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Summer Internship Project Report
On
“A detailed study of Marketing Strategies
adopted by IIT Study Circle and recommending
ways for their betterment”
CONDUCTED AT
NHElite, NEW DELHI
Submitted By:
Shounak Mondal
191055
FMG 19
FORE School of Management
New Delhi
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CERTIFICATE
This is to certify that Mr. Shounak Mondal , Roll No. 191055 has completed his summer
internship at New Horizons India Limited and has submitted this project report entitled “A
detailed study of Marketing Strategies adopted by IIT Study Circle and recommending
ways for their betterment” towards part fulfillment of the requirements for the award of the
Post Graduate Diploma in Management (FMG-19) 2010-2012.
This Report is the result of his/her own work and to the best of my knowledge no part of it has
earlier comprised any other report, monograph, dissertation or book. This project was carried
out under my overall supervision.
Date:
Place:
-----------------------------------
Prof. Sumeet Kaur (Internal Faculty Guide)
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Table of Contents
1. Table of Figures .......................................................... 6
2. ACKNOWLEDGEMENT ......................................... 7
3. EXECUTIVE SUMMARY ........................................ 8
4. INTRODUCTION ...................................................... 9
4.1 INDIAN EDUCATION INDUSTRY ............................... 9
4.1.1 MARKET OVERVIEW AND SIZE ............................................................................... 10
4.1.2 FORMAL INDIAN EDUCATION SEGMENT ............................................................. 11
4.1.3 NON-FORMAL INDIAN EDUCATION SEGMENT ................................................... 13
4.1.4 E-LEARNING MARKET IN INDIAN EDUCATION INDUSTRY ............................ 15
ONLINE EDUCATION SCOPE IN INDIA ............................ 15
4.1.5 OPPORTUNITIES IN INDIAN EDUCATION INDUSTRY ....................................... 16
4.1.6 KEY PLAYERS ................................................................................................................ 17
4.2 COACHING INDUSTRY IN INDIA ............................. 20
4.2.1 OVERVIEW AND MARKET SIZE ............................................................................... 20
4.2.2 SEGMENTATION............................................................................................................ 21
4.2.3 COMPETITIORS ............................................................................................................. 23
4.2.4 COMPETITION ANALYSIS .......................................................................................... 24
4.2.5 CHALLENGES THE COACHING INDUSTRY FACES ............................................ 29
4.2.6 KEY DRIVERS ................................................................................................................. 30
4.2.7 TRENDS ............................................................................................................................ 31
4.3 SWOT ANALYSIS OF NHIL AS A COMPANY ......... 32
4.4 MARKETING TECHNIQUES FOLLOWED AT IIT
STUDY CIRCLE VIKASPURI ............................................ 32
4.5 BRANDING .............................................................. 33
5. RESEARCH Methodolgy and Data Collection ...... 39
5.1 OBJECTIVES OF THE STUDY ......................... 39
5.2 NEED AND SCOPE OF THE STUDY ............... 39
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5.3 LITERATURE REVIEW ........................................... 40
5.4 HYPOTHESIS ...................................................... 43
5.5 QUESTIONNAIRE DESIGN AND TESTING .. 43
5.6 DATA COLLECTION METHOD ...................... 44
5.7 RESEARCH DESIGN ......................................... 44
5.8 SAMPLING DESIGN AND SAMPLING SIZE . 45
5.9 TARGET POPULATION ................................... 45
6. DATA INTERPRETATION and Analysis ............. 46
6.1 DEMOGRAPHICS .............................................. 46
6.2 OTHER FACTORS ................................................... 49
6.3 STATISTICAL ANALYSIS AND
INTERPRETATION .................................................... 52
7. Major Findings and Recommendations .................. 83
8. CONCLUSION .......................................................... 85
8.1 LIMITATIONS ......................................................... 85
9. BIBLIOGRAPHY ...................................................... 86
10.APPENDIX ................................................................ 87
10.1 QUESTIONNAIRE .................................................. 87
10.2 ORGANIZATION PROFILE .................................... 89
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1. Table of Figures
Figure 1 ......................................................................................................................................... 11
Figure 2 ......................................................................................................................................... 12
Figure 3 ......................................................................................................................................... 14
Figure 4 ......................................................................................................................................... 21
Figure 5 ......................................................................................................................................... 34
Figure 6 ......................................................................................................................................... 36
Figure 7 ......................................................................................................................................... 46
Figure 8 ......................................................................................................................................... 47
Figure 9 ......................................................................................................................................... 48
Figure 10 ....................................................................................................................................... 49
Figure 11 ....................................................................................................................................... 50
Figure 12 ....................................................................................................................................... 51
Figure 13 ....................................................................................................................................... 80
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2. ACKNOWLEDGEMENT
In pursuit of an MBA degree, summer internship plays a pivotal role in the overall grooming by
providing real time industry experience. I have tried to apply the learning I have received from
the various experienced professionals, who helped and guided me throughout the internship
project tenure. I wish to express my true regards to individuals who have been a great support
and motivated me to perform better.
My Sincere thanks to Mr. Praveen Sharma (Vice Chairman), for giving me an opportunity to
work in the company and to learn from the practical challenges that a manager faces while on the
job.
My Sincere thanks to Mr.Anu Kundlu(VP Marketing) and Mr. Samar Nayar (Zonal Head
Marketing) for their support in solving my doubts related to the project. He has always
encouraged me and appreciated my work by positively analyzing my findings and suggestions.
He directed me how to make the data collected more valuable for me as well as the organization.
I wish to place on record my gratitude to NHElite Education Services Ltd. for providing me an
opportunity to work on a project of such importance. My stay in the organization has been a
great learning experience. This exposure has enriched me with knowledge and has also
introduced me to the attributes of a successful professional.
SHOUNAK MONDAL
FORE School of Management
New Delhi
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3. EXECUTIVE SUMMARY
The objective of the Project is to identify and evaluate the existing strategies of Marketing for
IIT Study Circle and then after proper research suggesting recommendations in these techniques
and strategies.The questionnaire covered all the questions required to gain an insight into what
factors influence the decision of schools and students to go for a school integrated coaching
programs.
Organization can understand the requirements of the students and the strategy can be made
accordingly for the different marketing techniques. Finally attempt is made to suggest the
different ways by which the company could improve its sales. Through this report we hope to
make valuable contributions to the company.
Several recommendations and suggestions are given from conclusions which were arrived after
data analysis with the help of excel.
The data collected from students was entered into excel sheets and then analyzed using SPSS and
Minitab to come up with the conclusion on general view of students and schools towards school
integrated coaching programs and also coming up with the recommendations given at the end of
the report.
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4. INTRODUCTION
4.1 Indian Education Industry The education market is generally regarded as the only market towards which Indians are
not price-sensitive because it has helped them reach their present standard of living and
promises better earnings and prospects for their children.
Soon after gaining independence in 1947, making education available to all had become a
priority for the government. As discrimination on the basis of caste and gender has been a
major impediment in the healthy development of the Indian society, they have been made
unlawful by the Indian constitution.
The 86th constitutional amendment has also made elementary education a fundamental
right for the children between the age group- 6 to 14. According to the 2001 census, the
total literacy rate in India is 65.38%. The female literacy rate is only 54.16%. The gap
between rural and urban literacy rate is also very significant in India. This is evident from
the fact that only 59.4% of rural population are literate as against 80. 3% urban
population according to the 2001 census.
In order to develop the higher education system, the government had established the
University Grants Commission in 1953. The primary role of UGC has been to regulate
the standard and spread of higher education in India. There has been a marked progress in
the expansion of higher education if we look at the increase of higher educational
institutes in India. The higher education system in India comprise of more than17000
colleges, 20 central universities, 217 State Universities, 106 Deemed to Universities and
13 institutes of Natioanl importance. This number will soon inflate as the setting up of 30
more central universities, 8 new IITs, 7 IIMs and 5 new Indian Institutes of Science are
now proposed.
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With dramatic increase in demand for professionals in almost all spheres and good
quality education becoming an avenue to success, A whole new education industry has
grown alongwith the formal education system -- tutorials and coaching classes, distance
education and online learning programmes, education consultancies for various courses
and study programmes, skills' training centres and career counselling services. Massive
investments are supporting this demand that range from pre-primary to research level.
There are many institutions and coaching centres that prepare students for taking SAT,
GRE and other examinations for studying abroad. Even big corporate houses have
entered the field to meet rising aspirations of youngsters, reports from PTI bureaus across
the country show."India has over 12 million students enrolled for higher education and
the faculty for them is numbering less than 3.5 lakh which is just not adequate," said
Sajjan Jindal, president of the Associated Chambers of Commerce and Industry of India
(ASSOCHAM).
4.1.1 MARKET OVERVIEW AND SIZE
The Indian education market has witnessed a series of developments and changes in the
last few years, which resulted in a significant increase in market size of the education
industry compared to previous years. The present Indian education industry is in its
development stage. With increasing per capita income, national economic growth and
enhanced technology it has become necessary to develop the structure of the Indian
education sector. Private players have taken several initiatives for development of
education infrastructure and quality. The emergence of new segments like e-learning and
V-SAT training is slowly shifting the education market towards new heights.
Indian education market consists of two segments formal and non-formal education
system. K-12 segment has shown tremendous increase in terms of market growth and
revenue from past years and is expected to grow at same pace. Private professional
institutes are expanding with a strong growth rate which has opened the doors for foreign
universities. There is tremendous opportunity in the test preparation market in India.
The growing IT industry in India is driving IT education and training market as well as
enhanced teaching techniques. Increase in GDP and per capita Income has raised the
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enrollment ratio in education sector. Growth in service sector revenues and collaborations
with foreign universities have also driven the sector's growth.
Presently the educational Industry is USD 50 billion strong and it expected to show an
increase of 12% in 2010 and by 2012 it expected to touch USD 80 billion. Universities
and colleges in India have grown at a CAGR (Compound Annual Growth Rate) of over
5% and 6% respectively, since independence. The statistics clearly shows that more
number of private institutes is going to surface offering various courses. Not only full
time educational institutions but various other training centers offering computer
education, entrance coaching, career counseling etc.
Figure 1
4.1.2 FORMAL INDIAN EDUCATION SEGMENT
The formal educational system in India broadly comprises schools (often classified as
K12 –kindergarten to 12th) and higher education (HE) level. All the levels, from school
to higher education, fall under the purview of the Ministry of Human Resource
Development (Department of School Education and Literacy & Department of Higher
Education). Schools cater to the „3-17 years‟ age group. With no central governing body
80%
20%
SEGMENTATION OF INDIAN EDUCATION SECTOR
Formal IES
Non-Formal IES
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for K12, they are ruled by state boards/ ICSE/ CBSE/ International Boards. Higher
education institutes cater to the „18-22 years‟ & above age group. With a single
governing body (UGC), HE comprises graduate/ diploma/professional courses. This may
be followed by post graduation courses.
While India has been proactive on liberalization, IES has remained largely
untouched by the reforms process. A „priority sector‟ status does ensure fund flow to
an extent, but the government‟s agenda of „social inclusion‟ has trapped IES in a
regulatory maze. Archaic rules mandate all formal educational institutes in India to
be run as „not-for-profit‟ centers under a society (registration under the Societies
Registration Act 1860) or a public trust (Registration Act 1908). Any surplus funds
generated in the process of running formal schools/ HEIs have to be ploughed back
into the same school/ HEI and no dividends can be distributed.
Figure 2
K12 Segment: At $20bn, schools (also popularly known as K12, i.e. from Kindergarten
to 12th standard) form a core of the total market. A student can continue to be a part of
the education system – or his/ her 10th or 12th grade scores would be recognized – only
50%50%
FORMAL IES($40bn Market)
K12
Higher Education
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if he/ she passes out from a K12 institute affiliated to a board recognized by the system.
Hence, all K12 institutes have to be affiliated to an education board – either central
boards like ICSE and CBSE or a state board. While a few states confer on schools the
right to act as profit-generating entities,educational boards still demand strict adherence
to the not-for-profit structure.Of late, a trend has emerged wherein some schools have
been seeking affiliations with various international boards such as IGCSE (International
General Certificate of Secondary Education) and IB (International Baccalaureate from
Geneva); in terms of operating structure, while these schools can opt for either a not-for-
profit trust or a for-profit company, they can do so only after evaluating the state laws
(e.g. Haryana allows schools to be run for-profit while most states do not).
Higher Education Segment: At $6.5bn ($20bn including cash transactions of ~$1.5bn
and the $13bn spend outside the country), HE is the second largest opportunity in IES.
HEIs seeking recognition by the apex regulatory authority named UGC (University
Grants Commission) also need to be run in the form of a trust/ society. Technical
education institutes find themselves regulated under various professional councils as well
– e.g. AICTE (All India Council for Technical Education) is the regulating authority for
engineering and MBA colleges.
4.1.3 NON-FORMAL INDIAN EDUCATION SEGMENT
The non-formal education segments flanking the formal ones include preschools (1.5-3
years), coaching classes, multimedia/ IT to schools and colleges (catering to both private
and public institutions), vocational training and the books market. The segments are free
of any regulations (i.e. no governing/ regulatory bodies for this segment).While it is
expected that the non-regulated $10bn non-formal market to witness 18% CAGR till
2012, the market broadly consists of segments that are inherently difficult to scale. In
fact, scalability can be achieved only in less than 5% of the market while three of the
largest segments (95% of the opportunity – coaching class; ~64%, vocational training;
15% and books; 17%) offer limited value creation potential.
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Figure 3
Coaching Class Market: India‟s already inadequate education system is being further
stretched due to its increasing population. So much so that a $6.4bn segment (64% of the
total nonformal IES; next only to K12 and HE) – coaching classes – has sprouted around
formal IES. The market is rapidly growing as the Indian education system lays heavy
emphasis on marks scored in an exam. A shortage of quality HEIs is further fuelling
growth. This is evident in the fact that the number of seats in Indian IIMs (Indian
Institutes of Management) has increased merely 3% (2003-2008) but the number of
CAT aspirants has shown a CAGR of 19% in the same period.
