The Challenge


Queen Mary University of London (QMUL) felt it had a fairly clear picture of who its students were, what they wanted and how it was performing.

But to improve its activities and communications, the university needed detailed, concrete evidence. What made its students different? What did they value? How could it better appeal to them? And, crucially, how was QMUL doing in comparison with competing universities?

“There used to be a lot of guessing, without hard evidence. The YouthSight tools have helped to confirm what we suspected and make sense of the implications.”
Eduardo Lopez-Salas
Market Intelligence Manager, Queen Mary University of London

he research side

The Solution


QMUL has been using all three of YouthSight’s HE-focused subscription dashboard services, Higher Expectations, HE Marcomms and PGT+, for several years. Covering applicants for undergraduate and postgraduate courses, this gives QMUL a comprehensive view of its prospective students, their behaviours and attitudes, and how they compare with others around the country.

The university’s market intelligence team uses the products as a source of evidence to inform strategic decisions, and shares insights widely with different departments.

Segmentation information from the dashboards has helped QMUL understand the attitudinal profiles of its student population. For example, the university has a relatively large proportion of “mature-minded” students, who tend to be less receptive to marketing messages, especially those focused on the social aspects and excitements of student life.

Data from YouthSight also helped QMUL assess the impact of its open days. QMUL’s own surveys showed that visitors were fairly satisfied, but benchmarking revealed that many other universities were getting better feedback.

The Outcome


By providing clear, comprehensive data on how QMUL’s students compare with others, the YouthSight dashboards have helped the university to design and direct its campaigns to meet the needs of its unique student profile, to learn from competitors how to make open days more impactful, and to make a case for more investment in open days.

What next?

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