Traditional and Digital Marketing Strategies on Selected

Private Schools in Manila City: An Analysis

Raymond R. Hung
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines

Lilian O. Saavedra
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines

Mileth M. Villarosa
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines

Rowena V. Lumandas
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines

Tiffany O. Estoesta
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines

*Corresponding author:
Bernardino P. Malang
Graduate School Department
World Citi Colleges
Quezon City 1109, Philippines
berniepmalang@gmail.com

Keywords: Digital Marketing, Enrollment, Manila City, Private Schools, Traditional Marketing

Electronic copy available at: https://ssrn.com/abstract=4460822

 ABSTRACT

This study aims to conduct the effectiveness of traditional and digital marketing strategies employed
by selected private schools in Manila City. In the digital age, where technology and online platforms
have significantly transformed communication and marketing practices, educational institutions must
evaluate the impact of these new avenues on their outreach efforts. The competitive nature of the
education sector requires private schools to adopt effective marketing approaches to attract and retain
students. Traditional marketing methods, such as print advertisements, billboards, and television
commercials, have long been used, while digital marketing techniques, including websites, social
media, and online advertising, have gained prominence with the evolution of technology. However,
limited research has compared the impact of these approaches within the context of private schools in
Manila City. This study utilizes a mix of qualitative and quantitative research approaches, combining
surveys and semi-structured interviews, to collect data on awareness, perception, and decision-making
processes. This study aims to analyze and compare two marketing strategies in terms of their
effectiveness, considering factors such as demographic profile, engagement, techniques, and
conversion rates. The goal is to assist private schools in Manila City in selecting the most suitable
marketing strategy to attract more students. The study's outcomes will enhance comprehension of
successful marketing strategies for private schools and offer valuable insights for school
administrators and marketing professionals to optimize their marketing endeavors.

Background impact. In contrast, digital marketing has

The education sector in Manila City is
characterized by a thriving market of private
schools, offering diverse academic programs
and extracurricular activities to cater to the
need and preferences of students and their
parents. However, the increasing competition
among these institutions necessitates effective
marketing strategies to attract and retain
students. With the rise of digital technology
and the ever-expanding online presence of
individuals, traditional marketing methods
have been challenged by the emergence of
digital marketing techniques. This research
seeks to explore and compare the effectiveness
of traditional and digital marketing approaches
employed by selected private schools in
Manila City.
Private schools in Manila City face unique
challenges in their marketing endeavors.
Parents have become increasingly discerning
in their selection process, seeking schools that
provide quality education and a nurturing and
holistic environment for their children's
development. Moreover, the abundance of
educational options in the city necessitates
private schools to actively differentiate
themselves from competitors and effectively
communicate their unique value propositions
to target audiences.
Private schools have widely used traditional
marketing methods to attract students but often
need more precise targeting and measurable
become popular due to its cost-effectiveness,
broader reach, and enhanced measurability. It
allows private schools to engage with potential
students and their parents in a targeted and
interactive manner using SEO, social media
marketing, email campaigns, and online
advertising.
While studies have shown the advantages of
digital marketing in various industries, there
needs to be more research on its effectiveness
compared to traditional marketing, specifically
for private schools in Manila City. Therefore,
understanding which methods are more
effective in attracting students and enhancing
brand perception is crucial for optimizing
marketing strategies.
The findings of this paper can contribute to the
existing knowledge on marketing strategies for
private schools and provide actionable insights
for school administrators and marketing
professionals in Manila City. By conducting a
comparative assessment, the research will
reveal the strengths and weaknesses of
traditional and digital marketing approaches
within the context of private schools. These
insights will help schools make informed
decisions, allocate resources effectively, and
develop targeted campaigns that resonate with
their audience.
The study "Effectiveness of Traditional vs.
Digital Marketing on Selected Private Schools
in Manila City; An Analysis" aims to bridge

