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Transcription

1 CRM$FOR$ HIGHER$ EDUCATION$ A$WHITE$PAPER$BY$$ INTELLIWORKS& DEMANDENGINE ABSTRACT' CRMisfastbecomingacompetitivenecessityforcollegesanduniversities looking to improve student engagement and deliver a better experience throughoutthestudentlifecycle.already,manyinstitutionshavederived great benefits from CRMand are eager toexpand their initiatives across campus. In an effort to reduce operational and support costs, many higher educationitorganizationsareconsideringanenterpriseapproachtocrm. Oftentimes, confuseenterprisetechnologywithenterprisestrategy.suchanapproach canhave CRMthatwillmeettheneedsoftheentireorganization. Ideally,anenterpriseCRMstrategyimprovesthestudentexperiencewhile ensuring that technology and processes are scalable and configurable enough to meet the needs of both traditional and nonntraditional enrollmentdepartments. Unfortunately,enterpriseCRMdeploymentsoftendefaulttotheneedsof the undergraduate admission office, ignoring the nuances and complexities of graduate, executive and continuing education units. As such, the pursuit of enterprise technology rather than enterprise CRM strategylimitsthepotentialgainsinserviceandproductivityandmaynot producetheanticipatedreturnoninvestment(roi). technical features and less so focused on meeting precise business objectives. ' ONE'SIZE' DOES'NOT' FIT'ALL! This!white!paper!will! identify:! Key-drivers-leadinginstitutions-toconsolidate-their- CRM-efforts-- Why-existingsystems-are-notmeeting-the-needsof-most-institutions- BestAofAbreedalternatives-toinvesting-in-legacytechnology-systems-- Communal-bestpractices-forapproaching-anenterprise-CRMinitiative- 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

2 TABLE'OF'CONTENTS' ' SECTION'ONE' ' A'CRUCIAL'POINT'IN'TIME' THE'PATH'TO'CRM'SUCCESS'IS'WELL5MARKED' A'COMPETITIVE'NECESSITY'FOR'HIGHER'EDUCATION' THE'NEED'IS'THERE,'YET'ADOPTION'IS'LOW' SECTION'TWO' CRITICAL'CHALLENGES'AND'CONSIDERATIONS' PROS/CONS'TO'CENTRALIZED'CRM' LET'CRM'STRATEGY'DRIVE'CRM'TECHNOLOGY' ' SECTION'THREE' KEYS'TO'CRM'SUCCESS' CRM'AND'ENROLLMENT'MANAGEMENT:'A'BUSINESS'CONCERN' RECOMMENDATIONS' 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

3 ' - SECTION'ONE:- A'CRUCIAL'POINT'IN'TIME' 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

4 A'CRUCIAL'POINT'IN'TIME! With competition for students among institutions increasing at a global level, budgets declining and studentdemographicsshifting,collegesanduniversitiestodayarefacedwithmorecomplexrelationship management challenges than ever before. Additionally, student expectations have also evolved in,andtheyhavebecomemorediscerning intermsofvaluepropositionfrominstitutions.asaresult,institutionsaremorefocusedthaneveron deliveringamemorablestudentexperienceateverystageoftheirinteractionswithstudents. Therearemanytouchpointsthatfeedintothestudentexperienceataninstitution,includingtheweb, socialmedia,events,onlinechatsandcampustours.formanyinstitutions,crmtechnologyhasbecome the hub for managing these interactions and leveraging these data points in order to create a more customerncentric approach to managing communications with students. These tools have provided institutionswithawealthofinformationonhowstudentsareinteractingwiththeirinstitution. However,technologyalonecannotanswerthecall.Institutionsmustfindtherightpeopletocarefully craft a CRM strategy that not only determines how students are interacting with their institution, but why.thisrequiresthatinstitutionsavoidlookingatcrmprimarilyasanitinitiativeandbegintolook atitasameanstoempowerinstitutionalrepresentativestodeliverbettercustomerservicetostudents andprospects. Knowinghowandwhyaprospectengageswithyourinstitutioncouldmakeallthedifferenceinwhether theydecidetoapplytoyourschool,oroptforanotherschool.additionally,progressiveinstitutionsare now even starting to leverage prenenrollment data to inform their student success and retention strategies,aswellasalumnidevelopmentandadvancement.!!!! 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

