Strategic Plan

MSM Global TNE Strategy

Strategic Business Unit

MSM

Plan Details

Explore potential Transnational Education (TNE) opportunities with universities by developing tailored propositions that support international outreach through possible working models such as:

 

1. Branch Campuses

  • Model: University establishes a full-fledged campus abroad.

  • Examples:

    • NYU Abu Dhabi

    • University of Nottingham Malaysia

  • Revenue: Tuition fees paid directly to the parent university or through a local joint venture.

  • Pros: Strong brand control, high student experience.

  • Cons: High investment/risk; regulatory barriers.

2. Franchise Model

  • Model: A local institution delivers the curriculum of the foreign university under license.

  • University role: Quality assurance, awarding degree.

  • Examples: UK universities in Malaysia, Sri Lanka, and Africa.

  • Revenue: Franchise fees and a share of tuition.

  • Pros: Low risk, scalable.

  • Cons: Less control over teaching quality and student experience.

3. Validation Partnerships

  • Model: The university approves and validates courses taught by a partner institution.

  • University role: Minimal curriculum delivery, academic oversight.

  • Revenue: Per-student validation fees.

  • Pros: Cost-effective and fast to implement.

  • Cons: Limited brand exposure; reputational risk if standards slip.

4. Joint or Dual Degrees

  • Model: Two universities co-develop a program leading to a joint or dual award.

  • Examples: Double master’s degrees between EU and Asian/American universities.

  • Revenue: Shared tuition, often with student mobility involved.

  • Pros: Academic cooperation, global exposure for students.

  • Cons: Complex logistics, regulatory and accreditation challenges.

5. Online TNE / Distance Learning

  • Model: Fully online or hybrid degrees delivered internationally.

  • Platforms: Proprietary systems or MOOC platforms.

  • Examples: Coursera, FutureLearn.

  • Revenue: Tuition or subscription-based; licensing content to local providers.

  • Pros: Scalable, accessible to wider populations.

  • Cons: High competition, variable student engagement and outcomes.

6. Articulation Agreements / 2+2, 1+3 Models

  • Model: Students complete part of their degree locally and transfer to the partner university.

  • Revenue: Final years’ tuition goes to the university abroad.

  • Pros: Good recruitment funnel for universities.

  • Cons: Requires strong progression support.

7. Academic Hubs or Learning Centres

  • Model: Local study centres that offer blended learning with some in-person and some remote delivery.

  • Examples: Coventry University’s Global Hubs.

  • Revenue: Tuition or licensing fees.

  • Pros: Regional presence without full campus cost.

  • Cons: Depends on local infrastructure and staffing.

8. Corporate/Workforce Partnerships

  • Model: University partners with corporations or governments to offer tailored programs abroad.

  • Revenue: Direct contracts, sponsorships.

  • Pros: Financially secure, builds employer relationships.

  • Cons: Less scalable; can be politically sensitive.

 

 

Analysis

Business Model Canvas

Business Model Canvas by Strategyzer, used under CC BY-SA 3.0.

Key Partners

Higher Education Institution Partners
Strategic, long-term partnerships with universities and colleges in the UK, USA, and China are essential. These relationships must be built on mutual trust, shared objectives, and clear agreements regarding programme delivery, quality assurance, and brand representation. MSM will act as an extension of these institutions, requiring close collaboration on curriculum, compliance, and student experience.
Channel Partner & Agent Networks
Robust relationships with education agents, recruitment partners, and channel networks are critical for market penetration and student recruitment. MSM must provide ongoing training, certification, and support to ensure agents represent partner institutions accurately and ethically, while leveraging their local market knowledge and networks.
Technology Platform Providers and/or MSM
Reliable partnerships with EdTech and CRM solution providers underpin MSM’s digital delivery, data analytics, and automation capabilities. These relationships should be based on service-level agreements, data security compliance, and ongoing technical support to ensure seamless, scalable, and secure operations.
Professional Associations & Consortia
Active engagement with sector bodies, accreditation agencies, and professional consortia is necessary for credibility, compliance, and access to best practice. These relationships should be collaborative, enabling MSM to stay ahead of regulatory changes, quality standards, and industry trends.
Government & Regulatory Agencies
Constructive relationships with government education departments and regulatory authorities in target markets are vital for navigating legal, visa, and accreditation requirements. MSM must maintain open channels for dialogue, compliance updates, and advocacy to ensure smooth market entry and ongoing operations.

