IIMS Journal of Management Science
issue front

Kishore Thomas John1, Rejikumar Gopalakrishnan2 and Ajith Kumar Kamala Raghavan3,4

First Published 24 Apr 2023. https://doi.org/10.1177/0976030X231168312
Article Information Volume 14, Issue 2 July 2023
Corresponding Author:

Kishore Thomas John, Department of Management Studies, Indian Institute of Technology (IIT)-Madras, Chennai, Tamil Nadu 600036, India.
Email: f13kishoret@iima.ac.in

1Department of Management Studies (DoMS), Indian Institute of Technology (IIT)-Madras, Chennai, Tamil Nadu, India

2Amrita School of Business, Kochi, Kerala, India

3People Institute of Management Studies, Munnad, Kerala, India

4Bharathiar University, Coimbatore, Tamil Nadu, India

Creative Commons Non Commercial CC BY-NC: This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License (http://www.creativecommons.org/licenses/by-nc/4.0/) which permits non-Commercial use, reproduction and distribution of the work without further permission provided the original work is attributed.


The use of the marketing mix is ubiquitous, six decades after it was first proposed. Over time, numerous variations, augmentations and alternatives have been proposed across spheres of the marketing domain in various specializations and sub-categories. At its core, its essence is its useful function as a toolkit for the marketer in attracting the target-consumer. The 7Ps MBA marketing mix proposed by Jonathan Ivy in this regard assumes significance within India’s B-school market, arguably one of the largest in the world. This study examines whether the 7Ps alone are sufficient in the Indian context. Data exploration finds that aspects of graduate performance are grossly deficient both in terms of outturn and placement, with indications suggesting a lack of trust among the consumers. This study, therefore, conceptualizes an enhanced marketing mix of 10Ps, with the inclusion of pass-rate, placements and probity as three new Ps. Crucially, it includes the performance criterion which was missing in the original 7Ps MBA marketing mix while adding a new component that is pertinent to developing/emerging markets. The study would be useful as it potentially opens up further exploration into services marketing aspects of the multi-billion-dollar MBA industry in India, as well as throwing light on key drivers for positioning and building brand equity among B-schools.


B-Schools, marketing mix, positioning, placement, emerging markets


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