This document discusses internationalization in higher education and the need for universities to invest in assets to support internationalization efforts in a sustainable way. It notes that internationalization requires investments in areas like global brand, curriculum innovation, facilities, leadership, and partnerships. The document advocates an asset-based approach to internationalization focused on delivering authentic student experiences and balancing factors like quantity, quality, and control over academic partnerships. It also discusses trends in student expectations, the importance of dialogue and two-way mobility programs, and provides an overview of the international pathway programs offered through INTO University Partnerships.

1. Creating the assets to support
University Internationalisation:
Perspectives on achieving quantity, quality and
sustainability for Universities in a new competitive
and student decision-making environment
Stephen Healy,
Director, Strategy and Development
International Student Mobility Conference
Beijing, 19th October 2008

2. Themes/Outline
• Creating the assets for Universities to genuinely be world class
in the new international higher education and globalised world.
• Internationalisation is a strategic and mission imperative for
Universities.
• Internationalisation and Brand positioning for Universities.
• The new competitive environment and trends in student
decision-making.
• The pressing imperative for Universities delivering on their
promise to international students.
• Maintaining/building balance, control and authenticity through a
asset based approach.
• Partnerships increasingly important to Brand positioning and
competitiveness in internationalisation.

3. Definition and Clarification
• Asset: A useful or valuable quality, person, or thing; an
advantage or resource.

4. On the lips of everyone and in
every University’s strategic plan:
• INTERNATIONALISATION
• THE STUDENT EXPERIENCE

5. What does Internationalisation mean?
• Quantity in recruitment.
• Quality assurance management:
• Language AND academic ability
• Eliminating guesswork in admissions across markets
• Diversity of nationalities and study disciplines.
• Domestic student mobility.
• Learning and living facilities for international students (often
outpaced by recruitment).
• Support and transitioning services for international students.
• Capacity for curriculum development and teaching support for
international students.

6. Interna'onalisa'on:
Finding the right balance

7. The Balancing Challenge
• Fulfilling core mission vs. recruitment/revenue drivers.
• Student diversity vs. volume.
• Quantity vs. quality.
• Tailored curriculum vs. Traditional curriculum.
• Teaching and learning vs. independent self study.
• Balancing recruitment with investments across the living and
learning facilities on campus.
• Maintaining control and academic integrity of all public and
private sector partnerships.
• Delivering the core campus proposition vs. transnational
expansion.

8. Delivering the Internationalisation agenda
• A resource demanding and transformational process.
• More than international student recruitment volumes.
• More than new programmes.
• Investments in staff, domestic student mobility, curriculum,
buildings, services, change management etc.
• Beyond nation marketing.
• Building/rebuilding trust and credibility with parents, students,
employers and institutional peer groups.
• All above require simultaneous and multiple investments to
create new and strengthened University assets in order for there
to be authenticity in the proposition.

9. INTERNATIONALISATION
in Higher Education Institutions
A GLOBAL THEME OCCURING
WITHOUT THE INVESTMENT IN
ASSETS TO SUPPORT IT!?

10. Some of the key assets
• Global Brand: A global Brand presence to ensure diversity and
reach in student base and its impact on research.
• Market Intelligence: Awareness and understanding of student
trends and demands worldwide and to respond.
• Curriculum: Innovation, reorganisation and accessibility
• Leadership: a commitment to a vision and the change
management agenda to achieve it.
• The Service Proposition: responsiveness, programmes and
services.
• Facilities for learning and living that reflect a premium price
experience.
• Collaboration Processes and Alliance between leading
Universities.

11. Why an Asset approach matters
• Delivering authenticity and the promise to students.
• The student experience:
• Begins before arrival on campus.
• Success depends on academic and non-academic factors.
• Academic credibility will be dampened by living experiences from
student interactions, nationality diversity, support services, learning
facilities and accommodation.
• Success and a positive experience drives student satisfaction and
advocacy – Word of Mouth.
• Avoid ghettos of international students and create the stimuli for
domestic student engagement.
• To support the core mission of the University and its relevance to
domestic students.
• Universities are not necessarily geared to student service orientated and
responsive.