Key Activities

Operational Excellence and Scalable Delivery
MSM must deliver its services efficiently and at scale, maintaining high standards of quality and customer satisfaction as it grows. This involves streamlining workflows, investing in staff training, and implementing robust CRM and back-office systems. To excel, MSM needs a culture of continuous improvement, clear performance metrics, and the ability to rapidly onboard new partners and staff without compromising service quality.
Digital Recruitment and Market Entry Enablement
MSM needs to enable rapid, cost-effective international market entry for its clients through digital-first recruitment strategies. This includes leveraging AI-driven platforms, data analytics, and targeted digital marketing to identify, attract, and convert prospective students and partners. To excel, MSM must continuously innovate its technology stack, optimise digital campaigns, and provide seamless user experiences for agents, students, and institutions.
Global Partner Relationship Management
Building and maintaining strong, strategic partnerships with universities, colleges, government agencies, and private schools is critical. MSM must provide consultative support, foster trust, and deliver measurable value to partners. Excelling here requires dedicated account management, regular engagement, transparent communication, and the ability to co-create solutions that address partners’ unique needs and objectives.
Transnational Education Programme Development
MSM must design, adapt, and deliver high-quality transnational education (TNE) programmes that meet the academic standards and regulatory requirements of both home and host countries. This involves close collaboration with partner institutions to ensure curriculum alignment, accreditation, and local relevance. To excel, MSM needs robust academic quality assurance processes, a deep understanding of international education frameworks, and the agility to tailor offerings for diverse markets.
Regulatory Compliance and Risk Management
Operating across multiple jurisdictions, MSM must ensure full compliance with local and international education laws, data protection regulations, and accreditation standards. This includes monitoring policy changes, managing intellectual property, and mitigating risks related to visas, taxation, and business continuity. Excelling requires a proactive legal and compliance function, strong internal controls, and the ability to adapt quickly to regulatory shifts.
GTM Management & Launching

Elaborate and manage a project to launch a new programme.

Customer Relationships

Consultative Support
MSM should offer consultative support to help clients navigate regulatory, accreditation, and market entry challenges. This involves regular workshops, webinars, and advisory sessions tailored to the specific needs of each customer segment, positioning MSM as a trusted advisor in international education management.
Strategic Partnership
MSM should foster long-term, collaborative relationships with higher education institutions, government agencies, and corporate clients. These partnerships are built on mutual trust, shared objectives, and co-development of transnational education solutions, ensuring both parties benefit from market expansion, revenue growth, and enhanced brand presence.
Community Engagement
MSM should cultivate a global community of partner institutions, agents, and students through forums, events, and knowledge-sharing initiatives. This encourages networking, best practice exchange, and a sense of belonging, further strengthening loyalty and advocacy among its customer base.

Customer Segments

Vocational and Technical Colleges

Institutions focused on practical, skills-based education, including polytechnics and technical colleges, particularly those looking to internationalise or offer blended/online programmes. This segment is sizeable and growing, especially as governments and employers emphasise workforce readiness and upskilling. These colleges are interested in MSM’s ability to facilitate international collaborations, provide access to global best practices, and support digital transformation, making them a promising target for MSM’s services.

Government Education Agencies

National and regional government bodies responsible for higher education policy, capacity building, and internationalisation initiatives. This segment includes ministries of education, scholarship agencies, and public sector organisations in both developed and emerging markets. The size of this segment is stable but can expand with increased government focus on international partnerships and education reform. MSM’s experience in programme development, capacity building, and sustainable education solutions positions it well to serve this segment.

