Dorte SalskovIversen Vice President Copenhagen Business School Denmark

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Dorte Salskov-IversenVice PresidentCopenhagen
Business SchoolDenmark

• Developing Joint Programmes and Degrees in Nordic
  and Baltic Countries Seminar
• Working Group 1 Recruiting Students an
  Introductory Note

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From admission (of national students) to
recruitment (of international students)

• ? The Bologna process in a nutshell.
• A paradigm shift in the way institutions of
  higher education relate to their stakeholders
• From a reactive to a proactive role

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From (national) information to (international)
marketing

• 2.5 million students studying outside their home
  country (an annual growth rate of 7 since the
  late 1990s)
• Key players the Anglo-Saxon world, India, China
  (e.g. 300,000 overseas students studying in the
  UK in 2005-06)
• And what about the Nordic and Baltic Countries?

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NB! Acknowledgements

• KTH
• Royal Institute of Technology
• Christina Murray
• Input from the KTH presentation, scheduled for
  this session, is marked in my ppp with KTH

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Challenges (KTH)

• Europe's status as a center of excellence in
  learning.
• Concentration of international students to a few
  European countries.
• Students rank the US first in terms of
  innovation, dynamics and competition.
• Asian students rank the US above Europe in major
  academic and labor market-related categories.
• Traditional" Europe, lagging in terms of
  modernity, capacity for innovation and tolerance.
  
• Europe's cultural and linguistic diversity is
  regarded as a challenge.
• European higher education is seen as confusing
  and fragmented.

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Recruitment the stakeholders

• Prospective students and present, including ones
  own, undergraudate students (and their parents)
  at home and abroad
• Employers
• Alumni
• Prospective and present (international) faculty
  and admin staff (eg how to translate learning
  outcomes into admission criteria)
• Government authorities society at large
• The media

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Education a high involvement product . how to
market it?

• It what exactly is your communication about,
  what is your Unique Selling Point?
• Integrated marketing . division of labour and
  synergy between online, in print and face-to-face
  activities
• Using existing networks (eg alumni and other
  academic (international) institutions) as
  ambassadors and partners
• Participation in fairs .. yes, but difficult
  choices about geographic foci and frequency often
  required to stretch resources
• Relations marketing tracking potential students
  from the first meeting to the decision to commit
• Optimize digital marketing essential for the
  fee-paying market with campaign sites and
  dialogue marketing

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Allocation of resources (KTH)
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From free higher education to tuition fees .

• Implications for recruitment
• numbers
• mix of nationalities
• quality of applications
• Implications for programme management in
  particular when fee-paying students are mixed
  with non-fee paying students

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Making sense of Double and Joint Degrees

• When and why does it make sense to invest in a
  double, joint degree (or other high involvement)
  partnership with one or more institutions?
• What does the cost-benefit analysis look like?

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(Double and Joint Degrees)

• The options
• Starting from scratch or identifying already
  existing programmes with sufficient interface to
  be connected
• In both cases the process and result can
• Be innovative, rewarding and an effective way of
  developing ones programme portfolio increasing
  mobility deepening relationships with other
  universities and marketing and branding the
  participating universities
• And/or be cumbersome, complicated and costly

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Portfolio thinking

• Figure out how different types of international
  collaboration can benefit different types of
  students and programmes
• Figure out the positive and negative spin-offs
  and implications of international programme
  collaboration

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CBS in a Snapshot

• 15,000 students (180 PhD students)
• Total annual enrolment at full-time, pre-career
  business and management degree programmes 4600
  (BSc, BA, MSc, MA)
• Post Experience General Post-Experience Master
  Programmes, incl. a Full-Time international MBA
  an EMBA Specialized Executive Master Programmes
  (annual enrolment 200 students)
• Graduate Diploma Programmes in Business
  Administration (annual enrolment 1450 students)
• 350 faculty at 14 departments and 32 research
  centres
• 22 corporate partners
• A state financed university
• Equis and AMBA accredited

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(CBS in a snapshot cont.)