12. MAKING THE BIG LEAP
Breaking Away from the crowd
INTO A BRAVE
NEW WORLD

13. Global Higher Education trends
• International student mobility at all time high (2.3million students)
and will continue to grow despite significant growth in national
capacities and quality.
• Increasing trend towards more bite-sized multi-country mobility -
initially driven by cost and study abroad but now by employability and
confidence in local systems.
• Cross border provision remains high but student segments
changing and narrowing.
• Growing emphasis from employers on international experience
NOT JUST qualifications.
• Key growth in mobility will come from Europe and USA through
study abroad.

14. Unprecedented choice for interna'onal
students…and the qualifica'ons all
looks similar!...and maybe the
Universi'es too!
The need for universi'es to invest
in differen'a'on and authen'city.

15. Is the currency of the
future going to be the qualification
or the
student experience with a
“recognised”
university brand?
Flickr CC flickr.com/photos/glennharper/486871239/

16. Delivering on the Promise:
Mee'ng student expecta'ons and
aspira'ons…
HAS NEVER MATTERED MORE!

17. What makes a good student experience?
• Rankings are important but…
• The Learning Experience
• Curriculum
• Tutors
• Peers
• A multi-cultural experience - making it an international
adventure.
• Friends and networks for life.
• Living and Learning Facilities.
• Career and employment enhancement and support.
• Skills for life as well as academic learning and attainment.
• Services - support and in particular living and learning.
integration and the internet access (connecting with home).
• Having expectations exceeded, a remarkable experience and
something to talk about!

18. AND THE CONSISTENT SOURCES OF
INTERNATIONAL STUDENT DISSATISFACTION?
• Engagement with Domestic Students
• Diversity of international student mix
• Personal internet access and other services to support individuals
• Feeling of enhanced employability
• Welcome and integration
• Unresponsiveness of University prior to coming to the University

19. International Student Expectations:
A snapshot of their world in the 21st Century
• More demanding and empowered by choice.
• Digital natives.
• More media aware and sceptical.
• Faster to complain and less tolerant of poor service.
• Less loyal – it needs to be earnt and is not automatic.
• Demanding and searching for authenticity.
• Prepared to listen to their peers.
• Experiential.
• Socially aware.

20. UNRAVELING
THE STUDENT EXPERIENCE…
The source of future competitiveness
and brand positioning quot;
Flickr CC flickr.com/photos/candyflossgirl/1131488690/

21. STUDENT EXPECTATIONS AND
PERSONALISATION

22. THE LITTLE THINGS
MATTER
….and will be talked about.
Flickr CC flickr.com/photos/97834400@N00/411382971/

23. Managing the conversations through multiple
channels
…and it is a
two way
process

24. The internationalisation monologue and
the risk to trust, credibility and authenticity
INTERNATIONALISATION QUALITY
THE BEST CHOICE FOR YOU!
EMPLOYABLITY STUDENT EXPERIENCE
ASSURED PROGRESS COMPARABLE QUALITY
EMPLOYABILITY NEW WORLD CLASS
WORLD CLASS PROGRAMME IN YOUR CITY
OFFSHORE AND BRANCH CAMPUSES

25. The
age of the
Dialogue
and
Authenticity
…..
Delivering
on the promise
has never been
more evident!

26. And will certainly
be talked about
Slide 0 within web 2.0
China!

27. NEW SOURCES OF TRUST AND
CREDIBILITY
Source: Edelman Trust Barometer, 2008

28. Source: Edelman Trust Barometer, 2008

29. The
forthcoming
age of two-way
student mobility
Flickr CC flickr.com/photos/focht/1975594214

30. USA Study Abroad
Source: Institute of International Education (IIE) available http://opendoors.iienetwork.org/?p=113274
retrieved on 19th November 2007.

