The Mckinsey 7S Framework and School Branding: An Exploratory Study at Private Islamic Elementary School

Abstract

<p><span lang="EN-US">The purpose of this study is to investigate the Mckinsey 7s Framework and its effect on school branding in the Islamic private school. </span><span lang="EN-US">The data collection method used observation, interview, and document study techniques. The primary data sources were from the school principal of Sokonandi Muhammadiyah Elementary School of Yogyakarta, while the secondary data sources were 7 teachers, 2 staffs, and school stakeholders. The data were analyzed using Miles & Huberman’s techniques, namely; data reduction, data presentation, and drawing conclusions. The results showed that 1) Shared values with the tagline </span><span lang="EN-US">“</span><span lang="EN-US">Smart, Religious, and Fun</span><span lang="EN-US">”</span><span lang="EN-US">, 2) The school</span><span lang="EN-US">’</span><span lang="EN-US">s strategy in branding creates multi-intelligence students and realizes the vision and mission of Muhammadiyah</span><span lang="EN-US">’</span><span lang="EN-US">s goals, 3) Organizational structure for the development of school branding with varied coordinating fields, 4) School skills in making</span><span lang="EN-US"> a comprehensive management information system, 5) Prioritizing quality-based-learning in every recruitment, 6) facilitating all teachers’ or staffs’ competences, 7) The principal uses two-way communication method</span></p>

Qualitative study on private school branding in Indonesia: Identifying barriers and strategies for school branding

“…There are various private schools ranging from elementary to secondary education, which are the subject of this article. Given that school branding is very important for the survival of private schools (Ainunnisa, 2022), then an analysis of articles from various levels of education is carried out in order to obtain conclusions that can represent it in general. Table 1 shows data on private schools in Indonesia which have experienced a decline due to operational closures and unable to compete with other schools in the last three academic years (2020-2022).…”

“…As a result, private schools must exert additional effort to become known to the public and ultimately appeal to parents and students, encouraging them to choose private education (Suardi et al, 2021). One way that private schools can maintain their existence is through school branding (Ainunnisa, 2022;Dimartino and Jessen, 2014;Gulla, 2015;Varadarajan and Malone, 2018). Branding is a way of building perceptions and positioning a product (Pratisthita et al, 2022;Holmberg and Strannegård, 2015;Hung and Fu, 2010;Nguyen et al, 2021).…”

“…This policy significantly affects the enrollment process in private schools, as they face challenges in attracting new students. Ainunnisa (2022) noted that this policy particularly complicates branding efforts for private schools, as most students are already enrolled in public schools.…”

“…Community insight: The shortage of private schools is a huge variation in quality. Unlike public schools, which receive a larger injection of government funds, private schools depend more on funding from students' parents (Ainunnisa, 2022;Hapsari and Wardana, 2023). If the community is not active in seeking information and private schools do not have the media to disseminate information about the advantages possessed by their schools, then the public's knowledge of these schools is also not good, causing information inequality, which results in the lack of of private schools among the public (Nguyen et al, 2021).…”