TEC de Monterrey
enfoque-data-driven-medicina

Industry: Education

Different verticals of a well-known university in Mexico have repeatedly managed to exceed their compliance goals in digital campaigns, including 256% during COVID-19 thanks to adequate active listening.

How to overcome your business goals in your digital campaigns?

How to overcome your goals in a highly competitive digital ecosystem? The University decided to bet on Active Listening as a tool to reach the right audiences with the right message and thus exceed its business goals by up to 256%.

Vertical 1

This business vertical has several campuses in 18 states of the Mexican Republic.

Your competition carries out digital campaigns (Google and Facebook) constantly and they are usually aggressive, sending messages about prices, scholarships, academic offer, locations, etc. In addition, the complexity of its structure creates significant challenges:

  • Four educational levels.
  • Various target audiences: parents of adolescents, youth, young adults, people interested in continuing education.
  • Goals established by level and by campus.
  • Measurement that involves multiple technological platforms and internal teams of the institution.

However, thanks to a joint and continuous work of:

  • Weekly budget adjustments
  • Proposals for new formats
  • Communication settings
  • Competitor analysis and monitoring, and
  • Adjustments in keywords, segmentation, interests and audiences

In January 2020, it was achieved that they exceeded their compliance percentages by educational offer:

Level 1172%
Level 2145%
Level 3133%
Level 4132%
Average143%

Despite the positive results of these results, the goals indicate the achievement of leads, so the next overall challenge is to have visibility until a user signs up for a program.

Vertical 2

After COVID-19, significant changes were generated in the education industry, as 1.3 billion students around the world stopped attending school as a preventive measure against the Coronavirus.

It is here where the new business challenge arose for this other vertical within the University, since it was required to continue attracting prospects and maintaining interest among its community in times of contingency, so it was necessary to adapt communication and activate different forms of contacts that were relevant and scalable.

In this context, more than ever we use the Active Listening methodology where, as its name indicates, we listen before we speak to understand what clients value and we speak to provide that value, thus generating a virtuous circle of listening, speaking and returning to listen.

To listen to changes in consumer behavior and interests, we used the Google Trends tool to keep up with the sudden changes that happened, for example: in the second week of March 2020, the demand for online classes increased, the same as It caused all educational institutions to transfer their teaching dynamics to digital platforms.

In the same way, the listening was carried out on some platforms such as Twitter to be able to analyze the conversations where we discovered that the majority of the students who talked about online classes talked about:

  • The experiences they have lived before the change of routine.
  • Situations of humor before the change of dynamics.
  • Unhappy about not wanting to finish the semester online.

Our goal was to find potential audiences in paid spaces to attract prospects to specific educational programs. We did it through online sessions, with experts on topics that interest them, which we made available to them through the correct formats and channels.

The results:

Audience sentiment measurement: Positive

Fulfillment of the goal in registrations for the event: 256%

Maintain meaningful relationships with the audience

Detection of new connection opportunities

Through these initiatives we have managed to connect people with an interest in continuing education with prestigious institutions in the country. The following challenges that we propose are based on the vision of the University towards 2025 and its evolution in digital maturity in which we seek to accompany it.

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