Electronic copy available at: https://ssrn.com/abstract=4460822

the research gap by exploring the impact of
marketing strategies on enrollment and brand
perception. By comparing traditional and
digital marketing, the study seeks to offer
valuable recommendations to enhance
marketing effectiveness, attract more students,
and establish a strong brand presence in the
competitive educational landscape of Manila
City.
Methods
The qualitative research methodological
perspective of analyzing traditional and digital
marketing strategies in selected private schools
in Manila City includes studying and
understanding the subjective experiences,
perceptions, and practices of necessary parties
such as school administrators and marketing
personnel. Qualitative research studies and
assesses societal trends in their natural
surroundings, offering significant insights into
the subject's specific aspects. An outline of the
qualitative research methodological approach
for examining traditional and digital marketing
strategies is provided below:
1. Semi-Structured Interview -
Interviewing important stakeholders in
marketing operations, such as school
administrators and marketing staff,
may provide valuable information.
These interviews should reveal their
opinions, motivations, decision-
making processes, and traditional and
digital marketing experiences. Open-
ended questions may give detailed
responses, enhancing marketing
information.
2. Observation - Directly observing
private school marketing activities and
events may show how the target
audience executes and accepts
traditional marketing strategies like
school fairs, commercials, and
community involvement. Social media
campaigns, website design, and online
ads may also reveal user involvement,
interaction, and efficacy.
3. Thematic Analysis - Thematic
analysis may identify patterns and
trends in traditional and digital
marketing techniques by analyzing
interview transcripts, focus group
recordings, observation notes, and
document analysis findings.
Electronic copy available at: https://ssrn.com/abstract=4460822
Researchers may code the data,
identify emerging themes, and
investigate their connections for
meaningful insights.
These qualitative research approaches will help
us with selected Manila City private schools'
traditional and digital marketing strategies.
This technique evaluates participants'
perspectives, experiences, behaviors,
marketing materials, and activities. This
research might help private schools enhance
their marketing strategies.
Result and Discussion
1. Demographic Profile of the Respondents in
Terms of Business Measurements
1.1 Type of Business
Table 1
Frequency Distribution of the Respondents
According to their Business Type
As shown in Table 1, the Corporation
business type got the highest percentage which
is 80% or sixteen (16) respondents out of
twenty (20) private schools. The second
highest is 15% or three (3) respondents are in
Partnership. On the other hand, the lowest
percentage is 5% or one (1) respondent is in
Sole Proprietorship.
1.2 Number of Employees
Table 2
Frequency Distribution of the Respondents
According to their School’s Number of
Employees Both Teaching Personnel and Non-
Teaching Personnel
 Table 2 shows the percentage of 1.4 Capital Investment
respondents in terms of the number of Table 4
employees they have both Teaching and Non- Frequency Distribution of the Respondents
Teaching Personnel. As shown in Table 2, nine Based on their Capital investment upon
(9) or 45% of private schools have 10-30 start-up
Teaching Personnel the second highest
percentage which is 35% or seven (7) private
schools have 61-100 Teaching Personnel and
20% or four (4) out of twenty private schools
have 31-60 Teaching Personnel.
On the other hand, As shown in Table
2, 55% or eleven (11) out of twenty private
schools have 10-30 Non-Teaching Personnel
the second highest percentage which is 35% or
seven (7) private schools have 31-60 Non-
Table 4 shows the responses of private
Teaching Personnel and the lowest percentage
schools based on their capital investment upon
10% or two (2) private schools have 61-100
start-up. The results showed that nine (9)
Non-Teaching Personnel.
private schools or 45% answered that their
capital investment upon start-up is a
1.3 Revenue Streams
combination of financial, equipment, and
Table 3
human (manpower). The second highest
Frequency Distribution of the Respondents
percentage, which is 30%, or six (6) private
Based on their Revenue Streams
schools' capital investment upon start-up, is
financial. Afterward, 15%, or three (3) out of
twenty private schools' capital investments, are
both financial and equipment. The lowest
percentage is 10%, or two (2) private schools
answered both financial and human
(manpower) as their capital investment upon
start-up.

1.5 Market Share

Table 5
Frequency Distribution of the Respondents
Based on their present market share position
advantageous

Table 3 shows the responses of private

schools based on their revenue streams. The
results showed that eight (8) private schools or
40%, answered that their revenue streams are a
combination of miscellaneous income, service
revenue, and sales revenue. Afterward, 20% or
four (4) out of twenty private schools' revenue
streams, are combinations of miscellaneous
income and service revenue. Meanwhile, three
(3) private schools, or 15% of respondents,
indicated that their revenue streams are service
revenue. On the other hand, sales revenue got
10% or two (2) of the respondents, and the
remaining revenue streams got 5% or one (1)
respondent.
Table 5 shows the percentage of
respondents based on their present market
share position advantageous. From those who
had been surveyed, 90% answered Yes with a
total of eighteen (18) out of twenty (20) private
schools, and 10% answered No with a total of
two (2) out of twenty (20) private schools.
2. Traditional and Digital marketing strategies
in private schools in Manila City

