Analysis of MDX Business School’s Marketing Tactics
MKT3014
Gonçalo Maria de Sampaio Gomes | M00721569
Executive summary
Middlesex is a higher education institution in London whose core service is
teaching, also offering facilitating supplementary services like UniHelp and
enhancing supplementary services like extracurricular events, mentoring and
consulting. The university currently teaches utilising its Hendon campus and,
because of the COVID-19 pandemic, provides students with online classes. As
distance learning can make it difficult to ascertain student needs, classes need
to be made more interactive and effective, utilizing more efficient technology.
The cost of studying at the university is value-based and is on par with most
universities, although the cost of tuition during the pandemic could be argued,
as students are not using most of the university’s facilities while at home.
When it comes to promotion, Middlesex benefits from word-of-mouth, studentgenerated content, and social media advertising. By incentivising usergenerated social media content, success stories, and launching referral
campaigns, the university can further its promotional efforts.
The university currently has 1,016 academic staff and asserts itself to have an
inclusive culture and intention to eliminate discriminatory biases, while
empowering staff development and including them in decision-making.
Tutors are the ones with most contact with the students during the service
process, although this contact has declined due to the world pandemic, which
might have negative implications in the student’s perceived satisfaction. By
getting a more technologic-centred training, in face of the current situation,
tutors can help students be more engaged and communicative in online classes.
The university campus is both timeless and modern, which helps with the core
service’s intangibility, as associating the campus with the service clients are
being provided with makes it more tangible. Despite this, studies have shown
that physical environment and academic performance aren’t influenced by each
other, while characteristics such as overall degree of pleasure are.
Introduction
Middlesex University (http://mdx.ac.uk) is a higher education institution located
in Hendon, northwest London.
Middlesex University, as any other university falls under mental stimulus
processing. One of the biggest challenges that universities face is its intangibility
and inseparability. Education, being a university’s core service, is intangible and
inseparable, which can make it difficult for clients (students) to ascertain its
benefits
while
they
are
making
use
of
them.
Furthermore, universities have high credence attributes. A prestigious university
may draw the brightest applicants which move on to be extremely successful
professionals. Yet it is difficult to know if their advantage is an effect of
association with a prestigious brand, being in a high functioning cohort, or that
their academic training created this difference.
Middlesex University is a technology facilitated service. Now more than ever,
since the start of the COVID-19 pandemic, technology has become a vital
platform for classes to be taught through.
This report serves as an analysis of the university’s marketing mix. At a further
stage, proposals for each component of the mix are offered, all of them being
supported by academic and reputable articles.
Analysis of marketing tactics
Product
The core service provided by MDX is teaching, where students come to study
various branches of advanced learning.
Middlesex prides themselves as one of the most international universities in the
UK, with 44.3% of students coming from outside of the country and representing
over 150 nationalities. The university uses that in their favour with the aim to
differentiate themselves from other universities in the UK.
Middlesex University seems to be on par with its competitors when it comes to
the services it offers, although the efficacy of such services might be difficult to
measure. Educational institutions have credence attributes, therefore the
success (or failure) of previous students at the university might not directly be
attributed to their academic training.
When it comes to facilitating supplementary services, MDX make information
regarding various topics available online on their website, and also allow
students to consult employees hired to help them with any issue they might
have, either in university grounds or through its UniHelp services.
Middlesex University also offers enhancing supplementary services, like extracurricular events organized by the university throughout the year, waiting and
lounging facilities, and coaching, mentoring and consulting services.
Place – Distribution
The university grounds seem to be suitable for the number of students enrolled
and their different study sectors. Middlesex is considered a modern university,
with state-of-the-art classrooms and amenities which allow for a pleasant place
for students and tutors to be in.
Moreover, student halls, bus and tube stations located close to university make
it extremely accessible for students to be present in class, regardless of where
they are travelling from.
Despite this, and considering the current COVID-19 pandemic, online classes
provide the students with the option of studying from their home. Although
studying from home can undermine productivity for some people, giving
students the option to study where they feel most comfortable makes their
opinions feel valued to the university administration.
Pricing strategy
The cost of studying at Middlesex University is £9250 per year, as most UK
universities’ course fees and the university practises value-based pricing.
By allowing students to incur a student loan and not pay tuition up-front, higher
education becomes more accessible to a higher rate of the population.
Of course, the cost of tuition could be argued, especially during COVID times,
where students are not using most of the university’s facilities and amenities
while studying from home. Despite this fact, this problem involves every UK
university practising the same fees as Middlesex University, and therefore is not
exclusive to the case being analysed.
