Admissions spur publicity competition
Dr Onkar Singh has been the founder Vice Chancellor of the Madan Mohan Malaviya University of Technology, Gorakhpur (U.P.), the first non-affiliating technical University of the U.P. state. Currently, he is Vice Chancellor of Veer Madho Singh Bhandari Uttarakhand Technical University, Dehradun (Uttarakhand)- INDIA. LESS ... MORE
Like every year, with the start of admission season, the print and electronic media, public places, roadsides, etc. are flooded with advertisements calling for admissions in educational institutions. This shift from issuing a precise admission notice to huge captivating advertisements in public spaces has become a common practice in educational institutions of all levels i.e. primary, secondary, and higher education institutions (HEIs). Nevertheless, the approach and methodology vary for different levels of educational institutions because of the differing expectations of the target audience. However, the core intent behind advertisements remains to attract students for admission. Perhaps, the upsurge in the number of self-financed private institutions and the inherent challenge of maximising admission revenue for their sustenance and growth are the obvious reasons along with other compelling circumstances that have seeded stiff competition amongst private educational institutions for admissions.
With the admission advertising becoming a new norm, it becomes worthy of being looked into from various perspectives as the creative and impactful audio-video or written content in the publicity materials of HEIs— used across print, digital platforms, outdoor advertising, and more —reflect substantial intellectual and financial investments. Undoubtedly, such advertisements with catchy content attract attention and spark interest in students and society in general. But the degree of engagement, memory retention about the institution, emotional connect, recalling institution, etc. depend upon the mode whether print or electronic and also varies for Generation Z and Millennials.
Delving into details of advertising by the HEIs, general showcasing is about their accomplishments like, student placements, placement salary packages, accreditations, rankings, IPRs, MoUs with eminent institutions within the country and abroad, industry linkages, infrastructure, facilities, institutional recognitions, programme specifics, and other things worth display to create impact. In many circumstances, the attributes showcased contrast from institution to institution and all attempts are made to tacitly establish a competitive edge over the others.
Here are some of the examples highlighting the vulnerabilities associated with a few of the publicity attributes specially rankings, media reports, collaborations, and placements.
Ranking: Looking at the institutional ranking it is evident that there is a large number of ranking frameworks available which offer inter-se ranks that are not coherent with the public perception of the respective HEI. Further, the credibility and acceptance of all ranking frameworks are not alike but the ranks projected in advertisements may create entirely different perspectives about the respective HEI and the deception could affect the stakeholders adversely.
Media reports: The media reports of HEIs play a significant role in perception building. Therefore, sometimes the HEIs push certain content which gets published in the form of advertorials which look like news items. In a situation where the majority of the target audience may not be able to distinguish between the news items and advertorials, an opinion built on the advertorials could be misleading. Given that news items in print media enjoy greater credibility, any such initiative of paid advertorials or deceptive presentations may deprive the aspirants of getting exposed to the real standing of the particular HEI.
Collaborations: The number of collaborations keeps on happening amongst HEIs or HEIs with industry within the country or across the countries as a part of the collective qualitative growth of the education ecosystem. These engagements with other HEIs or industries/organisations could be for running joint research, degree programmes, internships, projects, or short-term vocational training. In certain instances, the well-crafted taglines referring to these collaborations by the particular HEI create wrong perceptions. Quite likely, the way such capitalization of the collaboration is done by presenting it in a delusive manner in the public domain may not be in the knowledge of the respective collaborator and faintly impact them adversely due to others capitalizing on their brand value.
Placements: In many situations, the HEIs also publish select placement statistics which could be comprised of the number of placements, type of placements, names of potential employers, salary package, etc. These statistics showing worthy packages largely affect the mood and plans of admission seekers. Nevertheless, the placement depends upon the potential of respective students and the timely facilitation of job opportunities by the respective HEI and cannot be deemed to be the privilege of every student. There have also been instances of flaunting a few placements with hefty packages which do not survive for long, yet misleading promotion continues to create the impression of outstanding placement.