31. USA - Study Abroad Adoption Curve
Based on sample responses
How well do we understand
this group?
Data Collection : Synovate
Base : Total USA respondents (508)
Graphics and Analysis : INTO Knowledge

32. UK - Study Abroad Adoption Curve
How well do we understand
this group?
Data Collection : Synovate
Graphics and Analysis : INTO Knowledge Base : Total UK respondents (505)

33. Study Abroad Student in the UK:
Would you recommend the university to other students
thinking of applying here?
USA EU Asia
Base: USA respondents (600) Base: EU respondents (309) Base: Asia respondents (1,562)
Data Collection : i – graduate, 2007/08, Sept-July
Graphics and Analysis : INTO Knowledge

34. Study abroad students in the UK: student
satisfaction across a basket of factors

35. Study Abroad Programs by Provider.
Destination -London
The Brand Premium!

36. More than a theory…
real experience in practice

37. A focus on transformation
and the student experience
through partnerships

38. What is INTO?
• Vision: The global education partners for leading
Universities committed to authenticity in their
internationalisation
• Mission: Transforming the international student
experience on the campuses of leading
universities in the world
“INTO has at its heart a joint venture. What you
get ideally is a win-win between the strong
university brand and a strong and very
knowledgeable, sympathetic private sector
partner.”
Professor David Eastwood: Chief Executive, Higher Education Funding Council
England.

39. INTO’s University partners
2006‐08: First partner
University of East Anglia, UK
with Academic pathways base
of 45 interna>onal students
from 21 countries
2008: Over 2,900 interna>onal
pathway students from 74
countries across 5 UK University
Partners
2008: Sixth partner Oregon
State University and first in USA
with first of its kinds State
University Campus academic
and language pathway
programmes in USA.
By 2012, 16 partners in 6
Countries and 20,000 students
mobile within the network

40. GeXng the right ingredients and balance for
success: It is different for every university!

41. INTO Partnership Ingredients
• Brand: A focus on building University Brands (not INTO)
• Student Experience: A leading edge student experience from first
day of awareness to graduation
• Partnerships: Deeply embedded long-term partnership over a 35
years driving a strategic perspective from all parties.
• Global Reach: Global sales and marketing infrastructure
• Facilities: World class facilities for living and learning
• Programmes: University leadership and control of academic content
and quality.
• Services: Central admissions and a focus on student
responsiveness and personalisation from first enquiry to campus
graduation.
• A like-minded Global Alliance: 16 partnerships in 6 countries by
2012 facilitating the mobility of 22,000 students worldwide by 2015.

42. Pathways curricula for internationalisation
• Preparation for success and managed quality in international
students.
• Quality management on campus and not assured remotely
• Assured Quality into mainstream degree programmes
• Addresses the lack of consistency and direct comparability in
overseas education systems and teaching cultures.
• Managing language development and broad spectrum of test
scores versus actual ability
• Student transition into new culture and academic
environment

43. INTIAL TAKE OFF AND TRAJECTORY:
UNIVERSITY OF EAST ANGLIA
THE INTO PARTNERSHIP IMPACT.
(NOTE: RECRUTIMENT VOLUMES TO CAPACITY AT UEA)

44. Collective Channel Reach and Brand Resonance: from student
satisfaction to advocacy

45. Some Outcomes in INTO partners
• Quantity: Transformational increases in international student enrolments in
pathways.
• Brand Profile: Transformation in direct high quality enrolments.
• The Student Experience: Increases in student satisfaction and more
importantly advocacy.
• Institutional Collaboration: joint promotion and curriculum sharing and
recognition.
• Quality: Increasing direct entry standards as grey area students move into
pathways AND pathway students outperforming students admitted directly in
subsequent years.
• Facilities: New living and learning facilities in the heart of the campus.
• Domestic Student Engagement: New campus internationalisation and
engagement strategies and growth in study abroad.
• Sustainability: Internationalisation built around asset and brand building
and diversity in global presence.

46. In Summary
• Students will demand Internationalisation to mean more than volume
recruitment as standards and quality continues to rise.
• The best University brands will be those delivering more than just
recruitment and will be focused on improving their core campus
provision and support/engagement services.
• The student experience and delivering on the promise never more
important - authenticity matters!
• To meet this agenda, Universities need to explore internationalisation
through a comprehensive development and investment strategy that
looks at all its assets…and assess if can they do it on their own.
• INTO University Partnerships tries to support Universities worldwide
in meeting this agenda by empowering Universities to develop assets
to support internationalisation and ultimately Brand profile through a
unique partnership model.

47. Thank You for Listening!
If you wish, you can download
this presentation at
www.into-knowledge.com