Programatic Recruitment

Based on shifting market and competitive conditions, Davenport University identified a need to change its institutional strategy from an adult student focus at multiple locations to recruiting and retaining a large base of full-time traditional students to its new main campus in Grand Rapids, Michigan supported by adult student enrollment at other locations. Due to the significance of this shift, Davenport engaged ddm to evaluate its overall marketing strategies and develop appropriate recruitment messaging and tools.

After analyzing a variety of existing research data and completing interviews with key University leaders, ddm and Davenport identified the following strategic objectives:

• The University needed to shift its marketing communications from “promotional” to “strategic” to achieve a desired perception and market position that did not exist.
• Build institutional and program credibility through programmatic marketing that would contribute towards achieving a desired market position.
• Establish an interim market position that Davenport offers high quality degrees for careers that are in demand and which offer significant earnings potential allows the University to credibly move to a new sustainable market position.
• Move Davenport from existing competitive comparisons with community colleges and public universities and fill an available void in the higher education marketplace, namely a secular private institution that focuses on practical, superior quality and highly sought academic programs in business, health and technology.

Based on developing clear objectives, individual marketing plans were developed for each key audience group that would allow the University to execute specific tactics that would be consistent with the overall strategy. In addition, the following activities were key to process:

• Overall messaging immediately shifted towards a more programmatic approach that addressed leading career environments with attractive salaries and long-term growth with business, health and technology sectors.
• Separate marketing efforts between high school students and adult/transfer students were developed to better address the perspectives of each category.
• Rather than continue statewide blanket advertising, a media strategy was developed that reflected where the target audience was most present. Direct mail was used in a far more limited capacity to reach the general market. Mass advertising was virtually eliminated for reaching traditional students.
• The high school market was given its own set of marketing tools - including a separate viewbook - that mixed both lifestyle and programmatic elements together.

Metrics were identified to monitor the achievements outlined. Increased enrollment was a primary goal for Davenport and enrollment is a direct result of applications. Since applications are inherently driven by inquiries, two critical measurements for Davenport are volume of inquiries and volume of applications. In addition, special attention was paid to the overall yield rate.

One year results showed leads were met for Fall recruitment for the first time in three years. More importantly, while leads remained strong throughout the year, enrolled and credit hours were converting at a higher rate than ever before.