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Competitive pressure and declining incomes in higher education have propelled many universities to increase the number of students admitted as a means of increasing their income, while the admitted students are regarded as “customers.” The purpose of this paper is to examine students’ beliefs regarding outcomes of the adoption of the student-as-customer concept and the interaction effects of these outcomes and the social influence on students’ attitudes toward acceptance of the student-as-customer concept and their intentions to study at universities adopting this concept.

The conceptual model was developed to investigate the interaction effects of the five outcomes of the student-as-customer concept's adoption – the universities’ aim toward student satisfaction, the instructors’ neglect of teaching, the impairment of instructor-student relationship, the ease of course achievement, and the improvement of universities’ service quality and social influence on the students’ attitudes toward acceptance of the student-as-customer concept, and their intentions to study at universities adopting this concept. Survey questionnaires were used to collect data from students studying at a large private university inclining to adopt the student-as-customer concept. The structural equation modeling technique was utilized for testing the proposed model.

The results indicate that students believe that the universities’ adoption of the student-as-customer concept will lead to improvement of the universities’ service quality and the degradation of educational quality in terms of the instructors’ neglect of teaching, the impairment of instructor-student relationship, and the ease of course achievement. The improvement of service quality has a positive effect on the students’ attitudes toward acceptance of the student-as-customer concept and their intentions to study at universities adopting this concept. The students’ beliefs toward the degradation of educational quality, on the other hand, have indirect and negative effects on the students’ intentions to study at universities adopting the concept. Interestingly, the effect of social influence on students’ intentions to study at universities adopting the concept is greater than the effects of students’ beliefs toward outcomes of the concept.

This study is among the first research to empirically investigate the factors affecting students’ attitudes toward acceptance of the student-as-customer concept and their intentions to study at universities adopting this concept. The paper fills the gap in the higher education literature and provides guidance for universities to consider and prepare for the consequences of the concept's adoption associated with the number of students who intend to study at their universities.

The promising factor for success in a prevailing knowledge-based economy is the excellence in customer service. Private universities are now becoming customer- and service-oriented organizations due to the competition. Therefore, many educational institutions treat their students as customers and restructure their educational practice based on the concept of market consumption. Therefore, many educational institutions treat their students as customers and restructure their educational practice. The purpose of this study is to determine the students' preferences as customers while studying at private universities and factors that affect their intentions to study at private universities when they adopt the student-as-customer concept.

The research model is analyzed with structural equation modeling. The analysis is done with the application of the measurement model and the structural model. The measurement model is first evaluated by examining scale reliability, convergent validity and discriminant validity, whereas the assessment of the structural model is conducted for determining the predictive power and analyzing the hypothesized relationships between the proposed constructs through path analysis.

In the paper, seven path shows a significant and positive relationship. However, four relationships are positive but insignificant.

This study contributes to the literature theoretically as well as methodologically. Moreover, it is among the first research that is being conducted in Karachi. Secondly, this study developed a hybrid model by integrating one theory and a conceptual model to determine the factors affecting students' attitudes toward acceptance of the student-as-customer concept and their intentions. Therefore, this paper is useful in filling the gap in the higher education literature and also provides direction for universities to consider and prepare for the consequences of the concept's adoption associated with the number of students who intend to study at their universities.

This paper explores some management concepts and how applying these concepts from business to higher education can be problematic, let alone incompatible, particularly in relation to measuring quality in higher education.

It provides a conceptual understanding of the literature on quality in the higher education context. It does so by examining the literature on students as customers, customer expectations, customer satisfaction and other management theories that have been applied to higher education.

It argues that the current bases for perceiving quality such as meeting customer expectations, satisfying the customer, ensuring quality control, meeting standards and assessing the cost associated with poor quality are in disagreement with the principal aims and measures of quality in higher education.

This paper can certainly benefit from many other concepts in business that have been applied in higher education, which it lacks. It only focussed on a number of key and popular ideas in management theory that have been used in higher education more broadly.

Student-focussed quality initiatives can be devoid of the student as customer concept. How programs, subjects and experiences are curated can be solely for the purpose of continuous improvement. Second, universities that choose to treat the student as a customer may find it beneficial to apply a relationship marketing approach to higher education. Lastly, those against the student as customer concept may focus on the long-term impact of quality initiatives such as promoting lifelong learning, building long-term relationships with alumni and employers and those that further promote academic integrity.

Some considerations have been offered. These considerations revisit the basic notions of teaching and learning in higher education. It puts an emphasis on sidestepping the student as customer metaphor, that learning is not expressed in dollar terms, and that the quality of the student experience cannot be measured by student evaluation alone because it is felt much later in life.

This paper seeks to evaluate the arguments for and against the proposition that students in higher education are “customers” and should be treated as such.

A critical review of the relevant literature from the domains of total quality management and marketing.

The debate is polarised, with advocates regarding it as self‐evident that students are customers and should be treated as such, while critics regard it as self‐evident that the incursion of the “customer” concept into higher education degrades educational standards and damages educator/student relationships.

