissions results. When teams agree on what “good” looks like, strategy becomes easier to execute.

    Messaging, targeting, and follow-up should also be aligned around program goals. Marketing sets expectations honestly and clearly; admissions reinforces those expectations through consistent conversations. Feedback loops allow teams to refine targeting and messaging based on real applicant behavior, not assumptions.

    This approach echoes the mindset shift outlined in my colleague Brian Messer’s recent article, which covered why institutions should stop chasing student leads and focus instead on sustainable enrollment strategies.

    Less Volume, More Conversions

    A smaller pipeline doesn’t mean weaker results. In fact, institutions that prioritize lead quality often see higher conversion rates, stronger retention, and less staff burnout.

    With fewer but better-aligned prospects, admissions teams can focus on meaningful engagement rather than time-consuming, low-yield outreach. Applicants receive clearer guidance, faster responses, and a more personalized experience. And marketing and admissions share accountability for outcomes rather than deflecting responsibility across teams.

    Key Takeaways

    • Lead quality drives stronger enrollment outcomes than raw volume.
    • Discovery is the foundation of high-quality recruitment and clearer positioning.
    • Collaboration between marketing and admissions reduces silos, increases efficiency, and improves yield.

    When marketers prioritize lead quality over lead volume, everyone wins. 

    Improve Lead Quality and Align Marketing and Admissions With Archer

    At Archer Education, we work with your marketing and admissions teams to build sustainable lead generation and enrollment strategies. Our approach focuses on establishing lasting capabilities so that your institution has the tools, training, and insights to operate with confidence. 

    Our enrollment marketing teams conduct deep discovery to inform your campaigns, while our admissions and retention teams provide personalized engagement support to prioritize student success.

    Contact us today to learn more. 

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  • Building a Data-Informed Strategic Plan for 2026

    Building a Data-Informed Strategic Plan for 2026

    Using Data to Inform Your Institution’s Year-in-Review Process

    Strategic organizational development, when applied to higher education institutions, demands setting accountability standards across the student journey — from staffing and advising to course planning and graduation. In my previous post, I discussed the importance of performing an annual review to set the strategy for the coming year. Now, let’s take a look at the importance of using data to inform that strategy.

    At the start of the annual review process, teams should look at all the available data, starting at the beginning of a prospective student’s journey. Institutions should ask questions such as:

    • How are leads coming in?
    • How are prospects converting to admitted students who are registering for class?
    • Are there peak enrollment seasons to plan for?
    • Are students receiving sufficient support during classes?

    Institutions need to evaluate their transparency in the reporting on and ownership of every touchpoint. By ensuring that all available metrics are digested to inform their strategy, rather than only using data points that paint a picture that is different from reality, institutions are better able to avoid confirmation bias. 

    For planning that bears fruit, teams must be truthful about what changes are necessary, and data should always be used to identify issues and inform an institution’s direction.

    Tools to Support Institutional Goal Setting

    When it comes to considering their goals for the next year, an essential principle that institutions need to remember is that the efforts of the team executing a process and the student experience must go hand in hand. Success and satisfaction must be considered not only for the students but also for the staff, the faculty, and the communities they serve. 

    Feedback Analysis

    Universities should gather feedback on the student experience early and often. Examining feedback loops throughout the student journey — including in lead nurturing, enrollment, and course surveys — offers clues into where to focus an institution’s energy and resources in future plans.

    Interviews with team members from all functional areas in the organization help leaders align the institution’s operations with its growth goals. Open communication also can reduce the effects of departments functioning independently, becoming a catalyst for more collaboration across teams and better consistency in the institution’s messaging. 

    Real-Time Data Dashboards

    Executive dashboards need to be used consistently to track progress across marketing, enrollment, and academics. Points to analyze include audits of marketing campaign performance and student enrollment trends. Using this real-time data to inform the decision-making at assessment checkpoints ensures teams stay aligned on the institution’s long-term goals. 

    Organizational Development Frameworks

    Leaders can use postmortem frameworks and planning worksheets to translate data-driven insights into manageable plans and timelines. Tools such as Archer’s Readiness Assessment and Good, Better, Best framework can help institutions gain a better understanding of where they are and where they want to be in the near future.

    Applying Learnings to Daily Operations

    Conducting an annual review will start an institution on the path toward creating smarter, evidence-based strategies. Once the past year’s operations have been analyzed, leadership teams must compare the institution’s progress against its vision and locate where adjustments are needed — such as in student enrollment support, resource planning, or program design processes — to support the institution’s growth.

    Employing effective change management processes can ensure an institution’s plans are actionable instead of theoretical. Establishing effective change management policies can help the institution navigate the operational shifts and cultural adjustments that are needed to maintain and scale its programs while maintaining collaboration and communication among its different departments.

    Leadership and teams must be held accountable with targeted checkpoints and milestones throughout the year. With agreed-upon dates for delivery, leaders can identify where additional support is needed and what adjustments to make, if necessary. 

    The task of analyzing large volumes of institutional data and turning it into actionable strategies can be overwhelming. When an institution decides to engage with a partner to help it conduct a thorough review, it should look for a vendor that offers flexible contracts that allow teams to adapt instead of restrictive long-term agreements. This also applies to any third-party partnerships that an institution enters to fill its capacity gaps, such as with partners that provide course planning, digital systems development, or marketing and enrollment management services.

    Key Takeaways

    • Institutions should connect lessons from 2025 to their 2026 priorities to create a strategic road map that fosters high-quality growth in the following year and beyond. 
    • By leveraging data, collaboration, and iterative improvement strategies, institutions use proven organizational development techniques to stay competitive.
    • Scheduling routine check-ins across departments helps institutions maintain forward momentum and ensure all contributors and stakeholders are engaged and have what they need to reach their goals.

    Let Archer Support Your Data-Informed Strategic Review Process

    At Archer Education, we understand that deep discovery, organizational development, sufficient investment, best-in-class technology, and a laser focus on the student experience are essential for institutional growth.

    Are you ready to expand your student enrollments, deepen your online program offerings, and future-proof your team? Archer’s team of higher education experts can help your institution establish an annual review process that will set you on the path toward scalable, sustainable growth. 

    If you’d like to learn more, contact our team and explore our technology-enabled strategy, marketing, enrollment, and retention services today. 

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  • Year in Review: Updating Your Strategy to Grow Smarter

    Year in Review: Updating Your Strategy to Grow Smarter

    Why Higher Ed Institutions Should Use Annual Reviews to Refocus Their Strategy

    Organizational development principles teach us that long-term, sustainable change is achieved through making data-driven decisions, continuously learning and adjusting, and intentionally planning for growth. Which is why an annual review of your existing higher education programs and operations is an essential step in the process for building your institution’s success. 

    Skipping a review in the planning process puts your institution at risk of repeating mistakes and missing crucial opportunities due to an outdated approach. 

    In every area and at every level, institutions benefit from looking back at data from the previous year for clues into what adjustments are needed for improvement. From holding project retrospectives and conducting marketing audits to tracking enrollment trends and having individual performance check-ins, regular rituals that facilitate reflection on what’s working and what isn’t encourage continuous growth. 

    Similarly, creating an annual review process for your degree programs empowers your institution to assess its efficiency while using data-driven insights to build a strategic road map for the future.

    Change starts from within. The best way to achieve growth is by being honest about where you are now and where you want to be. At Archer, we go through a robust discovery process with our partner institutions to understand the unique challenges and opportunities their online programs and the institutions themselves face in today’s dynamic higher ed landscape.

    Common Pitfalls in Strategy Resets

    Strategy resets often simply recycle old plans instead of applying lessons learned. Contrary to what you may think, plans built on evidence from the past are much easier to implement and keep on track than recycled plans. Here are three common pitfalls your institution should avoid when planning for the future.

    Pitfall #1: Following Assumptions Over Evidence

    When leaders fail to connect data and insights from past performance to future goals, important trends are missed and errors are doomed to be repeated. Analyzing available metrics and assessing risks ultimately leads to more intelligent plans that can increase enrollment and support positive student outcomes. Marrying your intuition and insights with data makes for a stronger strategy. 

    Pitfall #2: Allowing Siloed Departments to Slow Progress

    Honest assessments across functional areas only happen when teams work together. Every corner of the university should be represented in the review process; marketing, information technology, enrollment, financial aid, the registrar, faculty, administration, and leadership all need to be aligned. 

