Lost in the Data Forest

Metrics, analytics, data. Each has a place in your school's advancement strategy and should be supported. But for it to work, it has to work in tandem with human contact.

I recently visited a school, and the administrator told me she needed more compelling word-of-mouth marketing. However, she had a large digital file of evidence that proved her marketing efforts were reaching her intended online audience. Despite that, the school noticed a decline in both inquiries and applicant conversion and poured more money into targeted digital ads. The school was at its budget capacity for marketing.

Curious, I asked a lot of questions. How did the administrator know that word-of-mouth marketing was not working? New inquiries were not naming friends or family that attended the school as a way that they heard about the school. They were finding the school through searches and ads. However, the inquiries were not converting to applicants at the rate that they were two and three years ago.

Conversion from inquiry to application and from application to enrollment is complicated; all parts have to be in sync and perfectly executed. A family may decide that your is one of four schools they would be pleased with as an option for their child. They decided based on your responsiveness, website, and online reviews. Then, the in-person visit must meet all expectations for the parents and, more importantly, for the student. Finally, the family will seek out someone with direct experience with the school to confirm or deny what they believe to be true.

School leaders can encourage word-of-mouth marketing first by doing what they say they do.

By ensuring :

The quality of the program is as promised.

Faculty and staff receive professional development and competitive salaries.

Division heads are clear in their role as collaborators with parents.

Can the enrollment manager or the marcom director control each of those factors? No. Data will not lead your organization; humans will, and all leaders at your school must be aligned and working together if your school is to attract and retain students and families.

The author, Jill Goodman, is a consultant working with independent school leaders to advance their school’s mission, enhance their processes, and bolster their skills.

This article was updated in 2024