Vocational Training Market: The imperative for students/ employees to draw on skill
sets to effectively compete in a dynamic business environment has given birth to
vocational training – a parallel $1.5bn education system. Also, the increasing relevance
of services sector in the Indian economy calls for enhanced technical/ soft skill sets.
3.00%17.30%
14.80%
0.70%
0.90%
63.30%
NON FORMAL IES($10bn market)Preschool
Books
Vocational Training
Multimedia in private schools
ICT in govt schools
Coaching Classes
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Corporates (across industries) too are gleaning from their global counterparts the culture
of continuous upgradation in skill sets of employees at all levels. While the factors
suggest rapid growth (25% 3-year CAGR) as new training areas (retail, aviation,
hospitality, management, English language/ soft skills trainings, etc) emerge, the space
remains highly fragmented. Also, nonsticky nature of corporate trainings implies low
revenue visibility, thereby hampering scale. At this stage, only a few players like NIIT
and Aptech (leaders in IT trainings) have managed to accumulate mass. Others players
with the potential to „scale‟ include VETA (English training) and ICA (financials
trainings).
4.1.4 E-LEARNING MARKET IN INDIAN EDUCATION INDUSTRY
E-learning or electronic learning in India is gaining prominence slowly, but indeed
steadily. This is due to the fact that more than half the population of India today is below
25 years of age and the number of Internet users are growing continuously. The
tremendous growth of the economy in the recent past has also helped in the growth of
online education in India. E-learning in India is specially popular with the young
professionals who have joined the work force quite early but still would like to continue
their education that may help them move up their career ladder quickly and safely. They
find online education in India very convenient, as the nature of the course work does not
require them to attend regular classes. Moreover reputed institutes like Indian Institute of
Management, Indian Institute of Technology, Indian Institute of Foreign Trade are today
offering e-learning courses.Thus e-learning in India makes it possible for the learners to
pursue their education from reputed institutes without much hassle.
Online Education Scope in India
The scope of online education in India is actually much wider. Apart from proper course
works, some E-learning portals in India are also conducting mock tests for various
competitive examinations like engineering, medical, management etc. For example, the
Indiatimes group has introduced the Mindscape test center where one can appear for
mock IIT-JEE online for making self-assessment. The Gurukul online Solutions, apart
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from providing various courses, set up a Jobs and Careers Centre (JCC), which, not only
provides job-oriented vocational education in a variety of domains, but also provides
career enriching courses via eLearning. They also offer Live Virtual Classroom
connectivity to over 175 cities across India. Some E-learning portals in India are also
providing tutorials for school students. Thus the reach of E-learning in India has
expanded from adults to teenagers. The future of E-learning industry seems to be very
bright in India as number of Internet users is growing in the country
at quite a satisfactory pace and more and more reputed players are showing their interest
in the e-learning business. In fact, if prices of computers become affordable and Internet
speed becomes tolerable, e- learning can work wonders for the country. Therefore, on this
page, we would be providing information about all the online courses in India and the key
players that are providing e-learning solutions in India.
E learning industry in India is still in its infant stage. E learning is yet to penetrate Indian
education system and hence there is ample opportunity for private players to invest in this
industry. The major advantage in India is its large student base. E learning will enable
students to earn degrees and certificates without leaving their hometown. This will also
reduce the cost of education. This is more relevant in the Indian context, because here
you can find the reputed universities and colleges only in the big cities. If you are from a
rural area you have to come to a town or city to do your masters. E learning will bridge
this gap. There is a huge disparity in the spread of educational institutes in India. Most of
the reputed institutes tends to cluster in the big cities, while the rest of India still lags
behind. As a result you will have to bear the extra cost of leaving your home town. E
learning can defiantly capture these areas. Fortunately, the number of students using
computer is increasing, as such more students have access to E learning. As such, this
will make higher education more accessible to the students.
4.1.5 OPPORTUNITIES IN INDIAN EDUCATION INDUSTRY
In India, Private professional institutes are expanding with a strong growth rate whichhas
opened the doors for foreign universities. These days coaching classes are gaining
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popularity due to rising competition and heavy load of studies. Also there is an
opportunity in the testpreparation market in India, though institutes are expanding with a
continuous growth rate butstill there is high potential of growth.
Private sector has a strong hold in education industry starting from pre-schools to
universities,formal IES accounts for almost US$billion, non-formal IES US$billion and
together almost US$billion in 2009 In terms of total education market revenue, K-12
contribution is the highest as the market size for K-12 school is the biggest in India as
compared to other professional courses. By 2012 the overall pre-school market is
expected to cross US$billion, the organized segment is expected to grow faster.Educomp
is the industry leader in K-12 segment, also has an18-24 month lead in multimedia within
schools, its K-12 programme.The Gross Enrollment Ratio (GER) in higher education in
India (percent of relevant age group enrolled in higher education) is estimated at 11%. In
comparison, enrollments levels are 60% in the US and 16% in China.
4.1.6 KEY PLAYERS
1) EDUCOMP SOLUTIONS
Founded in 1994, Educomp Solutions Ltd. is a globally diversified education solutions
provider and the largest education company in India. Educomp currently serves more
than 15 million learners and educators across India, USA and Singapore. Educomp works
closely with schools implementing innovative models, creating and delivering content to
enhance student learning. Educomp has maintained a long, undiluted focus in the K-12
curriculum design and teacher education space. Its innovative applications and products
have revolutionized the way information technology and the Internet is used to deliver
new age learning to people. Educomp is a publicly traded company on the Bombay Stock
Exchange and National Stock Exchange, India.
Educomp Products:
- Introduced smartclass, a „teacher-led‟ content delivery system that has dramatically
improved learning effectiveness in class.
- Developed India‟s richest 3 D K-12 content library with over 16,000 modules aligned
to Indian and international learning standards.
- Developed Roots to WingsTM
, India‟s first structured Pre-School learning system.
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- Developed Mathguru.com an online learning initiative.
- Pioneered Education Process Outsourcing in India through the Learning Hour
platform, a benchmark for other similar initiatives.
- Conducted Professional Development workshops, training more than a million
teachers in technology integration, pedagogy, and best practices in teaching.
Educomp‟s Research Team constantly evolves more effective methods to reach out to
learners and educators.Educomp has a track record of implementing large scale Public-
Private-Partnership projects. Educomp works intimately with various State and Central
Government agencies, Ministries of IT and HRD, and Governments of other countries.
The varied programs involve across-the-board education infrastructure implementation,
teacher training and content development projects.
2) EVERONN SYSTEMS
One of the leading educational companies in India, Everonn is listed in both the NSE and
BSE. With a firm belief that technology-enabled learning can truly nullify social and
economic boundaries, Everonn‟s achievements have helped millions of students achieve
their dreams. From its pioneering VSAT-enabled virtual and interactive classrooms to its
emphasis on offering only the highest-quality content to students, Everonn‟s quest for
excellence has enabled the company to repeatedly break new grounds in the Indian
education industry. Everonn‟s commitment to a better standard of education is the
guiding principle behind all its activities, from making Pre-school toddlers school ready
to enhancing the employability of college students and providing the best entrance exam
guidance in the nation.
Everonn‟s diverse operations are testament to the company‟s firm focus and dedication.
From offering the next-generation in school education through Internet and VSAT to
providing content on the move via mobile phones, Everonn is on a constant look out for
the next technological revolution in education. Be it elementary knowledge or the latest
in animation and gaming, Everonn is the one-stop destination for educational excellence.
A parallel focus on formal learning has also enabled the company to continue raising the
bar in the Indian education scenario.
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An unrivalled reach constituting a network of leading schools, colleges and training
Centres as well as the determination to face all challenges has made Everonn a brand to
be reckoned with in the arena. With a firm foothold in the schools, colleges, web
products, entrance examination guidance, retail, skill development, teachers‟ training,
education resources, e-governance, animation and gaming and formal education
segments.
Everonn today is the largest VSAT education network in the World.
3) NIIT
NIIT is a leading Global Talent Development Corporation, building skilled manpower
pool for global industry requirements. The company which was set up in 1981, to help
the nascent IT industry overcome its human resource challenges, has today grown to be
amongst world‟s leading talent development companies offering learning solutions to
Individuals, Enterprises and Institutions across 40 countries.
NIIT‟s training solutions in IT, Business Process Outsourcing, Banking, Finance and
Insurance, Executive Management Education, and Communication and Professional
Life Skills, touch five million learners every year. NIIT‟s expertise in learning content
development, training delivery and education process management make it the most
preferred training partner, worldwide.
Research-based Innovation, a key driver at NIIT, has enabled the organization to develop
programs and curricula that use cutting-edge instructional design methodologies and
training delivery. NIIT‟s Individual Learning Business offerings include industry-
endorsed programs for students seeking careers in IT - GNIIT, Edgeineers and Global
Net Plus for IT professionals.
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4.2 Coaching Industry in India
4.2.1 OVERVIEW AND MARKET SIZE
Coaching industry has started taking its roots in India. It has been one of the fastest
growing sectors in last decade. In late 80s or early 90s, there were hardly 2-3 prominent
players in India but today this market is crowded with enough number of players. From
swanky offices to teachers earning salaries in lakhs and crores, this segment of education
industry has got lot of potential going forward. A decade or two back the word coaching
or tuition was an option for the weak students, but now it is as much a norm for any
student esp. the aspirants of exams like IIT, AIEEE etc. From board exams to school
tuitions, IITs to medical, CAT to GMAT, there is demand for coaching classes at all
education and income levels now.
The $6.4bn coaching class market is growing at ~15% yoy led by a dearth of quality
institutions in India and cut-throat competition for entry into professional colleges.
Notably, 80% of the market lies in „subject-based tutoring in schools and colleges‟ – and
thus is highly dependent on local „brand-teachers‟. Despite its non-regulated nature,
people-centric models make scalability onerous in the space and cap value creation.
Even big corporate houses have entered the coaching industry field to meet rising
aspirations of youngsters. Industry experts say coaching institutions imparting only
engineering ducation to make ways for Indian Institutes of Technology (IITs) inlead
metropolis collectively earn an annual turnover of Rs 10,000crore per annum from nearly
six lakh aspirants that appear for these exams.
Several coaching centres cater purely to the demand for the highly-competitive entrance
exams, for medical, engineering and management courses. There are specialised coaching
classes for the civil services and defence services exams too. Hundreds of institutions and
coaching centres in cities across the country prepare students for taking Sat, Gre and other
examinations for studying abroad. Tutorials and coaching classes for school students
preparing for the board exams have seen maximum growth in recent times. Coaching
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classes are popular because they are cheaper and more affordable than private tuitions.
4.2.2 SEGMENTATION
Market can be segmented in three broad categories:
Subject/ concept-based tuitions catering to K12 and HE segments (estimated at $5.1bn)
Graduation test preparation market ($1.1bn)
Post Graduation test prep market (~$220m)
Players are also looking to provide coaching through online media – a model quite popular in
the global markets, especially developed ones. However, the model would take time to
evolve in India given the negligible broadband connectivity (< 1%).
Figure 4
TUTION MARKET: At $5.1bn, the tuitions market forms 80% of the coaching class opportunity and
is inherently difficult to scale. A highly fragmented market, the business is personcentric and individual
16.90%
3.40%
79.70%
SEGMENTATION OF COACHING CLASS $6.4bn MARKET
Grad test prep - Based on application of concept
Post grad test prep - Aptitude based
6th-12th and tertiary education (tutions market) -Subject/Concept based
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teachers attached to schools/ colleges are much in demand. For exams held on a national level (10th, 12th
and university exams at tertiary level), our interactions with industry players throw up instances of
students moving enmasse to another coaching class, to follow the brand-teacher who has joined a
particular institute. Thus, crowd-pulling ability in this segment rests with brandteachers (especially
attached to schools/ colleges) and not brand-institutes. This, in turn, translates into lack of stability and
scalability for coaching classes.
GRAD TEST PREP MARKET: The test prep market for entry into a graduation course is dominated
by the engineering segment (IIT-JEE, AIEEE and CET market together form 60% of the segment),
followed by the next most-coveted profession of medical services (~23%).In the past, the eligibility
criteria for a few HE professional courses have been seen to change with new political parties assuming
office. For example, admissions to these courses could be based on the score/ marks secured in 12th grade
exams or aspirants could have to take AIEEE and CET entrance tests depending on the preference of
the incumbent state government. This presents a key risk to coaching class players operating within the
segment as when admissions are based on the merit list of 12th grade, coaching for AIEEE and CET is
rendered redundant. On the other hand, IIT-JEE market players do not face this risk as entrance exams are
always conducted on a national level.
POST GRAD TEST PREP MARKET: Apart from being held at a national level, the entrance tests of
these courses are more aptitude-based. Thus, this category of coaching classes has relatively lower
dependence on „individuals‟, and higher focus on standardized content and study material (a key
differentiator). With ~300,000 applicants every year, the market is dominated by CAT aspirants (market
at $90m).
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4.2.3 COMPETITIORS
COMPANY HISTORY CURRENT
NETWORK
BUSINESS
MODEL
Started in 1991
65 Study Centres Strong focus on AIPMT ,
IIT-JEE/ AIEEE, NTSE
and CBSE
Started in 1992
54 Study Centres
Strong focus on IIT-JEE/
AIEEE, NTSE and CBSE
Started in 1998
32 Study Centres
Strong focus on IIT-JEE,
AIPMT and IAS
Started in 2000 17 Study Centres
Strong focus on AIPMT ,
IIT-JEE/ AIEEE
Started in 1991 23 Study Centres
Focus on IIT-JEE
entrance test
Started in 1998
8 Study Centres
Strong focus on AIPMT ,
IIT-JEE/ AIEEE
Started in 2001 13 Cities
Strong focus on AIPMT ,
IIT-JEE/ AIEEE,
BITSAT, NTSE, KVPY,
CBSE
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4.2.4 COMPETITION ANALYSIS
The education industry in Delhi/NCR region is flooded with various institutes and coaching
centres. The major players in this industry are FIITJEE, BRILLIANT TUTORIALS, AKASH
INSTITUTE, VIDYA MANDIR CLASSES AND NARAYANA CLASSES. The other small
players are TOPPERS, GUIDENCE CLASSES, RESONANCE, VIDYA VIHAR CLASSES
AND NEW HORIZON (IIT STUDY CIRCLE AND KH CLASSES). The following analysis
focuses on the strengths and weaknesses of some of leading institutes.
