Meeting PMB 16 September 2026

Update on PMB Gading Serpong as of September 16, 2026

Overview of Current Achievements

• The report provides a preliminary update on the internal closing for the first quarter ending in September, specifically as of September 16, 2026.

• For K2 to P1, the target is set at 35 with an achievement of 31 (88.57%). Primary grade 6 to grade 7 has a target of 50 and an achievement of 44 (88%).

• The focus is on analyzing remaining targets for internal admissions by Friday, ensuring detailed follow-ups on each prospective student.

External Admissions Performance

• As of September 16, external preschool targets are at 40 with an achievement of 59 (148%), while primary has a target of 30 and an achievement of 35 (117%).

• Total external achievements stand at approximately 132-134%, with Instagram and meta ads being significant contributors to closing numbers.

Strategies Moving Forward

• Despite recent successes, there is recognition that current figures are still below expectations; the goal for this month remains at a total of 50 closings.

• Overall targets remain ambitious with a total goal across all categories set at 400 students for the first quarter.

Year-on-Year Comparison

• A comparison shows that current achievements have improved from last year’s figures in preschool and primary categories.

• There are eight hot programs aimed at achieving additional closings within the next two weeks.

Upcoming Initiatives

• Plans include open house events scheduled for September where targeted advertising will be utilized to attract potential leads.

• Collaboration with various organizations is planned to enhance outreach efforts during upcoming open houses and seminars.

Discussion on Upcoming Activities with Abak Academy

Collaboration and Community Engagement

• The team discussed potential B2B collaborations, particularly with Abak Academy, to engage their community in upcoming events at Stalamaris.

• Recent visitor statistics showed a significant interest in the Instagram account of Stella Maris, indicating effective outreach through social media.

Performance Metrics

• A comparison of two weeks revealed nearly a 100% increase in visits to the Instagram page, highlighting successful engagement strategies.

• The Instagram account achieved 84,000 views within one week, with content related to Gadis Serpong being particularly popular among visitors.

Website Traffic and Digital Awareness

Growth in Online Presence

• There was a notable increase in website traffic for Stamaris Full Gading Serpong from 9,058 to 1,000 users compared to the previous week.

Future Plans

• Upcoming activities include cluster visits scheduled for October 17 and 31, along with two open house events on October 10 and 24.

Mental Health Initiatives and Workshops

Collaborative Efforts

• Plans are underway for partnerships with a psychology clinic and Prasmo University focusing on mental health seminars.

Content Creation

• A series of video ads (38 content pieces planned for October) will support marketing efforts aimed at achieving targets for Q2.

Evaluation of September Targets

Performance Review

• Concerns were raised regarding underperformance against set targets; only seven out of twenty-five leads were achieved by mid-September.

Analysis of Open House Events

• The first open house saw attendance from only ten primary participants without any conversions into sales.

Accountability and Improvement Strategies

Need for Honest Reporting

• Emphasis was placed on acknowledging poor performance openly rather than masking it with comparisons to past successes.

Continuous Evaluation Process

• Regular evaluations should occur weekly or bi-weekly to identify issues promptly and adjust strategies accordingly.

Focused Sales Strategy

Targeting Warm Leads

• The discussion highlighted the importance of converting warm leads into sales while maintaining focus on current opportunities available.

Q1 Target Performance Overview

Internal and External Targets

• The target for Q1 at BSD was set at 235, with a current achievement of 169, equating to 72% completion.

• For internal targets until September, the goal was 125; however, only 77 were achieved, representing 62%.

• Overall external targets aimed for 110 by September but reached only 92, which is about 84%.

Year-on-Year Comparison

• Compared to last year, there has been an increase of 4.3%, particularly noticeable in the SD unit.

• A decline was observed in the SMA unit due to significant internal challenges.

Evaluation of Graduates and Follow-Up Actions

Graduate Assessment

• Out of the evaluated graduates (174), only 77 have confirmed their continuation, marking a mere 44% follow-up rate.

• Reasons for hesitation include financial constraints and parental persuasion issues.

Lead Sources and Closing Strategies

• The highest lead source remains recommendations from parents; Instagram has significantly risen to second place.

• There are outstanding targets from August (21 leads), with September's target set at 55.

Strategies for Increasing Leads

Community Engagement Initiatives

• Efforts are being made to engage local communities as lead sources have decreased since August.

• Intensive follow-ups are planned for seven hesitant students in SD while also targeting external data sources.

Approaches Across Different Units

• For SMP, outreach focuses on external students due to minimal internal prospects.

• SMA plans to offer consultation sessions addressing concerns about further education pathways post-graduation.

Addressing Internal Challenges

Identifying Barriers

• A survey conducted aims to uncover hidden reasons why approximately 83 individuals did not proceed with enrollment.

