Tuition Pricing Strategy Solutions

Tuition & Fee Pricing Structure

As demographic challenges, perceptions about higher education, and pressure on discount rates create challenges in recruiting students, institutions must assess their value and return on investment. One of the primary ways colleges and universities can appeal to prospective students is through tuition pricing structures that are customized to their specific applicants.

OUR APPROACH:

Using data-driven methods such as market and competitive research, statistical modeling, and enrollment forecasting, institutions, academic units, and individual programs can more effectively communicate their value proposition to students that are interested in the financial return on investment for their higher education studies.

Featured

solutions

Tuition & Fee Pricing Structure

Our work in this area includes:

Tuition Resets
Scholarship Strategy
Pricing Studies for New Academic Units or Programs
Online or Distance Education Pricing Strategies
Fee Simplification / Consolidation Efforts

Connect with Us

Tuition & Fee Pricing Strategy

University of South Alabama

Kennedy & Company supported the University of South Alabama (“USA”) on a comprehensive Tuition and Fee Pricing Strategy engagement to enhance its competitive position relative to peers. The institution utilizes a tuition differential pricing model that charges different rates by academic unit, pedagogical technique (web vs. in-person), and level (Graduate vs. Undergraduate). Our work with USA was focused on identifying the optimal tuition price while also simplifying the structure of its fees to support growth in areas of strategic focus.

Relevant Services:

Tuition & Fee Pricing Strategy, Financial Sustainability

Graduate Tuition Pricing & Revenue Share

College of Charleston

Kennedy & Company supported the College of Charleston (“CofC”) on a comprehensive Tuition and Fee Pricing Strategy engagement to grow its graduate program portfolio. CofC recently made a greater investment in driving graduate enrollments but realized its tuition structure – in particular for non-resident students – was significantly above the market and would not be viable to support the growth they were pursuing.