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Strategic internationalisation planning | Spring EAIE Academy 2014
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Strategic internationalisation planning | Spring EAIE Academy 2014


Acquire the knowledge and tools to draw up and successfully implement a strategic internationalisation plan at your institution. In this hands-on course you will learn about the different phases for …

Acquire the knowledge and tools to draw up and successfully implement a strategic internationalisation plan at your institution. In this hands-on course you will learn about the different phases for the development of this strategic tool, who to involve in the process, how to see the plan implemented and how to monitor its advancement. It is often said that internationalisation needs to be embraced by each and every member of an institution for it to be successful. With this in mind, it is crucial to involve everyone in the strategic planning process. But how can it be done to ensure success? What are the pitfalls that need to be avoided? You will learn how to best advise your leaders and help your institution stand out in the international market by setting clear goals and objectives and identifying the actions needed to reach them. The course will take place at the EAIE Academy in The Hague from 7-9 April 2014 and will combine theory and case studies, individual and group exercises and will offer you a toolkit consisting of tips for what to do back at your institution.

This presentation is a sneak peek into the course. Check out more details about the course http://bit.ly/1ddkyYS and sign up by 17 March 2014: http://bit.ly/1kvaMpk!

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  • DEFINITION:  is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. In order to determine the direction of the organization, it is necessary to understand its current position and the possible avenues through which it can pursue a particular course of action. (source: wikipedia)
  • Internal and external benefits of the process:
    Internally: feeling of ownership and belonging
    Externally: Projection and visibility
    Institution federated by one reference
    Road map: Where we are heading
    Reason why you do what you do
    IMPORTANT to show what are the benefits for everyone involved!
    Something backing you up and legitimizing your actions
  • Internal and external benefits of the process:
    Internally: feeling of ownership and belonging
    Externally: Projection and visibility
    Institution federated by one reference
    Road map: Where we are heading
    Reason why you do what you do
    IMPORTANT to show what are the benefits for everyone involved!
    Something backing you up and legitimizing your actions
  • While writing a plan one has to keep in mind what is realistic to reach.
    Some of these approaches may be a bit business like, but it is easy to extrapolate to HE
  • How many of you have experience making a SWOT? (hands please)
    Strength; High quality internationally recognized research
    Weakness; Name changed (Free Uni to VU Uni Amsterdam)
    Opportunities; there are additional means of finance (SS SA)
    Threats; Less direct government funding
  • Market research is for discovering what people want, need, or believe. It can also involve discovering how they act. Once that research is completed, it can be used to determine how to market your product.
    Market information
    What is the market (Higher Education), bsc, msc, phd & research? what are the prices, what is the capacity? Do you have a national focus, European or world? Here you will also briefly have to look at your “competitors” (for the prices and capacity issues)
    Market segmentation
    This is about dividing the market or population into subgroups with similar motivations. It is widely used for segmenting on geographic differences (different degree’s, languages), demographic differences, use of product differences (different types of teaching, for instance MOOC’s or bsc, msc, phd).
    For instance we usually make at least three groups; students with Dutch previous education/nationality, with EU previous education/nationality and Non EU education/nationality
    Market trends
    One has to know what the trends are (like we looked at yesterday)
    Sources: McQuarrie, Edward (2005), The market research toolbox: a concise guide for beginners (2nd ed.), SAGE, ISBN 978-1-4129-1319-5
  • In order to decide on your strategic choices you also need to know:
    1. Who your competition is? (in my case academics feel this is always and primarily the University of Amsterdam)
    2. How is your competition doing?
    3. What the key succes factor are (weigh them)
    What do you think that might be useful Key succes factors? (table moves in!)
    When you have the competitors planned out you add this with your own institution and see the main area’s for improvement, to beat your competitors
    Questions about this?
    "Beat the Competition: How to Use Competitive Intelligence to Develop Winning Business Strategies", Ian Gordon, Basil Blackwell Publishers, Oxford, UK, 1989.
    Michael E. Porter: Competitive Strategy: Techniques for Analyzing Industries and Competitors 1998.
  • Home work;
    Who have to be involved in your SIP?
    Who of you included your strategic partners (other Universities and companies) and costumers (students or others?) ?
    These are might be difficult to get into your planning groups, but sometimes you have people that know a groups really well (a researches that works a lot with a company)
    2 examples how to get a clearer image of your stakeholders and your position in the picture!
    Source picture: http://www.provansys.com/consulting-expertise/capabilities/corporate-strategy/mission-vision/
  • After all that we know where we are, our context, what our strengst are and so on.
    Thus we arrive to the Gap Analysis and with that we move to where we want to go.
    The Gap Analysis is about two main questions:
    Where are we? &
    Where do we want to go?
    Only when you realise what you have to do to reach certain goals you can succesfully work on them. (Marina will tell you in the afternoon how to do this)
  • There are many different types of Analysis, the once we talked about so far are probably the most used once.
    An alternative for a SWOT is a Situation Analysis:
    The situation analysis looks at factors that affect many institutions (government financing) and factors that specific for your institution (your budget problem).
    These are called the 5 C’s and you woudl go through them in steps, but for me this method quite similar to what I showed earlier and this is more tailored to Business complementary to what we discussed earlier. (also just googe the terms and you will find lots of info)
    In short:
    Company => next slide
    Competitors => This is competitor analysis we looked at earlier
    Customers are as important as the competitors and the analysis can be vast and complicated, this is more extensive then just “students”, it also includes:
    1Demographics 2. advertising most suitable for the demographic 3. Market size and potential growth 4.Customer wants and needs
    5. Motivation to choose for a specific the product 6. Different types of programs (online, on site, offshore, etc.) 7. Quantity and frequency of purchase 8. Income level of customer 9.Geographical differences
    Collaborators are useful for businesses as they allow for an increase in the creation of ideas, as well as an increase in the likelihood of gaining more business opportunities. The following type of collaborators are:
    Agencies: Agencies are the middlemen of the business world. When businesses need a specific worker who specializes in the trade, they go to a recruitment agency. In our case this could be recruitment agents…
    Suppliers: our institutions need lots of materials (or computers) and suppliers can bring a different skill and experience to the company (for instance computer companies can help with the online possibilities).
    Partnerships: your (inter)national partners can be a new source of capital and skills.
    Here one looks at once surrounding (the threats and opportunities in the SWOT)
    An analysis on the climate is also known as the PEST analysis. The types of climate/environment firms have to analyse are:
    Politics environment; what actions is the government taking that may affect you?
    Economic Environment: How is the economy going?
    Social/cultural environment: What are the trends in the society (trends in demography, education, culture etc.)
    Technological analysis: New technology mean more new possibilities (like MOOC;s)
  • But the TC is about writing and developing a strategic plan, thus the quality control in combination with a plan.
    Quality insurance models are widely spread and often used (on paper), however the dicipline to use them as a part of the implementation of your strategic plan may be more difficult. How many Strategic plans do truly have the time to evaluate and improve in their planning period?
    I think it is more commen to just do these steps in the next strategic plan…
    What tools can be of help?
    Source picture: http://www.infostep.com/infostep/php/services_quality_assurance.php4
  • Why is it important? Brainstorming!!!
    Federates (ownership!!!)
    Participates in changing internal culture
    Opens to participation
    We see the role of communication very clear when it is about advertising and selling something… But what about a process like this? Aren’t we also “selling” it inside our institution as well as outside (thus contributing to branding)?
    Accompany the process of elaboration of the SIP, inform the URV community, motivate a change of internal culture towards a more internationalized mindset and allow all the members of the URV to participate in the making of the SIP.