5 THE'PATH'TO'CRM'SUCCESS'IS'WELL5MARKED' CRMhasbeenevolvinginthebusinessorcorporateworldformorethan20years.Beginninginthelate withcustomers.inthemidn,itmorphedintoatoolthatcouldbeusedtoincreaseloyalty.infact, thisiswhenhotelandairlinerewardprogramscameofage. Fastforwardtotheyear2010andweseethetransformationofCRMintoastrategicapproachdesigned to improve the customer experience. This is accomplished through increased engagement with the constituent and the use of analytics to both measure and provide results. CRM technology in higher education has emerged as a flexible webnbased software application suite that supports CRM at all institutionanddepartmentalsizes. trackrecordhasnotbeenuniversallypositive.overitshistory,failurerateshavebeenreported tobeashighas70%,ascompaniesaredisappointedbytheiractualbusinessresultsandtheresulting poorreturnoninvestment(roi)fortheircrminitiatives(seefigure1). Despitethespottytrackrecord,historyprovidesawellNmarkedpathtowardsuccess.Therealquestion 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

6 Whatleadstosuchcommonfailure?Causesinclude: using-a-technology-first-without-an-overarching-strategic-vision- organizational-resistance-to-change-- internal-ownership-difficulties-with-customer-definition-and-data-ownership- difficulty-integrating-crm-with-other-applications- adopting-only-partial-solutions-- underestimating-the-impact-on-people-and-underlying-work-processes.-- CRM can drive significant value if the focus moves beyond technology to the consideration of the businessndriven benefits it can provide, like increased conversion, better yieldand improved customer satisfaction. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

7 A'COMPETITIVE'NECESSITY'FOR'HIGHER'EDUCATION' Gartner 1 predictsthatby2013,aninstitutionwillbeatacompetitivedisadvantageforrecruitingwithout thistypeofrelationship For example, many undergraduate institutions, particularly on the East Coast, are faced with demographic shifts that are resulting in fewer high school graduates after a peak of almost 3 million graduates nationwide lastyear. This number is expectedto decline until about For some, this couldresultinfewerapplicationsandlessselectivity. Thischallengehascreatedaninterestingdynamicwherebyinstitutionsthatoncelimitedrecruitmentto theirregionnowhavetoexpandthereachoftheirrecruitmentandenrollmentmanagementeffortsjust tomakeuptheirnextincomingclass. However,evenintheundergraduateworldthepictureisnotblackandwhite.Thosefamiliarwiththe recentbudgetcutsinthestateofcaliforniaknowthatmanyinstitutionsarestrugglingtokeepupwith demandandareinfacthavingtoturnawayqualifiedstudents.asaresult,californiahasbecomeprime hunting ground for private, public and fornprofit institutions around the country looking to fill seats in classrooms. Regardless of the situation, these institutions are faced with the need to either grow or shape enrollmentinordertosustaintheiroperations. Meanwhile,dueinparttodemographicsandtherecenteconomiccrisis,institutionsareseeingaboon inenrollmentfromadultlearners.infact,themajorityofstudentsenrolledinbothfullntimeandpartn time postnsecondary education today are nonntraditional adult learners, and they are the fastest growingdemographicatmanyinstitutions. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

8 According to the National Center for Education Statistics, between 2006 and 2017, enrollment is projectedtoincrease: 10-percent-for-students-who-are-18-to-24-years-old;- 27-percent-for-students-who-are-25-through-34-years-old;-and- 8-percent-for-students-who-are-35-years-old-and-over. Institutionsarelearningquicklythattheseadultstudentsaremotivatedbyacompletelydifferentsetof education,andallowthecollegeoruniversitytoleveragethatinformationinordertohaveaninformed dialoguewithstudentsabouttheiruniqueneeds.asinstitutionsarefacedwithamorediversestudent populationandcontinuedfinancialrestraints,theymustpinpointstudentmotivationsinordertodeliver contextually relevant information about their programs that will encourage people to enroll and hopefullypersist. THE'NEED'IS'THERE,'YET'ADOPTION'IS'LOW DespitetheneedforCRMinhighereducation,adoptionhasremainedlow.AccordingtoDatmonitor i, address the need for improved accessto data and operationalefficiency, institutions find outnofnthenbox SIS integration, online application submission and reporting and hileinstitutionshaveidentifiedtheneedforcrm capabilities,prenexistingtechnologyandbusinessprocessesatinstitutionshaveoftenslowedcrmfrom gainingwidespreadadoption.still,datamonitoradvisesthatinstitutionsconsidercrmthatwillscale acrosstheorganization: As!the!number!of!students!entering!higher!education!declines,!it!will!be!increasingly!important!for! institutions! to! recruit! and! retain! students,! which! will! require! CRM! solutions! to! have! advanced! functionality! and! features,! such! as! the! ability! to! reach! out! to! more! non?traditional! students.!! As! their! recruitment! strategies! change,! institutions! will! expect! their! CRM! vendor! to! frequently! add! 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

