Just because a plan is feasible doesn’t necessarily mean it’s advisable. Colleges and universities must answer not only “Can we do it?” but also “Should we do it?”
Marketplace realities are pressuring colleges and universities to move beyond incremental adjustments and instead make operational transformations.
In our back-to-back surveys, results indicate that market pressures are turning up the heat on presidents of independent colleges.
Establishing results-driven processes can allow college presidents to proactively set the stage for both success and continuous improvement.
It’s not only prospective students and families who are taking a closer look at specific outcomes by college—so too are legislators, regulators, task forces, and journalists.
Strategic brand management in today’s higher ed landscape necessitates understanding the impact of price on the value proposition and the role tuition discounting plays in an institution’s quest for net tuition revenue.
Price sensitivity has become a major market force as prospective students and their families consider what they are able and willing to pay for a college education.
Presidents of private colleges recognize that today’s higher ed marketing efforts must be strategic (and not just about tactical implementation) and proactive.
Colleges and universities must conduct institutional research that allows for data-driven decisions about quality, cost, and outcomes.