Historical Perspectives: Uncovering a Need for Technology

By 1999, Cal Poly noticed a trend. Nationwide, students were communicating more frequently via e-mail and the Web during the college search and admissions processes. National research studies and surveys verified this trend and confirmed that student preferences, indeed, leaned toward communication via online methods versus telephone or direct mail. However, most colleges and universities had not begun to capitalize on this trend and had not yet begun to shift their enrollment communication strategies to the Web. Cal Poly recognized immediately that building online methods into its admissions plan could be the key to competing for a larger, more diverse class and a higher quality of student in the coming years.

The Admissions Office Challenge

During this time, Cal Poly also noticed a need for its admissions office to become more efficient in handling the influx of student inquiries that were filtering through its doors. Direct e-mail inquiries to a general admissions e-mail address were nearing 200 per day, and telephone inquiries came in by the hundreds each day. Most of these inquiries were requests for general admissions information. Cal Poly’s already overloaded staff had the administrative task of responding to each inquiry and, as a result, had no time to focus on the higher-level recruiting work that would help Cal Poly become more competitive.

As was the case with many admissions offices (and still is), as the workload of the admissions staff increased, budgets did not. The university demanded more students, and Cal Poly, indeed, saw year-on-year growth in the number of students who applied to the university. In fact, Cal Poly’s total applicant pool increased each year since 1993 and, excluding strategic enrollment limitations in 1997 and 1998, total enrollment also increased year-on-year (Table 1).

Table 1. Applications, Acceptance, and Enrollment Numbers for Cal Poly

Semester	Applications	Acceptances	Enrolled
FALL 99	19,396	7,912	3,584
FALL 98	18,113	6,538	2,953
FALL 97	17,535	6,464	3,031
FALL 96	16,076	8,743	4,094
FALL 95	15,471	8,109	3,891
FALL 94	14,176	6,883	3,370
FALL 93	11,740	5,563	2,847

 

To sustain this growth and continue to build a larger, more diverse, and higher-quality incoming class, increased marketing activity was necessary. However, money simply was not in the budget to support the costly traditional marketing activity that would be required to meet the demands of the administration.

This resulted in a frustrated team. It became clear that, in order to maintain a competitive recruiting edge and do so without a large increase in marketing spending, Cal Poly needed to provide students with access to a self-service model for obtaining the information they wanted and needed. With such a model in place, staff resources could be shifted to personalize recruiting efforts to courting the types of students Cal Poly hoped to attract. In essence, a shift of resources resulting from an automated marketing system could help the university reach out to more students in a more effective manner, without significantly increasing costs.

Tech Savvy Students

Cal Poly knew that to engage these tech-savvy students, the university would need to reach out in an interactive and personalized way. Capturing the attention of a generation inundated with marketing through electronic channels would require a unique approach that other institutions (and companies) did not yet employ. Cal Poly had already taken steps toward this objective by providing several interactive tools that allowed high schools to communicate online with the university. For example, it provided access to virtual tours on CollegeView.com, an online college search and information request site. Cal Poly was also already providing online applications and had built an admissions section into the campus web site where students could find information about the university and could directly e-mail communication to the admissions office when they were ready to take the next step.

Tracking and Communication Improvements

Providing methods for the student to gather information about the university was a good first step toward building an electronic enrollment communication strategy. However, Cal Poly realized that it needed a better system of tracking and communicating with these students in a targeted, timely, and professional manner. Not only did Cal Poly want to provide the tools for students to proactively gather information on the university, but the university also needed a way to begin pushing information to students early enough in the college search so as to brand Cal Poly in their minds and build relationships with them early in their decision-making processes. In addition, Cal Poly recognized that this method could extend to assist the university in other areas beyond enrollment. If there were a way that data could be collected and used to communicate and build personalized relationships with prospects, it could also be used to maintain those relationships through enrollment, graduation, and even as students became alumni. It was clear that establishing a technology system to manage prospect data, as well as to continually gather information on prospects and applicants and then use those data to deliver personalized messaging to contacts, could lead to the achievement of institutional goals on multiple levels. The potential return on the investment of such a system could be realized quickly and multiple times over.

A Meeting of the Minds: Joining with Corporate America

When the decision was made that a technology-driven enrollment strategy would be the answer to Cal Poly’s need for growth, the next step was deciding whether to build or buy the system that would act as the centralized hub of all enrollment data management and communication. At the time, the availability of such a system in the market was extremely limited. Although building in-house seemed the best option from the standpoint of delivering the required functionality, cost was still a roadblock. The talent was available in-house to build the system that Cal Poly needed, but devoting resources to developing the custom technology would prove unrealistic from a cost standpoint. Cal Poly needed to find another way of turning its idea into reality.