• The Bologna structure in place 25 years ago
• English mediated prorammes app. 50 of the
  programme portfolio
• Member of PIM (Partnership in International
  Management) and of CEMS (Community of European
  Management Schools)
• 310 International University Partners

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CBS Internationalization in figures and functions

• App. 1000 international full-degree students
• App. 1000 outgoing exchange students
• App. 1000 incoming exchange students
• App. 15 Foreign Faculty
• International Office, including a unit dedicated
  to housing of foreign exchange students
• Admission Office
• Language Centre
• Communications Unit and Careers Services Unit
• CBS Student organizations catering to
  international student communities
• A Vice President of International Affairs,
  full-time
• A Vice President for other (international) stuff,
  part-time
• A Director of International Accreditation

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Quality Assurance, Learning, Best Practice,
Accreditation, Ranking and Reputation Work

• ESMU (European Centre for Strategic Managment of
  Universities) benchmarking, e.g. Marketing
  HEI, Innovative Teaching and Learning
• Membership of professional organizations catering
  to management education and research, notably
  EFMD, AACSB and, lately, BMDA (Baltic Management
  Development Association)
• EQUIS (European Quality Improvement System) and
  AMBA accredited
• Rankings

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Programmes offered in partnership with other
universities

• CEMS Master of International Management
• GLOBE (Chinese University of Honkong, UNC
  Kenan-Flagler Business School and CBS)
• 6 Double Degrees

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Strategic Collaboration, ex. 1 CEMS (the
Community of European Management
Schools)Academic Partners

• Stockholm School of Economics
• Universität St. Gallen
• Universität zu Köln
• Université catholique de Louvain
• University College Dublin
• University of Economics, Prague
• Wirtschaftsuniversität Wien
• Warsaw School of Economics

• Milano
• Università Commerciale Luigi Bocconi, Copenhagen
  Business School
• Corvinus University of Budapest
• Erasmus Universiteit, Rotterdam
• ESADE, Barcelona
• HEC, Paris
• Helsinki School of Economics
• London School of Economics
• NHH Bergen

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CEMS Associate Academic Partners

• University of Sydney, Australia
• Fundaçao Getulio Vargas, Brasil
• Richard Ivey School of Business, Canada
• Tsinghua University, Kina (Beijing)
• Chinese University of Hong Kong, Kina (Hong Kong)
• Tec de Monterrey EGADE, Mexico
• Nova, Portugal
• St. Petersburg State University, Russia
• National University of Singapore, Singapore
• Babson College, USA

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A strong corporate network
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CEMS Master in International Management

• A joint degree embedded in the participating
  universities MSc in Management/Business
  programmes (CBS cand.merc./cand.merc.int.).
• Duration app 15 months (60 ECTS plus internship
  and other non-ECTS carrying activities) app.
  30-50 ECTS can be carried towards the students
  MSc degree.
• Strict selection criteria (CBS annual enrolment
  app 45).
• Idea a pre-career programme premised on
  providing a dialogue between practice/business
  and theory/academia with a strong emphasis on
  intercultural and multilingual competencies with
  a strong emphasis on networking beween the
  students, alumni, corporate and academic
  partners an elite focus.

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CEMS the organization

• 17 full academic partners
• 10 associate academic partners
• 54 corporate partners
• Governance
• Strategic Board
• Executive Board
• Academic Board
• Task forces and sub-committees
• Coordiators and language faculty meetings
• Research and PhD Cooperation

• Main CEMS Office
• HEC, Paris
• CBS CEMS Team
• Strategic Board Member
• Executive Board Member
• Academic Director
• CEMS Co-ordinator
• CEMS Club Copenhagen
• CBS Corporate Partner Novo Nordisk A/S, Vestas
  Wind Systems

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Strategic collaboration, ex. 2
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Chinese University of Hongkong, UNC Kenan-Flagler
School of Business and CBS

• Key features
• Programme collaboration at the undergraduate
  level whets the appetite for more
• 15 students from the BSc International Business
  of each school
• Basic courses with home school students
• Joint courses developed for this program
• CBS Strategic management courses
• CUHK Asian business courses
• UNC Entrepreneurship and Finance
• Virtual component
• Groups formed transcontinentally
• 2 extended exchanges

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(Globe cont.)

• Tuition waiver exchange programme
• Programme fee for additional costs.
• Combining 3 year and 4 year programs
• Build upon PIM relationships
• Maintain the idea of extended stays abroad
• Model can be replicated to other programmes
  (undergrad/grad)

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Double Degrees our philosophy

• Ambition to provide all internationally
  recruiting graduate programmes with a double
  degree option
• Focus on compatibility of existing programmes,
  looking at both synergy and scope for innovation
• Focus on ensuring day-to-day manageability
• Harnessing established networks