SEEING THE STRATEGIC PICTURE BY BLENDING
EXTERNAL AND INTERNAL ANALYSIS:
COMPREHENSIVE SEM PRINCIPLES TO DRIVE ENROLLMENT
IN PROFESSIONAL GRADUATE PROGRAMS
A presentation for the 22st annual AACRAO Strategic Enrollment
Management Conference
Presenters:
Rachael Denison
Seema Mishra
Dr. Brian Murphy Clinton
Introductions/About us
• Rachael Denison, Director of Enrollment Research,
Strategy, and Data Management
– Northeastern University, College of Professional Studies
• Seema Mishra, Strategy and Market Development
Officer
– Northeastern University, Office of Strategy and Market Development
• Dr. Brian Murphy Clinton, Executive Director of
Enrollment Management
– Northeastern University, College of Professional Studies
Agenda
• Northeastern University (NU) / College of Professional
Studies (CPS) Overview
• Organizational Structure (for data units)
• Example #1: Growth of enrollments in existing program
• Example #2: Program elimination; reallocation of resources
• Example #3: New Program Development
• Summary – ongoing application of internal/external research
model
About Northeastern – a top tier private research university
Northeastern
University
– 8 Colleges, 1 School
– 94 Undergraduate programs
– 169 Grad programs
– FT UG Students = 15,699
– FT GR Students = 3,539
– 125 countries represented
– Signature co-op program
– 45,000 applications
– Boston, Charlotte, Seattle,
Online
College of
Professional Studies
– Associate, bachelor’s,
master’s and doctoral
degrees
– Practitioner-based degree
programs
– 67 degrees offered online
– 4,700 undergraduate
students
– 4,600 graduate students
– Degree completion,
pathways, and partnership
programs
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Evolution of CPS
Established in 1960 as a part-time undergraduate college
1970s-1980s: One of the largest part-time private
undergraduate colleges in the U.S.
• Operated in nearly 15 metro Boston locations
Exclusive focus on undergraduate programs until 2004…
• Introduction of graduate programs
• Expansion into online learning
2004-Present
•
•
•
•
Large growth in professional master’s and doctoral degrees
Shift to degree-seeking students vs. casual course takers
Geographic diversification of student body
Growth in international student population
Agenda
• NU/CPS Overview
→ Organizational Structure (for data units)
• Example #1: Growth of enrollments in existing program
• Example #2: Program elimination; reallocation of resources
• Example #3: New Program Development
• Summary – ongoing application of internal/external research
model
Organizational Structure:
CPS Strategic Enrollment Research
Collection, maintenance and analysis
of institutional data for the college
Inform policy development and decisionmaking: student acquisition, enrollment,
and retention
Academic program assessment
Support short-term and long-term
strategic planning initiatives
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Organizational Structure:
Office of Strategy and Market Development
An innovative, cross-functional strategy unit that serves the
entire institution as an internal “think tank”
Online and
hybrid
education
delivery
Regional
campus
exploration
Office of Strategy
and Market
Development
International
markets and
diversification
Curricular
innovations
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Agenda
• NU/CPS Overview
• Organizational Structure (for data units)
→ Example #1: Growth of enrollments in existing programs
• Example #2: Program elimination; reallocation of resources
• Example #3: New Program Development
• Summary – ongoing application of internal/external research
model
Example 1: Growing existing programs
Guiding Research
Question:
Which programs should
the University launch at
it’s new graduate
campuses in Charlotte,
NC and Seattle, WA?
Note: Internal and
External analyses run in
parallel.
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Example 1: Internal Research
Annual Program Review
Twofold purpose:
1.
To provide a general overview
of CPS’ portfolio and highlight
key areas for discussion
2.
To examine CPS’ programs
through an enrollment
management lens and assess
each program’s relative
success in four areas (at right)
Market
Demand
Market
Attractiveness
Student
Success
Financial
Viability
Critical part of developing an overall
CPS Enrollment Management Strategy
Example 1: Internal Research
Annual Program Review
Market Demand &
Attractiveness
• Average applications per
year
• Application growth
• Average inquiries per
year
• Conversion rate
• Yield rate
• New student growth by
market
Student Success &
Financial Viability
• Retention rate
• Active students
• Gross annual tuition
revenue
• Average annual revenue
per student
• Average annual cost per
student
• Contribution percentage
• Cost per credit hour
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Insight
Sheet
External Lens
Consumer
Demand
Survey
Economic
and Labor
Market
Research
Competitor
Analyses
Test
Marketing
Program(s)
to be Offered
in Region
Associations
&
Conferences
Regulatory
requirements
Business &
Economic
Dev
Community
Deep analysis and due diligence leading to a decision.