FIITJEE:
Fiitjee is the biggest institute in this industry that was established in the year 1992 by Mr. D.K.
Goyal, a B.Tech from IIT Delhi and thereby professionalised this industry. Since its
establishment it has opened its centres all over India in various cities and has produced excellent
results over the years. Its first centre was opened at Kalu Sarai in Delhi.
STRENGTHS
First mover advantage: Fiitjee began at a time when there were no other established
players in this industry. This helped it to easily attract a lot of students by doing
aggressive marketing and advertising.
Innovative strategies: Fiitjee always comes up with some or the other innovative
programs that help it to differentiate it from others. Recently they launched “Faculty
training programs” in which they recruit faculties and groom them according to their own
standard procedures. This is done to maintain a certain level of standardisation for the
faculty and coaching.
Established Brand name: Fiitjee‟s name has become almost synonymous with
engineering entrance preparation. They were able to achieve this by making huge
investments in advertising in their initial stages. This led to a change in the perception of
the consumers about this company and a brand was formed.
Pinnacle programs: Through its Pinnacle programs Fiitjee has made tie-ups with several
schools all over India.
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Corporate support: QInvest , Qatar‟s largest investment bank has bought a stake a in
Fiitjee. This move is support to fund Fiitjee‟s expansion plans in the middle east market.
IPO launch: Recently Fiitjee has planned to come with an IPO to fund its investments.
The launch of IPO will further boost its brand image.
National presence over a period: Fiitjee has its centre present in almost every major city
in India.
Developing a vertical: Fiitjee has also entered into different businesses apart from the
education industry.
WEAKNESS
High fees: Fiitjee‟s biggest weakness is its fee structure. Its charges very high fees for its
courses as compared to its competitors. Thus it fails to capture the consumers present at
the middle and bottom level of the income range.
Focuses only on engineering industry: Fiitjee can easily use its brand image, resources
and wide spread network to enter into the medical and commerce industry as well but it
focuses only on the engineering industry.
BRILLAINT TUTORIALS
The other big institute of this industry is Brilliant Tutorials. Established in 2002, it also has a
widespread network with its centres all over the country. It began in Chennai with its Classroom
programs.
STRENGTHS
40 yrs old correspondence: Brilliant Tutorials has one of the best correspondence
structures. Its model for correspondence is followed by many other institutes.
Nationally known brand: Its presence all over the country has helped it to establish an
excellent Brand name.
Excellent study material: Brilliant‟s study material is considered to be one of the best in
this industry.
More classroom hours per course: Brilliant's courses have more course hours than most
other classroom courses. The number of hours has been arrived at after specialized
research on how much actual time is required to effectively conduct these courses
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National level test series: It is renowned for its excellent quality of national level test
series.
WEAKNESSES
It has been very slow in expanding while its competitors who started late have developed
more centres.
Despite its excellent faculty, study material and infrastructure it has always failed to
project itself a national leader.
AKASH INSTITUTE
Akash Institute was started by Mr.J.C Chaudhury about 20 years ago. Today Aakash brand has
become synonymous with quality coaching for Medical and Engineering entrance exams. It has
got a country-wide network of over 45 centres across India, collective annual student base of
more than 25,000 students every year and above all, trust of millions of parents, has made us a
household name for focused and quality coaching.
STRENGTHS
Market leader for medical in north India: It is market leader in the entire northern region
with maximum number of branches. Its results have been the best for the past many
years.
Own branches and franchisees: It has its own branches and as well as franchisees all over
the country unlike other institutes.
Highly qualified and trained teachers:. We conduct campus recruitment for teachers from
top Institutes/Universities like IIT Delhi, IIT-Roorkee, IIT-BHU, Delhi University &
other state engineering colleges & Universities. Additionally, we hire top quality teachers
from market. Each and every candidate for teaching is selected through a rigorous
process, where we first take a written test, followed by demonstration lecture with HOD
and then final personal interview with the Managing Director.
Integrated approach of teaching, which not only prepares students for entrance exams but
also for school/board exams.
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Work culture, which creates a hub of entrepreneurs and not just bunch of employees.
Everyone owns his/her job and produces best to his/her ability.
Strategically located centres for convenience of students & parents. A network of 45
centres across India.
Brilliant initiative like online tests, attendance reporting and test score reporting through
SMS, email etc
Excellent management team: It has an excellent professional team within its
organization. Its networking model is followed by many others and its follows an
excellent hierarchy as well.
Presence in both engineering and medical industry: Unlike Akash there are very few
institutes that have a presence in both medical and engineering industry.
WEAKNESSES
Initially it had started IITJEE courses but had to shut it down later as it was unable to
match the industry standards. This created a negative impact on its brand image.
VIDYA MANDIR CLASSES (VMC)
VMC is an established brand in the Delhi/NCR region. Over the years, the name of Vidyamandir
Classes (VMC) has become synonymous with success in IIT JEE. Vidyamandir has over the
years designed, delivered, perfected and innovated the art and science of teaching and guiding
students for entrance exam for the IITs. The fact that more than 10,000 students appeared for the
VMC Test for the limited seats on offer in 2010, is ample testimony to VMC's popularity and
credence within the IIT JEE aspirants' community.
STRENGTHS
Established brand name: VMC classes, established in 1990, with over 20 years of
presence has created a brand image that is unmatched.
VSAT Classroom: It conducts satellite classes across 18 centres all over India and is the
only institute to do so.
User friendly website: VMC offers a very user friendly website with a provision for live
chat between the students and the faculty members.
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WEAKNESSES
Trains only refined students: Out of 12000 students that take up its exam every year it
enrols only 250 students. Thus it cannot be solely created for its results as it trains
only the cream students in its classes.
Low conversion rate: Even after selecting the cream layer of students for its various
batches, its conversion rate i.e. selections to batch size ratio is only around 60%.
Fixed set of faculty: With a fixed set of 3 faculties only, the teacher to student ratio is
low.
Only for IIT: Does not focus at all on other entrance exams like AIEEE etc. Also it
does not provide coaching for medical or commerce streams.
NARAYANA
The institute of Narayana Coaching Centre was established in the year 1979 as a coaching
institute for aspirants of state level entrance exams. It was the visionary zeal of founder chairman
Dr. P. Narayana, a gold medallist and renowned academician that led to the setting up of a
coaching centre in Nellore, Andhra Pradesh, which was the precursor for the Narayana Group. In
2004 two centres for IIT-JEE training were opened at Kalu Sarai and Punjabi Bagh and two for
PMT & AIEEE /DCE training at Janakpuri and South Extension. The following year, centres at
Mayur Vihar for IIT-JEE & Rohini for PMT/AIEEE/DCE came up. In the next year Noida,
Faridabad & Gurgaon centres followed.
STRENGHTS
Maximum enrolments: Every year Narayana trains around 1,75,000 students all over the
country. No other institutes has as many registered students.
Hostel accommodation: There are PG accommodations available in the nearby areas,
where Narayana IIT Academy centres are located and they provide separate
accommodation for girls and boys. Thus, appropriate assistance may be provided in
locating paying guest accommodations to students as per requirement.
Highly renowned, experienced and dedicated faculty.
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Micro Level Analysis: This computerised, question-wise analysis will highlight the weak
as well as the strong areas in the student's learning. It will point the way to effective
preparation in the future and will tell the student which topic and subject requires greater
attention. For every question in the objective-type test, the student will be informed the
percentage of students appearing in the examination, those that attempted the question
and what percentage of them solved it correctly
Macro Level Analysis: This will compare the student's performance with other students
across the country. It will indicate his/her overall position as well as subject-wise position
amongst all the students participating across India. We will give the students their
subject-wise marks, total marks, subject-wise ranks, overall rank, subject-wise percentiles
and overall percentile.
Online test series: Narayana is one of the very few institutes to provide inline test series
to its students.
WEAKNESSES
It started with a focus on engineering entrance coaching, but then diversified to medical
exams as well, but has not been able to deliver the quality of coaching for medical exams
as it provides for IIT and AIEEE.
4.2.5 CHALLENGES THE COACHING INDUSTRY FACES The challenges faced by coaching institutes now-a-days are
A) INCREASING COMPETETION
Because of increasing attractiveness in terms of money and market share in education
industry of this sector many companies are entering into this market and many more are
prospective entrants. For example Educomp has also entered in this market with its new
various programmes like Smart classes and Edureach.
B) CHANGE IN ENTRANCE TEST PATTERN
Very frequent changes in test patterns and formats for various competitive exams also
poses a great challenge to coaching industry. For example in 2006 pattern for IIT-JEE
changed suddenly from 2 stage exam i.e Screening Phase and Second Phase to one time
exam of 3 papers of 2 hours each in one day. This kind of sudden change requires
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immediate changes in teaching style which requires proper training and involves
corresponding cost. Here time factor also comes into picture as time is also consumed in
training the faculty again to teach according to the new pattern of exam.
C) PERSON CENTRIC APPROACH
About 80% of the market is dominated by private tuitions which is highly dependent on
reputed local teachers. So onus lies on the faculty only and their way of teaching so it is
completely a person centric approach. And that is where challenge lies for the industry as
faculties are the only drivers to the whole coaching industry and the success and results
are dependent on the faculty only.
D) LACK OF GOVERNMENT AND FINANCIAL INSTITUTION SUPPORT
When we talk about formal education system, It has got enough financial support from
government as government has take many initiatives like Sarva Shiksha Abhiyan so as to
provide children with required formal education free of cost. But when it comes to Non-
formal education like coaching Institutes, it has got no financial support from government
or any financial institution which poses a great challenge to coaching industry as a whole
as all the costs have to be incurred by the company or coaching institute itself so risk
involved is high.
4.2.6 KEY DRIVERS
An analysis of drivers explain factors contributing to the growth of coaching class market
based on high teacher-pupil ratio in schools, increase propensity to spend among parents
on child‟s education, growth in double income nuclear families and favourable
demographics, increasing competition at graduate and post graduate level and rising
aspirants for foreign degrees. The key challenges identified include low scalability of
private tuitions market, lack of government and financial aid, change in entrance test
pattern and lack of faculty and funds for education. The key drivers for this industry are:
Poor quality institutions and a score-centric exam system fuelling growth of coaching
class market
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Shortage of quality formal education institutes is increasing competition for admissions at
graduate and post graduate level
High propensity to spend on education and growth in double income families are further
driving the industry
High teacher pupil ratio in schools urges the students to look towards alternatives
4.2.7 TRENDS
The key trends identified include increase in PE/VC investments, diversification of coaching
institutes into mainstream education, increase in demand for online tutoring and correspondence
coaching materials. Key trends of this industry are:
Coaching Institutes are entering mainstream education and opening pre-schools,K12
schools,B-schools and vocational training institutes.
PE/VC firms have started showing interest in the education sector including by Helix
Investments ($12m for a 30% stake in Mahesh Tutorials), Gaja Capital ($8.3m in Career
Launcher), Lightspeed Venture Partners and Sequioa Capital ($30m in Tutor Vista in
three rounds).
Now there is increase in demand for online tutoring in domestic market. The
phenomenon of online tutoring is very new in India. With ~3m broadband connections
(less than 1% penetration), India is way behind the global average. In the coming few
years, penetration is expected to double as the national Broadband and Wireless Policy
targets to bring 25m subscribers to the broadband fold by 2012.Players like Tutor Vista
that have a pure online model in the US are looking to follow a hybrid model in India to
tap the potential in this segment.
Demand for correspondence coaching material is increasing day by day.
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4.3 SWOT analysis of NHIL as a company
4.4 Marketing Techniques Followed at IIT Study Circle Vikaspuri
The marketing department at IITSC Vikaspuri is headed by Mr. Samar Nayyar who is the zonal
head of marketing for IIT Study Circle. The marketing team comprises of around 10 people
consisting of five tele-callers and two counselors.
IITSC has been in existence for 3 years and for the initial 2 years it had a tie-up with VMC and
was a part of VMC extended. Therefore students used to enroll here through VMC admission test
and as such no marketing activities were required except counseling at the centres.
But from this year IITSC broke up with VMC and started it‟s independent operations and thus
required marketing on a high rate, specially brand building.
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School Seminars – This is the predominant form of marketing followed at IITSC where the
faculty conducts a workshop in schools for classes XI and XII
Canopy Marketing – Canopies are a major marketing technique for institutes in the coaching
industry and IITSC too has it‟s canopies strategically located at Vikaspuri and Punjabi Bagh
along with a dedicated canopy team.
Tele-Calling – This is one of the major ways of creating brand awareness as prospective
customers are made aware of IITSC‟s background and offerings over the telephone. It is a very
cheap and effective system.
Others – There are several other indirect techniques such as Print Advertisements , Banners ,
Pamphlets etc.
IITSC faces stiff competition from the small players of the coaching industry as the follow the
principle of aggressive pricing which sometimes becomes unviable for the organization.
4.5 Branding Reasons for branding services
Although the principles for branding of goods and services are generally the same there occur
some differences. These arise from the different natures of both categories. The main differences
that influence branding policies are that services
have a changing level of quality,
the consumer has to become involved in the consumption of a service actively,
they are intangible and not storable.
When a brand in general gives the consumer more confidence in his choice this is even more
important for services. Their quality and other features are more difficult to asses. Because of
their intangibility and complexity it is harder for the customer to distinguish between the offers
from the wide range of service companies operating in the market place.