Promotion
As a lot of other institutions, Middlesex also benefits from word-of-mouth,
whether it be from current students, previous students or even tutors and
university administration. Given that most of the prospective clients of a
university are present on social media, this can be an excellent tool to stimulate
interest. MDX utilizes a lot of its current alumni to attract prospective students
through its social media, specifically Instagram. The university hosts Q&A
sessions and “student takeovers” so people interested in pursuing an education
at Middlesex can hear about its perks through people who are currently
benefiting from them.
Furthering the use of social media in its promotional efforts, Middlesex could
incentivise user-generated content, which can create more exposure to the
institution.
Launching a referral campaign could also be a great strategy to incentivise
word-of-mouth, by giving current students some sort of gift when referring a
prospective client to the university.
People
Regarding the core service for Middlesex - teaching, and assuming there is a
different tutor for each module, every student cycles through 6 different tutors
in a year, which for a 3-year course would amount to 18 different tutors. In total,
Middlesex University comprises of 1,016 academic staff and 748 professional
service staff (Middlesex University, 2021a) and asserts themselves to have
inclusive culture and an intention to eliminate gender bias and increase diversity
at all levels. (Middlesex University, 2021b).
Overseen by a Board of Directors, employees are empowered by staff
development and inclusion in decision-making. (Middlesex University, 2021a)
Due to the COVID-19 pandemic, university professionals might not feel entirely
comfortable with their teaching, as face-to-face learning differs a lot from online
learning, and might feel the need for training in an effort to bridge the gap.
Service Process
For a university student to utilize the core service (learning in classes), all
timetables have to be updated with correct times and locations, all material
needs to be available online for the student to access, and during class times,
the attendance has to be captured. All these points are taken care of backstage,
which are depicted in the Appendix.
Tutors are the figures that are in most contact with students during the service
process. Although, due to the current situation, this point of connection has
declined, as most students don’t interact with the tutors during online classes,
which in turn might have negative implications in the student’s perceived
satisfaction and academic performance.
Physical environment
Middlesex University has a very intriguing design. On the outside, the façade is
extremely classic and timeless, and, on the inside, it is modern and recently
renovated, giving the university an interesting duality between the old and the
new.
The interior is spacious, and the buildings are well separated by faculty in a
cohesive manner. Among the library, the quad and the other different sitting
areas, the university gives students many options to study or lounge in between
classes. All spaces are light in colour and very well-lit both with artificial and
natural light, which enables productivity.
Physical environment, in this instance, helps education, an intangible service,
become more tangible, as there is a physical space that clients can associate
with the service they are being provided with.
Proposals
Product
In the age of COVID, where online learning is more common than it was 2 years
ago, the way classes are taught and schedules are set should reflect the current
situation.
Studies have shown that for students and teachers, one of the biggest
advantages of the practice of online learning was the flexibility: students felt like
they had more time, not only to complete assignments or teaching materials,
but also for themselves. (Weldon et al., 2021)
Regardless of the course type (online or traditional), tutor presence, contact,
and feedback are critical indicators of students' reported course success and
learning (Hurlbut, 2018) and should therefore be taken into account when
moving forward into a post-pandemic world, where a hybrid style of teaching
could be maintained.
Place – Distribution
In the times of COVID-19, where student experience relies mostly, or solely in
some cases, on distance learning, it can become extremely difficult to ascertain
student needs. Transitioning university students from in-class to online learning
hinders the both the synergy between professors and students and amongst
students themselves. (Becerra, 2021)
In order to make online learning more effective in these difficult times, we must
concentrate on more efficient technology usage, that is, technology that has low
procurement and maintenance costs but can effectively aid educational
activities. (Dhawan, 2020)
Pricing strategy
Higher education pricing is a critical factor for higher education institutions.
While reduced costs may attract lower-income students to apply to a university,
they may also serve as a warning that the educational experience will be of
inferior quality, discouraging some potential students who desire a high-quality
education. Studies (Al-Alak and Alnaser, 2012) reveal that high quality
education is important in students' decisions about which higher education
institution to attend. A high price, when paired with high-quality facilities and
teachers, may contribute to high-quality impressions among students and rating
agencies. (Wright, 2015)
This may, in fact, result in higher inelastic demand for college or university
courses, resulting in increased income when costs are raised. A higher-priced,
higher-quality technique may be optimum in targeting a certain demographic of
potential pupils.
Middlesex University has a competitive price but, on the other hand, a lower
ranking than many other universities in the UK (Times Higher Education, 2021),
which could make some students feel that its value doesn’t equal its respective
price. Therefore, other areas such as promotion should work in order to bridge
that gap.
