DePaul University Market and Channel Strategy For Expansion of Masters Program in School of Business

Discussion Outline
Building A Sustainable Pipeline

of
Leadership Capital for the Hospitality Industry
Driehaus College of Business School of Hospitality Leadership DePaul University

Robert van der Hooning
March 28, 2012
May 21, 2013 Copyright Robert van der Hooning All Rights Reserved
A solid foundation
Introductory Meeting March 7 School Leadership
Blend of industry and academic know-how Solid relationships established within College of Business
Corporate relationships already established

Funding Sound methodology for initial curriculum design Program healthy Local value Chicagoland
March 28, 2011 Copyright Robert van der Hooning All Rights Reserved
Objectives
Growth
From 200 to 1,000 majors in Hospitality Leadership by 2020 Maintain quality standards
Risk
Identify Uncertainty of Whats Next Identify risks to Hospitality Leadership to prevent atrophy
Strategic Consistency
Alignment across all levers of marketing Buyer-value utilities of students and employers
Current environment
DePaul University
Largest Catholic University in US 9th largest NP Tuition-driven - $32K/2012-13 All-in cost - $45K Grant aid > $10K/pps average ($167mil) 150K alumni base, 80% local
Student Characteristics and Outcomes

Full-time - 82% Freshman retention - 86% Graduation Rates
4-Year - <50% 6-Year - 66%
Current environment
Driehaus College of Business
2nd largest business school in the US Ranked about 40th in US 2.5x next largest college $30 mil naming gift - Richard Driehaus About 2/3 Undergrad, 1/3 Graduate Ranked top 10 in Entrepreneurship 10% decline in enrollment and credits since 2007
Graduation Rates
4-Year - 46.9% 5-Year and 6-Year - about 70%
Current environment
School of Hospitality
$7.5 MM founding gift - Conrad N. Hilton Foundation 2 year track record of stability, growth Leadership/managerial side of hospitality the non-chef version employers want Leadership understands higher education as a manufacturing process (raw material coming into a factory) Product edges: revenue , accounting, real estate, sales + analytics* Student GPA 2.8-3.4
* Business Intelligence and Reporting applications, not inductive data mining
A CLOSER LOOK AT THE NUMBERS

PROMISE AND CHALLENGE
A closer look at the numbers

Hospitality Leadership students are
Growing* in importance
3% of the College and growing vs. a 10% decline in enrollment at the College
Hospitality Leadership
2009 Enrollment Credit Hours Gender (%Fem) Diversity (%Non-White) 2 16 50% 2010 44 702 66% 29% 2011 128 1982 72% 38%
College of Business
2009 2010 2011
More female (2 yr avg)

Hospitality - 69% Commerce - 42%
4562 4225 4121 69132 64838 62228 44% 43% 42% 49% 48%
Less diverse (2 yr avg)

Hospitality - 33% Commerce - 48%
A Fast Start
Solid Foundation Many Unknowns
See Office of Institutional Planning and Research, Fact File of DePaul University (2007/08 - 2011/12), Enrollment Trend Tables and Graphs

industry adding 2 mil jobs 2008-2018
Source: Source: Center on Education and the Workforce forecast of educational

Educational demand within industries in 2018
Bx, Mx = 20%
Source: Source: Center on Education and the Workforce forecast of educational

tough outcomes for hospitality graduates
Hospitality Management graduates earn less and are unemployed more than other business majors UNEMPLOYMENT RATES EARNINGS
MAJOR
GENERAL BUSINESS
MAJOR GROUP HOSPITALITY MANAGEMENT