Engagement Activities

• Immediate actions include converting hesitant students into confirmed enrollments within September through targeted engagement strategies.

Database Management and Marketing Efforts

Current Database Status

• As of September, BSD holds a total database count of 72 leads with varying statuses including lost opportunities (17).

Marketing Adjustments

• Recent marketing efforts have seen improvements after a period of inactivity; ads are now generating more leads again following strategic adjustments.

Evaluating Lead Prospects and Open House Performance

Overview of Current Leads

• Discussion on the current status of leads, with a total of 72 prospects categorized into hot (28), warm (17), lost (7), and others.

• Emphasis on the need to analyze each lead individually to identify potential closing opportunities within the week.

Challenges in Achieving Targets

• Inquiry about performance evaluation over the past two weeks, questioning why targets were not met.

• Acknowledgment of issues leading up to an open house event, including advertising interruptions that affected lead generation.

Importance of Continuous Evaluation

• Highlighting that low lead numbers are symptomatic of ineffective advertising strategies; regular evaluations are necessary.

• Stressing the urgency of monitoring ad performance weekly to avoid losing momentum in lead generation.

Analyzing Open House Attendance

• Questioning reasons behind low attendance at recent open houses and identifying missed actions as contributing factors.

• Noting a decline in leads since September, indicating a need for proactive measures rather than reactive data analysis.

Communication and Invitation Issues

• Identifying communication lapses in sending invitations as a key reason for poor turnout at events.

• Critique on using informal channels for invitations instead of official methods, which led to missed target audiences.

Monitoring Event Preparations

• Recommendations for better monitoring before events, such as tracking confirmations from attendees well ahead of time.

• Suggestion to treat event planning like RSVP management for parties, ensuring accurate attendance predictions.

Strategies for Future Events

• Emphasizing that successful past experiences should be replicated without skipping essential steps in planning.

• Acknowledging that even with quality activities planned, lack of proper monitoring can result in poor outcomes.

Urgency in Sales Strategy Adjustments

• Recognition that market conditions are becoming increasingly challenging; thus, detailed strategies must be implemented promptly.

• Encouragement to focus on confirming attendee numbers early when planning open houses to ensure adequate preparation.

Closing Strategies and Daily Targets

• Discussion on how low attendance impacts closing rates; stressing the importance of having effective strategies ready.

• Reminder that every attendee should ideally convert into a sale; reiteration on avoiding repeated mistakes from previous events.

Team Accountability and Motivation

• Call for team members to take ownership over their daily sales targets rather than treating them as mere numbers.

• Inquiry into individual team member's progress towards their sales goals during meetings to foster accountability.

Enhancing Work Ethic During Slow Periods

• Suggestion that if daily closing targets aren't met, additional work hours may be required from all team members.

• Emphasis on maintaining high energy levels during peak times while preparing strategically for slower periods.

Final Thoughts on Sales Dynamics

• Reinforcement that thorough preparation is crucial when organizing events or managing leads.

• Conclusion emphasizing consistent daily closing efforts across all teams during favorable market conditions.

Discussion on Campaign Management and Advertising Issues

Closing Numbers and Follow-Up Challenges

• Acknowledgment of critical numbers related to closing leads, with an admission of insufficient follow-up in the past two weeks.

• Confirmation from a team member regarding the need for evaluation of reported campaign numbers that were not thoroughly assessed.

Advertising Status and Financial Coordination

• Clarification that ads being inactive does not imply they are ineffective; rather, they have been completely turned off due to budget constraints.

• Mention of coordination with finance regarding credit card usage for ads, highlighting issues with exceeding budget limits.

Impact of Ad Inactivity

• Explanation that once ads are turned off, reactivating them requires starting from scratch, which affects performance metrics negatively.

• Warning about potential penalties from Meta if ads remain inactive for too long, emphasizing the importance of maintaining ad activity.

Token Management and Fund Allocation

Token Usage Concerns

• Discussion on token management during leave periods, stressing compliance with school asset regulations regarding token handling.

• Emphasis on open communication among teams to prevent future issues related to funding and resource allocation.

Updates on Target Performance Metrics

September Targets Overview

• Presentation update indicating targets for PMB (Penerimaan Mahasiswa Baru), aiming for 60% EB (Enrollment Base).

• Review of August's performance against targets, noting carryover deficits into September’s goals.

Regional Performance Insights

• Breakdown of enrollment figures by region: Jambi preschool at 23, primary at 16; Pontianak preschool at 17, primary also at 17.

Strategies for Maintaining Enrollment Momentum

Event Planning Adjustments

• Recognition of positive results in August but a call to maintain momentum through planned events despite external challenges.

Community Engagement Initiatives

• Plans to host offline events postponed due to unfavorable conditions; rescheduling aimed for late September when conditions improve.

