Labour: What It Means For School Marketers

1. Clear communications

Some schools are still undecided on how they will tackle VAT on fees. We know this is a hugely impactful change for schools and needs careful consideration, but saying nothing is actually worse for parents. They just cannot plan accordingly.

• Communicate transparently – be clear on your stance on fee increases or at least a timetable of when they can expect formal communications. If parents will need to contribute to this, then you need to clearly state the reasons behind the fee increases. What steps being taken to ensure the value of their investment?
• Feedback mechanisms – establish channels for parents and stakeholders to provide feedback and ask questions regarding financial matters and fee structures. Encourage open dialogue and demonstrate responsiveness to concerns or suggestions raised by the school community.
• Regular updates – provide regular updates and progress reports on the implementation of planned initiatives funded by VAT revenue. Keep stakeholders informed about milestones achieved, challenges encountered, and adjustments made to ensure transparency and accountability.
• School marketers need to be involved – it goes without saying that school marketers need to be very involved in the strategic messaging around this. Even down to the language and tone used in parent communications. This is a highly emotive topic and so needs to be judged very sensitively.
• Added extras – The need for transparency extends to the wider financial outlay for parents. As families look more closely at the affordability of each school, be sure to showcase your added extras on your fees page. Do your fees include all meals, after school clubs or a key overseas trip? If not, be sure to give prospective parents an idea of what to expect so they can see how the financials stack up against your competitors.

2. Adaption of admissions strategies

For our admissions colleagues, having clear and achievable admissions targets is critical for effective planning and execution. However, in the current landscape, it’s essential to re-evaluate these targets to ensure they are realistic. We recently spoke to a school marketing department whose targets were set to 3 pupils for every 1 lost. That target was prior to a new government and VAT on fees! They had no clarity on how the numbers were set by SLT.

• Be realistic – setting admissions targets should be based on thorough data analysis and realistic projections.
• Regular monitoring – review enrolment numbers, market conditions, and feedback from prospective families.
• Develop contingency plans – create different enrolment scenarios based on varying levels of demand and potential outcomes. This proactive approach allows for agile adjustments in response to market fluctuations and regulatory changes.
• Schedule regular meetings – set regular catch-ups between admissions, marketing, and the SLT to discuss targets, strategies, and market conditions.
• Data driven insights – schools must ensure their strategies are data-driven and aligned with current trends to avoid overreaching and setting unachievable goals.

3. Emphasising Unique Selling Points

In today’s competitive educational landscape, independent schools must go beyond the standard claims of “small class sizes” and “great pastoral care” to truly stand out. While these aspects are important, they are often seen as basic expectations rather than unique differentiators. To forge a deeper connection with prospective families, your messaging needs to be nuanced and resonate on a more profound level.

• Identify and articulate your ‘Brand DNA’— the unique essence that sets them apart from other schools. This involves a deep understanding of the school’s core values, mission, and vision, as well as the distinctive qualities that define the student experience. Ambleglow have run many successful ‘Brand DNA’ projects for many clients, including Banstead Prep School.
• Create a Strong Emotional Connection – effective messaging should not only inform but also inspire and resonate emotionally with your audience.
• Harness the power of parent and alumni networks – use them to advocate for the school’s unique strengths. Positive word-of-mouth and personal endorsements from satisfied parents and successful alumni can be incredibly influential.

Conclusion

Independent school marketing managers play a crucial role in securing the future of independent schools. This period of transition presents challenges but also opportunities for schools to reassess and strengthen their positions in the market. By staying informed and proactive, both independent and state schools can navigate these changes effectively.

You can download HM Treasury’s Technical Note on VAT for Independent Schools’ here.