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“Product Development” Aligned with Localized Markets
Market
Market Need/Gap & Competition
Result
Charlotte
•
•
Increased focus on data security
especially within banking/finance
industry
NO existing graduate programs in market
offering this degree
Include existing
M.S. in Information
Assurance in portfolio
Strong labor market need: 1o0+
employer interviews reflected this
across industries
NO traditional research-focused program
State schools cannot create program as
fast for the market
NU would be ONLY PMI certified degree
offered in state – unique value
proposition
Tailor M.S. in Project
Management
to local needs.
Seattle
•
•
•
•
*through corporate
partnerships and
association memberships
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Example 1: Outcomes
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Agenda
• NU/CPS Overview
• Organizational Structure (for data units)
• Example #1: Growth of enrollments in existing program
→ Example #2: Program elimination; reallocation of
resources
• Example #3: New Program Development
• Summary – ongoing application of internal/external research
model
Example 2: Program elimination; reallocation
of resources
Guiding Research
Question:
Should we invest
resources to launch
an MS in Hospitality
Administration
program?
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Example 2: Program elimination/Resource Allocation
Internal Research
Market
Demand &
Attractiveness
Leads
Conversion
rates
Application
Numbers
Benchmarks
Comparison
with prior
program
launches
Anecdotal
Information
Feedback
from
enrollment
coaches and
recruiters
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Example 2: Hospitality Administration
Secondary market research techniques overlaid with expert
interviews and internal analysis help shape the decision
DOE data
(IPEDS)
Investigate
the
competition
Current
labor
market
dynamics
Expert
Interviews
Internal
Analysis
Go / No
Go
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Example 2: Hospitality Administration
IPEDS Data: DOE has wealth of information
The Department of Education
has information on degree
conferrals year over year.
Analyze this information!
• Better clarity on your
“competition’s” numbers
• Clarify whether the field is
growing (proxy for market
demand)
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Example 2: Hospitality Administration
Know the Competition: Harnessing the Internet
Compiled a database of main
competitors and compared
across a variety of
parameters:
• Tuition
• Credit hours
• Time to completion
• Marketing and positioning
• Admission requirements
• Curriculum
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Example 2: Hospitality Administration
Labor Market Dynamics: What is valuable to the market and
employers?
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Example 2: Hospitality Administration
More labor and education dynamics and the data that informs it
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Example 2: Hospitality Administration
Key findings – what the research tells us
• Small market, not growing at a fast pace
• NU has no pre-existing footprint – competition is strong
• Interviews indicated value for graduate education was mixed.
– Supplemental survey information on employer tuition
reimbursement indicated a low opportunity
• Market test revealed few hits/interest in program
• Curricular elements need to be distinguishable from
competition
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Example 2: Outcomes
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Agenda
• NU/CPS Overview
• Organizational Structure (for data units)
• Example #1: Growth of enrollments in existing program
• Example #2: Program elimination; reallocation of resources
→ Example #3: New Program Development
• Summary – ongoing application of internal/external research
model
Example 3: New Program Development Internal
Research
Average New Students
Generated by New Programs
20 new graduate
programs were
introduced 4-6
years ago
1,500 new
students last year
Launch
Year
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
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Example 3: New Program Development Internal
Research
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Example 3: New Program Development Market
Research
Because of the demonstrated need for this intelligence,
CPS created an in-house capacity and increased vendor
support. The Office of Strategy and Market Development
continues to offer consultative support.
Degree Development Process Now in Place
Degree Development Team
• Idea generation
• Team membership is
across CPS (marketing,
Associate Deans,
Regulatory, Research)
Strategic Research Work
• Each functional area then
takes on responsibilities to
conduct research (broad
based market views to
discover trends)
• Internal + External
Research
• Brought to internal team
for decision making
Senior Management Team
Approval
• Final go/no go depending
on research and viability
• Faculty Senate
• Launch!
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Summary: If it’s good enough for donuts… it’s
good enough for us!
• Don’t be one-sided in your
data analysis
• On-going process that
must be constantly
changed
• Create a culture of datainformed decision making
in all areas of the
organization
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Helpful websites/resources
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Please contact us for more information…
• Rachael Denison, Director-Enrollment Research,
Strategy & Data Management
– r.denison@neu.edu; 617.373.5449
• Seema Mishra, Strategy and Market Development
Officer
– s.mishra@neu.edu; 617.835.4850 (cell)
• Brian Murphy Clinton, Executive Director of Enrollment
Management, CPS
– b.murphyclinton@neu.edu
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