Promotion
Most higher education advertisers see digital advertising as a significant
potential and getting the reach right is the core of any well-designed, wellexecuted digital media campaign. (Cordero-Gutiérrez and Lahuerta-Otero,
2020)
People's personal life are heavily reliant on information and communication
technology tools and social networking sites. Such tools are also increasingly
being used in learning and teaching contexts, owing to the fact that current
generations of higher education students have grown up in Internet and digital
technology-dominated surroundings. They developed good digital abilities as a
result of their early exposure, and they utilize social media for typical, daily tasks
such as communication, information searching, social interactions, purchasing,
and education. (Sarkane and Seilis, 2017; Cordero-Gutiérrez and LahuertaOtero, 2020)
Future higher education students want to obtain information on study programs
in a timely and convenient manner, which in most cases is over the internet.
(Sarkane and Seilis, 2017)
Several studies have demonstrated the efficiency of digital marketing methods,
such as social media advertising, in promoting higher education products.
(Poddar, 2020)
Graduate evaluations and success stories, employer reviews, and student work
during studies are the most common techniques for higher education
advertising on the internet. (Sarkane and Seilis, 2017)
Advertisements for each program should be tailored to showcase the program's
merits. However, program marketing should also reflect the general posture of
the university. (Hemsley-Brown and Oplatka, 2006; Lowrie and Willmott, 2006)
Organizations in higher education should prioritize efficiency above making an
impact on the proper audience. (Cordero-Gutiérrez and Lahuerta-Otero, 2020)
People
Given the inevitability of the current situation, it shouldn’t be ignored that the
way learning is taught today should be different than how it was 2 years ago.
Over the years, teachers have grown accustomed to traditional instructional
approaches such as face-to-face lectures and should, therefore, be trained in a
technologic-centred approach to accommodate this new type of learning, as the
improvement of student learning can only rise with the quality of a teacher’s
professional development. (Rybakova et al., 2021)
Service Process
It has been shown that loneliness and learning exhaustion have a negative
impact on students' overall academic experience and stress perceptions.
(Stoliker and Lafreniere, 2015)
Therefore, university managers, teachers, and executives must be aware of the
significance of socializing in increasing student satisfaction, therefore contact
between students, as well as between students and their professors and
university officials, must be prioritized. (Easa and Bazzi, 2021)
The present transition toward online study as a result of COVID-19 may provide
some insight on the tutor's crucial role in establishing learning environments that
allow students interaction and reduce online study constraints. Training should
take place in order for staff to communicate in a way to facilitate such interaction.
Physical environment
Despite the fact that students tend to blame their academic failure on the
physical surroundings, it has been established that there is no relationship and
no influence between them. (Wilkinson et al., 2013; Akdil Sönmez and Akpınar,
2017)
Other characteristics, such as the students' degree of pleasure and choice of
study, have been proven to have an impact on their average grades. Students'
grades tend to rise as long as they are content with the departments in which
they study. (Al-Alak and Alnaser, 2012; Weldon et al., 2021)
Middlesex University’s physical environment doesn’t show the need for any
major improvement or redesign, and should therefore focus on other
Conclusion
As it has become clear during this analysis, COVID-19 changed the way in
which classes are led.
Although it has been shown that students and teachers both named flexibility
as the biggest advantage of distance learning, loneliness has also had a
negative impact on students’ academic experience. This should make tutors,
who have the most contact with students, prioritise and find new ways for
efficient communication. Processes should change not only while the world is
facing this crisis, but also in a post-pandemic world, where a hybrid teaching
method could be set in place indefinitely, to fit student needs and preferences.
References
Akdil Sönmez, A. and Akpınar, A. T. (2017) ‘The role of physical environmental
factors on university students’ academic performance’, Journal of Human
Sciences, 14(4), p. 4241. doi: 10.14687/jhs.v14i4.5025.
Al-Alak, B. A. and Alnaser, A. S. M. (2012) ‘Assessing the relationship between
higher education service quality dimensions and student satisfaction’, Australian
Journal of Basic and Applied Sciences, 6(1), pp. 156–164.
Becerra, I. (2021) Higher Education: How To Improve The Student Experience
When
In-Person
Learning
Isn’t
Possible,
Forbes.
Available
at:
https://www.forbes.com/sites/forbesbusinesscouncil/2021/05/21/highereducation-how-to-improve-the-student-experience-when-in-person-learningisnt-possible/?sh=10bd6f1a7833.
Cordero-Gutiérrez, R. and Lahuerta-Otero, E. (2020) ‘Social media advertising
efficiency on higher education programs’, Spanish Journal of Marketing - ESIC,
24(2), pp. 247–262. doi: 10.1108/SJME-09-2019-0075.
