MAN 3 Cianjur Marketing Strategy in Increasing the Number of Students
Abstract
This thesis examines the performance paradox at MAN 3 Cianjur, the only State Islamic Senior High School in South Cianjur. Despite significant infrastructure improvements through the 2022 SBSN project, including six new classrooms, the school has experienced a consistent decline in student enrollment over the past five years, dropping drastically from 581 students in 2020 to 385 students in 2024. This study aims to evaluate the effectiveness of the implemented marketing strategy and formulate a new strategy to restore the institution's competitiveness. Using a qualitative research method with a case study approach, data was collected through in-depth interviews with 12 key informants, observations, and documentation studies. Data analysis was conducted using the 7P Marketing Mix framework and a SWOT analysis. The results show that MAN 3 Cianjur's marketing strategy is not yet integrated and tends to be passive. Fundamental weaknesses were found in the Product aspect, where the school lost differentiation due to a monotonous curriculum and the loss of the flagship Tahfiz program. In the Price aspect, the existence of education fees (UDB) becomes a competitive barrier compared to other free schools. Place is the main obstacle because the location of the madrasah is far from the potential student base in the southern region without the support of boarding facilities. Promotion strategies are still conventional and minimal digitalization. In addition, internal problems in the form of a lack of management transparency trigger a decline in public trust. Based on the TOWS Matrix analysis, this study recommends a Turnaround strategy with a WO (Weakness-Opportunity) approach. Priority strategic steps include: (1) Product repositioning through the “MAN Plus Skills” branding that integrates vocational and religious; (2) Building a boarding school to overcome the obstacle of geographical distance; (3) Digitalization of promotions by involving students as ambassadors; and (4) Internal reform through enforcing teacher discipline to restore the institution's image.
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