9 ability!to!scale!up.!!institutions!generally!adopt!crm!to!be!used!within!their!admissions!group,!and! as!need!arise,!deploy!it!within!other!departments! While Datamonitor is right to suggest that institutions look at CRM beyond the admissions office, institutions must be careful not to confuse enterprise CRM strategy with enterprise CRM technology. Often,thebestwaytoimplementasystemNwideCRMinitiativeisbyembracingdeNcentralizedsystems andprocesses. Analysts,includingDatamonitorandGartner,estimatethatCRMadoptionatcollegesanduniversitiesis somewhere in the range of onenquarter to onenthird of all institutions. However, it appears that primarily larger institutions that have deployed a CRM. Of those, the majority of institutions have implementeditprimarilyattheundergraduateleveleventhoughnonnundergraduateprogramstendto generateconsiderablerevenuefortheirinstitutions. AccordingtotheNationalCenterforEducationStatistics ii N hadfewerthan1,000students;however,thesecampusesenrolled4percentofcollegestudents.while 12 percent of thecampuses enrolled10,000ormore students, they accounted for54 percent of total This-means-that-88-percent-of-undergraduate-institutions-are-competing-for-lessthan-half-of-the-student-population. Budget constraints have made it particularly difficult for resourcenstrapped institutions to keep pace withthecontinuouslyevolvingenrollmentmanagementlandscape. orrelated with how institutions haveadoptedcrm.largeinstitutionswiththemeansandresourceshaveacted,butthelargecostsand timeassociatedwithtakingonacrmprojecthavekeptresourcenstrappedinstitutions,andevensome wellnfinancedinstitutions,fromdoingso. Even institutions that have CRM functionality in place through other systems of record, such as their studentinformationsystems,areoftendismayedathowdifficultitistoperformbasictasksthathave cometobeexpectedfromacrm,suchas: Updating-and-configuring-student/prospect-contact-record-fields- Automating-recruitment-and-marketing-workflows- 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

10 Leveraging-data-to-execute-multiAchannel-communications-plans- Generating-reports-of-data-in-realAtime- Managing-the-ongoing-relationship-with-enrolled-students- Lacking the technology feature set to manage marketing, recruitment and service efforts, individual enrollmentdepartmentsareoftenlefttofendforthemselvesandcobbletogethersystemstosupport independentlyfromcentralit. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

11 - - - SECTION'TWO:' CRITICAL'CHALLENGES'AND'CONSIDERATIONS' 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

12 CRITICAL'CHALLENGES'AND'CONSIDERATIONS' TheneedforCRMhaspromptedmanycollegeanduniversityCIOstoconsideracentralizedapproach. NonNtechnical campus administrators have spoken and are pursuing a CRM strategy in one form or another,withorwithoutthesupportoftheiritdepartments.however,thelongntermimplicationsof having several disparate systems on campus have made many CIOs nervous about having to support suchaninfrastructure. CRM,including: Reducing- costs: As they look to expand the CRM footprint on campus beyond individual programs and departments, CIOs are nowactively negotiating withvendors to find economies ofscalethatwillprovidethemwithaccesstocrmacrosstheenterprise. - Reduced-burden-on-IT-support: gardentotend IT departments that are already dealing with multiple systems, such as student information systems and learning management systems, and their associated vendors. Having a CRM vendorresponsiblefortheentirecampusreducesthenumberoftouchpointsneededtogeta systemupandrunningatanenterpriselevel. - Integration- with- other- campus- systems: Ultimately, whether CRM is implemented at a departmental or institutional level, the need to integrate with other systems on campus becomesnecessary.cioswantassurancethatallthesystemstheyhaveinplacewillbeableto - Control:ITdepartmentsdonotwanttobestucksupportingsystemsthattheydidnothaveany inputindesigningorpurchasingbecausetheyknowthatifsomethinggoeswrongtheywillbe thefirstlineofdefensetohelpfixtheproblem.theywanttomakesurethattheproperdue diligenceisputforthwheninvestinginacrm. -! 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