Electronic copy available at: https://ssrn.com/abstract=4460822

2.1 Marketing Strategies
Table 6
Frequency Distribution of the Respondents
Based on their Marketing Strategies
As shown in Table 6, a combination of
traditional and digital marketing strategies
garnered the highest frequency, fifteen (15)
responded, or 75%. Afterward, Five (5)
respondents, or 25% of all respondents,
exclusively use digital marketing, which is the
second-highest percentage. However, no
respondents use only traditional marketing
strategies.
2.2 Traditional Marketing
Table 7
Frequency Distribution of the Respondents
Based on their Techniques in Traditional
Marketing
Table 7 shows the responses of private
schools based on the Techniques they are using
in Traditional Marketing. The results showed
that six (6) private schools or 40% are using
both flyers/Brochures and billboards the
second highest percentage which is 26% or
four (4) private schools are utilizing Flyers and
brochures only Afterward, 13% or two (2) out
of fifteen private schools' advertising
techniques are Newspaper/Magazine,
Flyers/Brochures and billboards. On the other
hand, the remaining Traditional Techniques
got 7% or one (1) respondent.
Electronic copy available at: https://ssrn.com/abstract=4460822
2.3 Digital Marketing
Table 8
Frequency Distribution of the Respondents
Based on their Techniques in Digital
Marketing
Table 8 shows the responses of private
schools based on the Techniques they are using
in Digital Marketing. The results showed that
six (6) private schools or 30% are using a
combination of Search Engine Optimization
(SEO), Social Media Marketing (SMM), and
School Portals the second highest percentage
which is 20% or four (4) private schools are
utilizing Social Media Marketing also the
combination of SEO, SMM, Email, and School
Portal got the same percentage which is 20%.
Afterward, 10% or two (2) out of twenty
private schools' advertising techniques are a
combination of SMM, Email, and School
Portal. On the other hand, the remaining
Digital Techniques got 5% or one (1)
respondent.
3. Ratio engagement between traditional and
digital marketing.
Table 9
Frequency Distribution of the Respondents
Based on their ratio engagement between
traditional and digital marketing
Table 9 shows the percentage of
respondents in terms of their ratio engagement
between traditional and digital marketing. As
shown in Table 9, ten (10) or 50% of private
schools’ ratio engagement between traditional
and digital is 30-70 the second highest
percentage which is 40% or eight (8) private
schools’ ratio engagement is 50-50. the lowest
percentage of 10% or two (2) private schools
ratio engagement between traditional and
digital is 70-30.
4-5. Effectiveness of traditional and digital
marketing.
Table 10
Frequency Distribution of the Respondents
Based on the effectiveness of traditional and
digital marketing
Table 10 shows responses from
administrators of private schools regarding the
efficacy of traditional and digital marketing.
The data showed that 8 private schools, or the
highest percentage of 40%, said traditional
marketing effectiveness is neutral, while 35%
of respondents, or seven of them, said
traditional marketing is effective. In contrast, 5
out of 20 private schools said traditional
marketing is ineffective. On the other hand,
Table 10 demonstrates that 100% or twenty
(20) administrators of private schools agreed
that digital marketing is effective.
6. Marketing and Digital Marketing in
increasing student enrollment in private
schools in Manila City.
Table 11
Frequency Distribution of the Respondents
Based on what is more effective in increasing
student enrollment
Electronic copy available at: https://ssrn.com/abstract=4460822
Table 11 presents responses from
private school administrators answering the
best techniques for increasing student
enrollment. The data revealed that eleven (11)
private schools, or the highest percentage of
55%, claimed that digital marketing is more
effective than traditional marketing. The
second highest percentage, or 40%, or eight (8)
respondents, claimed that both traditional and
digital marketing are effective, while 5%, or
only one (1) private school administrator
claimed that traditional marketing is more
effective than digital marketing.
7. Target Market and reached leads using the
current marketing scheme.
Table 12
Frequency Distribution of the Respondents
Based on their target market and reached
leads using their current marketing scheme.
Table 12 presents responses from
private school administrators answering the
target market and reached leads of their
schools. The data revealed that eight (8)
private schools, or the highest percentage of
40%, claimed that their target market is within
the NCR. The second-highest percentage is
35%, or seven (7) respondents, who claimed
