CEDA Export Strategy for Higher Education - Hans Verhulst

CEDA Export Strategy Higher Educa6on Interim Results

Supply side • Fact finding mission – Trinidad, Grenada, Barbados, Jamaica ; interviews & discussions with stakeholders in the value system; individual and groups • Types of higher educa6on ins6tutes – Public universi6es – dominance of UWI; lack of MI – Community colleges – no interna=onal agenda – Private ins6tutes (business, medical, etc) – niche marketeers All require different strategies and should approach different segments • Dilemma between public mandate and commercial approach • Retrac6ng (financial) role of governments force public ins6tutes to think business – low mo=va=on

Scan on value chain; value system

MARKET ACCESS REQUIREMENTS

GOVERNMENTAL DEPARTMENTS AND INSTITUTIONS

HIGHER EDUCATIONAL SERVICE PROVIDERS – PUBLIC AND PRIVATE

BUSINESS SUPPORT ORGANIZATIONS SERVICE COALITIONS

HIGHER EDUCATIONAL SERVICE PROVIDERS – PUBLIC AND PRIVATE

Key results-­‐ value chain -­‐ actors

• TECHNOLOGY – there is sufficient research capacity and exper=se for development of specialized niche courses • EXECUTION – there are insufficient incen=ves to aPract world class faculty from abroad; only a few ins6tu6ons have modern teaching facili6es • LOGISTICS – travel to/from and inside region is expensive ; campuses seem to have adequate housing and other facili6es • MARKETING -­‐ there is a serious lack of marke=ng exper=se ; marke6ng departments are communica=on departments; MI is prac6cally non existent; the bigger ins6tutes rely on agents for “selling” • SUPPORT – with the excep6on of very few, none of the ins6tutes interviewed consider student support (tutoring, etc.) as an important purchasing decision factor.

DEVELOPMENT

EXECUTION

MARKETING

CURRICULUM' DEVELOPMENT

QUALITY'OF'FACULTY COURSE'DELIVERY

STRATEGIC'MARKETING' AND'POSITIONING MARKET'RESEARCH'&' PROMOTIONAL'BUDGETS REPUTATION'MANAGEMENT' ALUMNI'NETWORK FAIRS,'AGENTS,ROAD'SHOWS' EXCHANGE'PROGRAMS

MINDS

6,7

7,2

3,2 5,7

INVESTMENT'IN'ON'LINE TOOLS,'SMART'ROOMS'ETC. '&'SUPPORT'SERVICES POSITIONING,'ALUMNI' ENGAGEMENT PEDAGOGY,'EVALUATION,' SUPPORT'SERVICES' TRAINING'&'PRACTICE' FACILITIES

MONEY INVESTMENTS'IN'PROGRAM' DEVELOPMENT/INNOVATION

4,9

4,7

2,8 4,1

4,9

(ALMA) MATER ECOSYSTEM'DEVELOPMENT,' EFFECTIVENESS'OF'ALLIANCES

4,4

3,9

3,3 3,9

ACCREDITATIONS' INTERFACE'WITH'COMPANIES

METHODS MATERIALS

6,3

5,9

4,1 5,4

ACTORS ENABLERS DRIVERS

ONLINE'DELIVERY'&' EVALUATION'PLATFORM

WEBSITE,'SOCIAL'MEDIA BROCHURES

4,7 5,4

5,3 5,4

6,3 5,4

4,0

DEVELOPMENT

EXECUTION

MARKETING

SCANS,'TRENDS,' UPDATES'

FEEDBACK'ANALYSIS''' COMPETITIVE'GAUGES' ADVOCACY'ENHANCING' COMPETITIVENESS

MARKET'INTELLIGENCE CUSTOMIZED'INFO

REPORTS

2,8

3,1

2,6 2,8

INDUSTRY/ACADEMIA/ POLICY'INTERFACE

INTL'SERVICES'COALITIONS''''''''' INTERNATIONAL'PRESENCE SECTOR'POSITIONING'''''''''' SECTOR'BRANDING EDUCATION'MISSIONS''''''''''''''''''' CAREER'FAIRS' COALITION'BRANDING''''''''''''''''''''''''' MEMBERSHIP'RECRUITMENT

