Lori Meadows
Marketing and selling higher education to prospective students is a complex process that involves understanding the unique culture and dynamics of the industry. While the term sales may evoke images of aggressive tactics, selling education is quite different. There is no cold calling or buying lists of prospects in higher education; instead, universities focus on building trust and developing personal relationships with potential students. The sales cycle for universities can be lengthy, typically ranging from 8 to 10 months or even longer. To be successful, it is crucial for universities to implement an effective sales process, ensuring that everyone involved understands their role in selling the institution to prospective students. This includes creating Key Performance Indicators (KPIs) to measure the success of recruitment operations. Additionally, universities need to navigate budget constraints and intellectual property rights when selling products or services to other academic institutions.
| Characteristics | Values |
|---|---|
| Develop trust | Use conversation to develop trust |
| Collegiality | Collegiality, plain speaking, honest dealing, and backing up words with actions are important behaviors |
| Personal relationships | The work of higher ed is driven by personal relationships |
| Reputation | Reputation is everything |
| Internal networks | Purchasing decisions are often not centrally made but by a particular school or division or department |
| External networks | Decision-makers are influenced by their peers and colleagues at similar schools |
| Sales skills | Recruiters should have proper sales skills |
| KPIs | KPIs should be developed to measure the performance and success of the recruitment operation |
| Sales cycle | The sales cycle for a university can be more than a year |
| Pricing | Pricing is tricky due to budget constraints and the need to base it on full-time enrollment (FTE) |
| Licensing | Establishing a license is important to protect intellectual property rights |
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What You'll Learn
- Highlight the university's reputation and unique selling points
- Develop trust and transparency with prospective students
- Understand the sales cycle and long-term nature of university sales
- Implement a structured sales process and performance indicators
- Focus on the right decision-makers and influencers within the university network
Highlight the university's reputation and unique selling points
When selling a university to a prospective student, highlighting the university's reputation and unique selling points is key.
Firstly, understand the university's reputation and what it is known for. This could be its academic excellence, research capabilities, innovative programmes, or its distinguished faculty members. Emphasise the university's strengths and how they align with the student's interests and goals. For instance, if the university has a strong research focus, showcase the opportunities for students to get involved in cutting-edge projects and work with renowned researchers.
Secondly, identify the university's unique selling points (USPs). These are the features or benefits that set the university apart from its competitors. USPs could include specialised degree programmes, state-of-the-art facilities, industry partnerships, study abroad opportunities, or a vibrant campus culture. Highlight how these USPs will enhance the student's educational experience and future prospects. For example, discuss the career benefits of the university's industry connections or how its study abroad programmes can broaden a student's horizons.
It is also important to tailor the pitch to the student's interests and goals. Find out what they are passionate about and showcase how the university can help them achieve their aspirations. For instance, if they are interested in entrepreneurship, highlight the university's start-up incubators or alumni networks that can provide mentorship and connections.
Additionally, utilise testimonials and success stories from current students and alumni to bring the university's reputation and USPs to life. Share stories of students who have excelled in their field, founded successful businesses, or made a significant impact through research conducted at the university.
Finally, be transparent and honest in your communications. Building trust is essential in higher education, where personal relationships and word-of-mouth recommendations are highly valued. Ensure that you can deliver on the promises made and that the student's experience aligns with their expectations.
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Develop trust and transparency with prospective students
Developing trust and transparency with prospective students is a key part of selling a university education. Prospective students want clear, transparent information about programs, admissions, and financial considerations. They want to know that they are respected and that the institution is committed to their success.
One way to develop trust is to focus on building relationships with students. This can involve greeting students at the door, saying goodbye to them individually, and learning their names. It is also important to be responsive to students' needs and adapt to changing circumstances. This includes providing clear communication about admissions criteria, financial aid options, and student support services. Such transparency empowers students to make informed decisions and feel confident that they are respected and supported by the institution.
Another way to develop trust is to showcase the university's credibility and reputation. This includes highlighting the university's strong reputation for academic excellence, ethical conduct, and student-centred practices. Prospective students want to be assured of a valuable educational experience and a worthwhile investment. It is also important to be transparent about any negative reviews or comments that may influence students' perceptions.
Additionally, it is essential to understand the network that decision-makers operate under when selling a university education. Decision-makers within the university are heavily influenced by their peers and colleagues at similar institutions. Therefore, building relationships with leaders inside the institution and showcase the university's unique value proposition can be effective strategies for selling a university to prospective students.
Finally, it is important to provide prospective students with the information they need to make an informed decision. This includes helping them understand the university's culture, values, and what it can offer them in terms of career development, internships, and networking opportunities. By being transparent and providing clear information, universities can develop trust and confidence in prospective students.
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Understand the sales cycle and long-term nature of university sales
Understanding the sales cycle and the long-term nature of university sales is critical to successfully selling a university to prospective students. Firstly, it is important to recognise that the sales cycle for a university can be lengthy, typically lasting between 8 to 10 months, and sometimes even longer than a year. This is because the decision-making process in higher education institutions is often decentralised and influenced by various internal and external networks.
Internally, technology-buying decision-makers within universities develop relationships with leaders and influencers inside the institution. Therefore, it is crucial to focus on building relationships with these key stakeholders and gaining their trust. This can be achieved through honest and transparent communication, demonstrating shared values, and creating shared value. By starting small and adding value at a smaller scale, you can lay the foundation for bigger partnerships in the future.
Externally, decision-makers are heavily influenced by their peers and colleagues at similar institutions. They pay close attention to the decisions and choices made by their counterparts, which can impact their own purchasing choices. Therefore, understanding the broader network and the dynamics within this network is essential to positioning your university effectively.