13 PROS/CONS'TO'CENTRALIZED'CRM' While the rationale behind a centralized approach to CRM is certainly valid, the means by which centralizationispursuedarenotalwaysideal. Thereasoningoutlinedabove(alongwithsunkcost)canalsoresultinexcusesthatleadtoinstitutions decidingonlegacyproviderstotakeontheircrmprojectsratherthanhavingbestnofnbreedsolutions. onesizefitsall Nusersarefrustratedinthefirstplace,becausethe systemsinplacearenotmakingtheirliveseasier. ThisiswhyinstitutionsmustalsoweightheconsofacentralizedCRMtechnologyapproach: Focus- on- technology- rather- than- strategy: When IT departments are tasked with making the purchasing decisions for a CRM; the driving factor will, not surprisingly, always be technology. However, this focus on technology can constrain evaluators and have them be more focused on support and integration rather than identifying ways to help achieve their functional or strategic objectives. - The- tail- wags- the- dog: As mentioned previously, the largest departments on campus (generally undergraduate)arethosethatareviewedas solutions.however,institutionsthatdothisexclusivelydosoattheirownperil.forwhilebrands generated byother partsof the institution,such asgraduate, continuing and executiveeducation. AnyCRMinvestmentmusttaketheirneedsintoaccount. - Distracts-from-other-missionAcritical-projects:LikeanyITproject,CRMrequiresadelicatebalancing (some might say juggling) of priorities. Worrying too much about getting the technology up and runningcoulddistractfromothercriticalsystemsbeingsupportedbyit. - Limits-the-role-of-IT:WhenCRMpurchasingdecisionsaremadewithouttheinvolvementofother departmentsorfunctionalusers,itrelegatestheitdepartmenttoatacticalroleoncampusrather thanthatofstrategicpartner. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

14 Campus'Technologyinterview, one of IT as an operational / Nleveladvisorthat assiststheprovostorpresidentinmakinglongntermdecisions. one,whichcancastitinthesurprisingroleof being a gatenkeeping impediment to progress. In many cases, this is unfair and fails to acknowledge either: a) A antra-of-recent-times);-and-- b) the-burdensome-riskamanagement-responsibilities-which-it-shoulders.- strong voice in technology selection and purchase due in large part to the emergence of cloud computingandsoftwarenasnanservice.but,thisappearstobelessdrivenbyadecentralizationofbuying, and more by an evernincreasing appreciation that the people who are actually going to be using a softwaresolutionshouldhaveastrongsayinselectingthatsystem. Additionally,thistrendhasbeenbolsteredbytheincreasingavailabilityofsolutionsthatdonotrequire (asmuch)directitinvolvementtodeploy. In any case, IT appears to increasingly be playing a collaborative or supporting role in vendor evaluations;ratherthanbeingtheloneorleadingdecisionnmaker. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

15 LET'CRM'STRATEGY'DRIVE'CRM'TECHNOLOGY' AwellNdefinedenterprisestrategydrivesthebusinessrequirementsforCRMtechnology.CRMsuccess is primarily a function of people and process and clear business goals and only secondarily about enablingtechnology.intheirwork,forresterresearchfoundthattechnologyndrivencrmupgradesare not enough to justify the cost. In contrast, upgrades driven by the need to achieve business benefits (andalsoincludingitcostsavings)arefinanciallyattractive. iii Consolidating disparate technologies across campus and linking business units to a onensize fits all sounds like a good idea in theory. In practice, this technologyncentric approach, more oftenthan not, degeneratesintobasicprocessautomationwithsystemsintegrationastheprimarygoal.whilepossibly reducing support costs, this approach ignores the various pathways to enrollment that prospective students must follow and the corresponding nuances from undergraduate admissions to continuing education. ThepotentialofCRMliesnotintechnologyitself,butintheprocessofusingtechnologyalongwithan inndepthunderstandingofyourdesiredstudentstodriveunique,valuableinteractionsandrespondat the right time to student needs. The guiding principle of a valuenbased CRM strategy is ultimately to improvethestudentexperience acrosstheinstitutionthroughtheidentificationandimplementation of methods through which customer interactions can be made more effective and profitable. To be trulysuccessful,acrmprogrammustbeguidedandmanagedaccordingtoadetailedstrategybased onthisprinciple. A- CRM- strategy- begins- by- changing- your- vantage- point- from- internal- to- external- concerns. If you couldchangetheenrollmentexperienceforyourstudents,removinganyinternalorexternalbarriers, process inefficiencies, what would that look like for students? The question is how to move from a visionofanewenrollmentexperiencetoreality.creatingavaluenbasedcrmplandefinitionbeginsby identifying clear enrollment or other business goals and supporting objectives across the enterprise. Fromthesegoalsandobjectives,itshouldbepossibletodrilldowntoasetofperformanceindicators andspecificinitiatives,whichcanbeprioritizedintoaphasedimplementationplanencompassingallof the planning, people, process and technology enablers to support the strategy. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