REPRESENTATION

4,4

3,6

2,7 3,6

3,4

INDUSTRY'EXPERTISE'''''''''''' SECTOR'DEVELOPMENT

3,2 PRESENCE'ACROSS'ACTORS''IN' EDUCATION

READINESS

4,3

3,0 3,5

DEVELOPMENT'AS'AN' EDUCATION'HUB

VOCATIONAL'WORKSHOPS'''''''''''''''''''' BEST'PRACTISE'EXCHANGE' 5,2

RANGE

3,1

4,0 4,1

DONOR'MANAGEMENT'''''''''''''''' REVENUE'SOURCES 3,2

SERVICES'PORTFOLIO DELIVERY'TEAM

ROBUSTNESS

2,9 3,8

3,1 3,1

3,4

3,1

DEVELOPMENT

EXECUTION

MARKETING

INCENTIVES'TAX'BREAKS ON'DEVLPT'ACTIVITIES ESTABLISHMENT'AS'AN' EDUCATIONAL'HUB MASTER'PLANNING INNOVATIVE' EDUCATION'POLICY'''''

SCHOLARSHIPS' EDUCATIONAL'SOFT'LOANS TRANSPORT,'ACCESSIBILITY,' CIVIC'SERVICES EDUCATION'ECOSYSTEM''''' VISA'PROTOCOLS LEGAL'FRAMEWORK'FOR' EDUCATION,'DIPLOMAS

CO'FINANCING'OF'TRADE' MISSIONS/FAIRS/'BRANDING CULTURAL'&'SAFETY'IMAGE' ICT'STRUCTURE COUNTRY'BRANDING'AS' EDUCATION'HUB EDUCATION'&'SKILLS'PRICING' MECHANISM

INCENTIVES

3,3

5,0

2,6 3,6

INFRASTRUCTURE

4,4

5,8

4,7 5,0

4,8

INITIATIVE

3,7

4,4

2,8 3,6

INSTITUTIONS EDUCATIONAL/'RESEARCH/' CULTURAL'IINSTITUTES

6,0

7,3

4,1 5,8

PRIMARY'AND'LANGUAGE' EDUCATION

5,3 STUDENT'&'FACULTY'FRIENDLY' ENVIRONMENT

STUDENT'EXCHANGE' FACILITATION

INSTRUCTION

6,4 5,8

5,6 5,8

4,6

3,9

Key results – MRI Scan

• ACTORS

• ACTORS

• Strategic marke6ng, posi6oning • Market research • Reputa6on management, alumni network

• Quality of faculty, course delivery • Websites, social media, brochures

• ENABLERS

• ENABLERS

• Market scans, trends, updates, customized info • Market intelligence • Interna6onal presence

• Voca6onal workshops • Interface academia/ government/policy

• DRIVERS

• DRIVERS

• Co-­‐financing of trade promo6on ac6vi6es • Tax breaks, incen6ves • Country branding

• Legal framework for educa6on • Student and faculty environment

Comments based on MRI Scans

• Overall CI-­‐score of 6.608 is extremely low (Maslov) • Enablers score uncaracteris6cally low • High medians in all boxes: low level of consensus • One consensus: lack of marke=ng skills • Country branding requires a concerted effort of actors, enablers and drivers – importance of value system

Key results – FSI Matrix Solu6on design/constraint li_ing

The FSI matrix is a tool for solu6on design/constraint li_ing, preven6ng that efforts are wasted by trying to do everything. The matrix uses three criteria to priori6ze sugges6ons from stakeholders, based on the results of the MRI scan 1. Feasibility

2. Speed 3. Impact

Solu=ons proposed

Feasibility Speed Impact FSI Score Priority

Best prac6ces workshops – “educa6on as a business” Pilot Marke6ng project in selected segments Development of Export Marke6ng Plans

