City University

WHY NIGERIAN PRIVATE SCHOOLS STRUGGLE TO SURVIVE DESPITE IMPRESSIVE MARKET CONDITIONS

Here're some paradox that should trigger an emergency board meeting in your school:

• Out of the 220 licensed universities in Nigeria, 111 (50% +) are private
• More online universities and foreign schools now in the race
• Below 10% (5.31% in 2019) total enrollment share for the 111 private universities
• Below 350 students enrollment in some of the private universities; even as few others hit 10,000 + students.

This, in a country where over 1 million qualified JAMB applicants are denied admission yearly, is scary.

Yes, we're aware of the economic reality - over 70% Nigerian families living below the poverty line. And you're now competing for the 30% who can afford your fees.

But why do part of the 30% prefer to cross the Nigerian border to study in the neighboring countries with lower facilities and at higher costs in some cases?

Yet your school that has met the licensing fees, NUC Accreditation requirements, among other conditions running into billions of Naira; struggle with near empty classrooms.

Thus, you cannot generate sufficient IGR for salaries, facility maintenance, accreditation renewal, and development - causing staff strikes, further damaging the institution's reputation and enrollment potential.

Even as a 2021 brand visibility study rated Nigerian private universities higher, a blend of digital marketing for engagement, and market activation for conversion handled by seasoned marketers was found to boost enrollment in private universities of small West African countries.

A recent audit of the websites and social media handles of 10 private institutions in Nigeria revealed more worrisome marketing concerns:

* Zero unified brand identity – multiple house colors, incoherent logos, no recognizable tone

* Admission-heavy messages – constant sales banners blocking pain-point messages

* Flat digital storytelling with lifeless welcome messages, no emotional connect

* No functional marketing-led narratives – only notices

* Dead newsletters, disjointed social media, zero lead nurturing

They mastered NUC regulatory compliances but failed Brand Positioning 101.
- Built impressive facilities but managed invisible brands
- Focused on regulatory boxes while ignoring market psychology
- Made claims but failed to prove them

Here are three Questions for Your Next Strategy Session:

1. Why do prospects enroll in less-equipped universities abroad instead of your state-of-the-art campus?

2. When next the 1+ million rejected students search for alternatives, will your institution appear in their consideration set?

3. Are you solving the enrollment problem or entertaining the audience?

The opportunity is massive. The demand is proven. Your infrastructure is awesome.

What's missing is strategic positioning that transforms the education hunger into sustainable enrollment. The good news: you may need no extra budget.

If Harvard, Oxford, and NYU still engage professional marketers to position their brands and drive enrollment, despite billion-dollar endowments and global prestige, brand positioning cannot be an alternative to your institution now the demand and supply gap in admission is fast closing.




U. Chris Nwokoro PhD has helped schools across West Africa transform compliance achievements into enrollment success through strategic brand positioning.
You may like us to talk.

RE - SCHOOL FEES: WHAT YOU DIDN'T KNOW

Chris Nwokoro, PhD

At a time when over 60 foreign investments were reported to have left Nigeria, one of the giants in British education settled for Nigeria and had so far invested over $150 million in the country. Charterhouse Lagos, modeled after Charterhouse UK runs a primary school and is currently admitting students for secondary. The Lekki Lagos location, and the facilities already in place reflect the vision and the aspirations of Charterhouse in Nigeria and Africa at large.

Bringing Charterhouse to Nigeria at this time is a rare achievement for the government. It has created hundreds of jobs for Nigerians, and like most British investments, it pays the British salary structure. The school is already serving as a benchmark for measuring standard in academic facilities at its level which is very essential for the development of the sector. It has redefined the landscape of its location attracting excellent infrastructural development; hosting premium sporting, cultural and academic seminar/workshop events; strengthening the weak country's currency as it controls capital freight occasioned by buying hard currencies every season to pay our children's school bills abroad.

Since human capital is major in knowledge sharing business, Charterhouse has been recruiting from Nigeria and the advanced countries top performing teachers and administrators to man the tools and give our children tomorrow’s education today. And this is essential as Nigeria wants to catch-up with the fast evolving world. It's also observed that the school targets students across Africa and the rest of the world as could be seen in its world inclusive programs. The dangers in training African children at the level in foreign countries far outweigh the gains according to study reports. That formed the reasons some parents withdrew their kids studying abroad for admission in Babcock primary/secondary school early years.

On the complaints by few Nigerians about Charterhouse fees, some accusing the Government of not regulating the school fee structure. Let's be reminded that the market forces regulate prices in any free market economy, not the government. Government roles include sourcing for investors and wooing them to invest, providing them with attractive incentives and an enabling environment including policies for their survival and growth.