MISCELLANEOUS BUSINESS & MEDICAL ADMINISTRATION BUSINESS BUSINESS MANAGEMENT AND ADMINISTRATION HUMAN RESOURCES AND PERSONNEL MANAGEMENT INTERNATIONAL BUSINESS ACCOUNTING MARKETING AND MARKETING RESEARCH OPERATIONS LOGISTICS AND ECOMMERCE
RECENT COLLEGE GRADUATE
EXPERIENCED COLLEGE GRADUATE
GRADUATE DEGREE HOLDER
RECENT COLLEGE GRADUATE
EXPERIENCED COLLEGE GRADUATE
GRADUATE DEGREE HOLDER
9.10%
7.00% 8.10% 6.80% 7.30%
5.70%
6.20% 4.80% 5.40% 6.60% 9.50% 4.80% 6.00% 5.50%
4.20% 4.40% 4.40% 3.80% 5.40%
$32,000
$37,000 $36,000 $43,000 $37,000
$53,000
$56,000 $60,000 $60,000 $60,000 $60,000 $65,000 $65,000 $71,000
$85,000 $76,000 $68,000 $90,000 $81,000
FINANCE
MANAGEMENT INFORMATION SYSTEMS AND STATISTICS BUSINESS ECONOMICS
6.60%
5.20% 4.40%
5.40%
4.60%
$44,000
$72,000 $73,000
$77,000
$95,000
Sources: US Census American Community Surveys 2009-2010, Georgetown

outcomes fare poorly against other majors
and fall in the lower quartile compared to non-business majors
Sources: US Census American Community Surveys 2009-2010, Georgetown
THE HUMAN CAPITAL PIPELINE CHALLENGE

FOCUS AND LEVERAGE
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021 1000
Grow From 200 to 1,000 Majors in 7-8 Years
Inquiry
Graduation
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
+ + + + + + + + + + + +
Traditional Marketing: Graduates = f ( leads)
Inquiry
Graduation
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
+ + + + + + + + + + + +
Traditional Marketing: Graduates = f ( leads)
Graduate Output = f (leads, prep, path)

Human Capital Manufacturing Process
Raw Material
Product
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
Declared Majors Transfers Conversions
+ + + + + + + + + + + +
Raw Material Sources
Graduate Output = f ( stage, leads, x3, x4 )

Raw Material
Product
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
+ + + + + + + + + + + +
Graduate Output = f ( stage, attrition x5)

Change Majors
Never Apply
Transfer
Fail, Drop
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
+ + + + + + + + + + + +
Supply-driven Approach
Graduate Output = f ( stage, attrition x5)
Change Majors
Never Apply
Transfer
Fail, Drop
THE CHALLENGE
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
+ + + + + + + + + + + +
How Would a Be Different?

Yield, Attrition, Waste
Change Majors Transfer Fail, Drop
Demand-Driven Approach
Never Apply
DEMAND DRIVES THE HUMAN CAPITAL MANUFACTURING PROCESS

Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
+ + + + + + + + + + + + +
Raw Material
Demand-Driven Education: Graduates = f ( demand, stage, leads, prep, path, attrition)

Product
DEMAND-DRIVEN EDUCATION: PULL VS. PUSH

Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
+ + + + + + + + + + + + +
Human Capital Manufacturing, Distribution and Sales

Raw Material
Product
Channel
Market
DEMAND-DRIVEN EDUCATION: SEGMENT BY JOB TO BE DONE

Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
Recruits
Human Capital Manufacturing, Distribution and Sales

Raw Material
Product
Channel
Market
DEMAND-DRIVEN EDUCATION:
HOW EMPLOYERS THINK ABOUT HUMAN CAPITAL
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
STUDENT SUPPLY Freshman Continuing Application Transfers/ DAPP
EMPLOYER DEMAND Advisory Intern/ Coop Hire Application
Grades, Scores, Preparation Major, Minor Learn/Earn Sequence Satisfaction, Intention Capabilities, Skills
Capabilities, Skills First Job Development Path Satisfaction, Intention Promotion
LIFECYCLE
Matriculate
Hire
LIFECYCLE
Performance
Performance
Persistence
Retention
Graduation
Growth
FOCUS ON EARLY-STAGE SUCCESS, NOT PLACEMENT
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
STUDENT SUPPLY Freshman Continuing Application Transfers/ DAPP
EMPLOYER DEMAND Advisory Intern/ Coop Hire Application
Grades, Scores, Preparation Major, Minor Learn/Earn Sequence Satisfaction, Intention Capabilities, Skills
Capabilities, Skills First Job Development Path Satisfaction, Intention Promotion
LIFECYCLE
Matriculate
Hire
LIFECYCLE
Performance
Performance
Persistence
Retention
Graduation
Growth
EARLY-STAGE CAREER SUCCESS