Researchers should investigate whether the adoption of the terminology, systems and processes of the “student‐as‐customer” leads to a degradation or improvement of the quality of education and level of service delivered to higher education students.

Ways are recommended in which the careful adoption of the term “customers” to refer to students could retain positive aspects – promoting the legitimate interests of students in the higher education system – while avoiding such potentially negative aspects as the problematic idea that “the customer is always right”.

The paper points towards a “middle way” by which educational policy‐makers and managers can obtain the benefits associated with a “customer orientation” while avoiding the difficulties associated with a simplistic interpretation of the customer concept.

The purpose of this paper is twofold. First, to propose a new metaphor, student‐as‐aspirant, which captures well the educational role of students, professors, and business schools. Second, to develop the strategic implications of this metaphor for the management of business schools.

A thorough review of relevant literature is conducted and the underlying assumptions of previously suggested metaphors are exposed and challenged. The new metaphor has subsequently been developed based on a broader typology of business offerings.

The paper shows that the extant metaphors are inappropriate for they misrepresent the nature of learning as the core of business schools' offerings to their students. It concludes with the advantages of the student‐as‐aspirant metaphor.

Limitations are centred on the difficulties faced by students, professors, and business schools in adopting the metaphor.

The metaphor has strategic implications ranging from stakeholders' expectations, to governance, structure, and strategy of business schools.

The paper is the first to use a typology of four distinct business offerings to propose a new metaphor that sensibly flows from the nature of the transformative learning as the core offering of business schools.

In this study, the aim is to empirically examine the relationship between students' perceptions of themselves as customers of their university and their educational attitudes and behaviors. It also seeks to investigate the extent to which students' characteristics predict their involvement with education.

The authors obtained data by surveying 1,025 students from a medium‐sized university in the southern United States.

Consistent with exchange theory, students who perceived themselves as customers were more likely to feel entitled and to view complaining as beneficial. Satisfaction with their university, but not their perceptions of themselves as university customers, predicted educational involvement. Not surprisingly, students who were more involved in their education tended to be older, have higher grade point averages, and attend class more often. However, these students also felt more entitled to outcomes, although they did not differ in their perceptions of whether or not they were customers of the university.

Students who view themselves as customers are likely to hold attitudes and to engage in behaviors that are not conducive to success. However, if the aim is to increase student involvement, how the student's role is defined is less important than efforts to build student satisfaction with the university.

This is one of the first studies to examine empirically the prevalence and effects of student‐as‐customer perceptions. In addition, this study serves as a basis for better understanding the drivers of student involvement.

The idea of students as “customers” at institutions of higher learning evokes intense controvery, but it is usually understood simplistically. The word “customer” is derived from the Latin “consuescere” meaning “to become acquainted with”. In marketplaces of the Renaissance it suggested a bond founded on familiarity and trust. Early universities were located near marketplaces, and shared some of their vibrant atmosphere. Today, as well, there is no reason why the relationship between a customer and provider need be either temporary or superficial. New technologies may help to render the relationship of an institution to its students more lasting and more personal.

The purpose of this paper is to explore customer relationship management (CRM) in a higher education setting.

The development and implementation of a CRM project in a state community college was examined as were the benefits realized by implementing CRM. As colleges increasingly embrace distance learning and e‐business, CRM will become stronger and more pervasive. Viewing students as customers provides a competitive advantage for higher education and enhances a college's ability to attract, retain and serve its customers. Semi‐structured interviews were conducted with individuals involved with the planning, development and implementation of a statewide CIS system. Student support personnel were additionally interviewed.

The benefits of implementing CRM in a college setting include a student‐centric focus, improved customer data and process management, increased student loyalty, retention and satisfaction with the college's programs and services.

The entire community college system has not implemented the project. Rather, only the phase one colleges have implemented at this juncture.

Viewing students as customers provides a competitive advantage and enhances a college's ability to attract, retain and serve its customers. As colleges increasingly embrace distance learning and e‐business, CRM will become more pervasive.

Higher education teaching is analogous to delivering services in various business sectors. Students are regarded as customers of universities having specific needs and wants, which, if well recognized, can lead to creating delightful student experiences. This paper aims to identify the core ideas about excellent teaching in business schools which faculty members may notice in order to achieve excellence in teaching.

The study is epistemologically framed to focus on interpretivism. The qualitative data have been collected from 30 business degree students, following a naturalistic paradigm. The case study method has been employed to conduct face-to-face interviews.

The results revealed five core themes pertaining to teaching excellence in business education. These include; communication style, knowledge, positive attitude, creative work, and courtesy of the instructor as postulated by the students.

The insights are purposeful and contribute substantially to theory development in the area of service-oriented teaching delivery in business education.

Compares the benefits and consequences of two different educational philosophies adopted by business schools: the customer‐oriented approach and the product‐oriented approach. The customer approach suggests that faculty treat the students as their customers and the product approach requires that faculty treat the students as their products. Under a student‐customer program, enrollment and levels of student satisfaction increase at the expense of learning and program quality. The product approach shifts the focus from student satisfaction to student capabilities and holds business programs responsible for producing knowledgeable, effective students who possess skills and talents valued by public and private corporations.