Studies have been conducted on analysis of marketing strategies in Newbridge College Malacca during Covid-

19 pandemics. In the beginning of the year 2020, this Coronavirus (Covid-19) started to be transmitted all over

the world which infected virus by breathing. Due to this virus, all the institutions to be closed and conducted all

the education activities via online. This study examines about the framework that covers the Newbridge College

upon selection process for students through marketing and promotional materials during the Covid-19 pandemic.

to rethink how they deliver teaching, learning, and student engagement. In Malaysia, the education sector is not

only central to national development but also a driver of innovation aligned with the imperatives of Industry 4.0.

Ensuring high-quality standards and integrating digital technologies have therefore become critical for sustaining

competitiveness in the global education market. For private institutions in particular, the pandemic intensified

pressures to maintain enrolments, financial stability, and institutional reputation in the face of campus closures

and restricted mobility.

Newbridge College (NBC), a private institution in Malacca, illustrates the challenges and adaptations

heavily on traditional marketing tools such as school visits, education fairs, brochures, and other direct

is known about how marketing strategies were adapted to sustain enrolment during the pandemic. Existing

studies largely address the pedagogical implications of online learning but provide limited insight into the

marketing resilience of private institutions. This creates a gap in understanding how branding, communication,

and student perceptions intersect to influence recruitment during a global crisis.

This study addresses that gap by examining the marketing strategies of NBC during the Covid-19 pandemic.

challenges faced by Malaysian private higher education, the study provides insights into how institutions can

reconfigure marketing practices in response to crises.

The literature review establishes the theoretical and empirical foundations for understanding marketing strategies

in higher education during the Covid-19 pandemic. It explores five interconnected themes: marketing strategies

in education, public relations and social marketing, the impact of Covid-19 on business and marketing,

transformations in higher education, and the role of communication technologies in shaping student experiences.

Together, these strands highlight the dynamics of institutional resilience and adaptation in times of crisis.

Marketing is increasingly recognized as an essential component of higher education competitiveness. Institutions

use branding, service quality, and student engagement strategies to differentiate themselves in an increasingly

saturated education market (Kumar, 2017). Research emphasizes that effective strategies are those that align

institutional goals with shifting expectations of students, parents, and employers. The importance of marketing

positioning.

The review emphasizes a growing shift from transactional to relational marketing approaches. Social marketing

and public relations are increasingly seen as tools to build trust, authenticity, and long-term engagement with

stakeholders (French, 2017). Unlike traditional campaigns focused on advertising and promotion, relationship-

driven strategies prioritize dialogue, transparency, and co-creation of value.

For higher education institutions, this implies moving beyond promotional brochures and events to cultivating

meaningful connections with students and communities. During crises such as the Covid-19 pandemic, the

relational dimension becomes especially critical, as institutions must demonstrate empathy, flexibility, and

responsiveness to stakeholder needs.

For higher education, the crisis highlighted vulnerabilities in enrolment and financial sustainability, particularly

among private institutions. UNESCO (2020) reported that nearly 90% of global students were affected by

closures, while the International Association of Universities survey revealed that around 80% of institutions

expected negative impacts on enrolment. Marketing strategies thus had to pivot rapidly to digital channels,

employing telemarketing, social media, and online engagement in place of physical recruitment events. This

shift underscored both the challenges and opportunities of crisis-driven innovation in higher education

marketing.

The literature also identifies deeper structural changes in higher education. A paradigm shift is occurring from

traditional teacher-centred instruction to constructivist, student-centred approaches that emphasize active

learning, collaboration, and skill acquisition (Romero-López, 2017). Work-based learning (WBL) programs

further highlight the importance of aligning curricula with industry needs, though challenges remain in sustaining

Communication plays a critical role in shaping institutional reputation, student satisfaction, and learning

outcomes. Research highlights that effective internal and external communication enhances trust, facilitates

organizational alignment, and strengthens student engagement (Dévényi, 2016; Sommerfeldt et al., 2019). The

pandemic amplified the importance of digital communication channels, with platforms such as Google Meet,

Microsoft Teams, and social media becoming central to both academic delivery and recruitment.

Social media, in particular, has been identified as a powerful tool for fostering interaction between students and

lecturers. Studies show that platforms like Facebook can enhance collaborative learning, promote engagement,

and build social capital (Balakrishnan & Lay, 2016; Al Rahmi & Zeki, 2017). Nonetheless, challenges persist:

not all students adapt equally well to online learning, and issues such as digital fatigue, limited interaction, and

quality concerns remain significant barriers (Lowenthal, 2020).

and equity.

Despite these insights, gaps remain in understanding how private institutions, especially smaller colleges,

reconfigure their marketing frameworks during crises. Most existing studies focus on teaching and learning

experience, this study addresses this gap, offering a case-based perspective on how branding, communication,

and student perceptions intersect to influence enrolment during the Covid-19 pandemic.

H1: There is a positive relationship between branding strategies (e.g., dual diplomas, scholarships,

affordability) and the effectiveness of marketing strategies at NBC during the Covid-19 pandemic.