THE JOB TO BE DONE DRIVES LEARNING PROCESS
Year 2012-2013 Annual Goal 200 2013-2014 245 2014-2015 299 2015-2016 366 2016-2017 447 2017-2018 547 2018-2019 669 2019-2020 818 2020-2021 1000
CAGR - 22.8%
STUDENT SUPPLY Freshman recruits Transfers Declared Majors Conversions Internship Summer PTJ Coop Major Courses Projects Scholarship Loans Work Study Part Time Full Time
Types of Employers
Prof. t e Cl Priva uran Resta Conv Non-
Target Population
pp or t M uni at ty rix
Finan
Even
l Hot e
es Servc
n e nt io
t Profi
ce
ub
General Management
Career Focus
Marketing Sales
$ $
$ $ $ $ $ $ $ $ $ $ $
Types of Jobs
Human Resources Finance Operations IT Accounting Analytics
Academics
$ $
$ $
Finances
Real Estate Revenue Service
DEMAND PULLS SUPPLY
EARLY-STAGE CAREER SUCCESS
Develop Demand-driven Content

Build The Brand - Tell Great Stories - Backwards
pp or t M uni at ty rix
Employers 5-6 sub-sectors of Hospitality industry

Specific issues and challenges* that matter most to them Key hiring areas, needs, competency characteristics Career path, salary and performance expectations
Types of Jobs
Types of Employers
Prof. te Clu Priva uran Resta Conve nt ion Non-P Finan Even Hot el es Servc rofit
ce
General Management Marketing Sales Human Resources Finance Operations IT Accounting Analytics Real Estate Revenue Service
$ $
$ $ $ $ $ $ $ $ $ $ $
$ $
$ $
Faculty and Leadership

Thought leadership on key issues, scholarly and applied Hospitality, Commerce, CDM, other partners
Students recruits, transfers, majors, conversions

Different needs, manufacturing and marcom pitches Career tracks that lead to career and financial success and the learning/doing paths to follow Areas of greatest promise, reward, satisfaction, stability How to structure academic and early-stage career success
* Emphasis on topics at functional (or cross-functional) level that map
Build Communications platforms Establish Leadership Position

Employers
Thought leadership about critical issues, key HR needs, early-stage career success
By industry leaders - not just HR dept By DePaul alumni working in Hospitality Managed by Salesforce.com, HubSpot Integrated with Hospitality web site
Events hosted on location

Regional workshops The Essential MBA Skill- and competency-based Professional and Executive Education customized for Hospitality (co-branded w/Commerce, CDM)
Faculty and Leadership

Thought leadership on critical issues mapped to above (scholarly and applied) -Plan for 2012-2013 -Rolling 3-year Plan * Selection criteria may include business development considerations at
BUILD PARTNERSHIPS AND CHANNELS THAT CREATE VALUE AND DEMAND

Strategies That Leverage Industry Trends and Economics Into Advantage
S U P P LY
Community College (feeder)
Curriculum sync/dev with Community Colleges to extend DAPP
DEMAND
Coop Channel
Based on Northeastern, Waterloo, Cinci and GMI models that work Sync with internal policies/procedures
Employers
Large pool of experienced candidates with some college Opportunity for blended delivery
Onsite Classes at Employers

Degree and non-degree classes
Live From adds appeal, differentiation Professional education (competency clusters) Soft programming (e.g., U of C CAPS)
Military (optional)
Large segment of adult learners Strong funding via Yellow Ribbon* Fills diversity gap: hospitality, industry Contributes to Vincentian mission Goodwill with alumni, community
Co-branded w/other DePaul units or external partners (e.g., CDM, STR) Turn employer facilities into virtual DePaul classrooms and learning labs Partner to corporate university/T&D
See Office of Financial Aids FAQ re Post-911 GI Bill -
COOP ADVANTAGES (OFFLINE)

Student Advantages
Prevents the 6-year make-to-stock problem Enhances learning outcomes (i.e., quality, persistence, graduation) and know-how Financial appeal to parents, students at all entry points decide major, transfer, conversion, employee/adult learner (cant fight economics) Provides safe environment for mistakes Experience is a known buyer-value utility Reduces probability of unemployment Reduces debt Increases probability of graduation and higher starting salary Must apply and be accepted not an entitlement market as an elite advantage of Hospitality
Employer Advantages
Talent source of gifted and capable entrylevel employees Cost-effective: students are paid modest hourly wage (use Northeastern or Waterloo as model) Builds network of domain contacts for targeted career paths Pulls demand Larger funnel Broadens demand effectively lower cost On the right side of disruption, student debt, parent funding and unemployment arguments Timely for parents and recruits at all stages Provides basis for fundraising, bizdev Provides vehicle for quick adaptation to market needs, rapid feedback cycles
Hospitality Advantages