Dhawan, S. (2020) ‘Online Learning: A Panacea in the Time of COVID-19
Crisis’, Journal of Educational Technology Systems, 49(1), pp. 5–22. doi:
10.1177/0047239520934018.
Easa, N. F. and Bazzi, A. M. (2021) ‘COVID-19 and lack of socialization: does
service innovation become an imperative for universities?’, International Journal
of Disruptive Innovation in Government, 1(2), pp. 82–103. doi: 10.1108/ijdig-112020-0006.
Hemsley-Brown, J. and Oplatka, I. (2006) ‘Universities in a competitive global
marketplace: A systematic review of the literature on higher education
marketing’, International Journal of Public Sector Management, 19(4), pp. 316–
338. doi: 10.1108/09513550610669176.
Hurlbut, A. R. (2018) ‘Online vs. traditional learning in teacher education: a
comparison of student progress’, American Journal of Distance Education.
Routledge, 32(4), pp. 248–266. doi: 10.1080/08923647.2018.1509265.
Lowrie, A. and Willmott, H. (2006) ‘Marketing higher education: The promotion
of relevance and the relevance of promotion’, Social Epistemology, 20(3–4), pp.
221–240. doi: 10.1080/02691720600879806.
Middlesex University (2021a) Our people, Middlesex University Website.
Available at: https://www.mdx.ac.uk/about-us/our-people.
Middlesex University (2021b) Our reputation and impact, Middlesex University
Website. Available at: https://www.mdx.ac.uk/about-us/our-reputation-andimpact.
Poddar, A. K. (2020) ‘Correlation between digital marketing techniques and
Promotion in higher education’, Mukt Shabd Journal, IX(V), pp. 1897–1906.
Available at: http://shabdbooks.com/gallery/211-may2020.pdf.
Rybakova, A. et al. (2021) ‘Using interactive technologies and distance learning
in sustainable education’, E3S Web of Conferences, 250, pp. 1–7. doi:
10.1051/e3sconf/202125007003.
Sarkane, G. and Seilis, K. (2017) ‘Promotion of university study programs using
internet advertising’, SCEE`2017 PROCEEDINGS.
Stoliker, B. and Lafreniere, K. (2015) ‘The Influence of Perceived Stress,
Loneliness, and Learning Burnout on University Students’ Educational
Experience’, College Student Journal, 49(1), pp. 146–160.
Times Higher Education (2021) Middlesex University, Times Higher Education.
Available
at:
https://www.timeshighereducation.com/world-university-
rankings/middlesex-university.
Weldon, A. et al. (2021) ‘Online learning during a global pandemic : Perceived
benefits and issues in higher education’, Knowledge Management & ELearning, Vol.13, No.2. Jun 2021 Online, 13(2), pp. 161–181.
Wilkinson, T. J. et al. (2013) ‘The impact of learning environment disruption on
medical student performance.’, Medical education. England, 47(2), pp. 210–
213. doi: 10.1111/medu.12065.
Wright, R. E. (2015) ‘Marketing of Higher Education: Price and Quality’, The
Journal of Applied Business and Economics, 17(2), pp. 66–69. Available at:
https://proxy.library.upenn.edu:2072/docview/1726793244/fulltextPDF/BD8E8
CBE923D47B6PQ/1?accountid=14707.
Appendixes
Service blueprint
Quiz screenshots
Seminar questions
1. Why do new services often fail? What factors are associated with
successful development of new services?
There are many reasons that can explain the failure of new services. For
example, the administration can be improperly defining the service,
therefore not understanding the needs and wants of the consumer, which
can, in turn, result in employing incorrect pricing.
Successful new services differentiate their service from the offering of
their competitors, attain and maintain the client’s trust and properly fit the
service to the correct market they operate on.
2. Why can’t we compare competitor prices £ for £ in a service context?
Prices of rivals and other items on the market cannot be compared pound
for pound. Different aspects and criteria are involved in the rivals' pricing
of their items. The prices established by rivals are determined by the
place and time period in which the items are sold. There are many
expenses associated with the commodity, and all of these costs are
considered while determining the price of commodities.
The pricing of rivals cannot be compared since it is dependent on the type
of product in each segment and the advantage that the customers receive,
which itself cannot be compared.
3. What are the typical design elements of a service blueprint?
The main design elements of a service blueprint are physical evidence,
customer actions, frontstage or visible employee actions, backstage or
invisible contact employee actions, support processes and service lines.
4. Identify the gaps that can occur in service quality
The Gap Model of Service Quality identifies five gaps in service quality:
consumer
expectation,
management
perception,
specifications, service delivery and expected service.
service
quality