Download - Carlos Alicea_CAU Case Study (1)
Recent positions - Higher Education:Executive Director of Enrollment ServicesLife Chiropractic College WestCorporate Director of AdmissionsFlorida Career CollegeDirector European Recruitment and MarketingSchiller International UniversityDirector of Admissions and MarketingCarlos Albizu University
Carlos R. Alicea
Content
General Background
Relevant Experience
CAU Simple Format Case study: Admissions/Marketing
Key Results
International Experience
Management Style
Outside vendors experience
General Personal-Professional Background Bachelor in Music, with Distinction, from Indiana University
MBA from The Wharton School
Six Sigma-Green Belt certification
Harvard Summer Institute on Admissions certification
Extensive domestic and international experience in the areas of sales, management and marketing
Significant P&L experience, $1-10 million budgets
Extensive, successful people management experience (10 to 130 employees)
7 years Higher Education-Director of Enrollment Management experience
+15 years management, sales and marketing experience
Operational Analysis(key to understand current operations and areas of opportunity)
Historical trends-inquiry/enrollment cycle
Prospects/Inquiry management and conversion
Messaging and communications to prospects
Department’s structure, work flow and accountability within the team
Faculty-Alumni participation in recruitment process
Outreach events and their efficiency/yield
Budget utilization
Key Strategic Issues
Declining New Student Enrollment
Staffing and departmental work flow
No tracking of conversion rates
Team building - staff training
Low staff morale-high staff turn over
Historical late achievement of targets-timing of prospects follow up
Lack of presence in High Schools and Community Colleges
Lack of Alumni-Faculty engagement in enrollment process
Strategic Issues sample ActionsDeclining new student enrollment
2006 results –5% vs. 2005 results
Staffing and departmental work flow
Tracking of conversion rates
Developed plans to solveunderling strategic issues
Staffed against strategy Filled vacant positions Terminated under-performing staff Assigned specific programs to
counselors (cross functional culture) Weekly staff meetings Constant training and monitoring
staff results
Implemented measurement criteria Developed conversion Table: by term
by program with Historical perspective
Shared weekly with full staff and key Management
Conduct one on one audits for timely action as conversion issues arise
SP08/SP07 Trends & new enrollment conversion to date
Sample tableINQ % APP % ADM % Enr Enr %
PROG. 2007* 2008** var. 2007 2008 var 2007 2008 var 2007 2008 Var.
PsyD 180 174 -3% 41 37 -10% 24 25 4% 21 22 5%
MS 175 193 10% 47 59 26% 38 36 -5% 34 36 6%
I/O 32 14 -56% 17 4 -76% 11 3 -73% 9 4 -56%
Bs Psy 199 159 -20% 41 52 27% 27 52 93% 26 53 104%
BA EE 127 146 15% 38 23 -39% 28 20 -29% 28 19 -32%
MS ESE 25 32 28% 9 15 67% 6 11 83% 6 9 50%
MS TESOL 35 30 -14% 13 14 8% 7 12 71% 7 12 71%
BBA 215 171 -20% 43 23 -47% 32 15 -53% 20 14 -30%
MBA 81 80 -1% 13 8 -38% 9 5 -44% 6 5 -17%
ESOL 32 14 -56% 11 9 -18% 6 7 17% 4 6 50%
Non Degree 173 21 -88% 10 1 0% 10 1 -90% 10 1 -90%
1274 1034 -19% 283 245 -13% 198 187 -6% 171 181 6%
* 1/12/2007** 1/15/2008
Conversion by program:INQ/APP % APP/ADM % Enr ADM/ENR %
PROG. 2006 2007 var 2006 2007 var 2006 2007 Var.
PsyD 23% 21% -7% 59% 68% 15% 88% 88% 1%MS 27% 31% 14% 81% 61% -25% 89% 100% 12%I/O 53% 29% -46% 65% 75% 16% 82% 133% 63%Bs Psy 21% 33% 59% 66% 100% 52% 96% 102% 6%BA EE 30% 16% -47% 74% 87% 18% 100% 95% -5%MS ESE 36% 47% 30% 67% 73% 10% 100% 82% -18%MS TESOL 37% 47% 26% 54% 86% n/a 100% 100% 0%BBA 20% 13% -33% 74% 65% -12% 63% 93% 49%MBA 16% 10% -38% 69% 63% -10% 67% 100% 50%ESOL 34% 64% 87% 55% 78% 43% 67% 86% 29%Non Degree 6% 5% 0% 100% 100% 0% 100% 100% 0%
22% 24% 7% 70% 76% 9% 86% 97% 12%
Historical media mix efficiency-yield by source, etc. Competitive use of media Local competitive pricing Implementation of focus groups to asses and establish current branding
benchmarks Current key selling points, call to action as well as clarification of issues
(e.g. accreditation)
Revision of collateral materials for message, consistency and focus Advertising cost per inquiry vs. total cost to recruit Conversion Metrics by program, by term, by vendor Alumni and Faculty participation
Marketing-Advertising Analysis
Marketing Key Strategic issues
No quantitative or qualitative research on consumers (prospect students-current students) Brand Assessment Benchmark
No use of industry benchmarks for cost to recruit Accreditation perception - University’s name:
Hispanic Institution
Institution visibility-validation in mass media CAU-PR and CAU-Miami Branding and collateral
materials disparity
Media committee scrutiny
Strategic Issues Sample Actions
CAU-PR/CAU-MIA branding/collateral materials disparity
Lack of cost to recruit industry benchmark
Accreditation perception-Univ’s name: solely Hispanic institution
Aligned Brand look/feel Developed/sold-in Brand
Standards Proposed updated logo
Use of NAACAC/Noel Levitz cost to recruit studies for performance measurement
Reworked communications Accreditation focused Stronger key selling points Stronger call to action Updated look/brand
character
CAU 2007-08 Key Results
2007 largest new enrollment class in CAU/Miami History +12% over goal
Targets for summer and fall 2007 and thereafter were achieved 100% prior to start of classes First time in 25 year University history
No staff turn over in 1.5 year Cost to recruit, per student: 30% below Industry benchmarks Increased team productivity and ownership development
International Management Experience
- Director European Recruitment and Marketing, Schiller- Regional Director Latin America, BMG/CDNow.com
- Director International Marketing, BMG
Management style: Team- metrics driven: inclusion/ownership model/plans
developed by the team assuring full departmental commitment Establish clear goals Trust environment – open clear communication of goals and
current situation Challenge the established Hands on-Demanding- without micromanaging Team – Management shared vision Mentorship-training Expect success from team -risk taker
“Success is the ability to go from one failure to another with no loss of enthusiasm.”
Sir Winston Churchill
Outside vendors management experience
Media Buyers Lead Vendors Printing Companies Designers TV and New Media production companies PR agencies Legal Counsel