Harvard Case - MacEwan Goes Global: Internationalization at a Canadian School of Business
"MacEwan Goes Global: Internationalization at a Canadian School of Business" Harvard business case study is written by Ilan Alon, Mike Henry, Kimberley Howard. It deals with the challenges in the field of General Management. The case study is 13 page(s) long and it was first published on : Feb 24, 2009
At Fern Fort University, we recommend MacEwan University adopt a phased approach to internationalization, focusing on building a strong foundation for global engagement through strategic partnerships, program development, and faculty and student exchange initiatives. This approach prioritizes quality over quantity, ensuring a sustainable and impactful global presence.
2. Background
MacEwan University, a public comprehensive institution in Edmonton, Alberta, is seeking to expand its reach and impact through internationalization. The university faces a competitive landscape with other Canadian and international institutions vying for students and resources. The case study explores the challenges and opportunities of internationalization, focusing on MacEwan's School of Business and its desire to attract international students and faculty.
The main protagonists are:
- Dr. David Atkinson: Dean of the School of Business, driving the internationalization strategy.
- Dr. Janice Murphy: Associate Dean, responsible for program development and international partnerships.
- Dr. John Smith: Professor, championing the importance of global perspectives in the curriculum.
- International Students: Seeking a high-quality education with global relevance.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis:
- Strengths: Strong reputation in Canada, experienced faculty, diverse student body, location in a growing city.
- Weaknesses: Limited international experience, lack of brand recognition globally, potential resource constraints.
- Opportunities: Growing demand for business education in emerging markets, potential for partnerships with international institutions, increasing student mobility.
- Threats: Intense competition from established international universities, economic instability in some target markets, potential for cultural misunderstandings.
- Porter's Five Forces:
- Threat of New Entrants: High, due to the ease of establishing online programs and the growing number of international universities.
- Bargaining Power of Buyers: Moderate, as students have options but value reputation and quality.
- Bargaining Power of Suppliers: Low, as faculty and resources are relatively abundant.
- Threat of Substitutes: Moderate, as online learning and alternative education models are gaining traction.
- Competitive Rivalry: High, with numerous Canadian and international universities competing for students and resources.
Financial Analysis:
- Cost-Benefit Analysis: Internationalization requires significant investment in infrastructure, marketing, and faculty development. However, it can generate revenue through increased tuition fees, research grants, and international partnerships.
- Return on Investment (ROI): MacEwan needs to carefully assess the financial viability of each international initiative, considering the potential return on investment in terms of student enrollment, research funding, and brand recognition.
Marketing Analysis:
- Target Market: MacEwan should focus on specific regions with high demand for business education, considering factors like economic growth, student demographics, and cultural compatibility.
- Marketing Strategy: A multi-faceted approach is needed, including digital marketing, social media engagement, international student fairs, and partnerships with educational agencies.
Operational Analysis:
- Program Development: MacEwan should develop programs that cater to the specific needs and interests of international students, offering flexible delivery formats and culturally relevant content.
- Faculty Development: Investing in faculty training on cross-cultural communication, teaching methodologies, and global perspectives is crucial for effective internationalization.
- Student Support Services: Providing comprehensive support services for international students, including visa assistance, cultural orientation, and academic advising, is essential for their success.
4. Recommendations
Phase 1: Building a Foundation (Year 1-2)
- Strategic Partnerships: Establish partnerships with reputable international universities in target regions, focusing on student and faculty exchange programs, joint research initiatives, and curriculum development.
- Program Development: Develop a few high-quality, globally-relevant programs, focusing on areas of expertise and market demand. Consider online delivery models to reach a wider audience.
- Faculty and Student Exchange: Launch pilot exchange programs for faculty and students, fostering cross-cultural understanding and collaboration.
- Marketing and Recruitment: Focus on targeted marketing efforts in key regions, leveraging digital platforms and international student fairs.
Phase 2: Expansion and Growth (Year 3-5)
- International Campus: Explore the possibility of establishing a small, satellite campus in a strategic location, offering a limited number of programs and attracting a diverse student body.
- Global Research Collaborations: Develop research partnerships with international institutions, focusing on areas of mutual interest and generating impactful research outputs.
- Online Program Expansion: Expand online program offerings to reach a wider international audience, ensuring high-quality learning experiences and cultural sensitivity.
- Brand Building: Invest in building a strong international brand, showcasing MacEwan's strengths and global impact through targeted marketing campaigns and public relations initiatives.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with MacEwan's mission of providing high-quality education and fostering global citizenship.
- External Customers and Internal Clients: The recommendations address the needs of international students, faculty, and the broader university community.
- Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate MacEwan through its unique strengths and offerings.
- Attractiveness: The recommendations are designed to be financially viable, considering the potential return on investment in terms of student enrollment, research funding, and brand recognition.
6. Conclusion
MacEwan University has a significant opportunity to expand its reach and impact through strategic internationalization. By adopting a phased approach, focusing on building a strong foundation, and prioritizing quality over quantity, MacEwan can establish a sustainable and impactful global presence. This approach will not only attract international students and faculty but also enhance the learning experience for all students and contribute to the university's overall growth and success.
7. Discussion
Other Alternatives:
- Rapid Expansion: A rapid expansion strategy could involve launching numerous programs and establishing multiple international campuses, but this approach carries a higher risk of financial instability and potential cultural challenges.
- Limited Internationalization: A limited approach could focus solely on online programs or student exchange initiatives, but this might not achieve the desired impact on the university's global reputation and reach.
Risks and Key Assumptions:
- Economic Instability: Economic downturns in target markets could impact student enrollment and funding.
- Cultural Differences: Cultural misunderstandings and communication barriers could hinder effective collaboration and program delivery.
- Competition: Competition from established international universities could make it challenging to attract students and resources.
8. Next Steps
- Develop a detailed internationalization strategy: This strategy should outline the specific goals, target markets, programs, partnerships, and resources required for successful implementation.
- Establish a dedicated internationalization office: This office will be responsible for coordinating all international activities, including partnerships, program development, student recruitment, and faculty support.
- Allocate resources: Secure funding for internationalization initiatives, including program development, faculty training, student support services, and marketing efforts.
- Monitor and evaluate progress: Regularly assess the effectiveness of internationalization initiatives, adjusting strategies and resources as needed to ensure ongoing success.
By taking these steps, MacEwan University can successfully navigate the challenges and opportunities of internationalization, creating a vibrant and globally-connected learning environment for its students and faculty.
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Case Description
Given the importance of global education, colleges and universities are faced with increasing pressure from various stakeholders to internationalize their campus. The dean of the Grant MacEwan School of Business is faced with the task of internationalizing the school. Her job is doubly difficult as the school is implementing a strategic move towards becoming a baccalaureate-granting institution, and upgrading its available international programs. The application of standard business models of SWOT and PEST analysis, examining the multi-dimensionality of "internationalization" and its application in the non-profit sector, and development of defined benchmarks to evaluate the success of any expansion efforts are all areas that the dean should consider in making her recommendations.
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