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Figure 5 The mantra in question is the 4-M approach. This mantra breaks down the process of service
brand management into managing of 4 specific attributes. This makes the planning,
implementing and evaluation of any marketing scheme relatively simple and straightforward.
The 4-M approach centers on the 4 basic elements that a service provider must manage for
branding services effectively. In a nutshell the 4-M approach involves
1. Managing Egos- People always react negatively when they perceive a threat. Also,
research has shown that more than the physical threat; it is threat to one‟s sense of self-
one‟s ego that elicits the most negative response. Thus managing egos is important in
maintaining healthy and positive relationships with the company‟s customers-both
internal as well as the external. Only if the internal customers (employees) feel safe and
do not perceive any threat to their egos, will they provide superior service to the external
customers.
2. Managing Perceptions- Brands are not static but are continuously evolving and
changing with changing customer perceptions. Thus, a brand is not simply the promise of
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said quality but is in fact a manifestation of consumer perceptions of that promise-
whether they see it as useful or not, truthful or not, consistent or not etc. Thus, managing
perceptions of both internal and external customers is crucial in branding services.
3. Managing Attitudes- What people think about you matters! In any service, people are
the walking billboards of the company. As primary service providers they interact with
customers directly to deliver the service. What they think about the company is invariably
reflected in the service they deliver. Thus, managing their opinions is critical in branding
services. Also, each satisfied customer can direct another ten prospects towards your
service. This word-of mouth publicity which is unique to the service industry can only be
leveraged if your customers think highly of you as a service provider.
4. Managing Awareness- Goods have the advantage of ocular presence and physical
existence. This tangibility helps consumers to first experience the product through the
various senses, build a perception about the same and then decide to buy or not.
However, in the case of services, the intangibility of the service causes the customer to
buy the product and then decide whether it appealed to their senses or not. Branding
services therefore becomes extremely tricky since there are very few ways of creating
brand awareness and conveying the brand promise to the customers. Nevertheless,
managing service awareness, though challenging can be achieved using physical
evidence and media. Physical evidence refers to the material touch and feel factors that
accompany the service and these are important in conveying the brand promise to the
customers. Media on the other hand, is extremely useful in branding services by creating
brand awareness.
Marketing a Service Brand
In general marketing strategies for services add three more P‟s to the marketing mix, which
stand for Process, Physical evidence and People. The same principles apply to the branding of
services.
The careful selection and training of staff firstly assures a higher level of quality of the service,
that is depicted by the brand. It is up to the people to give the processes more reliability and thus
to assure a higher homogeneity between the quality of the service and the personality and
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message of the brand. Furthermore people have contact with the customer. They have to be
aware of the brands objectives so that they can “live them” and communicate them to the
customer. It is not enough to communicate the message of the brand externally to the customer;
the first step has to be internal communication.
Figure 6
Here the principles of internal marketing play an important role. Staff is seen as the first
customer of the brand. The theme here is that the customer not only receives the message from
the companies external marketing activities, but also the message from the behaviour of the staff
he has contact with. The impression the customer gets from the service, from the company and
thus from the personality of the corporate brand is also influenced by the friendliness and
responsiveness of staff, their perceived qualification and how the staff “lives” the philosophy of
the corporate brand.
The element of physical evidence is about the environment in which the service is offered and
consumed, it is about the customers “feelings”. As for branding services, the physical evidence is
closely related to the personality of the brand, which can be described as an emotional bond to
the customer that grows out of the perceived characteristics of the brand. To give the service a
differentiation advantage it is important to create a distinguishable atmosphere that the customer
can relate to the service provider. This can be achieved by the use of corporate brand signs,
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corporate colours and several other themes that are common for all outlets, all employees
everywhere the company presents itself to the public.
Processes are very important in services industries since in most cases the customer is directly
involved in the processes. Aspects that are important are extremely high quality, confidentiality,
timing/availability, consistency and the avoidance of the abuse of insider knowledge.
On the other hand, even if necessary, there are dangers in relating a brand to closely to the
quality of processes. Poor quality in only one single case can affect the whole brand. Many of the
professional services firms have faced the problem that one of their major clients went into
bankruptcy or was accused for some illegal activity. We can see that the processes that deliver
the service closely relate to consistency as one of the issues customers value in brands.
Branding at IIT Study Circle
The Problem:
IIT Study Circle has been operating for the past three years where it had been in a partnership
with VMC for the past two years. Only from this year it has been operating independently and
thus has been facing a serious problem in establishing the IIT Study Circle brand since students
used to take admission in IIT Study Circle through the brand name of VMC.
Therefore from this year it has ramped up its branding activities and is doing the same on
a very high scale. The two major branding activities at IIT Study Circle are conducting School
Presentations and thereby creating brand awareness among the students. The other major
branding activity is internet marketing through online social networking websites like facebook,
twitter, youtube , etc.
Solution:
School Presentation
Presentation at schools is a major branding activity for an educational institute like IIT Study
Circle where there is direct interaction with the customer and brand awareness is created. The
pitching of the brand at schools via presentations is very effective since the customer can be
engrossed with all the details of the several processes followed at the institute. A two way
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communication is possible and the customer i.e the student can clear all his doubts and have a
clear idea of the brand. The type of schools one selects guides the institute in positioning the
brand and creating the desired brand image. The methodology followed during presentations
cannot be the same for all schools but should vary according to the target audience. There are a
few very reputed schools which are already in partnership with existing coaching centres
(competitors of IIT Study Circle). To invade such a market stress should be laid more on the
differentiating factors .More focus should be made on the additional features we offer that will
give the student a greater thrust towards success.
Also different schools with students of different income levels should be targeted using different
principles. Students coming from lower income level families generally look at the cost-
effectiveness of the deal we offer whereas students from higher income families look more at the
differentiation in services which are visible clearly.
Internet Marketing
With the advent of social networking websites such as facebook and twitter it has become very
important that each and every organization has an active presence on these sites. Internet
marketing is considered to be broad in scope because it not only refers to marketing on the
Internet, but also includes marketing done via e-mail and wireless media. Digital customer data
and electronic customer relationship management (ECRM) systems are also often grouped
together under internet marketing.
Internet marketing ties together the creative and technical aspects of the Internet, including
design, development, advertising, and sales. Internet marketing also refers to the placement of
media along many different stages of the customer engagement cycle through search engine
marketing (SEM), search engine optimization (SEO),banner ads on specific websites, email
marketing, and Web 2.0 strategies.
IIT Study Circle is currently active on facebook , has a presence on youtube and is also using
email as a form of internet marketing
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5. RESEARCH Methodolgy and Data Collection
5.1 OBJECTIVES OF THE STUDY
1. To study current Marketing strategies adopted by IIT Study Circle
2. To study the effectiveness of current business policies and the immediate impact
3. To find the major problems ailing the IIT Study Circle Vikaspuri Centre
4. To provide recommendations to the company to help them strategize better and generate
the desired amount of sales
5.2 NEED AND SCOPE OF THE STUDY
1. The study will help the company determine the major drawbacks in the existing system of
marketing.
2. The study will help the organization determine the various deciding factors that a student
keeps in mind before selecting any particular institute and prioritize them.
3. The study will help in role clarity of the people involved in the marketing process.
4. The study will also help the organization in improving their service qualitatively and also
add value to their existing services
5. The study will help the people at the helm of the organization in understanding what a
student expects from a coaching institute with much more clarity.
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5.3 Literature Review
1. Title : Measuring customer satisfaction in higher education
Authors : Susan Aldridge, (Head of Student Services, School of Management and Social
Sciences, Edge Hill University College, Ormskirk, UK), Jennifer Rowley, (Head of the
School of Management and Social Sciences, Edge Hill University College, Ormskirk,
UK)
Source : Quality Assurance in Education(Volume 6 Issue 4)
Article Type : Research paper
Link: http://www.emeraldinsight.com/journals.htm?articleid=839613
Learning:
This journal evaluates a methodology which had been developed to measure student
satisfaction keeping in mind the significant components of service experience delivered
to students at Edge Hill University College. This methodology uses a questionnaire-based
survey to collect information on student satisfaction. The methodology has two unique
features: the Student Charter informed the survey design; and student responses were
collected electronically through on-screen questionnaires accessible over an intranet.
Outcomes suggest that there remains some resistance to the completion of an electronic
questionnaire and both paper and electronic versions are likely to continue to be
necessary in order to achieve optimum response rates. The methodology has identified
specific aspects of the service experience where there was either an absence of student
satisfaction or the level of student satisfaction was variable. These aspects have been
further explored with focus groups and fed into the quality plan for the college. A
“negative quality” model is proposed which may offer a framework for response to
different types of feedback from students
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2. Title : Entrance examinations for science and technology
Author: K. P. Mohana
Link : http://www.ias.ac.in/currsci/25nov2010/1321.pdf
Source: CURRENT SCIENCE, VOL. 99, NO. 10, 25 NOVEMBER 2010
Abstract : The history of the Indian Institutes of Technology (IITs) and the current state
of their joint entrance examinations have an important lesson for higher education in
science and technology. The IITs were originally created to produce a skilled workforce
of scientists and engineers to support the economy and society of the newly independent
India, and to represent „India‟s urges, India's future in the making‟. IIT Kharagpur, the
first of the IITs, was set up in 1950. Over the next decade came four more, and together,
the five IITs played a pivotal role in the growth of science and technology in the country.
An IIT degree became a brand name, and IIT graduates came to enjoy high prestige
among both the top employers in India and admission committees in the best universities
in the world. Admission to an IIT developed into a middle-class Indian‟s dream. One
consequence was that IITs soon had to deal with hundreds of thousands of aspiring
students.
The calibre of students who make it into the IITs by subjecting themselves to the killing
rigours of coaching factories in places like Kota and Hyderabad. The alumni seemed to
conclude that these products of coaching factories – who now form, according to
Wikipedia, 95 per cent of students at IITs – had a blinkered approach to education, did
not recognize new ideas and had lost the spirit of inquiry and innovation. In short,
elements that had built Brand IIT over the decades had now gone missing. Teaching and
coaching (as is practised by the JEE coaching schools) are two different kinds of things.
Even the best of coaching does not attempt to clarify concepts. It does not inculcate
the spirit of inquiry. It does not train persons in starting from the first principles. Instead,
it relies on pattern recognition. Do enough problems so that when you see a problem in
the exam, you can recall the special trick, the special integrating factor, substitution
or whatever required to obtain the answer.
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3. Title : Limited usefulness and relevance of coaching for competitive examinations
Author: Y.K Gupta
Source : CURRENT SCIENCE, VOL. 83, NO. 11, 10 DECEMBER 2002
Abstract :
A few competent teachers are now making money from the coaching
institutes/colleges/schools run for the coaching of students for the competitive
examinations for the entrance to Medical/Engineering Colleges. Such coaching schools
have mushroomed in the towns of Northern India and probably elsewhere too. Barring
some known and established institutions which provide coaching
on a planned scale, most of them are run just as class-room teaching where the number of
students may vary from ten to some two hundred in a class. Some institutions provide
coaching by post and also serve as examining bodies to let the candidates know where
they stand. The fees for established institutes for any type of coaching may vary from Rs
30,000 to Rs 50,000. For most of the coaching schools (incidentally good!), the fees may
vary from Rs 3000 to Rs 10,000 for a package teaching of a student in a group for three
days in a week spread over about six months. Parents in their eagerness to see their wards
become engineers/doctors somehow manage to pay the high fees, send them to these
coaching schools and consider their job to be over. The wards too in a rat race not to lag
behind go to these colleges/schools just to satisfy themselves that they have taken the
coaching. The two professions, Engineering and Medicine, are highly specialized and
those who do not have a temperament to serve them with devotion, cannot be made to
acquire the required attitude even by study and training. Our science management in
higher education must make scientific service more respectable, lucrative, challenging
and self-satisfying so as to stop the drain of the cream of scientific talent to the two
professions.
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5.4 HYPOTHESIS
H1: All the factors determining the selection of an institute by a student for a 1 year
program have the same mean
H2: Fees that a student wants to pay is independent of the income group he belongs to.
H3: All the factors determining the selection of an institute by a student for a 2 year program
have the same mean
H4: All the factors determining the reputation of level of services provided by IIT Study
Circle have the same mean (ie. all have the same importance
H5: The factor “distance from home” is given different levels of importance by different
gender.
H6: To determine the importance of an institutes location in its marketing strategy
H7: Dependency of Brand Image of a coaching institute on quality of faculty, study material
and past records
5.5 QUESTIONNAIRE DESIGN AND TESTING
The questionnaire is a structured technique for collecting primary data in a marketing survey. A
well-designed questionnaire motivates the respondent to provide complete and accurate
information.
The aim of the project was to test consumer perception and to check whether consumers with the
services provided by IIT Study Circle.
The following key areas were kept into mind while developing the Questionnaire –
1. Identifying what information needs to be captured in the Questionnaire.
2. Defining the target respondents.
3. Choose the method(s) of reaching your target respondents.
4. Deciding upon question content.
5. Developing the question wording.
6. Put questions into a meaningful order and format.
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7. Pre-test the questionnaire.
8. Develop the final survey form.
The method adopted for Questionnaire Design were
1. Brainstorming – The Questionnaire was designed after rigorous discussions. The
questions were designed in such a manner that they cover every aspect of the
research objective. Twenty Five parameters to assess the customer satisfaction
level were identified.
2. Focused Group Discussions – The management of IITSC and NHElite were
involved in focused group discussions with us to frame the correct questions so
that it would not be derogatory in any situation and we would get the desired data
through disguised questions.
5.6 DATA COLLECTION METHOD By using the survey method – A detailed Questionnaire was prepared and responses of
Students on parameters including study material, pricing,brand equity, scholarships etc were
captured on these Questionnaires
5.7 RESEARCH DESIGN
Judgmental Sampling Technique has been used to identify the sample to be selected. The
research is carried out using the detailed questionnaires which was designed separately for
school principals and students.
