MBS Worldwide Delivery Model Nigel Banister, Chief Global Officer 22 nd  June 2011
Why is Transnational  Education important? <ul><li>Greater competition both at home and overseas </li></ul><ul><li>Proport...
MBS Worldwide’s Contribution  <ul><li>Financial Return </li></ul><ul><li>Global Presence </li></ul><ul><li>Technology Enha...
Target Markets <ul><li>BRIC countries  </li></ul><ul><li>High growth economies e.g. Gulf </li></ul><ul><li>Regional hubs e...
Key Areas of Activities <ul><li>Part-time/blended learning programmes </li></ul><ul><li>Doctor of Business Administration ...
Singapore Hong Kong Dubai Sao Paulo Miami Manchester Global Footprint 1800 Students : 90+ Countries represented : MBA & DB...
Middle East Centre
China Centre
Singapore Centre
Miami Centre
Academic Partner Institutions MBS Worldwide signed a MoU with Dean Huo, School of Economics and Management Tongji Universi...
Global MBA Typical Programme Structure
Semester Structure
Learning Environment <ul><li>Hardcopy study guides and text books </li></ul><ul><li>Fully supported online environment to ...
Online tools
Collaborative learning tools TEL Tools Simulations Reflective Blogs Podcasts Vodcasts Mentor Review Collaborative  Wikis e...
Workshops <ul><li>3 day events per module </li></ul><ul><li>Face to face taught element </li></ul><ul><li>Compulsory compo...
Global  Careers  Service <ul><li>Blended format </li></ul><ul><li>Bespoke careers portal </li></ul><ul><li>Careers worksho...
Assessment & Projects <ul><li>Assessment </li></ul><ul><li>Two Assignments (50%) </li></ul><ul><li>One written examination...
New Developments <ul><li>Blackboard Mobile learn trial on iPad </li></ul><ul><li>Migration to e-books to reduce carbon foo...
Delivering value <ul><li>Effective quality assurance is key – courses enjoy same learning outcomes and quality as the on c...
The Future <ul><li>Continue positioning programmes in a new market space that commands executive level pricing for blended...
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Eps briefing

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Eps briefing

  1. 1. MBS Worldwide Delivery Model Nigel Banister, Chief Global Officer 22 nd June 2011
  2. 2. Why is Transnational Education important? <ul><li>Greater competition both at home and overseas </li></ul><ul><li>Proportion of overseas students coming to the UK will decline with time </li></ul><ul><li>Long term programme of internationalism is required to secure a wider global recognition </li></ul><ul><li>MBS school strategy Away Day concluded that TNE should become 50% of all MBS activity </li></ul>
  3. 3. MBS Worldwide’s Contribution <ul><li>Financial Return </li></ul><ul><li>Global Presence </li></ul><ul><li>Technology Enhanced Learning </li></ul>
  4. 4. Target Markets <ul><li>BRIC countries </li></ul><ul><li>High growth economies e.g. Gulf </li></ul><ul><li>Regional hubs e.g. Singapore, Dubai </li></ul><ul><li>UK </li></ul>
  5. 5. Key Areas of Activities <ul><li>Part-time/blended learning programmes </li></ul><ul><li>Doctor of Business Administration </li></ul><ul><li>Global MBA </li></ul><ul><li>Streams </li></ul><ul><li>Global MBA (Finance) </li></ul><ul><li>Global MBA (Engineering) </li></ul><ul><li>Global MBA (Construction) </li></ul>
  6. 6. Singapore Hong Kong Dubai Sao Paulo Miami Manchester Global Footprint 1800 Students : 90+ Countries represented : MBA & DBA programmes Shanghai
  7. 7. Middle East Centre
  8. 8. China Centre
  9. 9. Singapore Centre
  10. 10. Miami Centre
  11. 11. Academic Partner Institutions MBS Worldwide signed a MoU with Dean Huo, School of Economics and Management Tongji University MBS signed a MoU with Dean Zhou, Antai College of Economics and Management, Shanghai Jiao Tong University
  12. 12. Global MBA Typical Programme Structure
  13. 13. Semester Structure
  14. 14. Learning Environment <ul><li>Hardcopy study guides and text books </li></ul><ul><li>Fully supported online environment to learn when, where and how students choose </li></ul><ul><li>Global MBA Student Portal personal learning environment </li></ul><ul><li>Online delivery via BlackBoard </li></ul><ul><li>Supplemented by other tools including Kaelo and Wimba live classroom </li></ul><ul><li>Face to face workshops </li></ul><ul><li>Professional development via a Global Careers Portal </li></ul>
  15. 15. Online tools
  16. 16. Collaborative learning tools TEL Tools Simulations Reflective Blogs Podcasts Vodcasts Mentor Review Collaborative Wikis e-assessment e-portfolio Self Testing Interactive Materials
  17. 17. Workshops <ul><li>3 day events per module </li></ul><ul><li>Face to face taught element </li></ul><ul><li>Compulsory component </li></ul><ul><li>Case studies used </li></ul><ul><li>Marked group assignment during workshop </li></ul><ul><li>Encourage students to take workshops at two different centres </li></ul>
  18. 18. Global Careers Service <ul><li>Blended format </li></ul><ul><li>Bespoke careers portal </li></ul><ul><li>Careers workshops </li></ul><ul><li>1:1 coaching </li></ul><ul><li>Professional Development module </li></ul>
  19. 19. Assessment & Projects <ul><li>Assessment </li></ul><ul><li>Two Assignments (50%) </li></ul><ul><li>One written examination – conducted at MBS or British Council office </li></ul><ul><li>E-assessment is being trialled </li></ul><ul><li>Projects </li></ul><ul><li>Manchester Method – enquiry based learning </li></ul><ul><li>Virtual teams to deliver live company projects </li></ul><ul><li>Structured reflective individual piece of research </li></ul>
  20. 20. New Developments <ul><li>Blackboard Mobile learn trial on iPad </li></ul><ul><li>Migration to e-books to reduce carbon footprint </li></ul><ul><li>Increased use of live Webinars </li></ul><ul><li>Wimba Pronto </li></ul><ul><li>GotoTraining trial </li></ul>
  21. 21. Delivering value <ul><li>Effective quality assurance is key – courses enjoy same learning outcomes and quality as the on campus ones </li></ul><ul><li>The course leads to same degree certificate as a full-time award </li></ul><ul><li>In addition to being both effective and scalable, support processes may be different to those for on campus programmes </li></ul><ul><li>Timescales and detailing in response are different when dealing with remote students </li></ul><ul><li>The MBSW model is designed to allow the student base to grow without further substantial investment </li></ul>Project Management Approach Marketing Support Delivery Development
  22. 22. The Future <ul><li>Continue positioning programmes in a new market space that commands executive level pricing for blended learning </li></ul><ul><li>Move to 50% corporate sponsored students to improve quality of revenue stream </li></ul><ul><li>To establish MBS (Worldwide) as the leader of blended programmes in our key international markets (BRIC & HGC economies), thus assisting overall MBS global reputation. </li></ul><ul><li>To exploit new programme opportunities once MBS teaching resources become available </li></ul><ul><li>Invest in excellent learning resources whilst improving profitability </li></ul>

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