    This is hard work, but you can start by finding ways to collaborate with a department that you work with regularly and then expand that collaboration to other departments. Look for more opportunities throughout the year for better cross-departmental communication and collaboration. 

    Pitfall #3: Limiting Plans to the Near Future Without Considering the Bigger Picture

    Institutions should prevent letting their short-term tactics override their long-term goals. When you tie your institutional goals to your departmental goals, you create a natural flow of work and have an easier time communicating your successes up the chain of command. By regularly reviewing their goals and assessing if their work is on track or needs revisiting, teams are able to course-correct when necessary — before reaching the end of the year.

    Using Postmortem Frameworks for Smarter Growth

    Fortunately, there are plenty of techniques that can be used to create an effective review process. Postmortem meetings, data analysis, planning worksheets, and open communication can fuel an insightful retrospective. 

    When approached with the intent to learn from the past and find areas for improvement, a postmortem meeting offers a crucial opportunity for an organization to reflect on its progress. In postmortem meetings, individuals and teams consider how successful a project or period of time was and pinpoint what to change moving forward. Risk assessments are also particularly useful to help teams prepare for possible enrollment and market shifts in the future. 

    By harnessing the power of analytics reporting and postmortem agreements, teams can co-create realistic road maps that connect their vision with the institution’s operational capacity. Getting buy-in from all departments by engaging them in cooperative planning gives everyone the chance to discuss their team’s areas of strength and the areas where additional support may be needed. 

    Institutions that follow Archer’s Good, Better, Best framework are able to get a clear view of where they currently stand and what they should prioritize next to achieve consistent growth.

    Key Takeaways

    • Avoid common strategy reset pitfalls by first taking account of where you are now and then determining where you want to be.
    • By leveraging data, collaboration, and iterative improvement strategies, institutions use proven organizational development techniques to stay competitive.
    • Postmortems, planning tools, and governance help leaders sustain their institution’s progress. 

    Let Archer Support Your Year-in-Review Process

    Institutional growth requires a tailored approach, and the path looks different for every organization. At Archer Education, we understand that deep discovery, organizational development, sufficient investment, best-in-class technology, and a laser focus on the student experience are essential.

    Are you ready to expand your institution’s online program offerings, elevate your student enrollments, future-proof your teams, or all of the above? Then allow the talented Archer team to support your institution by helping you establish a year-in-review process and uncover new possibilities for sustainable growth. 

    If you’d like to learn more, contact our team and explore our technology-enabled strategy marketing, enrollment, and retention services today.

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  • 21 Higher Education Marketing Conferences for 2026

    21 Higher Education Marketing Conferences for 2026

    Higher Ed Marketing Conferences Foster Connection and Innovation

    The higher education marketing landscape continues to evolve at a rapid pace, driven by emerging technologies, shifting student expectations, and ever-changing digital platforms. For marketing professionals in the higher ed space, staying informed and inspired is more important than ever.

    Higher education marketing conferences provide a great way to keep up with the latest trends, tools, and strategies shaping the industry. From fresh approaches in academic thought leadership and generative engine optimization (GEO) to foundational breakthroughs in online growth enablement and centralized marketing strategies, the opportunities to innovate are endless.

    Attending higher ed marketing conferences like the ones below can help your institution’s marketing team stay ahead of the curve, while connecting with other professionals who are driving the future of education marketing.

    1. SXSW EDU

    The South by Southwest Education conference brings together professionals from all education categories to discuss industry trends ranging from technology to global collaboration. The higher education track explores developments impacting universities, community colleges, and nontraditional learning forums, and sessions on continuing education and convergence are also available.

    When: March 9-12, 2026

    Where: Austin, TX, at the Hilton Austin and other downtown locations

    Website: https://sxswedu.com/ 

    2. NAGAP Graduate Enrollment Management Summit

    The Graduate Enrollment Management (GEM) Summit is tailored for professionals involved in graduate admissions and enrollment management. Hosted by NAGAP, The Association for Graduate Enrollment Management, the 2026 summit offers dynamic speakers and numerous educational sessions designed to provide new approaches and creative strategies across various topics in the higher education field. Attendees can also connect with fellow NAGAP members to share useful tips and exchange ideas.

    When: April 8-11, 2026

    Where: Baltimore, MD, at the Marriott Baltimore Waterfront

    Website: https://www.nagap.org/annual-summit 

    3. ASU+GSV Summit

    Hosted by GSV Summit and Bett/Hyve, in partnership with Arizona State University, the ASU+GSV Summit covers educational technology topics across all learning categories.

    Archer Education will be attending this higher ed conference! Remember to stop by and say hello.

    When: April 12-15, 2026

    Where: San Diego, CA, at the Manchester Grand Hyatt

    Website: https://asugsvsummit.com/ 

    4. UPCEA Annual Conference

    Hosted by the University Professional and Continuing Education Association (UPCEA), this conference focuses on professional and online education. It features engaging keynote speakers, high-energy concurrent sessions, and ample networking opportunities. The 2026 conference will address topics such as access, policy, diversity, quality, and technology.

    Archer Education will be attending and exhibiting at this higher ed conference! Remember to stop by and say hello.

    When: April 15-17, 2026

    Where: New Orleans, LA, at the Hilton New Orleans Riverside

    Website: https://conferences.upcea.edu/annual2026/ 

    5. Adobe Summit

    The Adobe Summit is one of the largest digital experience conferences, offering more than 250 sessions and hands-on labs across specialized tracks. Attendees can connect with other digital marketers and learn about cutting-edge digital marketing tools and trends. 

    When: April 19-22, 2026

    Where: Las Vegas, NV, at The Venetian Convention and Expo Center, and online

    Website: https://business.adobe.com/summit

    6. AACRAO Annual Meeting

    The American Association of Collegiate Registrars and Admissions Officers (AACRAO) will hold its 111th annual meeting to advance higher education. This event offers opportunities for networking, discussing challenges in higher education, and collaborating on meaningful solutions. 

    When: April 19-22, 2026

    Where: New Orleans, LA, at the Ernest N. Morial Convention Center

    Website: https://www.aacrao.org/events-training/meetings/annual-meeting

    7. SMX Advanced

    SMX Advanced is a premier conference designed for experienced search marketers seeking advanced search engine optimization (SEO) and search engine marketing (SEM) tactics. The 2026 event offers cutting-edge sessions, live Q&A, and networking opportunities with industry leaders. 

    When: June 3-5, 2026

    Where: Boston, MA, at the Westin Boston Seaport District

    Website: https://searchengineland.com/smx/advanced 

    8. Slate Summit

    Slate Summit features more than 100 sessions targeting topics relevant to higher ed admissions, student success, and advancement professionals. 

    Archer Education will be attending this higher ed conference! Remember to stop by and say hello.

    When: June 24-26, 2026

    Where: Nashville, TN, at the Music City Center

    Website: https://technolutions.com/slatesummit2026 

    9. eduWeb Summit

    The eduWeb Summit is a leading higher education conference focused on supporting marketing, enrollment, advancement, and digital teams from global colleges and universities. The 2026 Summit offers master classes, workshops, and speakers addressing current challenges faced by attendees. Topics covered include enrollment growth, analytics, and the student journey.

    When: July 14-16, 2026

    Where: Orlando, FL, at the Drury Plaza Hotel Orlando

    Website: https://www.eduwebsummit.com/

    10. UPCEA Summit for Online Leadership and Administration (SOLAR)

    UPCEA’s Summit for Online Leadership and Administration (SOLAR) conference is designed to gather educational leaders, professionals, and innovators to discuss digital learning and higher learning strategy. Topics include governance, policy, compliance, technology, and growth.

    Archer will be attending and exhibiting at this conference! Remember to stop by and say hello.

    When: July 29-31, 2026

    Where: Boston, MA, at the Westin Boston Seaport District

    Website: https://conferences.upcea.edu/SOLAR26/ 

    11. Digital Collegium Annual Conference

    The Digital Collegium (formerly HighEdWeb) Annual Conference is tailored for higher education professionals interested in exploring the role of digital media within their organizations. The 2026 conference will feature diverse learning sessions, providing valuable professional development opportunities for developers, marketers, designers, and strategists. 