H2: There is a positive relationship between students’ perceptions of online learning and the effectiveness of

College (NBC), Malacca, during the Covid-19 pandemic. A qualitative approach was deemed appropriate for

capturing attitudes, perceptions, and experiences of staff and students, particularly in relation to branding

strategies, online learning perceptions, and re-engagement of dropout students. Given the restrictions imposed

individuals (33 staff and 45 students). From this, a purposive sample of 20 respondents was selected, comprising

lecturers, administrators, marketing officers, librarians, and senior students. The sampling strategy was non-

probability and voluntary, consistent with the exploratory nature of the study.

digital channels. Second, while online learning provided continuity, its success was hindered by interaction

challenges and infrastructure issues. Third, dropout re-engagement emerged as a viable growth avenue but

regarding its effectiveness compared with traditional classroom teaching. A common issue was the reduction of

interaction and engagement. Students often felt less connected to lecturers and peers, limiting opportunities for

discussion, collaboration, and immediate feedback. For lecturers, the transition to virtual platforms made it

difficult to assess comprehension and sustain motivation, particularly when students were reluctant to participate

actively in online sessions.

Technical challenges, including unstable internet connections and limited access to devices, further constrained

the effectiveness of virtual learning. Respondents also noted that students were more easily distracted in online

settings, which compromised focus and reduced overall learning outcomes. While online platforms functioned

as a necessary emergency solution, they were unable to replicate the pedagogical richness of face-to-face

learning.

A distinctive contribution of this study lies in the exploration of strategies to re-engage dropout students.

qualifications. Many sought opportunities to enhance employability, acquire new skills, and improve their career

trajectories. This suggests that re-engagement strategies must be designed with attention to both economic

realities and labour market demands. By offering flexible and affordable programmes that balance academic and

vocational outcomes, NBC can expand its market reach, strengthen its inclusivity, and reinforce its role as a

provider of lifelong learning opportunities.

integrated branding innovation, adaptation to online learning, and targeted re-engagement initiatives. Branding

through dual diplomas, scholarships, and affordability served as a foundation for recruitment by presenting a

clear value proposition to prospective students. Online learning, despite its limitations, ensured academic

element of educational quality, accessibility, and inclusivity. The evidence also highlights that crises such as the

Covid-19 pandemic expose institutional weaknesses but simultaneously create opportunities for innovation.

Institutions that can adapt their branding, pedagogy, and outreach strategies are better positioned to sustain

enrollment and enhance their long-term competitiveness.

improvement. In particular, online learning must evolve beyond emergency delivery to become a credible and

engaging mode of education. This will require investment in interactive platforms, professional development for

lecturers, and mechanisms to strengthen student engagement. Similarly, re-engagement initiatives for dropout

students must be systematically developed, marketed, and aligned with labor market needs to maximize their

impact.

positioning, its online learning initiatives ensured continuity despite limitations, and its re-engagement

approaches highlighted new opportunities for inclusivity and institutional growth. These findings contribute to

a deeper understanding of higher education marketing during crises and offer practical insights into how

strengthening branding strategies, addressing student perceptions of online learning, and targeting re-

engagement of dropout students.

A major outcome of the research was the identification of branding strategies that proved effective in sustaining

recruitment and institutional visibility throughout the pandemic. Central to this was the introduction of the Dual

Diploma pathway, which allowed students to graduate with both an NBC Diploma and a Pearson BTEC Higher

National Diploma. This unique offering positioned the institution competitively within Malacca, attracting

students by ensuring international recognition at a single tuition fee. In addition, scholarships and merit-based

awards were actively promoted to ease financial burdens during the crisis, while the relatively low cost of living

A second dimension of the study addressed student perceptions of online learning, which became the primary

mode of instruction following national lockdowns. While online delivery enabled academic continuity, responses

highlighted mixed perceptions. A significant portion of students and staff indicated that virtual platforms could

not fully replicate the engagement and comprehension levels achieved in face-to-face classrooms. Challenges

included limited interaction, distractions during online classes, and reduced lecturer ability to monitor student

understanding. Despite these limitations, Microsoft Teams emerged as the preferred platform due to its stability

and collaborative features, suggesting that platform choice is integral to sustaining teaching quality in online

environments. The findings reinforce existing literature that stresses the importance of interactivity, effective

communication channels, and digital readiness in online higher education.

The third major focus was re-engagement of college dropout students, a group identified as an untapped yet

accessibility, innovative program structures, technological adaptation, and social inclusion. These

approaches reflect a broader trend within Malaysian private higher education institutions to sustain

competitiveness and resilience under conditions of uncertainty. Importantly, the results also highlight the

reciprocal relationship between student perceptions and institutional marketing performance. Where marketing

initiatives directly addressed affordability and employability, students responded positively, thereby reinforcing

Overall, the study provides valuable insights into how a mid-sized private college navigated the challenges of

the Covid-19 pandemic through adaptive marketing. The integration of dual qualifications, financial aid, and

targeted re-engagement of dropout students illustrates a multi-pronged approach that balanced institutional

contribute to the growing body of knowledge on educational marketing in times of crisis and suggest that

institutions that align their strategies with affordability, inclusivity, and technological adaptability are better

positioned to thrive in post-pandemic higher education landscapes.

parents Mr. and Mrs. Danabalu Indrarany for always supporting me mentally and physically by giving me words

of encouragement. I am very grateful to all my friendsk and MBA classmates for helping me survive the stress

of starting my MBA class and not giving up. My endless thanks and appreciation to those willing to help me

with their abilities both directly and indirectly.

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