8

6 4 192 7

7

5 8 280 4

8

4 7 224 6 7 8 560 3 4 8 192 7 7 8 560 3 7 9 630 2 4 8 192 7

Agent recruitment for the region

10

Skilling the marke6ng departments

6

Strategic Conference for Stakeholders to create buy in for regional strategy

10 10

MI Services portal/ porkolio

BSOD for the enablers (service coali6ons) in this region Strategic Conference – Prepare Business Proposal to Governments Establishment of membership based Trade Associa6on for advocacy Develop regional exports as a step up

6

8

9 10 720 1

6 5

4 5 120 8 6 8 240 5

First impressions– Demand side EU Interviews with poten6al B2B partners in Norway, Denmark, Sweden, Finland, Estonia • AFFORDABILITY -­‐ Higher educa6on is a public good, generally free of charge. Systems of financial support are at a rela6vely high level . • PROGRAMS – Students willing to travel to the Caribbean for exchange programs, not for full degree courses • EXPOSURE -­‐ Strong encouragement from universi6es to get exposure to a different culture -­‐ bePer global ci6zens. From 3S TO 3E • DECISION MAKING UNIT – Decentralized educa6on system: professors have substan=al autonomy , professors are cri6cal partners in exploring partnerships and collabora6on opportuni6es. • ALLIANCES – Create Centers of Excellences focusing on niche areas, that host and home university alike can customize a program for. • UNIQUE VALUE PROPOSITION -­‐ Incen6vize through research poten=al in areas like mari6me academics, tropical flora/fauna, climate change management, athle6cs, water management etc through seminars, knowledge exchange programs, white papers etc………………..

Research -­‐ excellence

Compara6ve issues– students* *survey amongst 200+ university and college students in The Netherlands from Economics & Marke6ng, Communica6on, Media & Design, Healthcare,, ICT, Art, People & Society, Educa6on, Applied Science, Law, Neuroscience, Sports, Languages, Technique

Selec6on of studies Costs Na6onal security 22% Language of country 21% Cult re of country 12% Dist ce fr m home 9% Na=onal security 7% Other 4% Culture of the country Language of the country Distance to home Other Costs 25% Program

4%

9%

22%

21%

25%

12%

7%

Customer values – students*

Average of the five elements

7,8

7,6

7,4

7,2

7

Rates

6,8

6,6

6,4

6,2

6

Career opportuni=es

Quality of the program

Length of the program

Image of the university

Level of support

First impressions – Africa

Interviews in Rwanda, Tanzania, Kenya, Botswana

• Public universi6es are dominant in Kenya & Tanzania, while Rwanda and Botswana have more private universi6es. • There is tacit knowledge in the region about Caribbean universi6es and some of the values they carry. • Interviewed ins6tu6ons willing to engage in partnerships with focus on medical and science based degrees • Many ins6tu6ons ready to send students abroad but need reasonably priced degree courses. • Regional public universi6es that offer parallel degrees to privately sponsored students are highly mo=vated. • Scholarships for external degrees are availed by governments, development/donor agencies, founda6ons and other private sponsors. • Immature market: only a few ins=tutes iden6fy, prepare and place students in foreign universi6es

First impressions – La6n America

Interviews with universi6es, government en66es and Student Associa6ons. Colombia, Peru, Ecuador From universi=es perspec=ve: • General lack of informa=on on Caribbean Universi=es , except for Universi6es in Cuba and DR (one University in Bogotá) • Universi6es proac=vely looking for well posi=oned universi=es (ranking lists) for coopera6on agreements. Experience, programs, academic level faculty main criteria are main criteria • No ini=a=ves from Caribbean Universi=es yet towards coopera6on • Most of them are opening or reinforcing postgraduate programs (Masters, PhD) to keep students – an6 force for student mobility. From student’s perspec=ve • The Caribbean is basically a for fun des=na=on (3S) . • Prefer well known universi6es in the USA or Europe, but admit that due to the lack of informa=on they never think of the Caribbean as a poten6al place to study abroad.