In the questionnaire five point likert scale (1= Strongly Disagree 2= Disagree 3= Neutral 4=
Agree 5= Strongly Agree) had been used to measure almost every question. For Data Analysis,
tools available with MS Excel and SPSS were used.
Representative Analysis Tools Used:
Bar Graphs
Pie Charts
Data Analysis-SPSS
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5.8 SAMPLING DESIGN AND SAMPLING SIZE
Students Questionnaire
Sample Size : 95
Sample Design : Judgemental Sampling
Region : IIT Study Circle Vikaspuri
5.9 TARGET POPULATION
Our target population included :- Students who take coaching from IIT Study Circle
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6. DATA INTERPRETATION and Analysis
6.1 DEMOGRAPHICS 1) GENDER DISTRIBUTION
As we can clearly see from the pie chart below that number of male respondents has been
more than that of female and it can be clearly contributed to the fact that till now more males
are seen studying in various coaching centers as compared to males.
Figure 7
73%
27%
Survey Composition According to Gender
Male
Female
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2) QUALITY DISTRIBUTION
Figure 8
The student composition at IIT Study Circle is mostly in the range of 60-
80% and therefore most of the students who are attracted to the centre are
average in nature. Thus the company should bring out new policies to attract
students of better quality .The perception of the consumer needs to be
changed.
5%
19%
48%
22%
4% 2%
Quality of Students at IIT Study Circle
90-100 %
80-89 %
70-79 %
60-69 %
50-59 %
Less than 50 %
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3) FAMILY INCOME DISTRIBUTION
Figure 9
It can be observed that most of the students are from the family income group of 4-8 lac
followed by less than 4 lac which is also quite a high percentage proving that high family
income is not necessary for a student to take admission in a coaching centre. Rather it is the
aspirations of the customer that drives the market
36%
51%
13%
Survey Composition According to Income Group
Less than 4 Lac
4-8 Lac
Above 8 Lac
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6.2 Other Factors
1)
Figure 10
It can clearly be seen that counselling at the centres is a prime component of
the several marketing techniques which influences a potential consumer.
Therefore other factors related to counselling at the centres should also be
kept in mind as physical evidence and the quality of staff. The customer
perception varies a lot if the infrastructure of a centre is of excellent quality
5041
34
2416
11 90
10
20
30
40
50
60
Effectivity of different marketing techniques in terms of frequency
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2)
Figure 11
These are the ratings of students who avail the current services provided by IITSC
and these show that students are quite satisfied with the services. From the graphs
we also see that “Other Value Added Services” and “Test Series” have a certain
room for improvement.
2 2 50 2 5
2116
24
1921
26
31 40
33
28
4333
30 2321
32
20 25
11 14 1216
9 6
0
10
20
30
40
50
60
70
80
90
100
Quality of Study
Material
Infrastructure Test Series Faculty Discipline Other Value Added
Services
Rating of IIT Study Circle
Excellent
Very Good
Good
Average
Poor
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3)
Figure 12
Faculty is the most important factor that a student considers before selecting an institute,
followed by word of mouth and physical evidence.
72
57
49
43
1.2
Number of Students rating these selection factors as important
Faculty
Past Record
Word of Mouth
Physical evidence
Course Structure
Fees
Location
Brand Name
Distance from Home
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6.3 STATISTICAL ANALYSIS AND INTERPRETATION ANOVA
Analysis of variance (ANOVA) is a collection of statistical models, and their associated
procedures, in which the observed variance in a particular variable is partitioned into components
attributable to different sources of variation. In its simplest form ANOVA provides a statistical
test of whether or not the means of several groups are all equal, and therefore generalizes t-test to
more than two groups.
Here the categorical variable can have more than two groups only and the other variable(s) has to
be continuous. There are various models of ANOVA:-
1. One way ANOVA
Here comparison of means of three or more independent groups can be done
2. ANCOVA
Any ANOVA model with a covariate.
3. MANOVA
Any ANOVA model with multiple DVs. Provides omnibus F and separate Fs.
We will be testing various Hypothesis using ANOVA so as to check for the significant
difference b/w means of the more than two groups on the basis of Test variable(s) as follows:-
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Hypothesis 1: All the factors determining the selection of an institute by a student for a 1 year
program have the same mean
Null : The different factors considered by a student before selecting an institute have the same
mean ( µ1= µ2 = µ3 = ……= µn)
Alternate : The different factors considered by a student before selecting an institute have the
different mean ( µ1 = µ2 = µ3 = ……= µn)
Oneway Anova
Descriptives
VAR00002
N Mean
Std.
Deviation Std. Error
95% Confidence Interval for
Mean
Minimum Maximum Lower Bound Upper Bound
1.00 28 4.0000 1.01835 .19245 3.6051 4.3949 2.00 5.00
2.00 28 3.7500 1.14261 .21593 3.3069 4.1931 1.00 5.00
3.00 28 3.6429 1.12922 .21340 3.2050 4.0807 1.00 5.00
4.00 28 3.3929 .83174 .15718 3.0703 3.7154 2.00 5.00
5.00 26 3.2308 .81524 .15988 2.9015 3.5601 2.00 5.00
6.00 28 3.6786 1.05597 .19956 3.2691 4.0880 1.00 5.00
7.00 28 3.4286 1.16837 .22080 2.9755 3.8816 1.00 5.00
8.00 28 3.0714 .94000 .17764 2.7069 3.4359 1.00 5.00
9.00 28 3.6429 1.12922 .21340 3.2050 4.0807 1.00 5.00
Total 250 3.5400 1.05301 .06660 3.4088 3.6712 1.00 5.00
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ANOVA
VAR00002
Sum of Squares df Mean Square F Sig.
Between Groups 17.877 8 2.235 2.086 .038
Within Groups 258.223 241 1.071
Total 276.100 249
Post Hoc Tests
Multiple Comparisons
Dependent Variable:VAR00002
(I)
VAR000
01
(J)
VAR000
01
Mean Difference (I-
J) Std. Error Sig.
95% Confidence Interval
Lower Bound Upper Bound
LSD 1.00 2.00 .25000 .27665 .367 -.2950 .7950
3.00 .35714 .27665 .198 -.1878 .9021
4.00 .60714* .27665 .029 .0622 1.1521
5.00 .76923* .28192 .007 .2139 1.3246
6.00 .32143 .27665 .246 -.2235 .8664
7.00 .57143* .27665 .040 .0265 1.1164
8.00 .92857* .27665 .001 .3836 1.4735
9.00 .35714 .27665 .198 -.1878 .9021
2.00 1.00 -.25000 .27665 .367 -.7950 .2950
3.00 .10714 .27665 .699 -.4378 .6521
4.00 .35714 .27665 .198 -.1878 .9021
5.00 .51923 .28192 .067 -.0361 1.0746
6.00 .07143 .27665 .796 -.4735 .6164
7.00 .32143 .27665 .246 -.2235 .8664
8.00 .67857* .27665 .015 .1336 1.2235
9.00 .10714 .27665 .699 -.4378 .6521
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3.00 1.00 -.35714 .27665 .198 -.9021 .1878
2.00 -.10714 .27665 .699 -.6521 .4378
4.00 .25000 .27665 .367 -.2950 .7950
5.00 .41209 .28192 .145 -.1432 .9674
6.00 -.03571 .27665 .897 -.5807 .5092
7.00 .21429 .27665 .439 -.3307 .7592
8.00 .57143* .27665 .040 .0265 1.1164
9.00 .00000 .27665 1.000 -.5450 .5450
4.00 1.00 -.60714* .27665 .029 -1.1521 -.0622
2.00 -.35714 .27665 .198 -.9021 .1878
3.00 -.25000 .27665 .367 -.7950 .2950
5.00 .16209 .28192 .566 -.3932 .7174
6.00 -.28571 .27665 .303 -.8307 .2592
7.00 -.03571 .27665 .897 -.5807 .5092
8.00 .32143 .27665 .246 -.2235 .8664
9.00 -.25000 .27665 .367 -.7950 .2950
5.00 1.00 -.76923* .28192 .007 -1.3246 -.2139
2.00 -.51923 .28192 .067 -1.0746 .0361
3.00 -.41209 .28192 .145 -.9674 .1432
4.00 -.16209 .28192 .566 -.7174 .3932
6.00 -.44780 .28192 .114 -1.0031 .1075
7.00 -.19780 .28192 .484 -.7531 .3575
8.00 .15934 .28192 .572 -.3960 .7147
9.00 -.41209 .28192 .145 -.9674 .1432
6.00 1.00 -.32143 .27665 .246 -.8664 .2235
2.00 -.07143 .27665 .796 -.6164 .4735
3.00 .03571 .27665 .897 -.5092 .5807
4.00 .28571 .27665 .303 -.2592 .8307
5.00 .44780 .28192 .114 -.1075 1.0031
7.00 .25000 .27665 .367 -.2950 .7950
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8.00 .60714* .27665 .029 .0622 1.1521
9.00 .03571 .27665 .897 -.5092 .5807
7.00 1.00 -.57143* .27665 .040 -1.1164 -.0265
2.00 -.32143 .27665 .246 -.8664 .2235
3.00 -.21429 .27665 .439 -.7592 .3307
4.00 .03571 .27665 .897 -.5092 .5807
5.00 .19780 .28192 .484 -.3575 .7531
6.00 -.25000 .27665 .367 -.7950 .2950
8.00 .35714 .27665 .198 -.1878 .9021
9.00 -.21429 .27665 .439 -.7592 .3307
8.00 1.00 -.92857* .27665 .001 -1.4735 -.3836
2.00 -.67857* .27665 .015 -1.2235 -.1336
3.00 -.57143* .27665 .040 -1.1164 -.0265
4.00 -.32143 .27665 .246 -.8664 .2235
5.00 -.15934 .28192 .572 -.7147 .3960
6.00 -.60714* .27665 .029 -1.1521 -.0622
7.00 -.35714 .27665 .198 -.9021 .1878
9.00 -.57143* .27665 .040 -1.1164 -.0265
9.00 1.00 -.35714 .27665 .198 -.9021 .1878
2.00 -.10714 .27665 .699 -.6521 .4378
3.00 .00000 .27665 1.000 -.5450 .5450
4.00 .25000 .27665 .367 -.2950 .7950
5.00 .41209 .28192 .145 -.1432 .9674
6.00 -.03571 .27665 .897 -.5807 .5092
7.00 .21429 .27665 .439 -.3307 .7592
8.00 .57143* .27665 .040 .0265 1.1164
Tamhane 1.00 2.00 .25000 .28925 1.000 -.7234 1.2234
3.00 .35714 .28736 1.000 -.6098 1.3241
4.00 .60714 .24848 .480 -.2303 1.4446
5.00 .76923 .25020 .115 -.0749 1.6134
6.00 .32143 .27724 1.000 -.6110 1.2538
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7.00 .57143 .29290 .876 -.4145 1.5574
8.00 .92857* .26190 .029 .0475 1.8096
9.00 .35714 .28736 1.000 -.6098 1.3241
2.00 1.00 -.25000 .28925 1.000 -1.2234 .7234
3.00 .10714 .30359 1.000 -.9138 1.1281
4.00 .35714 .26708 .999 -.5456 1.2599
5.00 .51923 .26868 .888 -.3895 1.4279
6.00 .07143 .29403 1.000 -.9177 1.0605
7.00 .32143 .30884 1.000 -.7172 1.3600
8.00 .67857 .27961 .494 -.2636 1.6208
9.00 .10714 .30359 1.000 -.9138 1.1281
3.00 1.00 -.35714 .28736 1.000 -1.3241 .6098
2.00 -.10714 .30359 1.000 -1.1281 .9138
4.00 .25000 .26504 1.000 -.6456 1.1456
5.00 .41209 .26665 .993 -.4895 1.3136
6.00 -.03571 .29217 1.000 -1.0185 .9471
7.00 .21429 .30707 1.000 -.8184 1.2470
8.00 .57143 .27766 .806 -.3640 1.5068
9.00 .00000 .30180 1.000 -1.0149 1.0149
4.00 1.00 -.60714 .24848 .480 -1.4446 .2303
2.00 -.35714 .26708 .999 -1.2599 .5456
3.00 -.25000 .26504 1.000 -1.1456 .6456
5.00 .16209 .22421 1.000 -.5936 .9178
6.00 -.28571 .25403 1.000 -1.1425 .5711
7.00 -.03571 .27103 1.000 -.9525 .8810
8.00 .32143 .23720 .999 -.4769 1.1197
9.00 -.25000 .26504 1.000 -1.1456 .6456
5.00 1.00 -.76923 .25020 .115 -1.6134 .0749
2.00 -.51923 .26868 .888 -1.4279 .3895
3.00 -.41209 .26665 .993 -1.3136 .4895
4.00 -.16209 .22421 1.000 -.9178 .5936
6.00 -.44780 .25571 .961 -1.3111 .4155
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7.00 -.19780 .27261 1.000 -1.1203 .7247
8.00 .15934 .23900 1.000 -.6462 .9649
9.00 -.41209 .26665 .993 -1.3136 .4895
6.00 1.00 -.32143 .27724 1.000 -1.2538 .6110
2.00 -.07143 .29403 1.000 -1.0605 .9177
3.00 .03571 .29217 1.000 -.9471 1.0185
4.00 .28571 .25403 1.000 -.5711 1.1425
5.00 .44780 .25571 .961 -.4155 1.3111
7.00 .25000 .29762 1.000 -.7514 1.2514
8.00 .60714 .26717 .628 -.2920 1.5063
9.00 .03571 .29217 1.000 -.9471 1.0185
7.00 1.00 -.57143 .29290 .876 -1.5574 .4145
2.00 -.32143 .30884 1.000 -1.3600 .7172
3.00 -.21429 .30707 1.000 -1.2470 .8184
4.00 .03571 .27103 1.000 -.8810 .9525
5.00 .19780 .27261 1.000 -.7247 1.1203
6.00 -.25000 .29762 1.000 -1.2514 .7514
8.00 .35714 .28339 1.000 -.5982 1.3125
9.00 -.21429 .30707 1.000 -1.2470 .8184
8.00 1.00 -.92857* .26190 .029 -1.8096 -.0475
2.00 -.67857 .27961 .494 -1.6208 .2636
3.00 -.57143 .27766 .806 -1.5068 .3640
4.00 -.32143 .23720 .999 -1.1197 .4769
5.00 -.15934 .23900 1.000 -.9649 .6462
6.00 -.60714 .26717 .628 -1.5063 .2920
7.00 -.35714 .28339 1.000 -1.3125 .5982
9.00 -.57143 .27766 .806 -1.5068 .3640
9.00 1.00 -.35714 .28736 1.000 -1.3241 .6098
2.00 -.10714 .30359 1.000 -1.1281 .9138
3.00 .00000 .30180 1.000 -1.0149 1.0149
4.00 .25000 .26504 1.000 -.6456 1.1456
5.00 .41209 .26665 .993 -.4895 1.3136
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6.00 -.03571 .29217 1.000 -1.0185 .9471
7.00 .21429 .30707 1.000 -.8184 1.2470
8.00 .57143 .27766 .806 -.3640 1.5068
*. The mean difference is significant at the 0.05 level.