    When: October 18-21, 2026

    Where: Pittsburgh, PA, and Online

    Website: https://events.digicol.org/digicol26 

    12. VidCon

    VidCon is a premier convention where digital culture takes center stage, bringing together the world’s leading digital creators, platform innovators, and their fans. The event offers various tracks tailored for community members, creators, and industry professionals, providing insights into the latest trends in online video and digital content creation.

    When: June 25-27, 2026

    Where: Anaheim, CA, at the Anaheim Convention Center

    Website: https://www.vidcon.com/anaheim/

    13. EDUCAUSE Annual Conference

    The EDUCAUSE Annual Conference brings together industry professionals to network and discuss recent trends in higher ed technology. Participants can also engage in online sessions.

    Archer will be attending and exhibiting at this conference! Remember to stop by and say hello.

    When: September 29-October 2, 2026 (in person); October 14/15, 2026 (online)

    Where: Denver, CO, and online

    Website: https://events.educause.edu/annual-conference/2026 

    14. Content Marketing World

    Content Marketing World is the largest content marketing conference, offering sessions and workshops on content strategy, storytelling, and ROI. Attendees gain insights from industry leaders to enhance their content marketing efforts.

    When: October 5-7, 2026

    Where: Denver, CO

    Website: https://www.contentmarketingworld.com/

    15. NACAC Conference

    The National Association for College Admission Counseling (NACAC) Conference includes more than 100 sessions on topics relevant to admissions counseling professionals, such as best practices and market research. 

    Archer will be attending and exhibiting at this conference! Remember to stop by and say hello.

    When: October 8-10, 2026

    Where: Minneapolis, MN, at the Minneapolis Convention Center

    Website: https://nacacconference.org 

    16. WCET Annual Conference

    WICHE Cooperative for Educational Technologies (WCET) is an extension of the Western Interstate Commission for Higher Education (WICHE). The WCET Annual Conference brings together higher education leaders and professionals to discuss educational technology and distance learning trends.

    Archer will be attending this conference! Remember to stop by and say hello.

    When: October 14-16, 2026

    Where: Minneapolis, MN, at the Marriott Minneapolis City Center

    Website: https://wcet.wiche.edu/events/wcet-2026/ 

    17. AACRAO Conference for Strategic Enrollment Management

    The AACRAO Conference on Strategic Enrollment Management (SEM) brings together enrollment teams from universities, community colleges, and other learning agencies to discuss issues including enrollment declines, knowledge gaps, and financial aid strategies. 

    Archer will be attending and exhibiting at this conference! Remember to stop by and say hello.

    When: November 1-4, 2026

    Where: Baltimore, MD, at the Marriott Baltimore Waterfront

    Website: https://www.aacrao.org/events-training/meetings/sem-conference 

    18. P3-EDU

    Hosted by Georgia Tech, P3-EDU brings together higher education leaders to discuss topics ranging from public-private partnerships to government regulations.

    Archer will be attending this conference! Remember to stop by and say hello.

    When: November 2-4, 2026

    Where: Atlanta, GA, at the Georgia Tech Hotel and Conference Center

    Website: https://p3edu.com/ 

    19. AMA Symposium for the Marketing of Higher Education

    The American Marketing Association (AMA) Symposium for the Marketing of Higher Education is a premier event dedicated to advancing the field of higher education marketing. The 2026 Symposium offers a peer-reviewed program designed to help marketers refine strategies, strengthen institutional reputations, and ensure long-term financial health. Attendees will have the opportunity to engage with peers, share insights, and learn from industry leaders.

    Archer will be attending and exhibiting at this conference! Remember to stop by and say hello.

    When: November 8-11, 2026

    Where: Aurora, CO, at the Gaylord Rockies Resort and Convention Center

    Website: https://www.ama.org/events/conference/2026-ama-symposium-for-the-marketing-of-higher-education/ 

    20. OLC Accelerate

    OLC Accelerate, presented by the Online Learning Consortium (OLC), is devoted to driving quality online learning, advancing best practice guidance, and accelerating innovation in learning for academic leaders, educators, administrators, digital learning professionals, and organizations around the world. Topics include blended learning, research, student engagement, and technology platforms.

    When: November 16-19, 2026

    Where: Orlando, FL

    Website: https://onlinelearningconsortium.org/conferences

    21. UPCEA MEMS Conference

    The UPCEA Marketing, Enrollment Management, and Student Success (MEMS) Conference is the premier event for leaders and practitioners responsible for online and professional continuing education marketing and enrollment management. Attendees of the 2026 conference can expect engaging keynote speakers, insightful sessions, and ample networking opportunities.

    Archer will be attending and exhibiting at this higher ed marketing conference! Remember to stop by and say hello.

    When: November 30-December 2, 2026

    Where: Orlando, FL, at Disney’s Coronado Springs Resort

    Website: https://upcea.edu/events/#upcoming 

    Benefits of Attending Higher Education Marketing Conferences

    While some of these higher ed marketing conferences may be costly to attend, the value each event provides can be worth every penny if they help you improve your strategies and performance. 

    Learning About Changes in Marketing for Higher Education

    Higher education has seen drastic changes in the last few years, and it hasn’t been easy to keep up. Two examples are the shifts in the use of artificial intelligence and the different types of students seeking higher education. With new students and new expectations, higher ed professionals have a lot to digest and reimagine. Conferences provide an opportunity to get a wide variety of insights from an open group of people looking to learn, grow, and push the field forward. 

    Innovation and Optimization: Digital Marketing for Higher Education

    To keep your finger on the pulse of higher ed marketing trends, you probably read newsletters and follow thought leaders on social media. But nothing compares to real-life communication and collaboration, especially when it comes to emerging technologies. Outside of the higher ed marketing realm, the digital world is also evolving at an intense speed. With new technology comes new strategies and vice versa. While these new ideas and ways of accomplishing them will eventually become widespread, conferences are where a lot of firsts and big reveals happen, giving attendees a competitive edge.

    Networking With Higher Ed Marketing Peers

    The key to playing a role in pushing the higher ed marketing field forward is connecting with others in the community. Having a set time and place to imagine the future of higher ed with professionals as passionate as you are is a privilege that leads to true collective growth. Some of the most important benefits of attending a higher education marketing conference are getting inspired by leaders, connecting with like-minded colleagues, and building what could be lifelong professional relationships. You never know when a professional connection will pay off, and these conferences are the perfect place to create them. 

    Let Us Know Which Higher Ed Marketing Conferences You’re Attending!

    Archer Education partners with dozens of institutions to help them overcome enrollment challenges using tech-enabled, personalized enrollment marketing and management solutions. We encourage all of our clients to use higher education marketing conference opportunities to find ways to supplement their existing strategies. If you’ll be at any of the conferences Archer is attending, drop us a line and let’s schedule a time to chat!

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  • Asking the Right Questions- Archer Education

    Asking the Right Questions- Archer Education

    Why Universities Need the Right Partnership Criteria 

    When a higher education institution outsources its enrollment, marketing, or student engagement efforts, the stakes are high. Missteps don’t just cost money — they cost time and, most critically, can hinder enrollment growth. Many universities make the mistake of selecting vendors that focus on chasing leads, rather than aligning with the school’s mission or long-term goals.

    Without clear partnership criteria, even well-intentioned collaborations can falter. Misaligned university partnerships often lead to disjointed campaigns and wasted resources. What begins as a lead generation effort can evolve into dependency on a vendor that operates in isolation, without being guided by the institution’s strategy. 

    The right partner, by contrast, integrates seamlessly with the institution’s mission, aligns its services with the institution’s desired outcomes, and acts as a true extension of the institution.

    The Risks of Choosing the Wrong Partner               

    The wrong partner can create more problems than it solves. Some vendors sell services focused solely on activities — ads placed, events hosted, emails sent — without tying its efforts to the institution’s overarching strategy. This approach often fails to generate real enrollment growth, causing internal teams to struggle with unqualified leads and retention challenges. 

    Another potential risk stems from failing to consider how a partner will mesh with the institution’s legacy systems. Universities invest heavily in their marketing resources, such as their customer relationship management (CRM) platforms and brand assets. A vendor that imposes its own tools without considering the university’s existing infrastructure can create costly redundancies. 

