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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.

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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.

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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:

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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.

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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