Homogeneous Subsets
VAR00002
VAR000
01 N
Subset for alpha = 0.05
1 2
Waller-Duncana,,b,,c
8.00 28 3.0714
5.00 26 3.2308
4.00 28 3.3929 3.3929
7.00 28 3.4286 3.4286
3.00 28 3.6429 3.6429
9.00 28 3.6429 3.6429
6.00 28 3.6786 3.6786
2.00 28 3.7500 3.7500
1.00 28 4.0000
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 27.763.
b. The group sizes are unequal. The harmonic mean of the group sizes is used.
Type I error levels are not guaranteed.
c. Type 1/Type 2 Error Seriousness Ratio = 100.
Pag
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Means Plots
Since p value = .038 is less than α = .05 therefore we can clearly say that null hypothesis is
rejected and thus all the different means of the different factors such as “faculty” , “word of
mouth” etc vary independently while determining the choice of a student.
Therefore while evaluating and modifying these factors all of them cannot be clubbed under any
single head and needs to be dealt with independently.
From the homogeneous subsets we see that except faculty all other factors can be clubbed
together as their mean lies in the same range.
We can also see that except Course Structure and Brand Image all other factors can also be
clubbed into another group.
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Hypothesis 2: Fees that a student wants to pay is independent of the income group he belongs to.
Null: Fees that a student is wanting to pay is independent of the income group
Alternate: Fees that a student is wanting to pay is dependent on the income group
Oneway Anova
Descriptives
VAR00002
N Mean Std. Deviation Std. Error
95% Confidence Interval for Mean
Minimum Maximum Lower Bound Upper Bound
1.00 34 3.7353 1.02422 .17565 3.3779 4.0927 1.00 5.00
2.00 49 3.4490 .91427 .13061 3.1864 3.7116 2.00 5.00
3.00 12 3.1667 .71774 .20719 2.7106 3.6227 2.00 4.00
Total 95 3.5158 .94377 .09683 3.3235 3.7080 1.00 5.00
ANOVA
VAR00002
Sum of Squares df Mean Square F Sig.
Between Groups 3.320 2 1.660 1.899 .156
Within Groups 80.407 92 .874
Total 83.726 94
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Post Hoc Tests
Multiple Comparisons
Dependent Variable:VAR00002
(I)
VAR000
01
(J)
VAR000
01
Mean Difference (I-
J) Std. Error Sig.
95% Confidence Interval
Lower Bound Upper Bound
LSD 1.00 2.00 .28631 .20867 .173 -.1281 .7007
3.00 .56863 .31391 .073 -.0548 1.1921
2.00 1.00 -.28631 .20867 .173 -.7007 .1281
3.00 .28231 .30111 .351 -.3157 .8803
3.00 1.00 -.56863 .31391 .073 -1.1921 .0548
2.00 -.28231 .30111 .351 -.8803 .3157
Tamhane 1.00 2.00 .28631 .21889 .479 -.2500 .8226
3.00 .56863 .27163 .131 -.1215 1.2588
2.00 1.00 -.28631 .21889 .479 -.8226 .2500
3.00 .28231 .24492 .598 -.3536 .9183
3.00 1.00 -.56863 .27163 .131 -1.2588 .1215
2.00 -.28231 .24492 .598 -.9183 .3536
Homogeneous Subsets
VAR00002
VAR000
01 N
Waller-Duncana,,b,,c,,d
1.00 34
2.00 49
3.00 12
Means for groups in homogeneous subsets are
displayed.
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a. Uses Harmonic Mean Sample Size = 22.530.
b. The group sizes are unequal. The harmonic mean
of the group sizes is used. Type I error levels are not
guaranteed.
c. Type 1/Type 2 Error Seriousness Ratio = 100.
d. There are no homogeneous subsets for alpha =
0.05.
Means Plots
Since the p value = .156 is greater than α = .05 therefore we accept the null hypothesis. Thus we
cannot certainly determine that fees is independent of income group but nowadays the trend is
that parents are willing to spend heavily on a student‟s higher education which may be one of the
reasons for fees to be not dependent on income group
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Hypothesis 3: All the factors determining the selection of an institute by a student for a 2 year
program have the same mean
Null : The different factors considered by a student before selecting an institute have the same
mean ( µ1= µ2 = µ3 = ……= µn)
Alternate : The different factors considered by a student before selecting an institute have the
different mean ( µ1 = µ2 = µ3 = ……= µn)
Oneway Anova
Descriptives
VAR00002
N Mean Std. Deviation Std. Error
95% Confidence Interval for Mean
Minimum Maximum Lower Bound Upper Bound
1.00 67 4.1045 .98680 .12056 3.8638 4.3452 2.00 5.00
2.00 67 3.5522 .90927 .11109 3.3304 3.7740 2.00 5.00
3.00 67 3.4776 .95914 .11718 3.2437 3.7116 2.00 5.00
4.00 67 3.4328 .80197 .09798 3.2372 3.6285 2.00 5.00
5.00 67 3.8657 .91941 .11232 3.6414 4.0899 2.00 5.00
6.00 67 3.4478 .89245 .10903 3.2301 3.6654 2.00 5.00
7.00 67 3.3582 .82941 .10133 3.1559 3.5605 2.00 5.00
8.00 67 3.3582 .94871 .11590 3.1268 3.5896 1.00 5.00
9.00 53 3.2830 1.18285 .16248 2.9570 3.6091 1.00 5.00
Total 589 3.5484 .96351 .03970 3.4704 3.6264 1.00 5.00
ANOVA
VAR00002
Sum of Squares df Mean Square F Sig.
Between Groups 37.952 8 4.744 5.417 .000
Within Groups 507.919 580 .876
Total 545.871 588
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Post Hoc Tests
Multiple Comparisons
Dependent Variable:VAR00002
(I)
VAR000
01
(J)
VAR000
01
Mean Difference
(I-J) Std. Error Sig.
95% Confidence Interval
Lower Bound Upper Bound
Tukey HSD 1.00 2.00 .55224* .16168 .019 .0488 1.0556
3.00 .62687* .16168 .004 .1235 1.1303
4.00 .67164* .16168 .001 .1682 1.1750
5.00 .23881 .16168 .866 -.2646 .7422
6.00 .65672* .16168 .002 .1533 1.1601
7.00 .74627* .16168 .000 .2429 1.2497
8.00 .74627* .16168 .000 .2429 1.2497
9.00 .82146* .17203 .000 .2858 1.3571
2.00 1.00 -.55224* .16168 .019 -1.0556 -.0488
3.00 .07463 .16168 1.000 -.4288 .5780
4.00 .11940 .16168 .998 -.3840 .6228
5.00 -.31343 .16168 .587 -.8168 .1900
6.00 .10448 .16168 .999 -.3989 .6079
7.00 .19403 .16168 .956 -.3094 .6974
8.00 .19403 .16168 .956 -.3094 .6974
9.00 .26922 .17203 .823 -.2664 .8048
3.00 1.00 -.62687* .16168 .004 -1.1303 -.1235
2.00 -.07463 .16168 1.000 -.5780 .4288
4.00 .04478 .16168 1.000 -.4586 .5482
5.00 -.38806 .16168 .286 -.8915 .1153
6.00 .02985 .16168 1.000 -.4736 .5333
7.00 .11940 .16168 .998 -.3840 .6228
8.00 .11940 .16168 .998 -.3840 .6228
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9.00 .19459 .17203 .969 -.3410 .7302
4.00 1.00 -.67164* .16168 .001 -1.1750 -.1682
2.00 -.11940 .16168 .998 -.6228 .3840
3.00 -.04478 .16168 1.000 -.5482 .4586
5.00 -.43284 .16168 .158 -.9362 .0706
6.00 -.01493 .16168 1.000 -.5183 .4885
7.00 .07463 .16168 1.000 -.4288 .5780
8.00 .07463 .16168 1.000 -.4288 .5780
9.00 .14982 .17203 .994 -.3858 .6854
5.00 1.00 -.23881 .16168 .866 -.7422 .2646
2.00 .31343 .16168 .587 -.1900 .8168
3.00 .38806 .16168 .286 -.1153 .8915
4.00 .43284 .16168 .158 -.0706 .9362
6.00 .41791 .16168 .195 -.0855 .9213
7.00 .50746* .16168 .046 .0041 1.0109
8.00 .50746* .16168 .046 .0041 1.0109
9.00 .58265* .17203 .021 .0470 1.1183
6.00 1.00 -.65672* .16168 .002 -1.1601 -.1533
2.00 -.10448 .16168 .999 -.6079 .3989
3.00 -.02985 .16168 1.000 -.5333 .4736
4.00 .01493 .16168 1.000 -.4885 .5183
5.00 -.41791 .16168 .195 -.9213 .0855
7.00 .08955 .16168 1.000 -.4139 .5930
8.00 .08955 .16168 1.000 -.4139 .5930
9.00 .16474 .17203 .989 -.3709 .7004
7.00 1.00 -.74627* .16168 .000 -1.2497 -.2429
2.00 -.19403 .16168 .956 -.6974 .3094
3.00 -.11940 .16168 .998 -.6228 .3840
4.00 -.07463 .16168 1.000 -.5780 .4288
5.00 -.50746* .16168 .046 -1.0109 -.0041
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6.00 -.08955 .16168 1.000 -.5930 .4139
8.00 .00000 .16168 1.000 -.5034 .5034
9.00 .07519 .17203 1.000 -.4604 .6108
8.00 1.00 -.74627* .16168 .000 -1.2497 -.2429
2.00 -.19403 .16168 .956 -.6974 .3094
3.00 -.11940 .16168 .998 -.6228 .3840
4.00 -.07463 .16168 1.000 -.5780 .4288
5.00 -.50746* .16168 .046 -1.0109 -.0041
6.00 -.08955 .16168 1.000 -.5930 .4139
7.00 .00000 .16168 1.000 -.5034 .5034
9.00 .07519 .17203 1.000 -.4604 .6108
9.00 1.00 -.82146* .17203 .000 -1.3571 -.2858
2.00 -.26922 .17203 .823 -.8048 .2664
3.00 -.19459 .17203 .969 -.7302 .3410
4.00 -.14982 .17203 .994 -.6854 .3858
5.00 -.58265* .17203 .021 -1.1183 -.0470
6.00 -.16474 .17203 .989 -.7004 .3709
7.00 -.07519 .17203 1.000 -.6108 .4604
8.00 -.07519 .17203 1.000 -.6108 .4604
LSD 1.00 2.00 .55224* .16168 .001 .2347 .8698
3.00 .62687* .16168 .000 .3093 .9444
4.00 .67164* .16168 .000 .3541 .9892
5.00 .23881 .16168 .140 -.0787 .5564
6.00 .65672* .16168 .000 .3392 .9743
7.00 .74627* .16168 .000 .4287 1.0638
8.00 .74627* .16168 .000 .4287 1.0638
9.00 .82146* .17203 .000 .4836 1.1593
2.00 1.00 -.55224* .16168 .001 -.8698 -.2347
3.00 .07463 .16168 .645 -.2429 .3922
4.00 .11940 .16168 .461 -.1981 .4370
5.00 -.31343 .16168 .053 -.6310 .0041
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6.00 .10448 .16168 .518 -.2131 .4220
7.00 .19403 .16168 .231 -.1235 .5116
8.00 .19403 .16168 .231 -.1235 .5116
9.00 .26922 .17203 .118 -.0687 .6071
3.00 1.00 -.62687* .16168 .000 -.9444 -.3093
2.00 -.07463 .16168 .645 -.3922 .2429
4.00 .04478 .16168 .782 -.2728 .3623
5.00 -.38806* .16168 .017 -.7056 -.0705
6.00 .02985 .16168 .854 -.2877 .3474
7.00 .11940 .16168 .461 -.1981 .4370
8.00 .11940 .16168 .461 -.1981 .4370
9.00 .19459 .17203 .258 -.1433 .5325
4.00 1.00 -.67164* .16168 .000 -.9892 -.3541
2.00 -.11940 .16168 .461 -.4370 .1981
3.00 -.04478 .16168 .782 -.3623 .2728
5.00 -.43284* .16168 .008 -.7504 -.1153
6.00 -.01493 .16168 .926 -.3325 .3026
7.00 .07463 .16168 .645 -.2429 .3922
8.00 .07463 .16168 .645 -.2429 .3922
9.00 .14982 .17203 .384 -.1881 .4877
5.00 1.00 -.23881 .16168 .140 -.5564 .0787
2.00 .31343 .16168 .053 -.0041 .6310
3.00 .38806* .16168 .017 .0705 .7056
4.00 .43284* .16168 .008 .1153 .7504
6.00 .41791* .16168 .010 .1004 .7355
7.00 .50746* .16168 .002 .1899 .8250
8.00 .50746* .16168 .002 .1899 .8250