Cal Poly’s historical relationship with Hobsons, the higher education marketing services company that powered the CollegeView.com web site with which Cal Poly had been participating as an advertiser, proved to be the solution. Cal Poly’s participation in CollegeView.com had been successful at generating student inquiries for the university. In April 1999, one of Hobsons’ consultants met with me and we sketched out the plans for what would become EMT Connect, a web-based prospect data center and communication system that would create a complete, personalized, online information session between the campus and the student.

Implementing the Technology: A Transformation of Processes

By early 2000, development was complete, and the new technology was operational within Cal Poly’s admissions office. The idea of a self-service model created a general excitement among Cal Poly’s staff, who expected that service levels would improve and student complaints would decrease. In addition, the staff was confident that the new technology would allow them to shift some of their focus from routine administrative tasks to more high-level recruiting work that would truly make an impact on continuing enrollment growth. Not only would efficiency improve, but also Cal Poly would be able to establish itself as an early adopter in the enrollment technology market.

Upon implementation, Cal Poly’s entire recruitment experience became powered by its EMT Connect prospect database. Contacts could enter the system from a number of different sources. The system worked directly with Cal Poly’s SIS Plus campus-wide student information database by merging data to and from EMT Connect into and out of SIS Plus. Data were also imported into the prospect database from third-party list providers such as ACT, the National Research Center for College & University Admissions, and the College Board. Data also come from any of the 300 other touch points that Cal Poly has with prospective students throughout the year.

As a result of Cal Poly’s need to reduce the number of direct inquiries via e-mail or telephone coming into the admissions office, inquiry forms, or interest pages, were developed and strategically placed on the Cal Poly web site. These interest pages collect as much information about a prospective student as is necessary to customize communication with that student. Today, Cal Poly has interest pages to collect information on freshmen, transfer, graduate, and international prospects, as well as parents and guidance counselors. Links to these forms are located “front and center” on the admissions home page. With this contact database and inquiry collection system, Cal Poly is in touch with more than 100,000 prospects per year.

Each Student’s Unique VIP Page

Each of the prospects, parents, or counselors about whom Cal Poly collects data is automatically assigned a unique username and password to what is called a VIP Page. The VIP Page is a customized prospective student portal web page that a student can log in to at any time of the day or night and obtain personalized information and content about Cal Poly that is distinctly in line with his/her interests. It is customized based upon the student’s interests and preferences and is branded with a look and feel unique to Cal Poly. As a result, when they log in, students feel as though they have never left the university web site. This method of communication allows the university to better address the needs and desires of this market segment in a highly personalized fashion for a fraction of the cost of other traditional outreach efforts.

The VIP Page content is based on unique filters, or queries, that the Cal Poly admissions staff can write to search for students with like interests, demographics, or any other characteristics deemed relevant in order to properly create and target a message to a certain group. Essentially, each student who logs in to her Cal Poly VIP Page has a unique experience and receives unique information that speaks directly to her needs. Additionally, profile update functionality is built into the system to speak to the fast-paced, constantly changing mindset of today’s generation of prospective students. If a student indicates an interest in engineering when she first submits her interest page, content on the engineering program will be presented on her VIP Page. If she changes her mind a month later, however, and decides that she would rather major in math, she can simply update her profile and indicate this new interest. The content on her VIP Page will instantly change to provide information on the math major.

Integrated Enrollment marketing Message

The VIP program is the backbone of Cal Poly’s integrated enrollment marketing message. When student data collected from recruiting events, from direct phone, e-mail, or web inquiries, and from purchased lists are entered or imported into EMT Connect, Cal Poly immediately sends an e-mail encouraging prospects to log in to their VIP pages. When they fill out an interest page and create the VIP Page on their own, they are automatically placed into a cycle to receive e-communications that push them to continue logging in to the VIP Page to gather information on Cal Poly throughout the recruitment cycle.

This system transformed Cal Poly’s method of monitoring and tracking its marketing success. Through the centralized communication hub, Cal Poly has administered multiple student surveys online and has received direct, rapid feedback on the effectiveness of its communication initiatives. In fact, Cal Poly used the system’s survey features to identify the top campus information sources for prospective students. The survey results allowed the university to realize that, along with the Web, the campus visit was one of the most important points of contact. This realization led to a revamping of its campus visitation program.

Automated e-mail Communication Functionality

One of the more powerful features of the system that Cal Poly implemented is its automated e-mail communication functionality. Students within the prospect database receive periodic e-mails, designed using Flash technology, that remind students of application, financial aid, and housing deadlines, as well as promoting and managing events such as campus open houses. In addition, each newly admitted student receives personalized e-mails from the president, provost, vice president of student affairs, college dean, and department chair. These e-mails promote a two-way communication between the school and the student and keep the prospect engaged. The messages are compliant with standards set by the Americans with Disabilities Act, ensuring that they are accessible and usable by people with disabilities. Additionally, the system provides Cal Poly with back-end tracking statistics that enable us to discern which prospects are most engaged with the institution and which prospects are not.