Private International Schools (Pre-University)

Premium K-12 and pre-university schools offering international curricula (e.g., IB, A-Levels) that wish to expand into higher education pathways or offer dual-enrolment and foundation programmes. This segment is growing, particularly in Asia and the Middle East, as demand for international education rises among affluent families. These schools are interested in partnerships that provide seamless progression to global universities, making MSM’s TNE and online offerings highly relevant.

Corporate Learning & Development Divisions

Large multinational corporations and enterprises with in-house training academies or L&D departments seeking to partner with higher education providers for accredited, global upskilling programmes. The corporate education market is substantial and expected to grow as companies invest in workforce transformation and lifelong learning. These organisations value MSM’s global reach, rapid deployment capabilities, and expertise in blended and online delivery, making them a highly attractive segment.

Value Proposition Definitions

Curriculum development & Academia/Students exchange

Curriculuam development, academia and student exchange possibilities. Mobility and enhancement of knowledge exchange. 

 

De-risk strategy - exposure to government policies

Reduce reliance in regional markets where associated to regional goverment policies.

Key Resources

Business Developer Officer (Back Office)

Legal and Complaince, Project and Data Keeping, Data Analysis, Reporting Support, etc.

TNE Marketing Manager/Director

Support Sales and Aftersales operations from a digital marketing point of view. Supported by 'share services', agencies etc.

Global Business Development Team
A highly skilled team of business developers and partnership managers based in key markets (UK, USA, Canada) is essential for identifying, negotiating, and managing relationships with higher education institutions, government agencies, and corporate clients. Their local expertise and networks enable MSM to rapidly enter new markets and tailor offerings to regional needs.
Transnational Education (TNE) Marketing Manager
A dedicated TNE marketing manager is required to design and execute targeted campaigns, manage digital channels, and coordinate with channel partners. This role ensures MSM’s value proposition is effectively communicated to diverse audiences and supports lead generation and brand building in competitive markets.
Back Office Operations and Support
Efficient back office operations—including finance, compliance, HR, and administrative support—are necessary to ensure smooth delivery of services, regulatory compliance, and scalability as MSM expands into new markets and manages complex, cross-border projects.
Technology Platform and CRM
A robust, scalable technology platform—integrated with a CRM system like HubSpot—underpins MSM’s ability to manage agent networks, student applications, partner communications, and data analytics. This infrastructure supports automation, real-time reporting, and seamless user experiences for all stakeholders.
Agent and Channel Partner Network
A vetted and well-supported network of education agents, channel partners, and consortia is critical for market reach and local engagement. These partners act as MSM’s ambassadors, facilitating student recruitment, institutional introductions, and on-the-ground support in multiple geographies.
VP - Global Business Development - TNE (Alan)

P&L, Targets, Vision, Reporting, Budgets, Recruitment, etc.

Channels

Professional Associations & Consortia Partnerships
Forming partnerships with professional bodies (e.g., Association of Commonwealth Universities, British Council, American Council on Education) and sector consortia provides MSM with access to curated networks of higher education institutions and policy influencers. By offering joint research, co-branded events, or member-exclusive resources, MSM can build trust and position itself as a preferred partner for transnational education solutions.
Channel Partner & Agent Networks
Expanding relationships with established education agents, consultancy firms, and regional channel partners enables MSM to tap into local expertise and existing client bases, particularly in emerging markets. This channel is effective for reaching vocational colleges, private schools, and government agencies that may not be accessible through direct sales. MSM should provide partners with training, marketing collateral, and performance incentives to ensure alignment and success.
Strategic Industry Events & Conferences
Participating in and sponsoring leading education and edtech conferences (such as BETT, EAIE, NAFSA, and regional summits in China and the USA) enables MSM to directly engage with decision-makers from higher education, government agencies, and corporate L&D divisions. These events are ideal for networking, showcasing MSM’s solutions, and building credibility. MSM should leverage speaking opportunities, panel discussions, and targeted workshops to demonstrate thought leadership and foster strategic partnerships.
Targeted B2B Digital Marketing
Deploying highly targeted digital campaigns via LinkedIn, sector-specific online publications, and programmatic advertising allows MSM to reach institutional leaders, L&D managers, and government officials. This channel is effective for raising brand awareness, generating qualified leads, and nurturing prospects through tailored content such as case studies, whitepapers, and webinars. MSM should use advanced segmentation and retargeting to maximise engagement and conversion.
Webinars & Virtual Open Days
Hosting regular webinars, virtual roundtables, and open days tailored to specific customer segments (e.g., corporate L&D, international schools, government agencies) allows MSM to demonstrate its offerings, share success stories, and address sector-specific challenges. This channel is cost-effective, scalable, and particularly attractive for global audiences who may not attend in-person events. MSM should use interactive formats and follow-up engagement to convert interest into partnerships.