9.00 .58265* .17203 .001 .2448 .9205
6.00 1.00 -.65672* .16168 .000 -.9743 -.3392
2.00 -.10448 .16168 .518 -.4220 .2131
3.00 -.02985 .16168 .854 -.3474 .2877
4.00 .01493 .16168 .926 -.3026 .3325
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5.00 -.41791* .16168 .010 -.7355 -.1004
7.00 .08955 .16168 .580 -.2280 .4071
8.00 .08955 .16168 .580 -.2280 .4071
9.00 .16474 .17203 .339 -.1731 .5026
7.00 1.00 -.74627* .16168 .000 -1.0638 -.4287
2.00 -.19403 .16168 .231 -.5116 .1235
3.00 -.11940 .16168 .461 -.4370 .1981
4.00 -.07463 .16168 .645 -.3922 .2429
5.00 -.50746* .16168 .002 -.8250 -.1899
6.00 -.08955 .16168 .580 -.4071 .2280
8.00 .00000 .16168 1.000 -.3176 .3176
9.00 .07519 .17203 .662 -.2627 .4131
8.00 1.00 -.74627* .16168 .000 -1.0638 -.4287
2.00 -.19403 .16168 .231 -.5116 .1235
3.00 -.11940 .16168 .461 -.4370 .1981
4.00 -.07463 .16168 .645 -.3922 .2429
5.00 -.50746* .16168 .002 -.8250 -.1899
6.00 -.08955 .16168 .580 -.4071 .2280
7.00 .00000 .16168 1.000 -.3176 .3176
9.00 .07519 .17203 .662 -.2627 .4131
9.00 1.00 -.82146* .17203 .000 -1.1593 -.4836
2.00 -.26922 .17203 .118 -.6071 .0687
3.00 -.19459 .17203 .258 -.5325 .1433
4.00 -.14982 .17203 .384 -.4877 .1881
5.00 -.58265* .17203 .001 -.9205 -.2448
6.00 -.16474 .17203 .339 -.5026 .1731
7.00 -.07519 .17203 .662 -.4131 .2627
8.00 -.07519 .17203 .662 -.4131 .2627
Tamhane 1.00 2.00 .55224* .16393 .035 .0180 1.0865
3.00 .62687* .16812 .010 .0790 1.1747
4.00 .67164* .15535 .001 .1650 1.1783
5.00 .23881 .16477 .997 -.2982 .7758
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6.00 .65672* .16255 .003 .1269 1.1865
7.00 .74627* .15748 .000 .2328 1.2598
8.00 .74627* .16723 .001 .2013 1.2912
9.00 .82146* .20232 .003 .1578 1.4851
2.00 1.00 -.55224* .16393 .035 -1.0865 -.0180
3.00 .07463 .16146 1.000 -.4516 .6008
4.00 .11940 .14812 1.000 -.3634 .6022
5.00 -.31343 .15798 .838 -.8282 .2014
6.00 .10448 .15565 1.000 -.4027 .6117
7.00 .19403 .15036 1.000 -.2960 .6841
8.00 .19403 .16054 1.000 -.3291 .7172
9.00 .26922 .19682 .999 -.3775 .9159
3.00 1.00 -.62687* .16812 .010 -1.1747 -.0790
2.00 -.07463 .16146 1.000 -.6008 .4516
4.00 .04478 .15274 1.000 -.4533 .5428
5.00 -.38806 .16232 .484 -.9170 .1409
6.00 .02985 .16006 1.000 -.4918 .5515
7.00 .11940 .15491 1.000 -.3856 .6244
8.00 .11940 .16482 1.000 -.4177 .6565
9.00 .19459 .20032 1.000 -.4629 .8521
4.00 1.00 -.67164* .15535 .001 -1.1783 -.1650
2.00 -.11940 .14812 1.000 -.6022 .3634
3.00 -.04478 .15274 1.000 -.5428 .4533
5.00 -.43284 .14905 .145 -.9187 .0531
6.00 -.01493 .14658 1.000 -.4927 .4629
7.00 .07463 .14095 1.000 -.3847 .5339
8.00 .07463 .15177 1.000 -.4202 .5695
9.00 .14982 .18973 1.000 -.4753 .7749
5.00 1.00 -.23881 .16477 .997 -.7758 .2982
2.00 .31343 .15798 .838 -.2014 .8282
3.00 .38806 .16232 .484 -.1409 .9170
4.00 .43284 .14905 .145 -.0531 .9187
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6.00 .41791 .15654 .266 -.0922 .9280
7.00 .50746* .15128 .037 .0144 1.0005
8.00 .50746 .16140 .071 -.0185 1.0334
9.00 .58265 .19752 .134 -.0662 1.2315
6.00 1.00 -.65672* .16255 .003 -1.1865 -.1269
2.00 -.10448 .15565 1.000 -.6117 .4027
3.00 -.02985 .16006 1.000 -.5515 .4918
4.00 .01493 .14658 1.000 -.4629 .4927
5.00 -.41791 .15654 .266 -.9280 .0922
7.00 .08955 .14885 1.000 -.3955 .5746
8.00 .08955 .15913 1.000 -.4290 .6081
9.00 .16474 .19567 1.000 -.4784 .8079
7.00 1.00 -.74627* .15748 .000 -1.2598 -.2328
2.00 -.19403 .15036 1.000 -.6841 .2960
3.00 -.11940 .15491 1.000 -.6244 .3856
4.00 -.07463 .14095 1.000 -.5339 .3847
5.00 -.50746* .15128 .037 -1.0005 -.0144
6.00 -.08955 .14885 1.000 -.5746 .3955
8.00 .00000 .15395 1.000 -.5019 .5019
9.00 .07519 .19148 1.000 -.5552 .7056
8.00 1.00 -.74627* .16723 .001 -1.2912 -.2013
2.00 -.19403 .16054 1.000 -.7172 .3291
3.00 -.11940 .16482 1.000 -.6565 .4177
4.00 -.07463 .15177 1.000 -.5695 .4202
5.00 -.50746 .16140 .071 -1.0334 .0185
6.00 -.08955 .15913 1.000 -.6081 .4290
7.00 .00000 .15395 1.000 -.5019 .5019
9.00 .07519 .19958 1.000 -.5800 .7304
9.00 1.00 -.82146* .20232 .003 -1.4851 -.1578
2.00 -.26922 .19682 .999 -.9159 .3775
3.00 -.19459 .20032 1.000 -.8521 .4629
4.00 -.14982 .18973 1.000 -.7749 .4753
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5.00 -.58265 .19752 .134 -1.2315 .0662
6.00 -.16474 .19567 1.000 -.8079 .4784
7.00 -.07519 .19148 1.000 -.7056 .5552
8.00 -.07519 .19958 1.000 -.7304 .5800
*. The mean difference is significant at the 0.05 level.
Homogeneous Subsets
VAR00002
VAR000
01 N
Subset for alpha = 0.05
1 2 3
Tukey HSDa,,b
9.00 53 3.2830
7.00 67 3.3582 3.3582
8.00 67 3.3582 3.3582
4.00 67 3.4328 3.4328
6.00 67 3.4478 3.4478
3.00 67 3.4776 3.4776
2.00 67 3.5522 3.5522
5.00 67 3.8657 3.8657
1.00 67 4.1045
Sig. .782 .053 .875
Waller-Duncana,,b,,c
9.00 53 3.2830
7.00 67 3.3582
8.00 67 3.3582
4.00 67 3.4328
6.00 67 3.4478
3.00 67 3.4776 3.4776
2.00 67 3.5522 3.5522
5.00 67 3.8657 3.8657
1.00 67 4.1045
Means for groups in homogeneous subsets are displayed.
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a. Uses Harmonic Mean Sample Size = 65.090.
b. The group sizes are unequal. The harmonic mean of the group sizes is used.
Type I error levels are not guaranteed.
c. Type 1/Type 2 Error Seriousness Ratio = 100.
As the p value = 0.00 is less than α = .05 therefore we reject the null hypothesis and we can say
that all the factors that determine a student‟s selection of any particular institute do not have the
same mean.
Pag
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Hypothesis 4: All the factors determining the reputation of level of services provided by IIT
Study Circle have the same mean (ie. all have the same importance)
Null: The different factors determining the reputation level of IIT Study Circle have the same
mean ( µ1= µ2 = µ3 = ……= µn)
Alternate: : The different factors determining the reputation level of IIT Study Circle have
different mean ( µ1 = µ2 = µ3 = ……= µn)
Oneway Anova
Descriptives
VAR00002
N Mean Std. Deviation Std. Error
95% Confidence Interval for
Mean
Minimum Maximum
Lower
Bound Upper Bound
1.00 95 3.2842 1.00703 .10332 3.0791 3.4894 1.00 5.00
2.00 95 3.3263 .99405 .10199 3.1238 3.5288 1.00 5.00
3.00 95 3.2105 .98817 .10138 3.0092 3.4118 2.00 5.00
4.00 95 3.4737 .99832 .10243 3.2703 3.6771 2.00 5.00
5.00 95 3.1368 .94092 .09654 2.9452 3.3285 1.00 5.00
6.00 95 3.0105 1.00525 .10314 2.8057 3.2153 1.00 5.00
Total 570 3.2404 .99566 .04170 3.1584 3.3223 1.00 5.00
ANOVA
VAR00002
Sum of Squares df Mean Square F Sig.
Between Groups 12.177 5 2.435 2.489 .030
Within Groups 551.895 564 .979
Total 564.072 569
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Post Hoc Tests
Multiple Comparisons
Dependent Variable:VAR00002
(I)
VAR000
01
(J)
VAR000
01
Mean Difference (I-
J) Std. Error Sig.
95% Confidence Interval
Lower Bound Upper Bound
LSD 1.00 2.00 -.04211 .14353 .769 -.3240 .2398
3.00 .07368 .14353 .608 -.2082 .3556
4.00 -.18947 .14353 .187 -.4714 .0924
5.00 .14737 .14353 .305 -.1345 .4293
6.00 .27368 .14353 .057 -.0082 .5556
2.00 1.00 .04211 .14353 .769 -.2398 .3240
3.00 .11579 .14353 .420 -.1661 .3977
4.00 -.14737 .14353 .305 -.4293 .1345
5.00 .18947 .14353 .187 -.0924 .4714
6.00 .31579* .14353 .028 .0339 .5977
3.00 1.00 -.07368 .14353 .608 -.3556 .2082
2.00 -.11579 .14353 .420 -.3977 .1661
4.00 -.26316 .14353 .067 -.5451 .0188
5.00 .07368 .14353 .608 -.2082 .3556
6.00 .20000 .14353 .164 -.0819 .4819
4.00 1.00 .18947 .14353 .187 -.0924 .4714
2.00 .14737 .14353 .305 -.1345 .4293
3.00 .26316 .14353 .067 -.0188 .5451
5.00 .33684* .14353 .019 .0549 .6188
6.00 .46316* .14353 .001 .1812 .7451
5.00 1.00 -.14737 .14353 .305 -.4293 .1345
2.00 -.18947 .14353 .187 -.4714 .0924
3.00 -.07368 .14353 .608 -.3556 .2082
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4.00 -.33684* .14353 .019 -.6188 -.0549
6.00 .12632 .14353 .379 -.1556 .4082
6.00 1.00 -.27368 .14353 .057 -.5556 .0082
2.00 -.31579* .14353 .028 -.5977 -.0339
3.00 -.20000 .14353 .164 -.4819 .0819
4.00 -.46316* .14353 .001 -.7451 -.1812
5.00 -.12632 .14353 .379 -.4082 .1556
Tamhane 1.00 2.00 -.04211 .14518 1.000 -.4726 .3884
3.00 .07368 .14475 1.000 -.3556 .5030
4.00 -.18947 .14548 .961 -.6209 .2420
5.00 .14737 .14140 .995 -.2720 .5667
6.00 .27368 .14599 .619 -.1592 .7066
2.00 1.00 .04211 .14518 1.000 -.3884 .4726
3.00 .11579 .14381 1.000 -.3107 .5422
4.00 -.14737 .14454 .996 -.5760 .2813
5.00 .18947 .14043 .948 -.2270 .6059
6.00 .31579 .14505 .374 -.1143 .7459
3.00 1.00 -.07368 .14475 1.000 -.5030 .3556
2.00 -.11579 .14381 1.000 -.5422 .3107
4.00 -.26316 .14412 .660 -.6905 .1642
5.00 .07368 .13999 1.000 -.3415 .4888
6.00 .20000 .14462 .937 -.2289 .6289
4.00 1.00 .18947 .14548 .961 -.2420 .6209
2.00 .14737 .14454 .996 -.2813 .5760
3.00 .26316 .14412 .660 -.1642 .6905
5.00 .33684 .14075 .235 -.0806 .7543
6.00 .46316* .14535 .025 .0321 .8942
5.00 1.00 -.14737 .14140 .995 -.5667 .2720
2.00 -.18947 .14043 .948 -.6059 .2270
3.00 -.07368 .13999 1.000 -.4888 .3415
4.00 -.33684 .14075 .235 -.7543 .0806
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6.00 .12632 .14127 .999 -.2926 .5453
6.00 1.00 -.27368 .14599 .619 -.7066 .1592
2.00 -.31579 .14505 .374 -.7459 .1143
3.00 -.20000 .14462 .937 -.6289 .2289
4.00 -.46316* .14535 .025 -.8942 -.0321
5.00 -.12632 .14127 .999 -.5453 .2926
*. The mean difference is significant at the 0.05 level.
Homogeneous Subsets
VAR00002
VAR000
01 N
Subset for alpha = 0.05
1 2
Waller-Duncana,,b
6.00 95 3.0105
5.00 95 3.1368 3.1368
3.00 95 3.2105 3.2105
1.00 95 3.2842 3.2842
2.00 95 3.3263 3.3263
4.00 95 3.4737
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 95.000.
b. Type 1/Type 2 Error Seriousness Ratio = 100.