Thus, regardless of the admission aspirants of higher education being slightly mature as compared to those at primary and secondary levels, at times, the presentation made for one or more of the features listed in the advertisement does not allow them to get the correct picture of the respective HEIs. It goes without saying that the influence made upon innocent minds through camouflaged publicity materials and admission agents leads them to the portals of particular HEI and they are deprived of the possible opportunities of studying at the other institutions suiting them. The rigorous advertising campaign for reaching out to the maximum number of admission seekers has positively affected the admissions in various HEIs through brand building and it is compelling others to go for similar campaign.
Alongside, the advertising campaign also involves huge expenditure and the money spent on publicity is a fraction of the total revenue from the higher education sector. This contribution to the economy is a function of the size of the higher education sector economy. A report by Statista shows that the size of the higher education market in India was around six billion US dollars in 2022 and the annual growth rate is expected to be nearly 10 per cent up to 2028. As per Statista, the US educational service industry had spent $1.5 billion on advertising in 2023 with Purdue University Global spending $83.48 million on advertisements in 2023. Thus, going by the global trend, there is a sizeable spending on publicity by the HEIs in the country as well. The moot point behind this expenditure is about the source from where this money comes, specially in a developing nation like ours, the fees are points of concern for the sizeable population. Obviously, in a self-financed setup, every expenditure is a part of the fee charged by the students, meaning thereby that any reduction in the spending on the publicity campaign will eventually ease out the students.
Simultaneously, there is the engagement of admission counsellors or agents or managers on certain commissions for convincing students to seek admission in particular HEIs through special discounts, freebies etc. Needless to say, these admission influencers engaged by HEI resort to all possible ways to ensure admission of the student(s) by advocating the edge of the respective HEI over others in a rightful or deceitful manner. Typically, students come across the reality after taking admission but are helpless as it becomes too late by that time. The money spent as a commission to admission agents or freebies to aspirants also comes from the fees charged by the students in the HEIs.
Way forward:
Going by the fast growth of HEIs in the private sector, the stiff competition amongst them for admitting a maximum number of students is likely to continue as an annual affair. Also, given the self-financed nature of private sector institutions, it is quite difficult to restrict them from devising their mechanism to ensure admissions. However, a certain degree of regulations on delusive practices meant for only attracting students for admission is inevitable to ensure fair competition and prevent anti-competitive practices while aiming at reducing the cost of education for the overall good of the students. These regulations are also critically needed for protecting student interests and sustaining healthy competition amongst HEIs while ensuring that the underlying philosophy of maximising access to education to all is sustained with equity.
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This research paper aims to analyse Generation Z's consumer preferences and effective marketing strategies for building sustainable relationships with them. It uncovers recurring patterns, emerging trends, and socio-cultural influences shaping Generation Z's consumer behaviour, as well as their shift towards experiences over physical products, and their preference for brands prioritising social values, environmental concerns, and sustainability. The insights from this research are expected to provide valuable guidance for companies looking to engage and resonate with Generation Z and remain competitive in the consumer market. Research Methodology The study combined both descriptive and exploratory methodologies. 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Secondary data was gathered through an on-ground catchment and competition study in Nagarbhavi, analysing key competitors such as Zudio, Style Union, and Trends, along with their product offerings, pricing, and promotional strategies. A SWOT analysis of these competitors was conducted, and historical performance data from previous EasyBuy locations was reviewed with input from the Business Development and Marketing teams. Geographic and demographic analysis was also performed using Google Maps to study the 3 km radius surrounding the proposed store, with supplementary data collected from online sources on population density, age distribution, and income levels. Data analysis was conducted using SPSS and Excel. SPSS was utilised to identify correlations between key variables related to customer preferences, while cross-tabulation and bar graphs were employed to examine purchase behaviours segmented by age and average family income. 