The e-mails were designed and scheduled to be sent automatically when triggered by certain events or attributes, allowing staff to remain virtually hands-off when the initial communication plan was queued. For example, Cal Poly automated the process of sending personalized e-mails to all accepted students, reminding them of housing deposit deadlines. By removing the need for human resources to manage and monitor each of these campaigns, more frequent and effective communication has come out of the Cal Poly admissions office at a significantly lower cost and with a significantly reduced dedication of staff resources and time.

In moving toward an e-marketing model, Cal Poly employed other unique tools and integrated them with its core e-communication effort. For example, Cal Poly automated the manner in which students receive answers to their general admissions questions, using Hobsons’ EMT Answer, a fully automated and interactive self-service knowledge base. At any time, students visiting Cal Poly’s web page or their personal VIP Pages can enter search terms, such as “financial aid,” and receive responses within seconds. In turn, Cal Poly’s staff spends less time sending direct e-mails and making phone calls. In addition, Cal Poly created and marketed a digital view book, which resides on its web site and provides prospective students with a detailed, flashy, electronic look at the Cal Poly experience.

Results: The Proof is in the Numbers

In August 2003, Hobsons conducted a research survey to gauge how well Cal Poly met the recruitment needs of its incoming freshmen compared to other similar institutions. Cal Poly scored higher than its peer group average and the entire study average in almost all areas, including frequency of visits to the school web site, relevance of web site information, personalization of web site, timeliness of web responses, personalization of e-mails, influence of e-mails upon decision to enroll, and appropriateness of the frequency of e-mail communications. In addition, 77 percent of Cal Poly’s students who were surveyed had visited Cal Poly’s web site more than 11 times, compared with only 31 percent of all those surveyed and 39 percent of those surveyed in Cal Poly’s peer group having visited their own institutions’ web sites more than 11 times. In addition, 60 percent of Cal Poly’s prospect pool, or 60,000 students per year, created VIP pages.

Cal Poly increased the productivity of its staff and the efficiency of its processes while reducing the impact on its admission goals by statewide higher education budget cuts. In fact, since the implementation of the EMT Connect system, Cal Poly has saved $100,000 annually in print costs and $150,000 in postage, due to its move toward e-mail as its primary communication method.

In addition, Cal Poly moved to the top tier of various college rankings and improved the quality and retention of its recent classes, as proven by its year-on-year statistics. Fall 2007 set a new record with 34,355 applications, and the number of applications has steadily increased since a low in fall 1993 (Table 2).

Table 2. Application, Acceptance, and Enrollment Numbers for Freshmen and Transfer Students (Combined) at Cal Poly, 1993 to 2007

Semester	Applications	Acceptances	Enrolled
FALL 07	34,447	15,235	5,279
FALL 06	31,064	14,224	4,533
FALL 05	27,851	12,430	4,419
FALL 04	27,158	9,975	3,802
FALL 03	25,002	9,491	3,850
FALL 02	24,113	9,053	3,737
FALL 01	23,330	10,779	4,603
FALL 00	20,938	8,991	4,055
FALL 99	19,481	8,003	3,725
FALL 98	18,222	6,658	3,140
FALL 97	17,560	6,556	3,161
FALL 96	16,063	8,791	4,217
FALL 95	15,506	8,205	3,985
FALL 94	14,374	6,977	3,483
FALL 93	12,194	5,624	2,953

Additionally, Cal Poly has successfully increased the number of freshmen applications submitted (Table 3). The number of first-time freshmen was at an all-time high of 30,176; first-time applications increased 12.9% over 2006, 80% since Fall 2000, and have more than tripled since Fall 1993.

Table 3. Application, Acceptance, and Enrollment Numbers for Freshmen (Not Including Transfers) at Cal Poly, 1993 to 2007

Semester	Applications	Accepted	Enrolled	Average HS GPA	Average SAT Score
FALL 07	30,176	13,520	4,369	3.71	1183
FALL 06	26,724	12,453	3,668	3.70	1185
FALL 05	23,691	10,551	3,425	3.73	1204
FALL 04	22,551	8,528	2,930	3.77	1213
FALL 03	20,828	7,992	2,903	3.73	1196
FALL 02	19,739	7,658	2,851	3.71	1193
FALL 01	18,886	8,761	3,367	3.64	1169
FALL 00	16,729	7,492	3,131	3.62	1166
FALL 99	15,407	6,474	2,722	3.64	1163
FALL 98	14,159	5,432	2,307	3.64	1165
FALL 97	13,099	5,145	2,167	3.60	1147
FALL 96	11,691	6,720	2,840	3.48	1105
FALL 95	10,798	5,970	2,518	3.53	1114
FALL 94	9,792	4,897	2,110	3.50	1125
FALL 93	7,943	3,717	1,650	3.54	1121

Not only has Cal Poly increased the quantity of its incoming class, but we have also increased the quality of the incoming class due, in part, to our ability to use EMT more effectively. Connect to segment the prospect pool and target e messaging to students who meet certain levels of academic criteria. As a result, average GPAs and SAT scores of the freshmen class have increased steadily since 1993 (Table 4).