Cost Structure

Regulatory Compliance and Quality Assurance
Covers legal, accreditation, and compliance costs associated with operating in multiple jurisdictions (UK, USA, China, etc.), including data protection, intellectual property, and local education regulations. These are largely fixed and indirect costs, incurred annually or as required by regulatory changes or market entry.
International Legal and Regulatory Advisory
Expenditure on legal counsel and compliance experts to navigate complex international education regulations, data protection laws, and cross-border contracts. These are largely variable and indirect costs, incurred when entering new markets, updating compliance frameworks, or responding to regulatory changes in existing jurisdictions.
Branding and Reputation Management
Costs associated with global brand building, public relations, crisis management, and reputation monitoring, including digital campaigns and participation in international rankings. These are largely fixed and indirect costs, supporting MSM’s long-term positioning and trust in the market.
Quality Assurance and Accreditation Fees
Payments to external quality assurance bodies, accreditation agencies, and for periodic audits to maintain institutional credibility and meet partner or government standards. These are semi-fixed, direct costs, typically recurring annually or per accreditation cycle, and are essential for maintaining MSM’s reputation and operational licence.
Technology Development and Integration
Ongoing investment in developing, customising, and integrating digital platforms, learning management systems, and AI-driven tools. These costs are primarily fixed (e.g., software licences, platform upgrades) but can include variable elements (e.g., integration with new partner systems). They are direct costs, as they are essential to MSM’s core service delivery, and are incurred during both initial setup and ongoing operations.
Technology Platform and CRM Maintenance
Covers the ongoing development, licensing, hosting, and support of MSM’s proprietary technology platform, CRM (e.g., Hubspot), and agent-facing tools. These are a mix of fixed (licensing, hosting) and variable (scaling infrastructure, new feature development) costs, and are direct costs incurred continuously as the platform scales and evolves.
International Market Entry and Localisation
Expenses related to entering new geographic markets, such as legal fees, translation and localisation of content, adapting to local regulatory requirements, and establishing local support teams. These are variable and direct costs, incurred as MSM expands into new regions or launches new partnerships.
Global Risk Management and Insurance
Premiums and contingency funds for insuring against operational risks such as cyberattacks, political instability, or force majeure events affecting transnational operations. These are indirect, mostly fixed costs, incurred annually or as required by specific market entry or partnership agreements.
Staffing and Talent Acquisition
This includes salaries, benefits, recruitment, and training costs for MSM’s global business development team, TNE marketing managers, back office operations, and technology staff. These are largely fixed and direct costs, incurred monthly, and are critical for maintaining MSM’s lean yet high-performing workforce. High staff turnover or expansion into new markets can increase these costs.
Marketing and Business Development
Includes spend on digital marketing, strategic industry events, professional association memberships, webinars, and targeted B2B campaigns. These are variable and indirect costs, incurred throughout the year, and are essential for lead generation, brand building, and market entry.
Content Localisation and Curriculum Adaptation
Costs associated with translating, adapting, and accrediting course materials to meet local language, cultural, and regulatory requirements. These are variable and direct costs, incurred each time MSM launches a new programme or enters a new region, and can fluctuate based on the number and complexity of courses offered.
Channel Partner and Agent Network Management
Encompasses commissions, incentives, training, and support for MSM’s global network of agents and channel partners. These are variable and direct costs, incurred as a percentage of successful student placements or institutional deals, and fluctuate with business volume and market expansion.