16 - SECTION'THREE:' KEYS'TO'CRM'SUCCESS' 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

17 KEYS'TO'CRM'SUCCESS Acriticalelementofasuccessfulapproachisdevelopingthemetricsandsupportingmechanismsand processes through which the business results of CRM can be continually evaluated. This provides the necessaryinsighttooptimizeexistingstudentnfocusedinitiativesandtoplanfollownoninitiatives. Based on research and experience, the following requirements should be addressed by any CRM technologybusinesscase: 1) Inquiry/lead- management imbeddedonthewebsiteaswellascampaignlandingpages;integrationofsocialtechnologies; scoreandrouteinquiries;andtheassignmentoflifecyclerolesandstages. 2) Workflow- management transferredfromoneusertoanotherforactionaccordingtoasetofpredefinedrules. 3) Lifecycle-management enrollmentpathsorlifecycles. 4) Contact- management definition; creating hierarchical relationships (company N subsidiary); and assigning follownup tasks. 5) WebAbased-self-service-management functionsonline. 6) Case-management touchesthroughout theenrollmentlifecycleandmanageservicerequests. 7) Campaign- automation includinglifecyclestage(e.g.,acquisition,conversion,andyield). 8) Program-management abilitytomanageonlineapplications,paymentgateways,and programcapacity(e.g.,cappedenrollmentprograms). 9) Analytics dashboardingandreportingcapabilities. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

18 10) Scalability ensure fast and scalable deployments across their institutions, colleges and universities should look to leverage cloudnbased or softwarenasnanservice solutions. These solutions can help make CRM accessible and more widely available to all parts of your organizationinmuchlesstimethantraditional,onnpremisesolutions. up. Institutions generally adopt CRM to be used in their admissions group, and as the need arises, deploy it within other departments. Adding new users can be extremely difficult withan onnpremise solution,butsaasvendorsmakethisprocessanonn CRM'AND'ENROLLMENT'MANAGEMENT:' A'BUSINESS'CONCERN' There is little argument that managing enrollments is a businessndriven concern often led by senior leaders within the college or university structure. Effective enrollment management begins with planning and is supported by strategies to connect students to educational opportunities. These strategiesmaybeexecutedbytheadmissionsoffice,studentservices,oracademicdepartments,each withitsownbusinessnledincentives(e.g.,jobsecurity,budgets,academicprogramsurvival). At the same time, CRM in higher education has primarily been viewed as a technology, often times deliveringcapabilitiesnotfoundininstitutionallegacystudentinformationsystems. iv Thereisconfusion in the marketplace today of the linkage between enrollment management and CRM, as well as ownershipofcrminitiatives.infact,enrollmentmanagementandcrmshouldbetightlylinked. Enrollmentmanagement is defined as an institutionnwide, systematic, comprehensive, researchndriven discipline designed to locate, attract, and retain the students the institutionwishes to serve. v While traditionally considered the purview of the undergraduate admissions office, the enrollment managementparadigmappliesequallytoorganizationsthatserveadultlearnersthroughcreditornonn creditprogramsdeliveredonline,offline,oratadistance vi. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

19 Enrollment management may be thought of as an insidenout view of the potential education marketplace.aninstitutiondesirestoprovideitseducationalprogramsandservicestotargetgroupsof studentsor businesses. Thus colleges and universities employ plans and policies to acquire, enroll and retainthesepopulations. The conceptof CRM begins with a differentvantage point from enrollment management. CRM in higher education is fundamentally an organizational philosophy and guiding strategy, enabled by people, processes and the effective use of technology, to improve the student or constituent experience.crmisanoutsiden Itwouldbedifficultatbestforinstitutionstomeetenrollmentgoalswithouteffectivelysupporting interactionswithstudentsortorealizevaluefromcrmwithoutdevelopingastrategyformanaging recruitmentandretention. vii Managing enrollments by the various intake points from undergraduate to graduate and professional continuing education should be considered an important subncomponent of an institutionalcrmstrategythatcanhelpinformlongerntermrelationshipbuildingwithstudentsand alumni. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