We should learn from Babcock University and Zenith Bank, two institutions that entered the stiff competitive markets with “unaffordable” entry prices. Babcock University, the first licensed private university in Nigeria was launched into the Nigerian tertiary education market with an entry fee structure that looked outrageous to many Nigerians. Most people wrote them off wondering how they could compete with the government universities with their scanty infrastructure and resource hands. Zenith Bank came into operation in the early year 2000s with a minimum account opening capital of about #250,000 when most banks were charging as low as #10,000 to open an account. Zenith and Babcock have not only redefined banking and university education in Nigeria, they've remained market leaders in their respective sectors till this day.

The bottom line that decides the pricing strategy to adopt in setting price for top brands is influenced by many factors including the market forces, essentially demand and supply. Some of the popular pricing strategies - cost-based pricing (government taxes inclusive), competition-based pricing, and value-based pricing - are far beyond common knowledge. Until one studies all that are involved, one may not be able to adduce meaningful arguments on pricing matters.

Charterhouse school fees is about #26 million for primary 1 - 2 per annum. The fees cover three terms of an academic session. This translates to #8 million per term. Divide this by #1,600 Naira value to $1, we have $5,000 school fees per term. The next step is to find out the fee structure of Charterhouse UK and any other school of the class and compare. Here in Nigeria, media reports document that one or two other top schools have been charging between $28,000 - $32,000 ( - ) before Charterhouse came on board. I've worked with an institution that has two of its sister institutions billing $34,000 per session, I understand what’s involved in their billings.

Hundreds if not thousands of Nigerian kids studying in top schools abroad contribute to the depreciation of the Naira as the demand for Dollars rises each season during their school bills payment. The presence of these top schools in Nigeria reduces the number of Nigerian kids traveling to study abroad, reduces the high demands for hard currencies, and has a large portion of the funds retained in Nigeria. Interestingly, Charterhouse bills are paid in Naira.

To wrap up, years back, an advertising brief disclosed that the premium brands of beer that sell twice the price of the lower brands are of same nutrients but while premium brands wash brewing thanks about twice yearly, the lower brands wash about ones. What about the bills in 7 star hotels that run 10 times higher than the open market rates?

Part of what premium brands earn are used in sustaining the brands offerings. Investors factor in beyond the ordinary before setting their product's price. If a feasibility study, for instance, shows that a brand's target market drive their kids in bulletproof vehicles and are willing to pay their school for such services, how valid will any evaluation that's ignorant of that arrangement be? How valid will my report on billings be if I don't know the value of the insurance covers of the product?

If I don't have the financial power to patronize a brand, wisdom and decency demand I ignore the brand and patronize the ones I can afford to avoid the brand’s target audience rising against me. Or how would the consumers benefiting from the extra values the brand offers view my attacks on their favorite brand?

CAN MICROCHIPS REPLACE SMARTPHONES IN AFRICA? Or, Is this another Silicon Valley Game?

Smartphones in Africa aren’t just phones.
They’re banks, schools, offices, and TVs, camera, video recorder, Editing suits, music box, touch light, time keeper- all in one.

From Lagos to Monrovia, this single device powers the everyday hustle.

Now Silicon Valley billionaires want to replace it with microchips, tattoos, implants, and brain interfaces. Right inside your body.

But here’s the problem:

You can’t implant a solution in a broken infrastructure.

No steady power
No stable internet
Low literacy rate
No trust.

This is far from being a tech issue, it’s a marketing miss.

How? Because great innovation doesn’t ignore:
Culture
Context
Cost
Convenience

Smart brands don’t chase buzzwords.
They solve real problems for real people in real markets. That's why Dangote, with all the unfavorable remarks over building a refinery when the world said it's going fossil gas, thrives.

If you want to win in Africa's 1.4 billion markets with over 750 million non smartphone owners:
Start developing affordable smartphones that meet the market needs - not science fiction.

And I ask: Would you trade your phone for a chip under your skin?
Drop your thoughts in the comments.
Let’s talk real marketing innovation - not marketing theatre.



Chris Nwokoro PhD, ghostwrites on brand marketing

Uche C. Nwokoro (Ph.D) - City University | LinkedIn Chris is a result driven marketing expert -delivering creative and media solutions that raise conversion curves making brands look good and smell good. This he achieves by integrating his skills in Ghostwriting, Graphics Design, and Media Strategy that distinguish him in creative and strategic think...

How to sell value, not products, to win in competitive markets | Uche C. Nwokoro (Ph.D) posted on the topic | LinkedIn STOP SELLING PRODUCTS, SELL PRODUCT BENEFITS WHEN COMPETING BUSINESSES UNDERPRICE YOU Have you ever wondered why Coca Cola never promote the ingredients of its soft drinks? Why Red Bull doesn't market its caffeine content? Or, why the old Ragolis Water promoted spring -the source of its water in...

FIXING MARKETING CRACKS
Why Integrating Traditional and Digital Advertising is the Future

From inception, advertising has revolved around media and brand storytelling. Traditional advertising, often seen as "the truth well told," relies on rigorous screening processes and credibility. Messages are vetted by ad agencies, clients, regulatory bodies, and media houses before they're published. This process ensures believability and brand endorsement

Digital advertising, though revolutionary and vibrant, faces credibility concerns. From misinformation to data breaches and AI-assisted fraud, digital media has its pitfalls. Yet, it excels at real-time audience engagement, advanced targeting, and measurable ROI.