    Equally concerning are long-term, restrictive partnership contracts that lock an institution into dependency and limit its flexibility, leaving it at the mercy of a vendor whose priorities may clash with the institution’s broader objectives or evolving market conditions.

    Strategic Alignment as the Core Test               

    The foundation of any successful university partnership is strategic alignment. True partners base the services they offer on the institution’s unique goals. They view marketing, admissions, and student success teams as interconnected — not completely separate entities.

    Shared key performance indicators (KPIs) are a key component of this alignment. When both the institution and its partner commit to tracking metrics such as the conversion rate from inquiry to application, the yield rate from admission to enrollment, and the one-year retention rate, they create mutual accountability across every stage of the student journey.  

    Archer’s Growth Readiness Assessment offers a model for this type of collaboration. This tool helps an institution evaluate its readiness to scale its programs — whether they are in person or online — by evaluating the university’s internal capacity, identifying any potential hurdles, and aligning its in-house teams and external partners. Performing such an assessment early in the vendor selection process ensures the university partnership is built on a foundation of clarity and trust. 

    Procurement Criteria That Drive Success              

    When it comes time for an institution to formalize a partnership, focusing on transparency, flexibility, and accountability can make the difference between achieving sustainable growth and creating new operational challenges. 

    Institutions that emphasize these criteria are better positioned to form partnerships that deliver measurable results and long-term value. 

    • Transparency in reporting and asset ownership is vital. An institution should establish whether it will retain full ownership of the assets created and determine how often performance reports will be shared. A transparent partner will make reporting accessible and collaborative, not proprietary. 
    • Flexible contracts are another hallmark of a strong university partnership. The institution should have the freedom to pivot when markets shift or as its internal capacity grows. It should avoid rigid, long-term agreements that limit its control or create dependency. 
    • Accountability across the student journey should be among the institution’s demands. The most effective partners understand that success extends beyond generating leads and inquiries. Contracts should define what accountability looks like from marketing through enrollment and retention, with clearly articulated performance standards for each stage. 

    Integrating With Legacy Systems               

    Integration is a crucial element of successful university partnerships. A capable partner doesn’t replace or disrupt the institution’s existing systems — it strengthens them. 

    When integration is done well, the partner respects the university’s existing data, assets, and workflows, leading to a more unified, seamless experience for both staff and students. When integration is done poorly, the results can be costly, creating redundancies, inefficiencies, and siloed teams. 

    Archer’s Onward student engagement platform demonstrates how thoughtful integration can amplify an institution’s capacity without disrupting its operations. Onward uses behavior-based triggers and personalized multichannel engagement efforts to guide students from inquiry through enrollment — working alongside admissions services and complementing the institution’s existing systems rather than supplanting them. 

    By respecting the institution’s infrastructure, this kind of partnership model helps the university scale its engagement strategies without losing its operational continuity.  

    10 Questions to Ask Before Choosing a Partner

    Selecting the right partner for an institution requires more than comparing price points or promises of lead volume. The most beneficial partnerships are built on mutual accountability, transparency, and shared metrics for success. The right partner should have staff with extensive institutional knowledge and higher ed industry experience, enabling it to provide universities and colleges with the best tools to improve their operations and achieve growth. 

    Asking the right questions early helps ensure alignment and prevent costly missteps. Institutions can consider asking the following 10 questions when vetting potential partners:

    1. How do you handle internal and external communications? Institutions need to know who their main points of contact will be, and how knowledge and strategies will be shared across teams.
    2. What metrics do you use to measure success across the student journey? The ideal vendor should be able to provide full-funnel visibility and focus on metrics that truly drive enrollment growth. 
    3. How frequently will our teams review results together? Successful partnerships depend on transparency and regular communication.
    4. What have you learned from working with other institutions, and how will that inform our partnership? Vendors should always be willing to adjust their services based on past wins and challenges. They should also have the right resources to serve all of their clients with equal urgency.
    5. How will you collaborate with us to set enrollment goals and forecast program growth? Credible vendors rely on historical data to inform their projections, and take the time to carefully explore existing growth drivers. 
    6. How do you differentiate marketing strategies at the institutional level from those at the program level? Institutions can benefit from asking for examples that illustrate this distinction.
    7. What can we expect from this partnership in the first 90 days? Vendors should be able to communicate clear timelines for processes, such as onboarding steps, reporting cadence, and performance metrics. 
    8. Will our institution own all assets, data, and creative from day one? Institutions should have ownership of any assets created and have a clear understanding of how they will be shared and managed.
    9. Are there any additional fees we should be aware of? Items such as creative assets will need to be refreshed over time, so institutions need to understand what associated costs may arise.
    10. What questions do you have for us? An ideal partner wants to understand the institution’s unique needs, strengths, and challenges. Using historical data, it can shape a data-driven strategy for the institution, including realistic marketing budgets and lead goals.

    These questions establish a framework for transparency, accountability, and scalability — ensuring the partnership begins from a place of trust and aligned goals.

    Key Takeaways

    • Effective university partnerships start with asking the right questions.
    • When your institution prioritizes alignment, accountability, and integration, you can avoid critical missteps.
    • The right partner will strengthen — not replace — your institutional vision and help equip you to scale sustainably.

    Build University Partnerships That Advance Your Goals

    At Archer Education, we work with accredited universities to build strategic partnerships rooted in a shared vision that drive scalable enrollment growth. With decades of higher ed experience, our team of industry experts has developed a flexible partnership model that supports internal growth, so that institutions can build self-sufficiency over time. 

    Contact our team to learn how our tech-enabled marketing, enrollment, and retention services can support your institution’s long-term goals. 

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  • Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Don’t Let Legacy Programs Stall Your Growth

    In higher education today, generating buzz around new program launches is often viewed as the key to growth and market relevance. While there’s nothing wrong with investing in new programs when it makes sense, institutions tend to do so at the expense of existing offerings — including those that built their reputation. Yet legacy programs, when strategically audited and repositioned, can become some of the strongest assets in an institution’s portfolio.

    The challenge is that these programs often don’t receive the same level of attention or investment as new launches. Over time, many become overshadowed — not necessarily because they’ve lost relevance, but because the institution’s focus has shifted. Without consistent evaluation and modernization, the programs may begin to stagnate — enrollments flatten, marketing efforts diminish — while they continue to drain resources and faculty energy.  

    At the same time, legacy programs often hold unique advantages that newer offerings lack: established reputations, loyal alumni networks, and faculty with deep expertise. When they’re reexamined and repositioned through a strategic lens — leveraging internal data, market insight, and refreshed messaging — legacy programs can drive renewed growth in an increasingly competitive marketplace. 

    Auditing Programs for Their Growth Potential 

    A deliberate, data-informed audit of an institution’s programs can be the first step toward revitalizing those that are underperforming. A well-designed audit doesn’t just identify weaknesses — it also can uncover opportunities for renewal and growth. 

    A program life cycle audit assesses the current health of existing programs and tracks their performance over time. Key metrics in an audit might include:

    • Enrollment and retention trends, to gauge the program’s long-term viability
    • Course completion and graduation rates, as indicators of students’ satisfaction and support
    • Employment outcomes, to measure the program’s industry relevance and career alignment
    • Faculty-learner ratio, to ensure efficient use of instructional resources
    • Program search demand trends, to gauge the market’s interest in the program

    This process helps institutions identify whether their legacy programs are declining, stable, or experiencing renewed interest. These insights enable academic leadership teams to direct resources toward the programs that are most likely to drive growth — or sunset programs that no longer advance the institution’s goals.

    Audits shouldn’t rely solely on internal data. Comparing a program’s performance results with market demand data — such as regional job growth projections and competitors’ offerings — can clarify what the program’s challenges are and whether they stem from internal execution or broader shifts in the field. 

    Measuring Program-Market Fit 

    Analyzing a program’s market fit is just as important as evaluating its internal performance. It can help institutions decide which legacy programs need retooling, which ones are suitable for scale, and which ones should be phased out.   