20 RECOMMENDATIONS' Theglobaleconomiccrisis,shiftingdemographicsandincreasedcompetitionfromforNprofiteducators have made the challenges of shaping and growing enrollment on campus more difficult than ever Start!with!a!Clear!CRM!Strategy! Ift nsultingfirmtohelpsetstrategyandto build organizational consensus. Demonstrated CRM experience and higher education domain expertise is a must. Establishing the metrics and the initiatives to support businessndriven goals andobjectivesisakintowritingyourcrmprojectsuccessstory beforetheinvestmentbegins.! issues.toooftentoomuchmoneyisspentontechnologywithoutaclearplantogetthebenefits fromtheinvestment.andifallthebenefitsofcrmaccruetoinstitutionalleadership,thepeopleon the front lines will only see another technology system they have to master. A onensize fits all technologyapproachwillparticularlydiscourageusersthatsupportenrollmentthatfallsoutsideof Take!an!Incremental!Approach! by enrollment department, student segment or process area. Find areas with eager users and clearly defined processesforinitialprojectstobuildsupportforbroaderinitiatives.!! Demand!Technical!Flexibility!and!Scalability! ItwouldbenaïvetothinkthatanyonesystemcanbetheendNallNbeNallsolutionformostcolleges N systemthatincludesavarietyoftechnologysolutions,includingerps,sis,cmsandvariousweb properties. Fortunately, many providers that offer access to a robust application programming 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

21 interface(api) make tying these solutions together a seamless process. However, integration is aboutmuchmorethanjustpassingdata.lookforprovidersthatofferguidanceandbestpractices onleveragingyourdataacrossthestudentlifecycle. If executed properly, a CRM initiative should enable your institution to provide your institution with growth,efficiency,qualityandintelligence. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

22 ABOUT'THE'AUTHORS Tim-Copeland,-General-Manager,-DemandEngine- Tim Copeland is the managing partner for DemandEngine, an interactive enrollment marketing consulting and services company for higher education. His experience spans corporate marketing managementandconsultingandhighereducationenrollmentmanagement. Daniel-Obregon,-Vice-President,-Marketing,-Intelliworks- Dan is vice president of marketing for Intelliworks, a leading provider of relationship management software and services for higher education.intelliworks works with a broad range of educational institutions to help market their programs, grow enrollment and drive tuitionnbased revenue.dan is responsible for guiding all marketing efforts at Intelliworks, including product marketing, branding, marketresearchandonlineinteractivemarketing. ' ABOUT'DEMANDENGINE$ DemandEngine is an interactive enrollment marketing consulting and services company for higher education. Combining talent, strategy, and technology, we help colleges and universities intelligently uncover demand and engage their students, influencers, and other constituents to reach desired enrollmentandbusinessobjectives.ourcustomersappreciateourstrategynfirstapproach. ABOUT'INTELLIWORKS' Intelliworks enables enrollment and admissions professionals to make purposeful connections with studentsthroughitswebnbasedrelationshipmanagement,marketingandrecruitmentservices.leading onship management solutions for higher educationtoincreaseenrollment,enhancemarketingperformanceandimproveoperationalefficiency. 2010Intelliworks,Inc.andDemandEngine.AllRightsReserved.

23 END'NOTES' i ii NationalCenterforEducationStatistics,DigestofEducationStatistics,2009 iii Band,William.TheROIofCRMUpgrades.ForresterResearch.March2009. iv Studentinformationsystemsserveaprimaryroleofmanagingtransactionaldatasuchasapplicationprocesses aswellasservingasaninstitutionalrepositoryofacademichistory.thesesystemswerenotoriginallydesignedto manageongoinginteractionsandcommunicationsandoftenlackeasyntonuseanalyticsandreportingcapabilities. v A'standard'definition'widely'attributed'to'the'Noel:Levitz'company.'RetrievedJuly15,'2009'from' Intelliworks,Inc.andDemandEngine.AllRightsReserved.