Additionally, it is worth noting that the sales process in higher education is unique and differs significantly from traditional sales. There is no "cold calling" or telesales involved. Instead, prospective students voluntarily provide their contact information after interacting with the university online or offline. This indicates their initial interest, and any subsequent contact is to help them understand the university's offerings, culture, and admissions requirements.
Furthermore, the sales process in universities should be aligned with the institution's values and mission. It is essential to develop a set of Key Performance Indicators (KPIs) to measure the success of the recruitment operation, including the number of effective phone calls, applications, admitted students, and enrolled students.
Overall, understanding the long-term nature of university sales requires navigating complex internal and external networks, building relationships, and creating a sales process that aligns with the values of higher education while effectively measuring and managing the recruitment process through KPIs.
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Implement a structured sales process and performance indicators
To sell a university to a prospective student effectively, implementing a structured sales process with defined key performance indicators (KPIs) is essential. Here are some detailed instructions on how to achieve this:
Understanding the University Sales Landscape
Firstly, it's crucial to recognize that selling to higher education institutions, especially in Europe, has historically been a delicate topic, with "marketing" almost considered a taboo word in academia. However, times have changed, and universities now actively engage in marketing and recruitment activities to attract students, particularly international students.
The Network Factor
Universities function as networks, and decision-makers within these institutions are heavily influenced by their peers and colleagues at similar schools. Therefore, focus your efforts on building relationships with leaders and influencers within the university's network, both externally and internally. Often, purchasing decisions are made at the school, division, or department level, so getting your foot in the door with a small partnership can pave the way for more extensive collaborations in the future.
Developing the Right Mindset
Selling education is unique and should not be equated with traditional sales roles like car sales or telesales. University recruiters do not engage in "cold calling" but instead interact with students who have voluntarily shown interest. The primary goal is to help prospective students understand what the university is about, its research focus, admissions requirements, and the steps involved in the application and enrolment process.
Implementing a Structured Sales Process
Now, let's delve into the structured sales process itself:
- Funnel Awareness: Ensure that everyone interacting with prospective students, applicants, and admitted students understands their role in selling the university. This includes academic staff, admissions officers, and student ambassadors.
- KPI Development: The management of the marketing and recruitment department should establish a set of realistic and measurable KPIs to evaluate the performance and success of the recruitment operation. Examples of appropriate KPIs include the number of effective phone calls made per day, the number of applications received, the number of admitted students, and the conversion rate from applications to enrolments.
- Performance Coaching: Managers should actively listen in on phone calls, provide constructive feedback, and offer coaching to recruitment staff. This hands-on approach ensures that the team is equipped with the necessary skills and guidance to excel in their roles.
- Continuous Improvement: Regularly review the performance against the defined KPIs and identify areas for improvement. Adjust strategies and tactics accordingly to optimize the sales process and enhance the overall student recruitment experience.
Additional Considerations
When selling to universities, it's important to recognize their unique budget constraints and pricing preferences. For instance, software companies often base their pricing models on Full-time Enrollment (FTE), offering either individual FTE or "chunks" of FTE to simplify pricing and avoid enrollment fluctuation concerns.
Additionally, the sales cycle for universities can be lengthy, typically ranging from 8 to 10 months, or even longer. Therefore, patience and persistence are key when navigating the university sales landscape.
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Focus on the right decision-makers and influencers within the university network
When it comes to selling a university to prospective students, it's crucial to focus on the right decision-makers and influencers within the university network. Here are some detailed strategies to consider:
Firstly, understand that universities operate as networks, and the decision-makers are often influenced by their peers and colleagues at similar institutions. These external relationships can heavily impact their choices. Therefore, it's essential to identify the key external influencers and decision-makers outside the university who may have an impact on internal decisions.
Secondly, recognise that internal networks within the university are also crucial. Technology-buying decision-makers often develop strong relationships with leaders inside the institution. These relationships can influence purchasing decisions, which are often made at the school, division, or department level rather than centrally. Focus your efforts on building relationships with these internal influencers and decision-makers, as they are more likely to be directly involved in the adoption of new programmes or services.
Additionally, when targeting decision-makers, it's important to understand their specific needs and challenges. Identify a need that is not being met and position your university as the solution. This could be a particular service or programme that gives the university a competitive advantage in attracting applicants. Ensure that your offering aligns with the university's goals and values, as this alignment is essential for building trust and fostering a positive relationship.
Furthermore, when interacting with prospective students, it's important to provide helpful information and guidance. This includes clarifying what the university is and is not about, explaining the admissions requirements, and offering support throughout the entire enrolment process. By doing so, you are not only selling the university to the student but also providing genuine assistance in their decision-making journey.
Finally, it's worth noting that the sales cycle for universities can be lengthy, often ranging from eight to ten months or even longer. Be prepared for a long-term strategy and focus on building relationships and trust with the right decision-makers and influencers to increase your chances of success.
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Frequently asked questions
It is important to understand that universities are a network and decisions are not always made centrally. Focus on developing relationships with leaders inside the institution and understand that reputation is everything.
Ensure that everyone in contact with prospective students is aware that they are selling the university. Develop a set of Key Performance Indicators (KPIs) to measure the success of the recruitment operation. KPIs can include the number of effective phone calls made per day, the number of applications, the number of admitted students, etc.
Help the student understand what the university is about, including its admissions requirements and the steps in the process before admission and enrolment.
There is no "cold calling" in higher education. Students voluntarily provide their contact details and universities only contact those who have expressed interest.
Pricing for universities can be tricky due to budget constraints. One approach is to base your pricing model on Full-time Enrollment (FTE). You can price your service based on individual FTE or "chunks" of FTE, which some universities may prefer as it is easier on paper.
