From a one stop university to partner for life Attila Pausits Head - - PowerPoint PPT Presentation

From a one stop university to partner for life

Attila Pausits Head of the Center for University Continuing Education and Educational Management (CUEEM)

Agenda

Danube University Krems Points of departure Relationship Management Approach SRM Framework Conclusions

The Entrepreneurial University

From 90 to 5,500 students in 15 years Specialist for continuing education Leading provider in Austria and Europe state university with profit centre

structure and management by objectives

Budget: €42 mill. (2008) Own earnings 78%

Centre for University Continuing Education and Educational Management

HE management and LLL CSEE Region Research, teaching, consulting Postgraduate Master „Higher

Education and Research Management“

EU projects

Points of departure

Ivory tower (merit and reputation) Internal differentiation (loose collection of

decomposed and fragmented units)

New information and communication

technology

Changing modes of delivery Demystified science Loosing knowledge monopoly

Changing times

transdisciplinary, heterogeneous and

transient environment

Bologna Process, LLL, autonomy from a state or academic oligarchy

dominated systems into a market oriented or market driven environment

demographic developments competitive advantages different student types

HE institutions in transition

need for interaction and collaboration with HE

stakeholders

focus on job skills and outcomes partnerships and collaborations students to customers, clients, partners from seller’s to buyer’s market transaction vs. relationship from “One-Stop-University” to partner for live

HEI development

OLIGARCHY

Relationship Management Approach

The life cycle paradox

Klumpp, M., Fröhner, S., 2005, S. 7

+ _

10 11 12 13 t4 t5

„

Alumni

• Interm. exams

+ _

10 11 12 13 t4

„

Applicant Student Alumni End of the Relationship ? Final exams Enrollment

Expenses Revenues State financed losses Private earned profit

Everybody is looking for good students

Students are

Co-producer Funding basis Alumni contact

Marketing Mix

target group price product policy distri- bution com- muni- cation study fees scolarships payment arrange- ments events advertisement press relations fairs admission application procedure new media teaching quality programme- portfolio length target group price product policy distri- bution com- muni- cation study fees scolarships payment arrange- ments events advertisement press relations fairs admission application procedure new media teaching quality programme- portfolio length

Marketing in HE

1 2 3 4 5 6 7 products e.g. program m e location infrastructure relationship to the students branding degree e.g. M B A accom plishm ent in the future now

Some conclusions

We need not only satisfied students

but loyal students

Long term relationships cost less then

new acquisitions

Focus change from

product/programmes to relationships

Service portfolio (third mission)

Elements of Loyalty

Langer, M. F., Ziegele, F., Henning-Thurau, T., 2001, S. 31

Vertrauen in die Hochschule Hochschul - bindung Wahrgenom - mene Qualität der Lehre Integration in das akademi- sche System Integration in das soziale System Integration in die Hochschule Kognitives Commitment zur Institution Emotionales Commitment zur Institution Goal Commitment Commitment Commitment zur Berufstätigkeit Commitment zur Familie Commitment zu außenuni - versitären Aktivitäten Externes Commitment Beziehungsqualität Trust in HEI HEI loyalty

• Percieved

quality in education Integration in das akademi- sche System Integration in das soziale System Integration in die Hochschule Integration into HEI Integration into the social system Integration into HEI Kognitives Commitment zur Institution Emotionales Commitment zur Institution Goal Commitment Commitment cognitive commitment to institution emotional commitment to institution goal commitment Commitment Commitment zur Berufstätigkeit Commitment zur Familie Commitment zu außenuni - versitären Aktivitäten Externes Commitment Commitment to professional life Commitment to family External Commitment Relationship quality Commitment to external activities

Student Care Inform Invest Identify Intensify Interaction

5 I´s in Student Care

Quelle: CSC

SRM Framework

Higher Education Value Chain

Student Life Cycle Management

Initiation Recruitment & Socialisation Expansion & Maturity Evaluation & Commitment Alumni & Revitalisation Prospective Management Student Management Activation Management Freshman Manage- ment Satis- faction Manage- ment Complaint- ment Manage- ment Study Breakdown Prevention Manage- ment Time Relationship Value/Intensity Revitali- sation Manage- ment Alumni Manage- ment