Both approaches have unique strengths, and integrating them offers the best of both worlds. But as I observed during a recent 16 - month skills upgrade in Social Media Marketing, Ghostwriting, and Graphics Design, there are troubling trends.

There are no traditional advertising contents in most of today's “masterclass” training programs. Most trainers are toddlers with little or zero skills in traditional advertising. To this end, they admit candidates without even a school certificate into copywriting and graphic design classes. With these, we need not ask the cause of the surge of junk contents in the digital media space. The output of course, is the numerous unbranded startups with weak media strategies. These explain the widening gap between digital and traditional advertising.

As we commence discussion on the unhealthy trends; the question is no longer whether to choose between traditional and digital advertising - it’s how to effectively integrate both for sustainable brand growth.

Why Integration is Non-Negotiable

Amplified Brand Awareness and Engagement:
Traditional advertising builds brand credibility, while digital drives real-time engagement and conversions. Together, they create a seamless consumer journey.
Coca-Cola (139 years old) remained a market leader 100+ years before the emergence of Digital Advertising and has sustained its lead in this era, using this strategy.

Consistent Messaging Across Platforms:
Integration ensures that brands tell a cohesive story, reinforcing brand identity and consumer trust across different touchpoints.

Enhanced Data and Analytics:
Digital insights can shape traditional campaigns, while traditional media's proven reach supports digital optimization for maximum impact.

Cost and Resource Efficiency:
Merging strategies reduces duplication and optimizes campaign investments, ultimately driving better results.

Greater Creative Flexibility:
Brands can adapt traditional campaigns into dynamic digital formats and leverage digital learnings for impactful traditional storytelling.

Call for Integration

The advertising ecosystem needs a balanced approach. Traditional media remains vital for mass reach and brand trust, while digital provides engagement and performance tracking in real time. To stay relevant and impactful, brands must embrace both strategies as complementary forces.

What’s one marketing challenge your product is currently facing? Do you agree that integrating Digital and Traditional Advertising is the way forward? Let's discuss!

Uche Chris Nwokoro PhD
(Marketing Consultant)

Reflecting on the suspension order on private university degrees from Benin and Togo

For our children in private universities in Benin and Togo By CHRIS NWOKORO ACCORDING to Ministere De L’Enseignement Superieur Et De Recherche Scientifique, Republique Du Benin; Guide D’orientation Universitaire 2020-2021, there were about 74 listed private universities in Benin in 2021. By 2024 the media reported that 45 universities operated in Benin ...

Admission is now open for 2024 Academic Session @ 50% discount for African students

15 lessons from Power Play: Tesla, Elon Musk, and the Bet of the Century by Tim Higgins:

1. Take risks. Tesla was a risky venture from the start, but Elon Musk and his team were willing to take the plunge. They believed in their vision and they were willing to put everything on the line to make it happen.

2. Be persistent. Tesla faced many challenges along the way, but Musk and his team never gave up. They kept fighting for their vision, even when things seemed hopeless.

3. Innovate. Tesla is known for its innovative products and technologies. Musk and his team are always pushing the boundaries of what is possible.

4. Be customer-centric. Tesla is focused on creating products that customers love. They listen to their customers' feedback and they use it to improve their products and services.

5. Be vertically integrated. Tesla has control over its entire supply chain, from the design of its batteries to the manufacturing of its cars. This gives Tesla a competitive advantage and allows it to move quickly.

6. Be data-driven. Tesla uses data to make decisions at all levels of the company. This data-driven approach helps Tesla to be more efficient and effective.

7. Be transparent. Tesla is transparent with its customers and investors. They share their successes and failures openly.

8. Be ambitious. Tesla has ambitious goals, such as accelerating the world's transition to sustainable energy. Musk and his team are not afraid to dream big.

9. Be passionate. Musk and his team are passionate about Tesla's mission. They are driven by a desire to make a difference in the world.

10. Be adaptable. Tesla has had to adapt to many changes over the years, from the changing automotive landscape to the COVID-19 pandemic. Musk and his team have shown that they are able to adapt and thrive in the face of adversity.

11. It's important to have a strong team. Musk is a brilliant visionary, but he couldn't have built Tesla without his team of talented and dedicated employees.

12. Culture matters. Tesla has a strong culture of innovation and risk-taking. This culture has helped Tesla to achieve success.

13. It's important to have a clear vision. Musk has a clear vision for the future of Tesla. This vision has helped to motivate and inspire the team.

14. It's important to be able to communicate effectively. Musk is a master communicator. He is able to clearly articulate his vision and inspire others to believe in it.

15. It's important to be able to execute. Musk is a skilled executor. He is able to get things done, even in the face of challenges.

Power Play is a fascinating story about Tesla's rise to prominence. It is a story that is full of lessons for entrepreneurs and business leaders alike.

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