Means Plots
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Since p value is less than alpha null hypothesis is rejected and All the factors determining the
reputation of level of services provided by IIT Study Circle have different mean i.e they vary
independently
T-TEST
The t-test assesses whether the means of two groups are statistically different from each other.
This analysis is appropriate whenever you want to compare the means of two groups, and
especially appropriate as the analysis for the posttest-only two-group randomized experimental
design.
There are a number of different types of t-tests available in SPSS. The two that
will be discussed here are:
Pag
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• independent-samples t-test, used when you want to compare the mean scores
of two different groups of people or conditions; and
• paired-samples t-test, used when you want to compare the mean scores for
the same group of people on two different occasions, or when you have
Here the categorical variable can have two groups only and the other variable has to be
continuous.
We will be testing various Hypothesis using t-test so as to check for the significant difference
b/w means of the two groups on the basis of Test variable as follows:-
Hypothesis 5 : The factor “distance from home” is given different levels of importance by
different gender.
Null: Reaction to the “Distance from home” factor is same in case of male and female. Alternate: Reaction to the “Distance from home” factor is different in case of male and female. Two-Sample T-Test and CI: male, female
Two-sample T for male vs female
N Mean StDev SE Mean
male 69 3.28 1.14 0.14
female 26 4.000 0.849 0.17
Difference = mu male - mu female
Estimate for difference: -0.725
95% CI for difference: (-1.156, -0.294)
T-Test of difference = 0 (vs not =): T-Value = -3.36 P-Value = 0.001
DF = 60
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Boxplots of male, female
As p value = .001 is less than α = .05 therefore we reject the null hypothesis and accept the alternate
hypothesis ie. there is a difference between the way male and female react to the distance from home
factor which is also established from the following graph.
Hence it can be concluded that female students always consider distance of the coaching centre as a
very important criteria .
Figure 13
5534
4566
Male Female
0
20
40
60
80
100
120
Percentage of male and female giving importance to "Distance from home"
factor
Distance Not Important Distance Important
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Hypothesis 6: To determine the importance of an institute‟s location in its marketing strategy
Null: Location is not an important factor while selecting an institute therefore mean (µ) for
location factor is <= 3 Alternate: Location is an important factor while selecting an institute therefore mean (µ) for location factor is > 3
One-Sample Z: Location Test of mu = 3 vs mu > 3
The assumed sigma = 0.5
Variable N Mean StDev SE Mean
Location 95 3.3789 0.9360 0.0513
Variable 95.0% Lower Bound Z P
Location 3.2946 7.39 0.000
Since p = 0.00 is less than α = .05 thus null hypothesis is rejected. Thus we can conclude that location
for a particular coaching centre is considered to be of prime importance by a student. A good location
also gives additional boost to the sales of a coaching centre.
Hypothesis 7: Dependency of Brand Image of a coaching institute on quality of faculty, study
material and past records
Null: Brand Image of a coaching institute is dependent upon quality of faculty, study material
and past records
Alternate: Brand Image of a coaching institute is not dependent upon quality of faculty, study
material and past records
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .852a .726 .682 .38424
a. Predictors: (Constant), Past Result, Study Material, Quality of Faculty
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As R Square is .726 so coefficient of determination is .726 which implies 72.6% variation is
accounted in Brand image by parameters like Study material and Quality of faculty.
ANOVAb
Model Sum of Squares df Mean Square F Sig.
1 Regression 9.776 4 2.444 16.554 .000a
Residual 3.691 25 .148
Total 13.467 29
a. Predictors: (Constant), Past Result, Study Material, Quality of Faculty
b. Dependent Variable: Brand Image
As significance value is less than .05 so it can be proved that these factors when taken
collectively do affect the dependent variable i.e Brand Image.
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig. B Std. Error Beta
1 (Constant) 1.349 .630
2.140 .042
Study Material .097 .087 .159 1.122 .272
Quality of Faculty .021 .148 .209 -.145 .006
Past Result .199 .093 .242 2.138 .043
a. Dependent Variable: Brand Image
As depicted by Table above significance value of Quality Of Faculty and Past Record is less than
.05 so these factors do have a significant impact on Brand Image and here we reject the Null
Hypothesis.
Pag
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7. Major Findings and Recommendations
1. From the graphical analysis of the key marketing techniques it has been noticed that
Counselling at the Centres , Word of Mouth and School Seminars are the top three
techniques that have attracted students. Now Counselling at the centres is the end process
for almost each and every student enrolled and Word of Mouth is a general phenomenon
which cannot be specifically controlled. Thus special emphasis on school seminars
should be given. School seminars should be conducted in a more systematic manner and
special importance should be given to brand building at schools along with the usual
workshops. Schools act as the first touch points for our customers and therefore the first
impression on the students should be good enough to attract a certain percentage of the
students for enrolment.
2. Canopy Marketing which is a very important technique for the coaching industry did not
give enough percentage of positive results as depicted by the graphical analysis. The
results are specific to IITSC Vikaspuri and the results show there must be certain
problems with the canopy setup at Vikaspuri.
This problem has two parts :
a) The location of canopy for IITSC Vikaspuri comes in direct conflict with Chiron
(Knowledge Horizon) and thus converts from canopies is directly affected. Leaving the
conflict zone the other areas near Vikaspuri are either not suitable for effective Canopy
setup or are in conflict with other institutes.
b) A canopy has been setup at Punjabi Bagh which is a hub for coaching centres but is
quite far from Vikaspuri . Hence most of the students who come to the canopy are from
far off places and thus a very small percentage of them come to the centre for further
counselling.
Canopy Marketing is a very major function and it should not be neglected. There should
be a dedicated canopy team and the team members should be self motivated in nature.
3. Pamphlet Distribution , Hoardings/Banners and Print Advertisements are all bringing an
average result for IIT Study Circle and thus these activities should be encouraged further
for proper effectiveness.
Pag
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4. From the analysis it was concluded that location is a very important factor that a student
considers before selecting any institute. IITSC Vikaspuri suffers from poor location
problem. Though it is strategically located beside the Janakpuri East Metro Station it does
not occupy a space near the hub of all other Vikaspuri institutes. Due to this the daily
walk-in queries at IITSC Vikaspuri have dropped by a huge percentage and is limited to a
daily query of one only. Thus it needs to have it‟s office at a place within the hub where
all other institutes are located and thereby increase it‟s visibility. Automatically the
number of walk-ins will increase and the conversion percentage will go up.
5. The analysis also concluded that girls give an addition weight age to the distance from
home factor rather than boys and thus special attention must be given to this point to
attract more female students. Strategic centre locations along with proper travel facilities
for students should be arranged. Currently cab facilities are available at IITSC Vikaspuri
but the system is outsourced and is not reliable in nature. Female students on an overall
are also hindered from joining coaching institutes because of all such safety reasons as
indicated by the graphical demographic analysis that the number of male students opting
for coaching in the education sector is much more than the number of girls.
6. The statistical analysis shows that the fees factor is not dependant on family income, This
may be because that parents are willing to spend much more nowadays on educating a
student and providing him the best facilities possible. Thus there is a huge potential that
awaits to be tapped.
7. The brand name Shriram group carries a lot of weight. But this has not been leveraged to
its fullest potential. Among IIT Study Circle and Knowledge Horizon, the Shriram Group
stands out as the most powerful name. Almost every principal that we approached was
aware of the Shriram group and its presence in the education sector
8. The brand equity of an institute does depend significantly on its history and past records.
Thus for an institute which is starting out and wishes to become a reputed one must focus
on slowly but steadily building a good record in terms of successful student selections in
various competitive exams for which it offers coaching.
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8. CONCLUSION
Due to the recent breakup of the IITSC and VMC partnership IITSC requires a high degree of marketing
for it’s immediate sales to increase. For the long run brand building and creating brand awareness is
very necessary. The breakup in the tie-up has not been taken in good stride by all and the company has
had to travel through several phases of turmoil. These stages are bound to come as the company is
facing a situation similar to a startup when brand awareness is very low. The company needs to
establish the IITSC brand for the long term.
Another problem that needs to be looked into immediately is the cannibalization of the market share of
IITSC by Knowledge Horizon classes. The boundaries between these two brands has not been set
properly by the parent brand NHElite and thus these two brands are always at a conflict with each other.
The course structure of these brands needs to be redefined and in case of some centres these two
brands can also be merged.
Keeping all the findings and recommendations in view IITSC has a very good prospect to succeed if a few
of the organizational problems are solved with the management using a strong hand as the coaching
industry has a huge prospect.
8.1 Limitations The recommendations are limited to IITSC Vikaspuri only as the study has only been
concentrated on that centre and may not be true for other IITSC centres
Sample size is limited to 95 which may not lead to correct results in some cases during
statistical analysis
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9. BIBLIOGRAPHY
http://indiacurrentaffairs.org/coaching-fee-unaffordable-for-most-midclass-households-study/
http://www.expressindia.com/latest-news/rise-of-coaching-centres-the-parallel-education-
industry/279402/
http://www.zeenews.com/news453521.html
http://journals.cambridge.org/action/displayAbstract?fromPage=online&aid=305554
Marketing Research by NK Malhotra
Marketing Research by Naresh Nagundkar
www.nhindia.com
http://books.google.co.in/books?hl=en&lr=&id=SatjBnj6iNAC&oi=fnd&pg=PR7&dq=E
+learning+pedagogy&ots=oSbbP2jl9E&sig=eVD_8TZcSYCWGJCJxZXu9jXjVhA
http://deposit.fernuni-hagen.de/1922/1/ZP_121.pdf#page=14
http://www.jstor.org/pss/747625
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10. APPENDIX
10.1 Questionnaire
1. Which school are you from ? * ______________________________________ 2. Which Program have you enrolled for ? *
2 Year Program
1 Year Program ( 12th Studying)
1 Year Program (12th Pass Out)
3. What was your percentage in the last declared results ? * Less than 50 50-59 60-69 70-79 80-89 90-100 4. How do you rate the following factors which you might consider while selecting an institute ? *
1-- Least Important 5-- Most Important
1 2 3 4 5
Faculty
Past Record
Word of Mouth ( Friend , Family
Opinion, Feedback from Seniors etc )
Physical Evidence (Classroom , Study
Atmosphere, Infrastructure etc. )
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Course Structure
Fees
Location
Brand Name (Reputation)
Distance from home
5. How do you rate IIT Study Circle on the following factors ? *
Poor Average Good Very Good Excellent
Quality of Study Material
Infrastructure ( Classroom
, Air Conditioner etc)
Test Series
Faculty
Discipline
Other Value Added
Services
6. What type of marketing do you think has affected you more in your selection ? *
You can choose multiple options !!
Word of Mouth
School Seminars
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Canopy Marketing
Counseling at the center
Print Advertisements
( Newspaper , Magazines)
Banners/Hoardings
Pamphlet Distributions
Name __________________________________________ Gender :: Male Female
Family Income * Less than 4 Lakh 4 - 8 Lakh Above 8 Lakh
Any other suggestions for this centre ?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
10.2 Organization Profile
1.3.1 The Shriram Group The Shriram Group is one of the oldest and most respected business houses in the country,
having vast experience and nationwide operations in a wide variety of sectors from textile to
engineering, to finance to education.
The Shriram Group, India has a well-established presence in the Education Sector in India, with
established colleges like Shriram College of Commerce (SRCC; rated as one of the premier
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institutes in India, affiliated to the Delhi University), Lady Shriram College (LSR; rated as one
of the premier women colleges in India) and Shriram Institute for Industrial Research (SRI;
an independent, self sustaining, not-for-profit multidisciplinary contract research institute
conducting research and development in the areas of special significance to industry, government
agencies and other organizations which is committed to develop, innovate, analyze and apply
technology for products and processes).
It has shown exemplary leadership in the national context by introducing some of the leading
fortune 500 companies in India. To name a few, Toyota of Japan, Daewoo of Korea who have
over the years set-up automobile manufacturing facility in joint venture with shriram group.
Benetton of Italy, a well know brand in fashion arena was introduced in India by this group to
reach great heights of popularity.
1.3.2 New Horizons Worldwide Limited
New Horizons Worldwide Limited is one of the fastest growing Fortune 500
Companies in the world, and is based out of California, USA. With more than 200
Centers, 2000 classrooms and 2700 teachers in 60 countries, it provides high quality computer
training programs to students across the world.
VISION
To be among the top-five knowledge corporations in the world.
MISSION
To provide world-class, innovative, effective and customized knowledge products and services
to local markets globally.
• Started its operation in the year 1982 and since then it has steadily grown to become the
largest provider of IT Trainings.
• New Horizons India Ltd.-a tie-up between New Horizons World Wide Inc., USA &
Shriram Group of India.
• World-class facilities, specialist faculty, widest range of courses covering entire IT
learning space and technologies.
• New Horizons has employee strength of over 6000 with 350 centres comprising of over
2800 class rooms spread over 60 countries
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• Each year imparts more than 3 million days of training worldwide through a variety of
flexible training programs.
• New Horizons India Ltd has trained more than 500K+ people as a part of its capacity
building initiative over the last few years.
NHElite is a joint venture between two globally renowned organizations; the
Shriram Group and New Horizons Worldwide Limited.
IIT Study Circle
It focuses on preparing students for IITJEE/AIEEE and other state level engineering entrance
examinations. It has a formidable faculty panel of some of the most well-known names in the
IITJEE coaching industry and a presence in over 19 locations across India
Knowledge Horizon
It focuses on school-integrated supplementary test prep education programs targeted at CBSE
VIII - XII, NTSE and various Olympiads, CA-CPT, BBA/BBS, HM, CLAT, etc. It has a
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presence in over 23 locations across India and has academic associations with some of the most
prestigious schools of the country.
Knowledge Horizon Chiron
The latest brand introduced by NHELITE, is dedicated to preparing students for pre-medical
entrance examinations.in AIPMT Preparation