that they are just focusing on the locale of the
school, while 15%, or three (3) private school
administrators claimed that their target market
is up to the neighboring provinces. In contrast,
two (2) out of the 20 selected private schools,
or 10% said that their target reaches globally.
On the other hand, 7 out of 20 schools, or 35%
said that using the current marketing schemes
they have right now reaches the neighboring
provinces. The second-highest percentage is
25%, or 5 out of 20 schools, who claimed that
they reached the neighboring cities or within
the NCR. The other schools agreed that the
remaining reached lead they got using the
marketing schemes they engage with today is
20% or four (4) respondents.
8. Challenges facing Private Schools in their
Marketing.
Table 13
Frequency Distribution of the Respondents
Based on their challenges in marketing.
Table 13 presents responses from
private school administrators answering the
Challenges Faced by Private Schools. The data
revealed that nine (9) private schools, or the
highest percentage of 45%, declared branding
as the challenge they faced. The second-
highest percentage is 20%, or four (4) private
schools, declared competitors’ cause is the
challenge they faced, while 15%, or three (3)
private school administrators declared that
there was no challenge faced likewise 15% or
three (3) private school declared that
insufficient budget as the challenge they face.
On the other hand, one (1) out of the 20
selected private schools, or 5% declared
employees cause as the challenge they faced.
9. Suggestions for Private Schools to enhance
their marketing scheme.
Table 14
Frequency Distribution of the Respondents
Based on their suggestion to reach their leads.
Table 14 shows replies from private
school administrators offering advice to the
Electronic copy available at: https://ssrn.com/abstract=4460822
reached lead. According to the statistics, eight
private schools, or the greatest number of 40%,
recommended using both traditional and digital
marketing. The use of traditional marketing
was advocated by 6 respondents, or 33%,
which is the second-highest number. Digital
marketing was used to gain three private
schools, or 15%, of the total, and another 15%
with no comments being made.
Conclusion
Traditional strategies, such as print media,
billboards, and banners, approach to reach a
broad audience. On the other hand, digital
strategy, including online advertising, social
media campaigns, and content marketing, offer
targeted reach, interactivity, and the ability to
engage with prospective parents and students
on various platforms.
Private schools in Manila can effectively
increase student enrollment by implementing a
strategic marketing framework that integrates
both traditional and digital strategies. The
targeted reach, engaging content, strong
branding, and personalized communication
will help schools reach their target audience,
differentiate themselves from competitors, and
showcase their unique educational offerings.
It is therefore recommended that the below
picture be followed to increase the number of
student enrollment.
Figure 1 – Private Schools Marketing
Framework
 Figure 2 - Suggestion for Private Schools to Enhance their Marketing Scheme
Acknowledgment
We want to express our genuine appreciation
to the following individuals and organizations
for their contributions to the completion of this
research study:
First and foremost, we extend our most
profound appreciation to Dr. Bernardino
Malang for his guidance while conducting this
research.
We are immensely grateful to the Schools
heads or Administrators of the selected private
schools in Manila City for allowing us to
conduct our research study on their school and
giving us their insights about this paper.
Our heartfelt thanks go to Ms. Daisy Dizon -
Arellano University (Consultant) for her
assistance while we gather our data and for her
continuous support throughout the research
process.
We would like to acknowledge the
contribution of the collaborators and
colleagues, Mrs. Princess Cagubatan, MAED,
and Ms. Pauline Pascual, who generously
shared their expertise and provided assistance
Electronic copy available at: https://ssrn.com/abstract=4460822
in data collection, analysis, and interpretation.
Their valuable input greatly enriched the
findings of this research.
We are indebted to the research study
participants who graciously volunteered their
time and shared their experiences. Their
willingness to participate in this research is
deeply appreciated, and their contributions are
vital to the validity and relevance of our
findings.
We would also like to thank Mrs. Princess
Cagubatan, MAED, for their expert advice and
valuable insights that significantly contributed
to interpreting our results.