Bridging Programs and Community Outreach

Standalone TKTK Developments

• Introduction of standalone TKTK programs aimed at preparing children for Stella Maris schools through bridging initiatives.

Parental Involvement Strategies

• Efforts to engage parents early in their children's education journey by integrating them into preparatory programs before formal enrollment.

Online Engagement and Trial Classes

Adaptation to Online Learning Environments

• Commitment to providing online trials as alternatives amidst physical attendance challenges while ensuring engagement remains high.

Future Planning and Open House Events

Scheduling Adjustments

• Plans for open house events shifted towards the end of the month across various regions including Jambi and Ponferna.

Conclusion on Market Engagement Strategies

• Exploration into new market opportunities through church partnerships aimed at enhancing community outreach efforts.

Overview of Preschool Operations

Role Play and Training Initiatives

• The speaker discusses their role in two preschools, Karawaci and Sunnyfield, focusing on communication training through role play activities.

• Tasks are assigned for self-learning, emphasizing collaboration between the school head and admissions staff to enhance service delivery.

• Communication training is structured with clear boundaries; responsibilities shift to the school head at certain points.

Evaluation and Progress Tracking

• A follow-up meeting is scheduled for Friday to review self-learning tasks assigned earlier in the week.

• There are challenges in evaluating human resources (SDM), indicating a need for further development strategies.

Data Analysis and Market Engagement

• Data from previous discussions indicates that younger children are grouped into a baby club, which has not yet resulted in any closures despite efforts.

• An open house event is planned for the end of the month, but only one participant has confirmed attendance so far.

Marketing Strategies and Program Development

Ongoing Promotions

• The speaker notes that while promotional media efforts have not yet yielded results, they believe market introduction processes take time.

• A database of potential participants shows 50 entries across different age groups; tailored programs must be offered to each group.

Content Strategy Adjustments

• Plans to change content for marketing materials in October are discussed as part of ongoing evaluation efforts.

• Despite low initial interest in the baby club program, persistence is emphasized with plans to repeat invitations at month's end.

Challenges in Enrollment Processes

Lead Management Issues

• Some leads have shown interest but have not followed through with commitments; rescheduling trials due to health issues has been necessary.

• Pricing considerations have caused delays; special packages are being developed for upcoming exhibitions.

Routine Engagement Activities

• Regular updates on social media platforms like podcasts and reels are encouraged to maintain visibility among potential clients.

Event Planning and Coordination

Exhibition Preparations

• Preparations for an exhibition on September 26th include checking logistics such as booth setup and team readiness.

Scheduling Considerations

• Admission schedules will be organized around teaching hours to ensure coverage throughout the day during events.

Promotion Strategies

Urgency Messaging

• Promotional messages emphasize urgency regarding enrollment deadlines, encouraging immediate action from prospective families.

Comprehensive Offerings

• All programs should be promoted actively; every child should receive multiple offerings rather than just direct school enrollment options.

Trial Programs Insights

Trial Experience Structure

• The trial experience aims to immerse children in Sunnyfield's atmosphere beyond short sessions, fostering longer-term engagement leading up to enrollment.

Performance Review Discussions

Evaluation Metrics

• Updates on performance metrics indicate varying success rates across locations; specific attention is needed where results lag behind expectations.

• Concerns about declining performance trends prompt discussions about leadership changes affecting admissions outcomes.

Evaluating Productivity and Effectiveness

Challenges in Performance

• The speaker reflects on a lengthy process of discovering why certain efforts were ineffective, leading to a lack of productivity and results.

• By the second semester starting in February, performance metrics dropped significantly, indicating a complete turnaround from previous expectations.

• Issues identified included various problems ranging from fraud to parental involvement, prompting the speaker to take temporary action against underperforming staff.

Leadership Evaluation

• The discussion shifts towards engaging parents who may have experienced disappointment, referencing past incidents at Sunnyfield that led to significant turning points.

• Observations about Jambi's stability under Miss Reggie's leadership suggest effective management practices are in place.

School Administration Concerns

• Questions arise regarding the effectiveness of the headmaster at Karawaci; previously successful leadership is contrasted with current challenges.

• A call for evaluation of the headmaster’s capabilities is made, emphasizing that if they are not suitable for their role, a replacement should be sought promptly.

Urgency for Change

• The need for swift action is highlighted; prolonged issues can lead to further decline in performance. Immediate assessment and potential changes in leadership are recommended.

• Suggestions include creating specific plans for improvement at Karawaci while encouraging open dialogue among stakeholders about necessary changes.

Weekly Meetings and Future Outlook

• Weekly meetings across all branches are established every Wednesday to ensure consistent communication and updates on academic progress.

• Acknowledgment of subpar results during early September leads to a collective call for self-improvement and strategic adjustments moving forward.

• Closing remarks express gratitude towards participants while reinforcing hope for better outcomes in upcoming weeks.