    A program’s market fit analysis doesn’t have to be overly complex. It can begin with three fundamental questions:

    • Is there still demand?
      The analysis should start with a review of labor market data, industry trends, search trends, and alumni outcomes to determine whether a particular field remains robust or if demand is shifting toward other subjects or credentials.
    • How does our program compare?
      The next step is to assess what other institutions are offering in terms of delivery format (such as in-person versus online learning), curriculum, and pricing for similar programs. Understanding the competitive landscape helps identify areas where an institution’s program overlaps with others and where there may be opportunities to differentiate.
    • Does the program align with our institutional strengths?
      Legacy programs often reflect areas where the institution already has deep expertise or established credibility. If those strengths still align with current market demand, they can serve as a solid foundation for a program’s revitalization rather than a reason for its retirement. 

    Evaluating these three dimensions helps determine whether a program needs a full-blown relaunch or a more subtle refresh. The goal isn’t to reinvent for the sake of reinvention. It’s to make sure that each offering continues to serve students while also supporting the institution’s objectives. 

    Relaunching Programs With Purpose: Marketing Strategies 

    When a legacy program still holds value but needs renewed visibility, a structured relaunch can help ensure its continued relevance. Effective relaunches align academic updates, marketing strategy, and admissions communication so that all teams are working toward the same goal: positioning the program for growth. 

    A comprehensive relaunch checklist can help guide this process. Elements to consider include:

    • Program curriculum and delivery updates that reflect today’s learning preferences — such as hybrid or online models to accommodate adult learners — and industry expectations
    • Consistent messaging across marketing and admissions, ensuring that both internal and external audiences understand what’s new
    • Refreshed and tested marketing materials, including program pages and collateral materials that articulate outcomes, flexibility, and value to prospective students

    Refreshing a program’s branding and positioning is a crucial step. Students’ needs evolve, so the program’s story should evolve too. Simple adjustments — such as updating program names for clarity, refining messaging to align with search trends, or highlighting regional workforce connections — can make legacy programs more discoverable and relevant.

    Faculty also play a vital role in rebranding. Leveraging their expertise lends authenticity and authority to program relaunches. Featuring their research and industry partnerships in marketing materials reinforces the program’s real-world impact and signals that it’s grounded in experience, not just theory. 

    Key Takeaways

    • New program launches aren’t the only pathway to growth. Sustainable success also stems from repositioning existing programs.
    • Strategic audits of legacy offerings that assess their long-term performance and market fit enable your institution to relaunch them with intention.
    • Institutions that regularly review and refresh their degree portfolios are better positioned to achieve scalable, market-responsive growth while honoring the programs that built their foundation. 

    Reinvigorate Your Programs — and Your Growth Strategy

    Archer Education partners with dozens of institutions to help them launch new programs and revitalize existing ones to amplify their visibility and drive real growth. In a competitive market, data-driven program strategies enable greater institutional alignment and better market fit. 

    Contact our team today and let us help you rejuvenate your degree portfolio.

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  • How Social Media Changed the Way We Communicate

    How Social Media Changed the Way We Communicate

    The Impact of Social Platforms on Higher Education Marketing

    There are currently more than 5.6 billion social media users worldwide, according to Statista. This means that about two-thirds of the world’s population uses some form of social media to communicate. 

    For many of us, using social media has become second nature. But the digital space has changed drastically since we saw the emergence of social media marketing in the early 2000s and beyond. So, too, should your social media marketing strategy, so that you can effectively reach your institution’s intended audience and make an impact when everyone else is trying to do the same.   

    While social media is a commonplace platform for communication today, have you ever considered how significantly social media has changed the way we communicate?

    4 Top Social Media Platforms Changing Communication

    Let’s take a look at what the most used social platforms have contributed to our new way of communication and how you can utilize them in your higher education marketing campaigns.

    1. Facebook

    Facebook is seen as the most predominant social media platform, and it has the numbers to back it up, with nearly 3.1 billion monthly users. While Meta’s Facebook still remains one of the top social media platforms since its conception, its audience demographics have shifted with the rise of Instagram and TikTok. With the dominating demographic now being women ages 25 to 34, Facebook is not the higher education marketing platform it once was. Not for traditional prospective and current students, anyway. 

    However, this platform can be effective for marketing flexible, online degree programs that target adult learners. It’s also a great avenue for communicating with alumni, recent graduates, and even parents of students.

    2. YouTube

    With nearly 2.6 billion monthly active users, YouTube was launched in 2005 and quickly grew to become one of the top social media platforms by 2010. 

    YouTube isn’t focused on generating content for short-term attention spans like other platforms. While Instagram, TikTok, and even Facebook primarily host short-form videos averaging 30 seconds to a minute long, YouTube’s premise is to expand on short-form content and host longer videos, such as how-tos, influencer lifestyle content, and vlogs, allowing viewers to form a more intimate connection with the content. 

    One of the main ways institutions utilize YouTube is with the rise of virtual campus tours, allowing potential students from anywhere to experience a university campus. This allows universities to expand their applicant pool by reaching potential students who may not be able to attend an in-person campus tour. 

    Take a look at a couple of examples of virtual campus tours from Clemson University and Cornell University, which have received 62,000 and 136,000 views, respectively:

    Clemson University

    Cornell University

    YouTube can also be a great place to highlight student success stories and testimonials.

    3. Instagram

    This Meta-owned social media platform has about 3 billion monthly users. In 2017, Instagram edged out Snapchat for one of the top spots among the most popular social media platforms. How? Instagram saw a gap in its algorithm where it wasn’t meeting younger audiences’ needs that Snapchat excelled at: catering to short attention spans. 

    In 2016, Instagram expanded on its platform offerings, including not only the ability to share photos in a timeline, but also launching a Stories feature. Similar to Snapchat, IG Stories gave users the ability to showcase shorter bursts of content that showcased the use of filters, stickers, and more, making the platform more interactive. With the launch of IG Reels in 2020, Instagram rounded out its offerings within the platform, giving users the ability to view and create short-form videos. 

    Since Instagram is most popular among a large younger demographic of users ages 18 to 34, Instagram is one of the number one tools higher ed marketers should be using to reach a wide variety of their university community, from prospective students to current students and young alumni.

    4. TikTok 

    TikTok has nearly 2 billion users. After its launch in 2018, TikTok quickly grew into one of the most popular social media platforms, surpassing X (formerly Twitter) and Snapchat and creating a new demand for short-form video across all platforms. 

    Primarily geared towards Gen Z and Millennial audiences, TikTok is a fast-paced, trend-focused app, making it one of the ideal platforms for marketing to university students. The original TikTok algorithm was unique compared to other social media platforms because it continually personalizes content to keep users engaged.

    How Did Social Media Change the Way We Communicate?

    Social media has changed how we communicate with one another in many ways. It has allowed us to share information in new ways, quickly gain global insights into worldwide news and trends, and forge new online communities of like-minded individuals.

    Fostered the Ability to Share 

    Since its launch in 2004, Facebook, one of the first ever social media platforms, has created a place to share anything from daily thoughts to groundbreaking ideas. This has continued to be the foundation of social media platforms that have followed in Facebook’s footsteps, from Snapchat to Instagram to TikTok. 

    Each of these platforms has expanded on the original foundation to add features such as stories, short-form video, and interactive filters. This further encouraged immediate, frequent sharing among participants and a sense of urgency around being an active social media user. This illustrates our first point: Social media has given audiences the opportunity to share and collaborate in real-time on a global scale. Over time, we shifted from passive consumers of information to active participants in content creation and distribution.

    In higher ed, this has greatly impacted how institutions communicate with prospective and current students, alumni, and other members of their wider community. Institutions have been given the opportunity to share with their communities in real time: Student successes are immediately celebrated, university news can be instantly delivered to a For You page (FYP) or timeline in a matter of seconds, and audiences can immediately communicate back. Social media has fostered this ability to share, allowing institutions to create stronger brand awareness and community engagement.    

    Provided Global Perspective

    This brings us to our second point: Social media has enabled people, brands, institutions, and organizations to come together in one common place, erasing traditional communication boundaries that once hindered our ability to connect. 

    Students in one part of the world can now explore what campus life looks like in another, simply by watching a TikTok tour, reading Instagram stories, or following a university ambassador on YouTube. These behind-the-scenes glimpses, often created by real students, offer an authentic, unfiltered perspective of life at institutions that might have otherwise been unreachable. 

    Faculty benefit from this reach too, using platforms like LinkedIn or X to share academic work, engage with global peers, and promote collaborative initiatives. Conferences, lectures, and panels can now be live-streamed or shared widely after the fact, broadening access to educational content for international audiences who may never set foot on campus.