Our thanks to the administrative staff and
secretariat of the schools for their valuable
time in answering our queries at their school
while we are still gathering data.
Lastly, we want to acknowledge the
unwavering support and understanding of our
family, friends, and loved ones. Their
encouragement and belief in us were
instrumental in our perseverance during the
challenges encountered in this research
endeavor.
Without the contributions and support of the
individuals mentioned above and
organizations, this research study would not
have been possible. We are truly grateful for
their involvement and assistance.
References:
• Anand, A. (2022, June 22). What is
Commoditization and How to Address
It? Retrieved from analyticssteps.com:
https://www.analyticssteps.com/blogs/
what-commoditization-and-how-
address-it
• Bowen D. Jeptepkeny, G. O. (2012,
May). Marketing Strategies that
Attract and Increase Student
Enrollment in Institutions of Higher
Learning: Case of Private Universities
in Kenya. Retrieved from
ir.kabarak.ac.ke:
http://ir.kabarak.ac.ke/bitstream/handle
/123456789/917/bitstream_350.pdf?se
quence=1&isAllowed=y
• Bullen, P. B. (n.d.). How to choose a
sample size (for the statistically
challenged). Retrieved from
tools4dev.org/:
https://tools4dev.org/resources/how-
to-choose-a-sample-size/
• Chika C. Uchendo, I. A. (2015).
Marketing Strategies and Students'
Enrolment In Private Secondary
Schools in Calabar, Municipality,
Cross River, State, Nigeria.
International Journal of Education
and Practice.
• Consolidation Strategy. (n.d.).
Retrieved from bluebox.creighton.edu:
https://bluebox.creighton.edu/demo/m
odules/en-boundless-
old/www.boundless.com/management/
textbooks/boundless-management-
textbook/strategic-management-
12/common-types-of-corporate-
strategies-90/consolidation-strategy-
435-
1454/index.html#:~:text=In%20strate
• Gajic, J. (2012). Importance of
Marketing Mix in Higher Education
Institutions. Singidunum Journal of
Applied Sciences, 30.
• Kalmegh, G. S. (2022). Digital
Marketing Vs. Traditional Marketing-
A Comparative View. International
Electronic copy available at: https://ssrn.com/abstract=4460822
Journal of Research in Engineering
and Science (IJRES), 35.
• Kashani, K. (n.d.). Beyond Traditional
Marketing. Retrieved from
dmmserver.com:
http://www.dmmserver.com/DialABoo
k/978/047/001/9780470011461.html
• Kenton, W. (2022, December 13).
Commoditize: Definition, Examples,
Business Strategies. Retrieved from
investopedia.com:
https://www.investopedia.com/terms/c/
commoditize.asp
• Kohan, S. E. (2021, February 18).
Walmart Revenue Hits $559 Billion
For Fiscal Year 2020. Retrieved from
forbes.com:
https://www.forbes.com/sites/shelleyk
ohan/2021/02/18/walmart-revenue-
hits-559-billion-for-fiscal-year-2020/
• Kotler, P. (1995). Strategic Marketing
for Educational Institutions 2nd
Edition. Englewood Cliffs, N.J:
Prentice-Hall, Inc.
• Marketing Higher Education Using the
7 Ps Framework. (2011). Bulletin of
the Transilvania University of Brasov,
25.
• Nasir, S. (2015). Customer
Relationship Management Strategies
in the Digital Era. USA: IGI Global.
• Nataliya Kalenskaya, I. G. (2013).
Marketing of Educational Services:
Research on Service Providers
Satisfaction. Elsevier B. V. .
• Nuriadi, N. (2021). Jurnal Mahasiswa
Humanis, 111.
• Paul Baines, C. F. (2017). Marketing
Fourth Edition. USA: Oxford
University Press.
• Robert Stefko, R. F. (2015). The Role
of E-marketing Tools in Constructing
the Image of a . Elsevier B.V., 432.
• Singh, K. (2018). Comparative Study
in Between Traditional Marketing and
Digital Marketing. Retrieved from
slideshare.net:
https://www.slideshare.net/Khushpreet
Singh3/comparative-study-in-between-
traditional-and-digital-
marketing?fbclid=IwAR2BnilsBjL5Q
GmzGT3p9OT8-2MST-
hn4sQt8oh6TbH8PZJreGDB7HVhe5c
• Sinha, R. (2018). A COMPARATIVE
ANALYSIS OF TRADITIONAL
MARKETING V/S DIGITAL
MARKETING. Raj Sinha Journal of
Management Research and Analysis
(JMRA) , 243.
• Surbhi, S. (2021, February 9).
Difference Between Traditional
Marketing and Digital Marketing.
Retrieved from keydifference.com:
https://keydifferences.com/difference-
between-traditional-marketing-and-
digital-marketing.html
• Upe, A. (2019). The 1st International
Seminar On Social Sciences And
Development Isssd Proceeding.
Electronic copy available at: https://ssrn.com/abstract=4460822
Indonesia: Universitas Halu Oleo
Press.
• What is a Digital Marketing Platform?
(2022, July 20). Retrieved from
marketingevolution.com:
https://www.marketingevolution.com/
marketing-essentials/what-is-a-digital-
marketing-platform-marketing-
evolution
• Who Are The 10 Biggest Retailers In
The World? (2020, January 9).
Retrieved from forbes.com:
https://www.forbes.com/sites/callyruss
ell/2020/01/09/who-are-the-10-
biggest-retailers-in-the-
world/?sh=543de71d