STRATEGI PEMASARAN JASA PENDIDIKAN DALAM MENINGKATKAN MINAT MASYARAKAT TERHADAP PENDIDIKAN MADRASAH (STUDI KASUS DI MI AL-HUDA KARANGNONGKO SLEMAN DAERAH ISTIMEWA YOGYAKARTA)

Muhammad Hanafi Sidiq, NIM.: 22104090084 (2026) STRATEGI PEMASARAN JASA PENDIDIKAN DALAM MENINGKATKAN MINAT MASYARAKAT TERHADAP PENDIDIKAN MADRASAH (STUDI KASUS DI MI AL-HUDA KARANGNONGKO SLEMAN DAERAH ISTIMEWA YOGYAKARTA). Skripsi thesis, UIN SUNAN KALIJAGA YOGYAKARTA.

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Abstract

This research is motivated by the increasingly intense competition among educational institutions in the digital era, as well as the crucial role of marketing strategies for educational services in madrasahs. The objectives of this study are to identify the marketing strategies implemented, examine their contribution to increasing public interest, and analyze the supporting and inhibiting factors in their implementation. This study employs a qualitative descriptive approach using in-depth interviews, observation, and documentation as data collection methods. The informants consisted of the school principal, the vice principal for student affairs, teachers, the PPDB (new student admission) committee, and parents of students. Data analysis was conducted using the Miles and Huberman interactive model, which includes data reduction, data presentation, and continuous conclusion drawing. To ensure the validity of the findings, the study applied source triangulation by comparing information from various informants, as well as data from observations and documentation. The findings of the study reveal that: First, MI Al-Huda implements an integrated 7P marketing mix strategy. The flagship tahfidz program using the UMMI method, with measurable memorization targets and external examinations, serves as the core product. A tiered fee policy with cross-subsidization reflects institutional inclusivity. Promotional efforts are carried out through visits to more than 50 kindergartens (RA), social media campaigns, competitive events, and word-of-mouth marketing through the PMOG community network. Second, this strategy has successfully increased the number of students from 2 classes per cohort to a total of 18 classrooms overall within six years, reaching 443 students, with applicants coming from Cangkringan, Ngemplak, Kalasan, and even as far as Klaten and Bantul. Third, the main supporting factors include the principal's strong commitment evidenced by his willingness to pawn his car's ownership certificate (BPKB) active parental involvement, standardized programs, and an extensive collaborative network. Meanwhile, the inhibiting factors include fluctuating applicant numbers, intense competition, non-standard older classroom facilities, the stigma of high tuition costs, students' still-insufficient discipline, and the inconsistent frequency of digital promotional content.

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