    From a marketing standpoint, this global connectivity has changed the way institutions can position themselves and expand their offerings. Nearly two-thirds of institutions are exploring how to bring traditional on-campus programs online, utilizing the global reach driven by social media to appeal to nontraditional learners, including working parents and older adults. 

    Ultimately, the rise of social media has made it possible for institutions to extend their mission and messaging farther than ever before. 

    Encouraged Personal Connections 

    If you’re a social media user, you’ve likely experienced the benefits of how digital platforms have improved our overall communication. One of the most notable benefits is how platforms — from Facebook to LinkedIn and Instagram to TikTok — have given people the ability to connect on a personal level, whether it’s reconnecting with old friends, networking with new professional acquaintances, or sparking life-long friendships through comments, likes, and shares. 

    As social media has grown over the years, we’ve developed interest-based communities that allow us to communicate with like-minded individuals, sharing ideas and building a sense of belonging that might not be easily found in the “real world.” For nontraditional and online students, this can be life changing. 

    For institutions working towards appealing to this modern student demographic, utilizing these features can be beneficial in showcasing how nontraditional and online students can be part of the school’s community.

    The Challenge: Creating Bite-Size Messaging 

    With all of the ways social media has improved our communication, there are also some negative effects. One of which is particularly challenging for marketers: shortened attention spans. 

    The digital world moves quickly, and evidence has shown that the average attention span when looking at a screen has decreased from 2.5 minutes in 2004 to just 47 seconds in recent years. Many audience demographics, particularly younger generations, have become accustomed to “snackable” content. 

    Think about it: An average TikTok or Reel is 15 to 30 seconds long, Stories on Snapchat and Instagram disappear within 24 hours, and even static image carousels average only 3-5 slides. Because of this, marketers are left with less time to capture interest and low engagement on traditional content formats like text-only posts and longer videos.

    With social media being one of the most beneficial marketing tools in higher ed, it’s imperative that marketers learn to work with its fast-paced nature, not against it. We can do this by prioritizing visual content. Social media has made us into visual communicators: memes, gifs, short-form video, graphics, and more have begun to dominate our FYPs and timelines. 

    Shifting your strategy to prioritize content like eye-catching graphics and short-form video can push your content to the forefront of your audience’s feed and encourage higher engagement activity.   

    Improve Your Social Media Strategy With Archer 

    Looking to up your social media marketing game? Archer Education can help. We offer a variety of tech-enabled marketing, enrollment, and retention services, and our enrollment marketing team helps higher ed institutions with social media marketing, content creation, search engine optimization (SEO), academic thought leadership, and more. 

    Here at Archer, we partner with accredited universities to enable higher-ed leaders and marketers to accelerate their online program growth and enrollment. We believe that education is the great equalizer in our society, and we strive to help institutions make education more accessible for all adult learners. 

    If you’d like to learn more, contact our team and explore our offerings today. 

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  • AI in Higher Education: Academic Thought Leadership

    AI in Higher Education: Academic Thought Leadership

    How Faculty Expertise Boosts AI Search Results in Higher Ed

    Many higher education enrollment teams assume that the key to growth is spending more on paid leads. It feels logical: increase visibility, boost inquiries, fill the pipeline. Yet, too often, they end up paying for quantity, not quality — resulting in higher budgets that fail to yield students who are a good fit. They see short-term spikes in inquiries, followed by low conversion rates and retention challenges from mismatched students. 

    Achieving sustainable enrollment growth doesn’t have to mean spending more. What’s needed instead is smarter strategies that enable institutions to attract the right students earlier in the decision process — when they’re still exploring their options, defining their goals, and forming impressions of institutions’ credibility. 

    Shifting the focus of enrollment strategies from paid acquisition to earned attention — building organic visibility, authority, and trust with prospects before they fill out an application form — is the key to true growth. This approach is increasingly important as more and more students use artificial intelligence (AI) to navigate their higher education journey. 

    Building Organic Demand with AI and GEO 

    AI is reshaping how students discover institutions and their programs. While Google used to dominate prospective students’ search efforts, they are increasingly using AI-powered search assistants such as ChatGPT and Gemini to find, summarize, and compare higher education offerings. A 2025 study by the Online and Professional Education Association (UPCEA) found that roughly 50% of prospective students use AI tools at least weekly to research programs, including about 24% who use them on a daily basis. 

    As AI’s role in higher education marketing expands, institutions have begun to adopt generative engine optimization (GEO) strategies to improve their visibility in AI-driven search results. Unlike standard search engine optimization (SEO) — which focuses on keywords and backlinks — GEO prioritizes structured, authoritative content that AI systems can easily understand, cite, and incorporate into their responses. 

    When institutions feed these systems with content featuring faculty-driven subject matter expertise and clearly structured information, they train the AI algorithms to view them as authoritative and credible, and to surface them in students’ search results more often. This makes it easier for these institutions to engage high-intent students earlier in their enrollment journey.

    The Role of Faculty in Building Authority 

    No one conveys academic quality and institutional credibility better than the people who embody them. Faculty members represent some of an institution’s most trusted — yet often underutilized — marketing assets. Their expertise not only validates the institution and its programs but also humanizes them. 

    When faculty voices appear in thought leadership articles, Q&A features, or explainer videos, they do more than share knowledge — they strengthen confidence in the institution among both prospective students and their families. 

    Leveraged strategically, faculty expertise can enhance multiple facets of an institution’s marketing ecosystem:

    • Public relations: Faculty insights can position schools as trusted commentators in media coverage on industry trends. 
    • Search: Content that highlights subject matter expertise is seen as more credible by both traditional search engines and AI assistants, improving the content’s organic rankings and GEO performance. 
    • Enrollment marketing: Faculty-driven content that targets prospective students — such as video Q&As, informative blog posts, and interactive webinars — can help bridge the gap for these prospects between aspiration and application.

    When institutions center faculty in their marketing efforts, they connect academic storytelling with enrollment strategy, transforming their outreach from promotion into education.  

    Improving Efficiency and Results

    Today, higher ed enrollment growth depends on smarter strategy — not higher spending. Institutions can achieve greater success by balancing their paid and organic channels, building durable content engines, and aligning their marketing spend with actual enrollment outcomes.

    Balance Paid and Organic Marketing               

    Paid campaigns still have great value. But overreliance on them can drive up cost-per-enrollment (CPE) while producing prospective students who are a weaker fit. According to data from UPCEA, the average cost per enrolled student is more than $2,800. By mixing organic channels — faculty thought leadership pieces, GEO-friendly content — with paid efforts, institutions can achieve lower long-term costs while improving the fit and retention of their prospects.

    Create a Long-Term Content Engine               

    Temporary campaigns can deliver short-term boosts, but real authority that leads to sustainable enrollment growth stems from consistent, faculty-led content. Building a content engine anchored in faculty expertise and optimized for AI and GEO is essential, allowing institutions to maintain their visibility and credibility. Over time, this strategy can lower acquisition costs, boost engagement, and support retention.

    Align Marketing Spend With Enrollment Outcomes               

    Too often, marketing dollars are funneled toward maximizing the volume of leads rather than focusing on actual outcomes. True budget efficiency comes from aligning spend with each stage of the student life cycle — supporting strategies that move prospects from application to enrollment to persistence. When institutions’ budgets prioritize quality, engagement, and long-term fit over volume, they can strengthen both their conversion rates and their retention outcomes. 

    Key Takeaways

    • More leads don’t always translate to real growth. Sustainable enrollment comes from reaching the right students — not just more of them. 
    • By embracing GEO, leveraging AI in their higher education marketing strategy, and elevating faculty expertise, institutions can deliver content that builds organic authority and attracts qualified prospects earlier in their decision journey. This approach reduces institutions’ reliance on paid efforts, improves their cost efficiency, and enhances their credibility. 
    • Schools that invest in faculty-led content strategies can gain stronger conversions, better retention, and enduring brand trust — the foundation of meaningful, measurable enrollment growth.

    Drive Enrollment With Faculty Voices

    At Archer Education, we partner with accredited institutions to help them leverage AI and faculty thought leadership to build their credibility and drive their enrollment growth. Contact our team to learn how our tech-enabled marketing and enrollment solutions can help your institution attract the right students more efficiently. 