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Demographics Snapshot Demographic Category Details Age Group Distribution 0–14 years: 30% 15–24 years: 25% 25–54 years: 35% 55+ years: 10% Income Levels Low: 20% Middle: 60% High: 20% Gender Distribution Male: 52% Female: 48% Languages Spoken Kannada, Telugu, English, Hindi, Tulu, Konkani Competitive Landscape Competitors within 750 Meters Brand Distance from EasyBuy Store Layout Style Union 250 meters Ground + 3 floors Trends 270 meters Ground + 2 floors Zudio 300 meters Ground floor Avantra 450 meters Ground + 2 floors Pantaloons 500 meters Ground + 3 floors There are also non-competing brands nearby like Croma, Jockey, W, Go Colors, and Puma. Their presence helps in clustering benefits, boosting overall footfall. Catchment Study of Nagarbhavi (2020 Data) Catchment Study Of Nagarbhavi In the catchment study of Nagarbhavi, conducted through site visits and secondary information collected online, the following key observations were made in 2020: The total population was 123,649, with 65,260 males and 58,389 females. The 25-29 years age group appeared to be the largest segment of the population, followed by the 20-24 years age group, which also represented a significant portion. The 65 years and above category appeared to be the smallest segment, alongside other smaller segments, including the 60-64 years, 55-59 years, and 50-54 years age groups. In most age groups, the male population slightly outnumbered the female population, but there were a few exceptions where the female population appeared to be slightly higher. The data above shows various establishments within a 3 km radius of Nagarbhavi as recorded during a my site visit & with the help of Google Maps. 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EasyBuy Internal Insights Factor Insight from BD Team Catchment Analysis Family-centric & student-heavy area Relocation Strategy Moving from older Unlimited store to higher visibility zone Market Health Competitor stores lack modern appeal Customer Behaviour Preference for nearby, accessible retail stores Financial Viability Projected ROI meets EasyBuy's retail benchmarks Clustering Strategy Retail synergy due to proximity with non-competing brands Store Design Modern, open layout to differentiate from competitors SWOT Analysis Strengths Weaknesses High foot traffic due to nearby schools, colleges, and residences Style Union is next door and has strong brand equity Enhanced visibility with EasyBuy Totem signage Zudio and Pantaloons already have a market share Accessibility and convenience from 80 Feet Road Cluttered fashion retail market Opportunities Threats Offline shopping preference of locals Non-branded local markets offering cheaper options Proximity to leisure destinations Risk of customer churn without differentiated value Customer Survey Highlights Demographics of Respondents (n=87) Age Group Percentage Under 18 4% 18–24 23% 25–34 41% 35–44 31% 45+ 1% Gender Percentage Female 74% Male 24% Prefer not to say 2% Interpretation In the survey, 87 people participated, and the findings and analysis are based on the collected responses. The age distribution of respondents was as follows: 23% were aged 18 to 24, 41% were aged 25 to 34, 31% were aged 35 to 44, 1% were over 45, and 4% were under 18. Regarding gender, 74% of the respondents were female, 24% were male, and 2% preferred not to disclose their gender. Frequently Visited Stores vs Income Group Store ₹2L–₹5L ₹5L–₹10L ₹10L+ Zudio High Very High Moderate Style Union Moderate High High EasyBuy High High Moderate Pantaloons Moderate Moderate Moderate Max, Intune Low Low Low Interpretation Zudio has a strong presence across all income groups, with a significant number of customers in the ₹5,00,000 to ₹10,00,000 income bracket. Style Union also has a presence across income groups but shows a stronger inclination towards the higher income bracket (₹5,00,000 to ₹10,00,000 and more than ₹10,00,000). EasyBuy, Max, Trends, and Pantaloons seem to have a more balanced customer base across income groups, with a slightly higher concentration in the middle income brackets (₹2,00,000 to ₹10,00,000). On the other hand, Intune, Styleup, Local Shop, and Jack n Jones have a very limited customer base and don't show a clear pattern in terms of income distribution. When asked about their preferences, 36.8% of the respondents valued product quality the most, followed by 31% for