During the First Year of the Program

During the first year of the program, my participation was limited primarily to the creation of targeted rental solicitations. Some of the assumptions I had put into the model were changed to make the program more attractive to investors. Operation of the mailing program was considered to be under the domain of the VP of Operations at that time. Due to the acquisition of the two regional companies, offers, pricing and product mixes varied from school to school. At the end of the first year of operating the program, conversion rates were roughly 4% (quite good a direct marketing effort), but costs of operating the program were much higher than anticipated.

During the first year of the program, my participation was limited primarily to the creation of targeted rental solicitations. Some of the assumptions I had put into the model were changed to make the program more attractive to investors. Operation of the mailing program was considered to be under the domain of the VP of Operations at that time. Due to the acquisition of the two regional companies, offers, pricing and product mixes varied from school to school. At the end of the first year of operating the program, conversion rates were roughly 4% (quite good a direct marketing effort), but costs of operating the program were much higher than anticipated.

During the first year of the program, my participation was limited primarily to the creation of targeted rental solicitations. Some of the assumptions I had put into the model were changed to make the program more attractive to investors. Operation of the mailing program was considered to be under the domain of the VP of Operations at that time. Due to the acquisition of the two regional companies, offers, pricing and product mixes varied from school to school. At the end of the first year of operating the program, conversion rates were roughly 4% (quite good a direct marketing effort), but costs of operating the program were much higher than anticipated.

During the first year of the program, my participation was limited primarily to the creation of targeted rental solicitations. Some of the assumptions I had put into the model were changed to make the program more attractive to investors. Operation of the mailing program was considered to be under the domain of the VP of Operations at that time. Due to the acquisition of the two regional companies, offers, pricing and product mixes varied from school to school. At the end of the first year of operating the program, conversion rates were roughly 4% (quite good a direct marketing effort), but costs of operating the program were much higher than anticipated.

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