• R. Value
• R. Intensity

Initiation Recruitment & Socialisation Expansion & Maturity Evaluation & Commitment Alumni & Revitalisation Prospective Management Student Management Activation Management Freshman Manage- ment Satis- faction Manage- ment Complaint- ment Manage- ment Study Breakdown Prevention Manage- ment Time Relationship Value/Intensity Revitali- sation Manage- ment Alumni Manage- ment

• R. Value
• R. Intensity

Student Life Cycle Management

Initiation Enrolement & Socialisation Expansion & Maturity Assessment & Commitment Alumni & Revitalisation Interested Party Management Student Management Recovery Management Fresh- man Manage- ment Satisfaction Manage- ment Account- ability Manage- ment Student Retention Manage- ment Revitali- sation Manage- ment Alumni Manage- ment

TIMELINE

Stages Measures Tasks

Interested Party Management Recruitment of New Students Integration of New Students at the University Knowledge Transfer Assessment

• f Services

Creation of New Potentials

Objectives

Marketing Ana- lysis, Online Marketing Campaigns Mixers, Informational Brochures, Individual Care Surveys, Creation of Emotional Ties Feedback Discussions for the Assessment

• f Services

Homecoming Events, Internet Platform, Career Advice and Job Placement Quality Management Quality Development, Assurance, Assessment Intellectual Capital Statement, Evaluation of Main and Service Processes, Higher Education, Staff and Demand-oriented Measurements

Student Relationship Management

Collaborative SRM Operational SRM Analytical SRM

Personal contact Internet eMail Mailings Telefon WAP TV/Radio

Marketing & Recruitment Service Data Mining OLAP Student Data Warehouse On-Campus Services Alumni Center Student Records ...

Student Interaction Center Front Office Back Office Closed Loop Architecture

Finance

Student Data Warehouse

Student Data Warehouse External Data Sources Scholarship/Research Finance Infrastructure Marketing

….

University Service Processes Education Research University Primary Processes Prospective/Alumni List broker/Addresses

Danube University Krems Case

• Quick wins

Contact Management Campagne Management Online-Evaluation Student and Finance Records

Contact management

Contact Category Study Master Data

Conclusions

shift from one stop university to partner for life shift from a transaction-oriented approach to a

relationship-based approach

Quick wins thin line between innovative approaches in HE and

institutional integrity

Lessons Learned

To much focus on tools und IT IT integration or change Staff commitment Data quality, data cemetery Evolution not revolution

• Dr. Attila Pausits

Head of the Centre for University Continuing Educational and Educational Management (CUEEM) Danube University Krems Tel.:+43/2732-893-2266 attila.pausits@donau-uni.ac.at

Contact

OnLine Analytical Processing

Umsatz- zahlen

Region

• Cont ed.

programmes

Vice rector for international relations All programmes and quarters for one region/country Programme director : All students In a year for one programme Vice rector for finance Rectorate: programmes of

• ne unit for a year

Revenue

• Quarter

Region

• :

All programmes and regions for one quarter All

Points of conflict

disciplin/organisaton administration/academia academic freedom/managerial

bounderies

male/female

• A short-term community relations strategy serves to

build up trust by representing and documenting quality and customer orientation. Meetings with graduates of the programme, accreditations and certifications, or financial aid are examples of this.

• A long-term community relations strategy assures the

continuity and procedural forms so that the student feels at home and identifies with the higher education institution due to her/his own experiences and her/his knowledge about the institution. Examples of strategic action include: keeping the same contact person, director and assistant of the graduate programme for the length of the student’s studies.

• A short-term commitment strategy creates the

necessary, temporary stability as a basis so that a long-lasting relationship can be established. Especially at the beginning of the relationship, when trust is initially founded, exit barriers, such as contractual safeguarding, should be organised. For example, fees for reserving a study place can be charged before the student starts to study as a down payment for a continuing education programme.

• A long-term commitment strategy is intended to

cement the relationship over time. Exit barriers are required, such as registration for the entire length of the student’s studies, tuition fees, setting up a unique study programme, etc.