Harvard Case - INSEAD: One School, Two Campuses - Going to Asia
"INSEAD: One School, Two Campuses - Going to Asia" Harvard business case study is written by Philippe Lasserre, Sam Garg, Arnoud De Meyer. It deals with the challenges in the field of General Management. The case study is 23 page(s) long and it was first published on : Jan 3, 2003
At Fern Fort University, we recommend INSEAD proceed with the Singapore campus expansion, focusing on a strategic approach that leverages its existing strengths, addresses the unique challenges of the Asian market, and ensures long-term sustainability. This expansion should be guided by a clear vision of INSEAD's role as a global leader in management education, with a commitment to fostering innovation, diversity, and ethical leadership in the region.
2. Background
INSEAD, a renowned international business school, faced a strategic decision: expand its presence to Asia. This decision was driven by the growing importance of emerging markets, particularly in Asia, for global business. The case study explores the complexities of this decision, including the potential benefits and challenges of establishing a new campus in Singapore.
The main protagonists of the case study are:
- Professor Gabriel Hawawini: The Dean of INSEAD, tasked with navigating the strategic direction of the school.
- The INSEAD Board: Responsible for overseeing the school's financial and strategic decisions.
- The INSEAD faculty: Key stakeholders in the expansion, requiring careful consideration of their needs and perspectives.
- The potential students: The ultimate beneficiaries of the expansion, whose diverse needs and expectations must be met.
3. Analysis of the Case Study
To analyze the case, we can utilize a framework that considers both the internal and external factors impacting INSEAD's decision:
Internal Analysis:
- Strengths:
- Global reputation and strong brand recognition.
- Experienced faculty with international expertise.
- Robust alumni network.
- Strong financial position.
- Weaknesses:
- Limited understanding of the Asian market.
- Potential cultural differences and communication challenges.
- Risk of diluting the existing brand.
- Opportunities:
- Growing demand for business education in Asia.
- Access to diverse talent pool.
- Potential for new partnerships and collaborations.
- Threats:
- Competition from established Asian business schools.
- Economic uncertainties in the region.
- Potential for cultural clashes and operational difficulties.
External Analysis:
- Porter's Five Forces:
- Threat of new entrants: High, due to the growing demand for business education in Asia.
- Bargaining power of buyers: Moderate, as students have options but value INSEAD's reputation.
- Bargaining power of suppliers: Low, as INSEAD has access to a diverse pool of faculty and resources.
- Threat of substitute products: Moderate, as online learning platforms and other educational providers offer alternatives.
- Competitive rivalry: High, with established Asian business schools vying for market share.
Financial Analysis:
- NPV: A detailed financial analysis is required to assess the potential profitability of the Singapore campus.
- ROI: Evaluating the return on investment for the expansion is crucial to justify the decision.
- Break-even analysis: Determining the time it takes for the campus to become financially sustainable is essential.
4. Recommendations
- Strategic Approach: INSEAD should adopt a phased approach to the Singapore campus expansion, starting with a smaller, focused program and gradually expanding based on market demand and financial performance.
- Program Design: The Singapore campus should offer a unique program tailored to the specific needs of the Asian market, focusing on areas like emerging markets, innovation, and sustainability.
- Faculty Recruitment: INSEAD should recruit faculty with deep expertise in the Asian business environment, ensuring cultural sensitivity and a diverse perspective.
- Partnerships and Collaborations: INSEAD should actively seek partnerships with leading Asian companies, government agencies, and research institutions to enhance its program offerings and build local credibility.
- Marketing and Branding: INSEAD should develop a targeted marketing strategy to reach potential students in Asia, highlighting the unique value proposition of the Singapore campus.
- Operational Excellence: INSEAD should prioritize operational efficiency and effectiveness, ensuring a seamless student experience and cost-effective management of the campus.
- Continuous Evaluation: INSEAD should implement a robust performance evaluation system to track the progress of the Singapore campus and make necessary adjustments to its strategy.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The expansion aligns with INSEAD's core competencies in international business and its mission to develop responsible leaders.
- External customers and internal clients: The recommendations address the needs of potential students in Asia and the requirements of the faculty.
- Competitors: The recommendations consider the competitive landscape and aim to differentiate INSEAD's offerings.
- Attractiveness: The recommendations are based on a thorough financial analysis, considering NPV, ROI, and break-even points.
- Assumptions: The recommendations are based on the assumption that the Asian market will continue to grow and that INSEAD can successfully adapt its program and operations to meet the specific needs of the region.
6. Conclusion
Expanding to Singapore presents a significant opportunity for INSEAD to solidify its position as a global leader in management education. By carefully considering the internal and external factors, adopting a strategic approach, and focusing on operational excellence, INSEAD can ensure the success of its Singapore campus and contribute to the development of future business leaders in Asia.
7. Discussion
Alternatives not selected:
- Acquiring an existing Asian business school: While this could offer immediate market access, it carries risks of cultural clashes and integration challenges.
- Focusing solely on online programs: This approach lacks the personal interaction and brand building opportunities of a physical campus.
Risks and key assumptions:
- Economic downturn in Asia: This could negatively impact student enrollment and financial performance.
- Cultural differences and communication challenges: These could hinder faculty recruitment and student engagement.
- Competition from established Asian business schools: This could limit market share and profitability.
Options Grid:
| Option | Pros | Cons |
|---|---|---|
| Singapore Campus Expansion | Access to growing Asian market, brand building, unique program offerings | High investment costs, potential cultural challenges, competition |
| Acquiring an existing Asian business school | Immediate market access, established infrastructure | Cultural clashes, integration challenges, potential for brand dilution |
| Focusing solely on online programs | Cost-effective, global reach | Lack of personal interaction, brand building challenges |
8. Next Steps
- Develop a detailed business plan: This should outline the program offerings, financial projections, and operational plan for the Singapore campus.
- Secure funding: INSEAD should seek funding from various sources, including private investors, government grants, and alumni donations.
- Recruit faculty and staff: INSEAD should prioritize recruiting faculty with expertise in the Asian market and experienced staff to manage the campus.
- Establish partnerships and collaborations: INSEAD should actively engage with leading Asian companies, government agencies, and research institutions.
- Develop a marketing strategy: This should target potential students in Asia and highlight the unique value proposition of the Singapore campus.
- Implement a robust performance evaluation system: This should track the progress of the campus and allow for adjustments to the strategy.
By following these steps, INSEAD can successfully navigate the challenges and capitalize on the opportunities presented by the expansion to Singapore, solidifying its position as a global leader in management education and contributing to the development of future business leaders in Asia.
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Case Description
In June 1998, The Board of Directors of INSEAD, a leading international business school based in Fontainebleau (France) had to decide to proceed with an investment in a second campus in Singapore. Over the past 20 years INSEAD had established an international reputation and had developed some expertise on Asian business. The case presents the history of the project, the process by which the idea was transformed into an investment proposal and presents various views on the potential and risks of such development.
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