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Published on January 7, 2009

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International Education Marketing and Recruitment: Sharing the UK Experience : International Education Marketing and Recruitment: Sharing the UK Experience Suzanne AlexanderDirector, International Office Conference for International Administration of Finnish Universities and PolytechnicsJyväskylä, 11 May 2005 Outline : Outline Context: the UK higher education sector: characteristics and funding The UK’s approach to international student marketing and recruitment:- Incentives- A marketing culture?- Strategy: issues, opportunities, options- Organisational and structural issues- Financial issues and investment decisions The international environment Global trends in student mobility Understanding student decision-making UK Higher Education (HE) : UK Higher Education (HE) 111 UK Universities; 60 Higher Education Colleges Ancient: Cambridge, Oxford (12th/13th centuries); in Scotland: St Andrew, Aberdeen, Glasgow (15th century) “Redbrick”/Civic (19th Century): Birmingham, Leeds, Sheffield, Manchester “Campus” (pre-1960s): Nottingham, Exeter (1960s): Sussex, Warwick, York, Kent New (1990s): Coventry, Oxford Brookes, Westminster Federal universities: London, Wales Only one private university: Buckingham Characteristics of UK Universities : Characteristics of UK Universities Diversity: size; mission; subject mix; history Independent, self-governing institutions Empowered (by Royal Charter or Act of Parliament) to create programmes of study and award degrees Academic standards maintained by external examiner system and Quality Assurance Agency for Higher Education (QAA) Funding of UK HE : Funding of UK HE Allocation of state funding to universities is determined by the Funding Councils in England, Scotland, Wales and Northern Ireland State funding through the Funding Councils: since early 1980s this accounts for a diminishing proportion of total funding Universities must seek other income:- Research grants and contracts- Fee-paying students- Fee-earning courses- Commercial activities- Fund-raising The UK’s approach to international student marketing and recruitment : The UK’s approach to international student marketing and recruitment The importance of incentives A marketing culture? Marketing strategy and strategic choices Organisational and structural issues Financial issues and investment decisions Incentives for international student recruitment : Incentives for international student recruitment The policies of the Thatcher government:- reduced government funding for Higher Education from 1981 onwards- introduction of “full-cost” fees for international students (no subsidies from UK taxpayers) The value of an international profile and reputation Enrichment of the UK academic community Adding an international perspective Potential friends and future ambassadors for the UK Economic value to HE - and to the UK A marketing culture? : A marketing culture? Competition between universities for the “best” students The increasing importance of “league tables” and rankings A proactive approach to student recruitment: for domestic students (schools liaison service; Open Days) Higher Education and careers fairs throughout the UK Increased awareness of the need for “customer focus” International marketing strategy: issues, opportunities and options : International marketing strategy: issues, opportunities and options What do you want from your international marketing strategy?- International students- International profile- International collaboration, exchange and links What is your institutional capacity and capability?- Study programmes offered- Resources/services/facilities Strategic choices : Strategic choices Student recruitment:- Domestic (“on-campus”) programmes- Twinning/franchising/validation- Local (“offshore”) delivery- Distance learning Marketing strategies:- direct recruitment- partners/agents/representatives New initiatives and programme development Organisational and structural issues : Organisational and structural issues Roles and responsibilities- Senior management- Academic staff- Administrative staff- Professional international marketing staff - Service support staff Central or devolved?- University-led- Academic departments Integration- “Stand-alone” international marketing - Combined admissions, marketing, recruitment, welfare and support services, international collaboration, etc What does an International Office do? : What does an International Office do? International student marketing and recruitment First point of contact for individuals and outside organisations interested in international education Close monitoring of application processing, advising on qualifications and equivalence Negotiation/monitoring of university-wide institutional links Information on the university's international activities Marketing and support for student exchange programmes International student welfare and support Market intelligence/research for international opportunities Liaison with providers of pre-university studies (language preparation, academic bridging courses). Management of international projects International alumni support Financial considerations : Financial considerations Public funds may not be used for international student marketing and support activities Universities are free to determine the fees charged to international students (these differ widely according to universities, subject studied and degree level) No Government limits on international student numbers NB domestic (UK/EU) student numbers are Government controlled at undergraduate level The Government cannot take into account income generated from international students when allocating public funding to universities Universities have considerable freedom in the use of income generated from internationalstudent fees Investing in International Education Marketing : Investing in International Education Marketing Internal resources: staffing, infrastructure, support services, facilitiesAdvantages: developing and building internal capacityDisadvantages: significant investment required experience/knowledge needs to be developed results can take time Outsourcing: agents, representatives, external agencies Advantages: lower level of up-front investment required payment by resultsDisadvantages: does not develop in-house expertise managing relationships can take up large amounts of staff time Partnerships: consortium arrangements with other institutions, British Council Education UK Partnership membership organisation Advantages: sharing experience/learning from others sharing costsDisadvantages: less focus on needs of individual university Choices : Choices Many higher education institutions will invest in all of these (internal resources, outsourcing and partnerships) They may choose different strategies and approaches for different markets They will review their strategies over time The international environment:context and implications : The international environment:context and implications Growing global