A presentation for the 22 st annual AACRAO Strategic Enrollment Management Conference Presenters: Rachael Denison Seema

1. A presentation for the 22st annual AACRAO Strategic Enrollment Management Conference Presenters: Rachael Denison Seema Mishra Dr. Brian Murphy Clinton Seeing the Strategic Picture by Blending External and Internal Analysis: Comprehensive SEM Principles to Drive Enrollmentin Professional Graduate Programs

2. 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

3. 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

4. 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

5. Evolution of CPS

6. 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

7. Organizational Structure:CPS Strategic Enrollment Research

8. Organizational Structure:Office of Strategy and Market Development An innovative, cross-functional strategy unit that serves the entire institution as an internal “think tank”

9. 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

10. 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.

11. Example 1: Internal ResearchAnnual Program Review Twofold purpose: • To provide a general overview of CPS’ portfolio and highlight key areas for discussion • To examine CPS’ programs through an enrollment management lens and assess each program’s relative success in four areas (at right) • Critical part of developing an overall • CPS Enrollment Management Strategy

12. Example 1: Internal ResearchAnnual Program Review Market Demand & Attractiveness 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 • Average applications per year • Application growth • Average inquiries per year • Conversion rate • Yield rate • New student growth by market

14. External Lens Deep analysis and due diligence leading to a decision.

15. “Product Development” Aligned with Localized Markets

16. Example 1: Outcomes

17. 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

18. Example 2: Program elimination; reallocation of resources Guiding Research Question: Should we invest resources to launch an MS in Hospitality Administration program?

19. Example 2: Program elimination/Resource Allocation Internal Research • Market Demand & Attractiveness • Benchmarks • Anecdotal Information • Leads • Conversion rates • Application Numbers • Comparison with prior program launches • Feedback from enrollment coaches and recruiters

20. Example 2: Hospitality Administration Secondary market research techniques overlaid with expert interviews and internal analysis help shape the decision

21. 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)

22. 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

23. Example 2: Hospitality Administration Labor Market Dynamics: What is valuable to the market and employers?

24. Example 2: Hospitality Administration More labor and education dynamics and the data that informs it

25. 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

26. Example 2: Outcomes

27. 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

28. Example 3: New Program Development Internal Research 20 new graduate programs were introduced 4-6 years ago 1,500 new students last year

29. Example 3: New Program Development Internal Research

30. 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

31. 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 data-informed decision making in all areas of the organization

32. Helpful websites/resources

33. 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