Table 4. Average Grade Point Averages and SAT Scores of the Freshmen Class (Not Including Transfers) at Cal Poly since Implementation of EMT Connect

Semester	Average HS GPA	SAT Score
FALL 07	3.71	1183
FALL 06	3.70	1185
FALL 05	3.73	1204
FALL 04	3.77	1213
FALL 03	3.73	1196
FALL 02	3.71	1193
FALL 01	3.64	1169
FALL 00	3.62	1166
FALL 99	3.64	1163
FALL 98	3.64	1165
FALL 97	3.60	1147
FALL 96	3.48	1105
FALL 95	3.53	1114
FALL 94	3.50	1125
FALL 93	3.54	1121

 

Finally, Cal Poly’s first-time freshmen retention and graduation rates have continued to improve since implementation of the e-communication methods, proving that early establishment of positive, personalized relationships with prospects can result in successes beyond the enrollment function of the university (Table 5).

Table 5. First-time Freshmen Retention and Graduation Rates at Cal Poly since Implementation of e-Communications Methods

Cohort	Headcount	1-year Retention (%)	5-year Graduation (%)	6-year Graduation (%)	Average SAT Score	Average HS GPA
FALL 06	3,763	89.9			1185	3.70
FALL 05	3,570	90.8			1204	3.73
FALL 04	2,900	91.3			1213	3.77
FALL 03	3,006	90.0			1196	3.73
FALL 02	3,075	89.1			1193	3.71
FALL 01	3,629	88.2	58.7	68.2	1169	3.64
FALL 00	3,253	88.6	55.6	68.2	1166	3.62
FALL 99	2,850	88.6	56.8	69.7	1163	3.64
FALL 98	2,466	89.0	55.0	69.2	1165	3.64
FALL 97	2,291	87.1	52.0	66.1	1147	3.60
FALL 96	2,869	85.8	51.1	65.0	1105	3.48
FALL 95	2,507	86.4	54.0	66.5	1114	3.53
FALL 94	2,098	85.6	50.6	65.3	1125	3.50
FALL 93	1,676	87.1	46.8	65.1	1121	3.54

 

Conclusion: Applications beyond Enrollment

Cal Poly’s journey as an early adopter of enrollment technology methods has led to an improvement in academic reputation, increased revenue for the university due to increased enrollments, and national recognition as a leader in the shift from traditional prospect marketing methods to electronic-based strategies. As more institutions realize the return on investment in technology to power their recruitment and marketing efforts, Cal Poly will continue to capitalize on the success of these methods. By using the foundation of data gathered at the prospect stage and continually gathered throughout enrollment, Cal Poly will be able to build and maintain a strong, personal relationship with each student, long into his or her alumni days.
As student preferences continue to change, so will recruiting methods. Social networking sites, cell phones, and iPods® are creating new communications possibilities and opportunities.

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About the Author

James Maraviglia
Assistant Vice President for Admissions, Recruitment, and Financial Aid
Cal Poly

James Maraviglia has been actively involved in admissions and recruitment for the past 34 years. He was appointed Assistant Vice President for Admissions, Recruitment, and Financial Aid at Cal Poly in 2002 after serving as the Executive Director of Admissions and Recruitment from 1993. He joined Cal Poly as the Director of Admissions in 1991. Prior to his tenure at Cal Poly, Maraviglia was the Director of Admissions and High School College Relations at Central Washington University from 1984 until 1991. He has also worked in admissions at Triton Community College and Chicago State University and started his career in admissions as a student intern at Elmhurst College.

He has been responsible for re-engineering the workplace of two very different institutions. He has won a series of awards from a number of professional associations for initiatives that his unit has brought to the profession.

In 1999, Jim received an APEX award from AACRAO for Achieving Professional Excellence, and he was nominated for a California State University WANG award for professional excellence. In 2005, Campus Technology presented him with the 2005 Innovator Award, and the California State University presented him with the 2006 Quality Improvement Award. He helped launch the first electronic application, electronic view book, and CD-ROM prospectus, and was one of the earliest innovators of electronic customer relations support systems.

James Maraviglia has written numerous papers on enrollment planning, admissions, recruitment, and re-engineering the workplace through technology. He now serves as a professional consultant to a number of institutions interested in implementing similar solutions for their enrollment initiatives.