APPENDIX
Comparison of college graduate majors by earnings and employment
UNEMPLOYMENT RATES
Major Major Group RECENT COLLEGE GRADUATE EXPERIENCED COLLEGE GRADUATE GRADUATE DEGREE HOLDER RECENT COLLEGE GRADUATE
EARNINGS
EXPERIENCED COLLEGE GRADUATE GRADUATE DEGREE HOLDER
General Agriculture Agriculture And Natural Resources Animal Sciences Natural Resources Management Architecture Drama And Theater Arts Arts Music Film Video And Photographic Arts Commercial Art And Graphic Design
13.90% 7.80% 12.60% 9.20% 12.90% 11.80%
4.20% 3.40% 5.30% 9.20% 8.80% 7.30% 4.50% 6.70% 7.50%
7.70% 7.00% 7.30% 4.40% 13.00% 7.10%
$36,000 $26,000 $30,000 $30,000 $30,000 $32,000
$45,000 $44,000 $53,000 $64,000 $45,000 $45,000 $45,000 $50,000 $49,000
$71,000 $50,000 $55,000 $55,000 $58,000 $60,000
Architecture Fine Arts
General Business
Studio Arts Hospitality Management Business Management And Administration

Business Marketing And Marketing Research Accounting Finance Miscellaneous Business & Medical Administration Human Resources And Personnel Management
9.10% 8.10%
7.00% 7.30% 6.80% 6.60%
8.00% 5.70% 5.40%

4.80% 6.00% 4.80% 5.20% 6.20% 6.60%
4.40%
4.20% 5.40% 3.80% 4.60% 4.40%
$32,000 $36,000
$37,000 $37,000 $43,000 $44,000
$41,000 $53,000 $60,000

$60,000 $65,000 $65,000 $72,000 $56,000 $60,000
$76,000
$85,000 $81,000 $90,000 $95,000 $68,000
APPENDIX
UNEMPLOYMENT RATES
Major Major Group RECENT COLLEGE GRADUATE EXPERIENCED GRADUATE COLLEGE DEGREE HOLDER GRADUATE RECENT COLLEGE GRADUATE
EARNINGS
EXPERIENCED GRADUATE COLLEGE DEGREE HOLDER GRADUATE
International Business Operations Logistics And E-Commerce Management Information Systems And Statistics Business Economics Communications Family And Consumer Sciences Journalism
4.30% 7.70%
9.50% 5.50% 4.40% 5.40% 4.20% 6.00%
2.80% 3.80%
$30,000 $32,000
$60,000 $71,000 $73,000 $77,000 $43,000 $58,000
$59,000 $66,000
Mass Media
Communications, Journalism Advertising And Public Relations Communication Technologies Mathematics Information Systems Computer Science Computers And Mathematics Information Sciences Computer Networking And Telecommunication Computer Engineering General Education Elementary Education Education Physical And Health Education Teaching
8.50%
7.40% 7.70% 6.10% 11.70% 7.80% 4.80% 6.00%
7.00%
6.30% 6.10% 5.10% 5.40% 5.60% 8.50% 5.10% 6.20% 5.00% 3.40% 4.10% 3.70%
6.70%
4.30% 3.60% 6.40% 3.80% 3.60% 1.70% 2.40% 2.20%
$32,000
$34,000 $35,000 $40,000 $43,000 $50,000 $33,000 $34,000
$50,000
$57,000 $57,000 $71,000 $68,000 $81,000 $55,000 $74,000 $60,000 $89,000 $40,000 $43,000 $48,000
$58,000
$65,000 $86,000 $80,000 $96,000 $100,000 $54,000 $56,000 $60,000
APPENDIX
UNEMPLOYMENT RATES
MAJOR Major Group RECENT COLLEGE GRADUATE EXPERIENCED GRADUATE COLLEGE DEGREE HOLDER GRADUATE RECENT COLLEGE GRADUATE
EARNINGS
EXPERIENCED GRADUATE COLLEGE DEGREE HOLDER GRADUATE
Early Childhood Education Secondary Teacher Education
4.90% 4.10%
$38,000 $47,000
Special Needs Education