Revenue Structure

Professional Development and Training Services
Fees for delivering bespoke training, certification programmes, and capacity-building workshops to institutional staff, agents, or government partners. These can be structured as one-off payments per course or as recurring contracts for ongoing professional development, typically paid in advance.
Market Intelligence & Data Analytics Services
Subscription or one-off fees for providing market research, competitor benchmarking, and student recruitment analytics to institutional clients. Revenue may be generated through annual subscriptions (recurring, in advance) or bespoke research projects (one-off, in advance or on delivery).
White-Labelled Online Programme Delivery
Recurring revenue from licensing MSM’s online learning infrastructure and content to institutions under their own brand. Fees may be structured as annual licences or per-student enrolment charges, with payments made in advance or periodically in arrears based on usage.
Custom Programme Development & Localisation
One-off or milestone-based fees charged to institutions, governments, or enterprises for the design, localisation, and accreditation of bespoke academic or vocational programmes. Payments are usually made in advance or upon completion of key project phases.
Institutional Onboarding and Integration Fees
One-off charges to new partner institutions for initial setup, integration with MSM’s systems, training, and customisation of workflows. These fees are usually invoiced in advance of service delivery and help cover the costs of onboarding and technical support.
Consultancy and Regulatory Advisory Services
Income from providing expert consultancy on international market entry, regulatory compliance, accreditation, and risk management. These are usually one-off or project-based fees, invoiced in advance or upon completion of deliverables.
Transnational Education (TNE) Partnership Fees
Recurring revenue generated from higher education institutions (HEIs) in the UK, USA, and China for facilitating international market entry, programme delivery, and ongoing management of TNE initiatives. Typically invoiced annually or per academic cycle, often paid in advance or by instalment, depending on contract terms.
Student Recruitment Commissions
Recurring commissions earned from partner institutions for each student successfully recruited and enrolled through MSM’s agent and channel partner network. Usually paid in arrears, based on actual enrolments and tuition fee receipts.

PESTEL Analysis

Political

  • Government-Funded TNE Initiatives
  • Changing Government Policies in Destination Countries

Economic

  • Untapped Tier 2 and Tier 3 Markets
  • Economic Volatility in Key Source Markets

Social

  • Limited Brand Recognition in TNE
  • Surging Demand for Affordable International Education
  • Rising Demand for Industry-Focused Programmes
  • Opportunity to Redefine Its Brand
  • Student Preference for On-Campus Experience

Technological

  • EdTech and TNE Convergence
  • Technological Limitations Compared to EdTech Giants

Environmental

 

Legal

  • Regulatory Push for Local Delivery

SWOT Analysis

Strengths

  • Extensive Global Recruitment Network
  • Deep Relationships with Universities Worldwide
  • Tech-Enabled Platform (MSM Unify)
  • Local Market Intelligence & On-the-Ground Teams
  • Experience in Managing International Education Compliance
  • Emerging Focus on Student Services
  • First-Mover Advantage in Underserved Regions
  • Agile and Fast to Market
  • Strategic Alignment with Global Trends

Weaknesses

  • Lack of Established Academic Delivery Infrastructure
  • Dependency on Partner Institutions
  • Limited Brand Recognition in TNE
  • Limited Experience in Online Programme Management (OPM)
  • Geographic Perception as Emerging-Market Focused
  • Less Tech-Driven Ecosystem
  • Not a Credit-Granting Body
  • Slow Transition from Recruiter to Educator

Opportunities

  • Surging Demand for Affordable International Education
  • Regulatory Push for Local Delivery
  • Growth of Online and Blended Learning Acceptance
  • Untapped Tier 2 and Tier 3 Markets
  • Strategic Gaps in University Internationalisation Plans
  • Rising Demand for Industry-Focused Programmes
  • Increasing Acceptance of Credit Transfer and Stackable Credentials
  • Government-Funded TNE Initiatives
  • EdTech and TNE Convergence
  • Opportunity to Redefine Its Brand

Threats

  • Limited Brand Recognition in TNE
  • Intense Competition from Established TNE Players
  • Regulatory Barriers in Host Countries
  • Perception of MSM as a Recruiter, Not an Educator
  • Technological Limitations Compared to EdTech Giants
  • Student Preference for On-Campus Experience
  • Economic Volatility in Key Source Markets
  • Quality Control and Reputation Risks
  • University Internal Resistance
  • Changing Government Policies in Destination Countries
  • Partner Disintermediation

Direction

Vision

To be the world’s most trusted platform for expanding the global reach of education—connecting institutions and learners through innovative, borderless academic experiences.