demand for study opportunities A climate of uncertainty: economic, political, etc Increasingly competitive environment The power and influence of information and communications technologies (ICT) So much choice! Growth in global demand : Growth in global demand Global demand set to grow enormously: forecast to grow from 1.8m international students in HE in 2000 to 7.2 million in 2025 Asia will dominate (estimated 70% of global demand, with China and India generating more than 50%) Significant growth in “offshore” delivery predicted Consequences and implications? Source: IDP Education Australia, September 2002 Global higher education student mobility: host and source countries* : Global higher education student mobility: host and source countries* Host countries USA 547092 UK 222576 Germany 185179 France 134783 Australia 69668 Japan 59656 Spain 40506 Belgium 37789 Canada 34536 Austria 30064 Finland 6616** *Data relates to 2000-01 Source: Atlas of Student Mobility, IIE, 2003 **Data relates to 2003 Source: CIMO Source countries China 120486 (2.9%) Korea 76790 (4.3%) India 66587 (1.2%) Japan 61637 (2.2%) Greece 52845 (26.2%) Germany 52472 (2.5%) France 50896 (2.9%) Turkey 42690 (5.0%) Morocco 41296 (14.4%) USA 31542 (0.2%) UK 21966 (1.7%) Finland 9238 (5.4%) Top source countries for international HE students 2003 : Top source countries for international HE students 2003 UK US Finland China 35740 India 74605 Germany 1081 Greece 26465 China 64755 France 784 USA 18940 Korea 51520 Spain 552 Germany 15245 Japan 45960 Italy 386 France 14850 Taiwan 28015 Poland 340 Ireland 13790 Canada 26515 Netherlands 289 India 12775 Mexico 12800 UK 277 Malaysia 11970 Turkey 11600 Russia 265 Hong Kong 10280 Indonesia 10430 Hungary 243 Spain 8880 Thailand 9980 USA 137 Italy 7065 Germany 9300 China 89 Japan 6875 Brazil 8390 Canada 79 Taiwan 5555 UK 8325 Japan 62 Nigeria 4680 Pakistan 8125 Mexico 56 Education as a global business:the competitive environment : Education as a global business:the competitive environment The MESDCs: US, Australia, Canada, New Zealand The Europeans: Germany, France, Netherlands ….. The Asians: Singapore, Malaysia, Japan ... Staying at home: domestic options The “virtual” campus International student trends : International student trends “In America’s Interest:Welcoming International Students” : “In America’s Interest:Welcoming International Students” “The US position as the leading destination for international students has been eroding for years in the absence of a comprehensive national strategy for promoting international student access to US higher education”. Four “barriers” identified:- Comprehensive recruitment strategy (co-ordination of national agencies)- Removing “burdensome” visa and student-tracking regulations- Addressing cost issues- Addressing complexity with a marketing plan “The problem lies not in the internationally popular product, nor in the highly motivated customer, but rather in market imperfections that keep the two from finding each other”. Report of the Strategic Task Force on International Student Access (January 2003) Australia: “Engaging the world through Education” : Australia: “Engaging the world through Education” Ministerial statement (October 2003) announcesAUS$113million investment to support the international education sector over the next four years: Growing and diversifying engagement: including better information on access/admission; modifying visa processes; more “offshore” delivery; scholarships; exchanges Ensuring quality and integrity: quality assurance to be strengthened, both for offshore and onshore delivery; accreditation and benchmarking Raising Australia’s profile: “a concerted national effort will lift Australia’s profile” - the Study in Australia brand Working together: partnership between co-ordinated government and the education sector Australia : Australia Germany : Germany Singapore : Singapore International approaches: shared characteristics and objectives : International approaches: shared characteristics and objectives Recognition of the importance of international students for economic, trade, cultural and political reasons Increasing international student numbers A co-ordinated, national approach Investment to attract international students: from branded marketing campaigns and exhibitions to scholarships, quality assurance and accessibility eg visa processes International student decision-making: reasons for studying overseas : International student decision-making: reasons for studying overseas International student decision-making: reasons for choosing the UK : International student decision-making: reasons for choosing the UK What about the UK? : What about the UK? “Wherever I travel, I meet international leaders who have studied in Britain. Dynamic, intelligent people who chose Britain because we offer high quality further and higher education. This is good news for the UK. People who are educated here have a lasting tie to our country. They promote Britain around the world, helping our trade and our diplomacy ... Today we are launching a long-term strategy to reinforce the United Kingdom as a first choice for the quality of study and the quality of our welcome to international students”. Tony Blair, January 1999 The Prime Minister’s Initiative (PMI): initiatives and targets : The Prime Minister’s Initiative (PMI): initiatives and targets “We will offer to international students a new welcomeand more open doors” An increase in international student numbers from 1996-97 to 2004-05 of- 50,000 in Higher Education- 25,000 in Further Education Improvements in visa processing (efficiency anduser-friendliness) Increase in Chevening scholarships Relaxation of employment legislation: students’ right to work Impact and benefits : Impact and benefits Greater awareness and improved perceptions of UK education among 20 million young professionals in 30 countries Improved market intelligence and knowledge resource Diversification of products and markets Significant increases in the number of international students Generating £10 billion to the UK economy Beyond 2004/05: learning from the PMI : Beyond 2004/05: learning from the PMI Investment and resources Appropriate objectives and targets Maintaining momentum and drive Collaborative, “joined-up” approach Professional updating and development Importance of the student experience NB no successor strategy to the PMI has yet been agreed For discussion: key issues forFinnish Higher Education : For discussion: key issues forFinnish Higher Education A national approach to international education marketing? Objectives and targets? Funding and resources? And?? Some useful references : Some useful references HERO: Higher Education and Research Opportunities in the UK ( Universities UK ( HEFCE: Higher Education Funding Council for England ( HESA: Higher Education Statistics Agency ( UCAS: Universities and Colleges Admissions Service ( Postgraduate study/careers ( Education UK Partnership ( Education UK ( IDP Australia: Study in Germany: Study in Singapore:

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