  • 1. Spring EAIE Academy, The Hague, April 2014 How to draw up and implement a strategic internationalisation plan? Ramon Ellenbroek, VU University, Amsterdam, The Netherlands Marina Casals, Universitat Rovira i Virgili, Tarragona, Spain
  • 2. Learning outcomes At the end of the course you will have the skills to: •Plan an institutional strategic process, focusing specifically on internationalisation •Identify the key components and processes necessary for a successfully integrated institutional internationalisation plan •Implement every step of the strategic planning process within your institution •Define an international vision for your institution and be able to transform it into objectives and actions
  • 3. What to expect? • • • • Going through the different steps of the strategic planning process Dealing with case studies Learning from peers (and that largely depends on you!) Having fun while learning! What NOT to expect? • Having your SIP at the end of this course • Having all your problems solved • Not making small mistakes when making your SIP… that’s life! (and learning)
  • 4. Strategic planning – introduction •What is strategic planning? •Why do we need it? •Benefits of process, of results, etc (internal or external) •What are the benefits for YOU/your work?
  • 5. What is strategic planning? It is an organisation’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue it.
  • 6. Why is an SIP useful? • • • • Establishes priorities Vision Reference We may agree or not, but it’s a federating source
  • 7. Benefits Process Results You
  • 8. Strategic planning •Diagnosis •From vision to outcomes •Quality assurance and review process •Communication strategy
  • 9. Diagnosis • • • • • SWOT Market research and competitor analysis Stakeholder analysis Gap analysis Situation analysis
  • 10. Diagnosis – SWOT Helpful to achieve the objective Internal Origin Harmful to achieve the objective Strengths Weaknesses Opportunities Threats Attributes of the organisation External Origin Attributes of the environment
  • 11. Diagnosis – Market research • • • Market information Market segmentation Market trends
  • 12. Diagnosis – Competitor analysis Key Industry Success Factors Weighting Competitor 1 rating Competitor 1 weighted Competitor 2 rating Competitor 2 weighted 1 – High Quality research .4 6 2.4 3 1.2 2 – Student happiness .3 4 1.2 5 1.5 3 – Attractive campus .2 3 .6 3 .6 4 – Attractive International programs .1 7 .7 4 .4 Totals 1.0 20 4.9 18 3.7
  • 13. Diagnosis – Stakeholder analysis
  • 14. Diagnosis – Gap analysis
  • 15. Diagnosis – Situation analysis • • • • • Company analysis Competitor analysis Customer analysis Collaborator analysis Climate analysis
  • 16. From vision to outcomes
  • 17. From vision to outcomes
  • 18. Quality assurance and review process
  • 19. Importance of Communication strategy Communication strategy • • • • • Why is it important? What do we communicate? How can we communicate? To whom should we communicate? Can we ‘internationalise’ an institution without communication?
  • 20. Making it happen Join us for this course from 7-9 April 2014 at the EAIE Academy in The Hague to learn how you might take internationalisation to the next level in your institution!
  • 21. The EAIE Academy is a one-week training programme for international higher education professionals: www.eaie.org/training www.eaie.org/blog linkd.in/EAIEAcademyAlumni facebook.com/eaie.org @TheEAIE; #EAIEAcademy