Language And Drama Education Art And Music Education Miscellaneous Education General Engineering Civil Engineering Electrical Engineering Mechanical Engineering Engineering Chemical Engineering Industrial And Manufacturing Engineering Miscellaneous Engineering Electrical Engineering Technology Industrial Production Technologies Miscellaneous Engineering Technologies Health And Medical Admin Svcs Nursing
8.10% 7.30% 8.60% 4.00%
4.50%
4.20% 3.70% 4.00% 4.50% 5.20% 3.80% 5.70% 4.20% 5.10% 5.80% 6.30% 4.00% 4.50% 1.90%
2.00%
2.20% 2.20% 2.80% 3.50% 3.50% 3.00% 3.50% 4.00% 1.60%
$50,000 $57,000 $58,000 $48,000
$43,000
$43,000 $45,000 $50,000 $81,000 $90,000 $86,000 $75,000 $94,000 $80,000 $72,000 $70,000 $68,000 $65,000 $64,000
$57,000
$57,000 $57,000 $96,000 $106,000 $100,000 $96,000 $101,000 $99,000 $81,000
Health Medical Technologies Technicians Pharmacy Pharmaceutical Sciences And Adm Treatment Therapy Professions
2.90% 2.10% 2.10% 1.80%
2.00%
$56,000 $60,000 $105,000 $63,000
$107,000
APPENDIX
UNEMPLOYMENT RATES
MAJOR Major Group RECENT COLLEGE GRADUATE EXPERIENCED COLLEGE GRADUATE GRADUATE DEGREE HOLDER RECENT COLLEGE GRADUATE
EARNINGS
Area Ethnic And Civilization Studies
Anthropology And Archeology
10.50%
6.20%
4.10%
$28,000
$47,000
$60,000
Liberal Arts
Philosophy And Religious Studies French, German, Latin And Other Common Foreign Languages English Language And Literature History Humanities And Liberal Arts Linguistics And Comparative Language Other Foreign Languages Composition And Speech Theology And Religious Vocations Art History And Criticism Construction Services Transportation Sciences And Technologies Industrial Arts Pre-Law And Legal Studies Criminal Justice And Fire Protection Law And Public Policy Public Administration
9.20%
10.80% 7.90% 9.20% 10.20% 10.10% 7.60%
6.20%
6.80% 4.80% 6.20% 5.80% 5.50% 10.50% 4.70% 3.90% 8.80% 4.00% 5.20% 4.10% 7.40% 7.30%
3.80%
3.80% 3.70% 3.90% 3.90% 4.60% 6.80% 2.80% 3.20%
$30,000
$30,000 $32,000 $32,000 $32,000 $35,000 $34,000
$50,000
$48,000 $50,000 $52,000 $54,000 $50,000 $49,000 $50,000 $40,000 $52,000 $71,000 $76,000 $55,000 $49,000 $58,000
$66,000
$62,000 $62,000 $64,000 $75,000 $71,000 $64,000 $50,000 $66,000
APPENDIX
UNEMPLOYMENT RATES
MAJOR Major Group RECENT COLLEGE GRADUATE EXPERIENCED COLLEGE GRADUATE GRADUATE DEGREE HOLDER RECENT COLLEGE GRADUATE
EARNINGS
Psychology- All
Psychology And Social Work Social Work Human Services And Community Organization
7.60% 6.60%
6.00% 5.80% 7.30%
3.40% 2.90%
$30,000 $30,000
$48,000 $40,000 $39,000
$61,000 $52,000
Physical Fitness, Parks Recreation Recreation
8.30%
4.50%
2.00%
$30,000
$50,000
$61,000
Environmental Science Biology