affordable prices and 23% for a wide range of products. Trendy styles, good customer service, attractive promotions, and discounts received lower preferences. Brand Awareness & Marketing Influence Metric Result EasyBuy Brand Awareness 75.9% aware Have Shopped at EasyBuy 39.1% Discounts & Offers as Shopping Driver 64% respondents Social Media Campaigns & Contests 68% influenced Influencer Promotions 59% influenced In-store Visual Appeal 64.4% influenced SMS Notifications 44.8% effective INTERPRETATION Out of 87 respondents, 75.9% are aware of the brand EasyBuy, while 24.1% are not familiar with it. Among those who are aware of the brand, 39.1% have shopped at EasyBuy before, indicating that there is a significant portion of respondents who are familiar with the brand but haven't made a purchase yet. This suggests potential for increasing the customer base by converting those aware into actual customers. Marketing Strategies Factors Which Encourage More Interpretation Discounts and offers – A Significant majority, 64%, indicated that the presence of discounts and offers would serve as a strong incentive to visit the store. This suggests that nearly two-thirds of the participants are highly motivated by promotional activities when deciding whether to shop in-store. Special interactive events – Are highly effective in attracting customers to the store, as suggested by 54% of respondents. These events can significantly increase customer footfall, leading to enhanced engagement and sales opportunities. Influencer appearance and promotions & social media campaigns and contest – Out of 87 respondents, 51 (59%) are influenced by influencer promotions, while 59 (68%) are swayed by social media campaigns and contests becoming the second most popular marketing strategies that respondents prefer and encourages them to visit a new fashion store. This indicates that influencer promotions effectively build trust and credibility, whereas social media campaigns and contests are highly engaging and drive immediate participation. Attractive window display and in-store decorations – these two elements play a crucial role in drawing customers to a new store. This is supported by the fact that 56 respondents, constituting approximately 64.4% of participants, indicated that these elements would significantly encourage them to visit. Short Message Service (SMS) Notifications – Out of 87 participants, 39 believe that SMS notifications about store openings would encourage them to visit the store. In contrast, 19 participants are neutral on this matter, while 28 feel that SMS notifications are unlikely to influence their decision to visit. Challenges And Solutions Throughout the project, I faced several challenges. Finding a focus group that accurately represents EasyBuy's target audience was initially difficult, but involving a group of 15-20 interns within the target age range and with diverse backgrounds proved effective. Coordinating with multiple department personnel and ensuring timely approvals and project completion by Friday was demanding. To address this, I maintained an organised checklist of all processes and conducted regular follow-ups. Ensuring clear and consistent communication across various departments was also challenging. Using a detailed checklist and regular follow-ups helped keep the process organised and on track. Coordinating data collection from multiple sources and ensuring accuracy and completeness was another significant challenge. Implementing structured communication and systematic tracking streamlined data collection and presentation. Finding And Feedback The coordination among store managers could have been better anticipated to attract more participants. In addition, errors in saving participant information by the store after the gameplay resulted in the loss of half the data, leading to more gameplay than captured leads. The discount voucher offered to all the participants is a positive step. It could incentivise people to participate in future games and potentially convert them into customers of the EasyBuy store. References Your one-stop clothing store for men, Women & Kids. Easybuy. (2024, July 30). Brand Awareness: A Case Study on Zudio. ResearchGate, 2024, Gen-Z Marketing Strategies: Understanding Consumer Preferences and Building Sustainable Relationships.' ResearchGate , 2024, . About Landmark Group, files/About%20Landmark%20Group_2.pdf. About Us. Landmark Group, Landmark Group, Easybuy: Revolutionising Neo India's Fashion Retail. Images Retail, Magzter, Accessed 19 Aug. 2024. EasyBuy India Posts. LinkedIn, EasyBuy: Acing India's Clothing Market. TopPan Digital, Khan, M. N., & Khan, M. A. 'Role of Marketing Strategies to Generation Z in Emerging Markets.' ResearchGate, 2023, DOI:10.51659/josi.21.166[ Kumar, A., & Sharma, R. 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