    Sources

    Association to Advance Collegiate Schools of Business, “Greater Impact Through Faculty Thought Leadership”

    Online and Professional Education Association, “AI Tools Are Driving Prospective Student Decisions, UPCEA and Search Influence Research Shows”

    Online and Professional Education Association, “How Higher Education Marketing Metrics Help You Boost Enrollment”

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  • Enrollment Planning: Stop Chasing Student Leads

    Enrollment Planning: Stop Chasing Student Leads

    From Lead-Chasing to Mission-Aligned Enrollment

    I spent 16 years as an enrollment leader and another 10-plus years working with enrollment leaders. As a result, I’ve witnessed firsthand how the standard lead-generation model for building enrollment is failing institutions. 

    The promise is enticing: Your marketing agency delivers a list of thousands of names of prospective students, your enrollment team works the list, and students materialize. But this approach creates a vicious cycle that undermines everything mission-driven institutions stand for. It’s like the effects of taking steroids to enhance your athletic performance — you see short-term gains that appear to be unstoppable, but they ultimately take your money, identity, and health.  

    Here’s what I’ve learned about shifting from a lead-chasing mindset to a long-term perspective focused on building enrollment foundations that actually last.

    Why Lead-Generation Strategies Fail Mission-Driven Institutions

    Finding mission-aligned students requires more than asking your institution’s marketing agency to generate leads. The traditional model — buy bulk leads, work leads, generate students — seems efficient on paper. In practice, however, it produces low conversion rates, disengaged enrollment staff, escalating acquisition costs, and devastating attrition rates.

    The math alone should give you reason to pause. When you generate more leads, you need more enrollment personnel to work them. Now you have two major problems: low-converting prospects and mounting personnel costs. Your enrollment counselors spend their days chasing people who don’t understand your mission, don’t fit your institutional culture, and, if they do enroll, often disappear after a term or two (often because they become a lead for another institution).

    This isn’t just inefficient. It’s likely counterproductive to establishing your institution’s identity. Students recruited through generic lead generation don’t know anything about your institution or what it represents. They can’t articulate why your institution matters, which turns it into a commodity in their eyes. Students can simply ask “How long will it take?” and “How much will it cost?” and not fully realize that the college experience is about so much more than that. 

    Look Inward, Not Outward: The Moneyball Principle for Enrollment

    There’s a powerful scene in the movie “Moneyball” in which Billy Beane, the general manager of the Oakland A’s baseball team, tells his scouts: “If we think like the Yankees in here, we will lose to the Yankees out there.” The same principle applies to your enrollment strategy, particularly for online and adult learners.

    If you think like Grand Canyon University, Western Governors University, or Southern New Hampshire University when designing your enrollment strategies, you likely won’t win the enrollment game, and you’ll waste an extraordinary amount of money and time in the process. 

    Those institutions have built their models based on scale, national reach, and high-volume lead generation. They have the infrastructure, capital, and brand recognition to make that work. Your institution probably doesn’t, and it shouldn’t try to.

    Just as consumers often turn to unique restaurants and up-and-coming artists once the chain establishments and pop stars start to feel too ubiquitous and impersonal, prospective students are increasingly drawn to institutions that offer something distinctive and local. Niche markets can be extraordinarily powerful when you serve them authentically. They generate raving fans. They create word-of-mouth referrals. And they build communities that sustain themselves.

    Your competitive advantage isn’t going to come from outspending the national players. It can only come from your institution being exactly what it is, something that no other institution can be. It’s about attracting students who are attracted to your mission and vision. 

    Understanding the Complete New Student Journey

    Creating a mission-centric marketing strategy begins with understanding every aspect of how prospective students experience your institution: from the design of your logo the first time they see it through the response to their first communication, the cadence of subsequent touches, and the tone of every interaction.

    One of my greatest frustrations in how higher education operates is the request-for-information (RFI) process. We ask students to provide their information and then tell them to wait for someone to contact them. 

    Almost no other industry operates this way anymore. Imagine filling out a form on Amazon and receiving a message that says, “Thank you for your interest. Someone will call you within 48 hours to help you complete your purchase.” It’s absurd. Try it out for yourself. Request information from your institution and see what happens. 

    My advice is to move away from the “Thank you, someone will be in touch” message immediately. Create an instant post-RFI experience that welcomes students and allows them to explore right then and there. Give them immediate access to program information, faculty insights, student stories, and next steps. Let them self-serve while your enrollment team prepares for meaningful, high-value conversations with them.

    When students arrive at those conversations already informed and engaged, conversion rates improve dramatically and the students who enroll actually fit the university’s mission. Let’s also not forget that passionate graduates have historically led to alumni giving down the road. 

    Using Faculty as Your Most Credible Marketers

    Building a mission-centric enrollment strategy requires faculty involvement. In the age of large language models and content generated by artificial intelligence (AI), credible human voices matter more than ever. Prospective students can spot generic marketing copy instantly. What can’t be replicated is the authentic passion of a faculty member explaining why their discipline matters and how your institution approaches it differently.

    Your faculty are your best marketers, especially right now. They bring subject matter expertise, institutional knowledge, and genuine enthusiasm to your messaging. They can articulate your mission in ways that marketing agencies never will. When faculty are engaged in creating content, participating in virtual information sessions, and connecting with prospective students during the exploration phase, the return on investment is extraordinary.

    Embracing Cybernetics: Governance That Learns and Adapts

    If you haven’t read Robert Birnbaum’s “How Colleges Work,” I strongly recommend it. Birnbaum outlines four organizational models in higher education, and I can typically identify which model an institution operates under after just one interaction. I can definitely confirm it if I look at their historical enrollment data.

    For enrollment management specifically, I advocate for what Birnbaum calls the cybernetics model. Cybernetic systems are self-correcting. Teams gather feedback, learn from outcomes, and adjust their strategies accordingly. This stands in stark contrast to the way the political, bureaucratic, and collegial organizational models that often dominate campus decision-making operate.

    A cybernetic approach to enrollment planning means:

    • Creating governance structures in which teams have genuine authority to act
    • Establishing clear feedback loops among marketing, admissions, student success, and academic affairs
    • Using data to inform decisions rather than defend territories
    • Building accountability that’s linked to shared outcomes rather than departmental metrics
    • Adapting strategies based on what actually works, not what teams wish would work

    A cybernetic approach requires institutional leaders, particularly presidents and provosts, to take ownership of the enrollment vision and build governance bodies that align departmental goals with shared institutional goals. Cross-functional committees need decision-making power, not just advisory status. And planning must extend beyond annual cycles to capture multiyear trends and institutional transformation.

    Reallocating Budgets for Mission-Aligned Impact

    Shifting to a mission-driven enrollment strategy requires budget reallocation. You must move dollars away from lead volume activities and toward initiatives that create lasting impact, such as:

    • Faculty-driven enrollment strategies that showcase your distinctive strengths
    • Mission-driven search engine optimization (SEO) and generative engine optimization (GEO) strategies that capitalize on these distinctive strengths 
    • Content creation that tells your institutional story authentically
    • Relationship-building programs that deepen community connections
    • Course scheduling systems that ensure students can access the right courses at the right terms

    These investments usually don’t generate immediate returns in the same way that purchasing 10,000 leads might. But they compound over time. They build an institution’s reputation. They create the conditions for sustainable enrollment growth rather than the enrollment roller coaster that exhausts everyone involved.

    Key Takeaways

    • Lead-chasing produces shallow growth that fades quickly and corrodes an institution’s culture. The alternative isn’t to abandon growth. It’s to anchor growth in the institution’s actual identity and what it genuinely offers.
    • Mission-aligned enrollment requires a commitment to optimizing the entire new student journey, from first awareness through graduation and beyond. It demands faculty involvement, genuine differentiation, and governance structures capable of learning and adapting.
    • Gone are the days when institutions could buy leads, work the leads, and generate students. That approach leads to poor outcomes for everyone: low conversion rates, disengaged employees, escalating costs, and high attrition.
    • The institutions that thrive in the coming decade won’t be those that outspend their competitors on lead generation. They’ll be the ones that know exactly who they are, communicate it with clarity and conviction, and build enrollment systems worthy of their mission.