Chemistry Multi-Disciplinary Or General Science ScienceLife/Physical Biochemical Sciences Geology And Earth Science
7.70%
6.60% 8.20%
4.60%
4.90% 4.60% 4.20% 5.90% 5.10%
1.80%
2.00% 2.40% 1.90%
$31,000
$32,000 $35,000
$56,000
$62,000 $60,000 $55,000 $69,000 $63,000
$87,000
$96,000 $80,000 $96,000
Physics
Interdisciplinary Social Sciences Sociology Political Science And Government
8.60% 9.10%
5.40%
5.40% 6.00%
2.80%
3.50% 3.80%
$32,000 $35,000
$81,000
$50,000 $65,000
$95,000
$60,000 $90,000
Economics
Social Science General Social Sciences Geography International Relations
9.40%

5.70%
7.20% 6.80% 5.60% 4.80%
4.60%
4.80%
$48,000

$76,000
$45,000 $50,000 $59,000 $65,000
$101,000
$91,000
Building A Sustainable Pipeline

of
Leadership Capital for the Hospitality Industry
For additional information please contact Robert van der Hooning rvdh@maconraine.com

DePaul University Market and Channel Strategy For Expansion of Masters Program in School of Business

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Discussion Outline

Building A Sustainable Pipeline

Leadership Capital for the Hospitality Industry

Driehaus College of Business School of Hospitality Leadership DePaul University

Corporate relationships already established

Student Characteristics and Outcomes

* Business Intelligence and Reporting applications, not inductive data mining

A CLOSER LOOK AT THE NUMBERS

A closer look at the numbers

More female (2 yr avg)

Less diverse (2 yr avg)

A closer look at the numbers

Source: Source: Center on Education and the Workforce forecast of educational

A closer look at the numbers

Source: Source: Center on Education and the Workforce forecast of educational

A closer look at the numbers

MAJOR GROUP HOSPITALITY MANAGEMENT

RECENT COLLEGE GRADUATE

EXPERIENCED COLLEGE GRADUATE

GRADUATE DEGREE HOLDER

RECENT COLLEGE GRADUATE

EXPERIENCED COLLEGE GRADUATE

GRADUATE DEGREE HOLDER

4.20% 4.40% 4.40% 3.80% 5.40%

$85,000 $76,000 $68,000 $90,000 $81,000

Sources: US Census American Community Surveys 2009-2010, Georgetown

A closer look at the numbers

Sources: US Census American Community Surveys 2009-2010, Georgetown

THE HUMAN CAPITAL PIPELINE CHALLENGE

Grow From 200 to 1,000 Majors in 7-8 Years

Traditional Marketing: Graduates = f ( leads)

Traditional Marketing: Graduates = f ( leads)

Graduate Output = f (leads, prep, path)

Declared Majors Transfers Conversions

Raw Material Sources

Graduate Output = f ( stage, leads, x3, x4 )

Declared Majors Transfers Conversions

Raw Material Sources

Graduate Output = f ( stage, attrition x5)

Declared Majors Transfers Conversions

Raw Material Sources

Declared Majors Transfers Conversions

Raw Material Sources

How Would a Be Different?

DEMAND DRIVES THE HUMAN CAPITAL MANUFACTURING PROCESS

Declared Majors Transfers Conversions

Demand-Driven Education: Graduates = f ( demand, stage, leads, prep, path, attrition)

Human Capital Manufacturing Process

DEMAND-DRIVEN EDUCATION: PULL VS. PUSH

Declared Majors Transfers Conversions

Demand-Driven Education: Graduates = f ( demand, stage, leads, prep, path, attrition)

Human Capital Manufacturing, Distribution and Sales

DEMAND-DRIVEN EDUCATION: SEGMENT BY JOB TO BE DONE

Declared Majors Transfers Conversions

Demand-Driven Education: Graduates = f ( demand, stage, leads, prep, path, attrition)

Human Capital Manufacturing, Distribution and Sales

STUDENT SUPPLY Freshman Continuing Application Transfers/ DAPP

EMPLOYER DEMAND Advisory Intern/ Coop Hire Application

Capabilities, Skills First Job Development Path Satisfaction, Intention Promotion

STUDENT SUPPLY Freshman Continuing Application Transfers/ DAPP

EMPLOYER DEMAND Advisory Intern/ Coop Hire Application

Capabilities, Skills First Job Development Path Satisfaction, Intention Promotion

EARLY-STAGE CAREER SUCCESS