Mission

Our mission is to empower higher education institutions to expand their global footprint through scalable transnational education and online delivery solutions—bridging institutions with diverse learner markets worldwide through innovation, partnership, and access-driven strategies.

 

 

Goals

Perspective Goals

Financial

Expand revenue streams through the development and delivery of white-labelled online programmes and custom transnational education solutions.

Increase profitability by optimising partnership cost management and regulatory compliance processes.

Enhance global market share by entering new high-growth regions and leveraging committed expansion investments.

Diversify revenue streams by developing new industry-focused and micro-credential TNE offerings in partnership with universities and employers.

Reduce dependency on single-source markets by expanding into untapped Tier 2 and Tier 3 regions and broadening the global student base.

Enhance profitability by optimising technology platform investments and streamlining partnership cost management.

Customer

Strengthen consultative and strategic partnerships with higher education institutions and government agencies to increase customer satisfaction and retention.

Increase brand awareness and credibility in target markets through targeted B2B digital marketing and participation in strategic industry events.

Position MSM as a trusted academic partner by strengthening brand recognition in TNE and academic delivery.

Increase customer satisfaction and retention by providing consultative support and tailored TNE solutions to institutional partners.

Internal Business Processes

Optimise internal workflows and communication to reduce operational inefficiencies and improve service delivery.

Strengthen regulatory compliance, quality assurance, and risk management processes to support sustainable international expansion.

Strengthen quality assurance and compliance processes to mitigate risks associated with TNE delivery and protect MSM’s reputation.

Accelerate the development of a robust academic delivery infrastructure to support co-creation and co-delivery of TNE programmes.

Leverage local market intelligence and on-the-ground teams to customise TNE offerings and ensure regulatory alignment in each region.

Learning and Growth

Develop staff capabilities in cross-cultural communication, digital education technologies, and regulatory knowledge to support global operations.

Foster a culture of innovation and continuous improvement to adapt to evolving student expectations and technological advancements.

Enhance employee engagement and retention through clear career progression pathways and supportive HR practices.

Develop staff expertise in digital education technologies, cross-cultural communication, and regulatory frameworks to support global TNE operations.

Foster a culture of innovation and continuous improvement to adapt to evolving student expectations and technological advancements.

Enhance internal knowledge sharing and collaboration to support the rapid scaling and localisation of TNE solutions.

Planning

Initiatives

GTM Planning Stage

1. Define Your Vision and Objectives

Clarify what success looks like:

  • Expand TNE access in the 3 regions within 12–24 months

  • Launch X new partnerships per region

  • Enroll X number of students in first academic year

2. Market Research & Feasibility

Dubai

  • High expat population, strong demand for UK/Western degrees

  • Knowledge Park and Education Free Zones offer TNE-friendly policies

India

  • Huge student base, NEP 2020 allows foreign campuses

  • Regional preferences: Tier 1 cities (Mumbai, Delhi, Bangalore) vs Tier 2

UK

  • Focus on reverse TNE: Online/blended programs for local & international students

  • Appeal to cost-sensitive students looking for alternatives

✅ Deliverables:

  • SWOT per region

  • Competitor benchmarking (existing TNE players, models)

  • Legal/regulatory framework (KHDA, UGC, OfS)

3. Segment Your Target Audience

Identify:

  • Undergraduate vs Postgraduate students

  • Working professionals (especially for blended or online models)

  • Local partners (colleges, agents, corporates, NGOs)

Build personas:

  • E.g. “Amit, 21, Delhi, wants UK business degree but can’t afford to relocate”

Benefits

Planning an entry strategy to avoid pitch fall during these projects.

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