    Stop thinking like the Yankees. Start building on the foundation you already have.

    Let Archer Help You With Enrollment Planning

    In my years of experience, I’ve helped many institutions establish a strong enrollment strategy. And I’m far from alone in my expertise at Archer Education. Our full-service team partners with colleges and universities of all kinds to help them build and scale their capacities. 

    Is your institution ready to work with a collaborative partner who takes the time to get to know you, then makes custom recommendations based on their decades of experience? Reach out to us today! 

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  • President’s Role in the Enrollment Experience

    President’s Role in the Enrollment Experience

    Why Enrollment Should Be a Shared Institutional Priority

    The future hangs in the balance as enrollment management at your institution spirals into chaos. 

    Siloed growth initiatives are relegated solely to marketing departments, which bear the full weight of institutional pressure yet lack the authority to grow enrollment throughout the entire funnel. Overburdened marketing teams bombard campus stakeholders with complex, opaque data and demand astronomical digital marketing budgets that few truly understand. It’s just easier to say no. 

    Meanwhile, admissions teams and faculty pursue divergent, often conflicting strategies to recruit students, each operating in isolation with little coordination. 

    Student success teams, critical to retaining and supporting new enrollees, are entirely excluded from strategic discussions, leaving vital continuity efforts out of the equation. 

    As these disconnected forces collide, the institution risks a catastrophic decline in enrollment, eroding its mission and future viability — an unfolding crisis in which collaboration is abandoned and the system teeters on the brink of collapse.

    This isn’t the latest thriller from your favorite streaming platform but instead a worst-case scenario of what some higher education institutions face today. The only one who can save them? You, the university president.

    The President as Chief Enrollment Champion

    It would be easy to assume that enrollment success and growth are mandates of marketing, admissions, and student support teams, as they focus on enrollment key performance indicators (KPIs), customer relationship management (CRM) systems, return on investment (ROI), lead-to-enrollment (L2E), and other such tools and metrics. For many university presidents and leaders, the details of enrollment management success are often isolated from broader priorities, such as mission, strategy, and resource allocation, even if enrollment growth is mentioned in the strategic plan. 

    Enrollment success is the lifeblood of institutional stability. The president and provost set the tone, vision, and degree of urgency around enrollment success initiatives. Without executive involvement, schools and departments compete instead of collaborating, pitting enrollment management teams against each other in a crowded market. This approach can lead to silos, missed opportunities, and uneven accountability. At worst, this approach leads to finger-pointing and a cycle of frustration and disappointment across the president’s cabinet.

    While marketing and enrollment management teams are the frontline drivers of enrollment strategies, the ultimate success of growth and student satisfaction hinges on the strategic leadership of university presidents and provosts. Effective leadership necessitates active engagement and oversight to ensure that these efforts are successfully integrated into the university’s priority initiatives. 

    Strong executive involvement signals holistic institutional commitment. This helps break down barriers that can impede enrollment success and diminish the student enrollment experience, such as disconnects between the operational teams supporting enrollment management and the academic teams safeguarding quality, reputation, and ranking. 

    Here, we discuss why the university president must champion ambitious and responsible enrollment. We explore how executive leadership can ensure that enrollment efforts are appropriately resourced; aligned under a single vision; and integrated across governance, academics, operations, and administration to achieve the most compelling metrics: exceptional student experiences and outcomes.

    Ensuring Adequate Resources and Support

    One of the key ways presidents and provosts can bolster enrollment success is by ensuring that marketing, recruitment, and student success teams are sufficiently resourced. No one expects executive leadership to be in the weeds of enrollment management operations. 

    However, having a working understanding of digital marketing and how it differs from event-driven marketing (for example, enrollment fairs or conferences) can be helpful during budget allocation conversations for marketing campaigns. 

    Equally important is ensuring that faculty and enrollment management staff have access to training and development opportunities to stay current in a rapidly evolving field, which is full of new tools and approaches, as well as a diverse ecosystem of third-party support opportunities. Faculty and staff are on the front line of student engagement. Presidents and provosts can cultivate an environment of continuous professional development focused on inclusive teaching, technology integration, and student engagement strategies. Well-supported faculty and staff are more effective in creating positive learning environments that attract and retain students. 

    Finally, presidents and provosts should invest in a process for new academic program development that assesses whether programs meet market demand and provide graduates with specific professional outcomes. 

    When components such as the above are underfunded, efforts to increase enrollment and enhance the student experience are likely to falter over time.

    Leveraging Modern Data and Analytics

    Are enrollment management staff using outdated and siloed technology systems that require significant manual work to develop basic reporting and analysis? This is a critical area for institutional-level investment and support. 

    Data-driven decision-making is essential in today’s competitive enrollment environment. Presidents and provosts should champion investments in analytics platforms that provide insights into prospective students’ behaviors and indicate their likelihood of enrollment, academic performance, and postgraduation outcomes. 

    Using this data, enrollment management and academic leadership can tailor recruitment strategies, optimize academic pathways, and identify at-risk students early, enabling targeted interventions that improve retention and graduation rates.

    Championing a Student-Centric Institutional Culture

    At the heart of enrollment and student success is a culture that prioritizes the student journey, from initial inquiry through graduation and beyond. While the traditional student journey may be well understood, that of the adult and online learner may require special analysis and support. 

    Presidents and provosts must champion this student-first culture by fostering collaboration across academic units, student services, and administrative departments, ensuring that every touchpoint enhances the student experience for all types of learners. 

    Establish Intentional Governance for Enrollment Success With Shared Performance Metrics 

    Enrollment growth and student success are inherently cross-functional. Presidents and provosts can foster collaboration by establishing formal structures with the authority to act, such as integrated enrollment planning committees or task forces that bring together academic leadership, student affairs, admissions, marketing, and technology teams. This helps align cabinet-level leaders around a unified enrollment vision. 

    These cross-functional collaborations ensure that strategies are coordinated, data-driven, and responsive to emerging trends. For example, aligning ambitious enrollment growth plans with course section scheduling and staffing planning ensures responsible outcomes, rather than having faculty leaders scramble at the last minute to find instructors to cover overfull admitted-student course sections.

    To ensure sustained focus, presidents and provosts should embed enrollment growth and student experience metrics into the university’s performance evaluations. This reinforces their importance across the institution and encourages all units to align their priorities accordingly. Shared accountability metrics should measure success from inquiry through graduation and be accessible to all teams through executive dashboards and regular reviews.

    Promoting Innovation and Building External Partnerships

    Staying competitive requires ongoing innovation and connection to the broader marketplace. Presidential and provost leadership should support the development of flexible academic pathways, such as online or hybrid programs, competency-based education, and microcredentials that appeal to diverse student populations. 

    Partnerships with industry, community organizations, and alumni can keep academic programs and curricula relevant, expand opportunities for students, and enhance the institution’s reputation. Presidents and provosts can lead efforts to establish these collaborations, opening pathways for internships, research projects, and employment while keeping a finger on the pulse of evolving industry and workforce skills needs and gaps.

    Demonstrating Visible Leadership and Accountability

    Finally, effective presidents and provosts demonstrate visible leadership by regularly communicating progress, celebrating successes, and holding units accountable for results. Transparent reporting on enrollment trends, student satisfaction, and graduation rates fosters a culture of continuous improvement. Training everyone to understand the basic KPIs that connect marketing, admissions, academics, and retention ensures that all are speaking the same language and working in partnership.

    Key Takeaways

    The strategic leadership of university presidents and provosts is essential for sustainable enrollment growth and a high-quality student enrollment experience. By actively championing student-centric culture, ensuring appropriate resourcing, fostering aligned governance and collaboration, leveraging data, and embedding metrics into institutional goals, executive leaders can create an environment where enrollment strategies are not only initiatives but also integral components of the university’s shared mission, leading to higher retention; better outcomes; and a stronger, more competitive institution.

    Increase Leadership’s Role in Your Enrollment Experience

    Archer Education partners with institutional leaders and admissions, marketing, and strategy teams to help them overcome enrollment challenges. Using tech-enabled, personalized enrollment marketing and management solutions, we can help your institution align its teams and create a strategic roadmap to sustainable growth. 

    Click here to request more information about Archer’s full-funnel engagement strategies and digital student experience technology.

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