Delivering Transnational Education in India: Knowing Your Customers and Getting the Proposition Right

The last decade has witnessed unprecedented growth in international student mobility. International universities and colleges have reaped significant benefits from this surge, driven by factors such as the lack of equivalent quality higher education supply in students’ home countries, rising incomes of families in emerging economies, and increased in-country engagement by institutions. Entry points for students of varying academic abilities, the promise of meaningful career opportunities and permanent residency, and innovative financial products have also played pivotal roles in making global education accessible.

As universities revisit transnational education (TNE) strategies, including establishing branch campuses—like those seen in the Middle East, China, and Malaysia in the early 21st century—India stands out as a market of immense potential. However, the path to success in India requires more nuanced thinking, particularly because the shared use of English, while a comfort zone, can mask deeper cultural and economic considerations that must underpin any local successful TNE proposition.

Profiling the New TNE Audience in India

The modern Indian student and their family prioritize measurable outcomes. While studying abroad is often associated with life-changing experiences and exposure, students considering local TNE options are more focused on domestic employment prospects and the tangible benefits of the degree. Unlike overseas education, where local employment outcomes for international students can appear more aspirational, local TNE models face intense scrutiny from families who are highly attuned to local employment trends and return on investment.

This brings additional pressure for institutions to deliver value-driven programs with clear career pathways. Employment outcomes must be measurable, transparent, and compelling for the discerning Indian audience. Universities must also address the pricing challenge: while India has no formal pricing controls like those in the UK, international partnerships and operational costs make TNE inherently expensive. Institutions must carefully balance affordability with the cost of maintaining quality to avoid alienating potential students.

Reimagining the Student Experience

The hallmark of studying abroad is a transformative life experience: mixing with peers from diverse backgrounds, gaining global perspectives, and developing independence. Replicating this in a branch campus model is not straightforward. International branch campuses in India must craft a distinctive and compelling experience that emphasises global readiness, employability, and personal growth.

India’s National Education Policy (NEP) has opened the door for international universities to operate within its borders, offering an unprecedented opportunity. However, institutions must think wisely and tread carefully. The recent announcements of the University of Southampton’s campus near New Delhi and the presence of Deakin and Wollongoong, Coventry, Surrey and Queen’s University Belfast and the University of San Diego in GIFT City mark the beginning of what could be a transformative period for higher education in India. Yet, without a differentiated offering, these campuses risk falling short of their potential.

A successful TNE model in India requires a paradigm shift in how the student experience is envisioned. From day one, students and parents need to see value beyond academics. Career outcomes must be coupled with social and personal growth opportunities, fostering a sense of independence and global awareness. Alumni stories must echo the success of these initiatives, creating a virtuous cycle of reputation and demand. In India this will differ amongst communities of different states, different cities and different socio-economic profiles making the puzzle even more complex. 

What Universities Should Consider

1. Student Profiling: Understand the motivations of students and families not yet swayed by traditional TNE benefits. Focus on career relevance, affordability, and the practical value of the degree and think about this at both the local (city), state, national and wider international catchment region levels.
2. Pricing Strategies: Design cost-effective models that deliver high value, ensuring pricing aligns with local market realities without compromising quality.
3. Experiential Design: Reimagine the campus experience to deliver meaningful personal and professional development opportunities that go beyond academic rigor.
4. Outcome-Based Value: Demonstrate clear and measurable employability outcomes, addressing the pressing concerns of Indian families.
5. Sustained Engagement: As soon graduates become alumni they should be engaged as ambassadors to highlight their experiences and the benefits of studying at that branch campus. In parallel institutions home campus alumni teams should contact their Indian alumni from their home campus (or other international branch campuses if applicable) to share their experience of what your institution uniquely offers.
6. Location: Location is critical for UK universities looking to set up branch campuses in India. Urban centres offer access to large student populations and strong infrastructure, while proximity to key industries ensures alignment with job market demands. Universities should consider government incentives, cost-effective locations, and regional policies that simplify compliance. Additionally, transport links and cultural acceptance play vital roles in attracting students and faculty. If the intention is to provide global opportunities to your home campus students and faculty, the right location will be key to its appeal. Ultimately, location is key to the campus’s success and long-term sustainability.
7. Student Lifecycle efficiency: Develop systems and processes that are clear differentiators from inception and promise an experience equivalent to study abroad.
8. Attract international students: This will align with the Study in India vision of the Government as well as enhance the overall ecosystem    
9. Faculty and Staff: Develop local talent for cost and operational efficiency, while balancing the expectation to maintain quality at par with the home campus    
10. Research: boost research capabilities, practical and commercial applications within India 
11. Industry linkages 
12. Academic programme portfolio – courses need to be designed to meet the future needs of the country and so detailed analysis of what this looks like and how it may differ from the UK or other IBC’s will be important. 

At Acumen, we are collaborating with university partners to design transformative models for branch campuses in India. These include career-ready programs, reimagined student experiences, and innovative engagement strategies to meet the unique demands of the Indian market. As international universities enter this newly opened market, this is a once-in-a-generation opportunity to redefine transnational education in India and leave a lasting impact.

The time to act is now, and success lies in understanding the cultural, economic, and aspirational nuances of the Indian student, their families and the expectations of local employers. By tailoring TNE offerings to these unique needs, institutions can build sustainable models that shape the future of global higher education.

Adrian Mutton is the Founder and Executive Chairman of Acumen, part of the Sannam S4 Group. He has worked in India over a period of 34 years, initially as a teacher in India, with 11 years living in the country, where his three children were born. [email protected]

International Higher Education: A Strategic Bridge Between the UK and India

International higher education serves as an indispensable bridge for fostering social, economic, and strategic ties between the UK and India. At its core, this collaboration is not merely about academic exchanges but about building a robust foundation for future partnerships in trade, research, investment and innovation. It is therefore shortsighted to conflate the vital mobility of international students with concerns over illegal migration and institutions need to build stronger partnerships with industry and different ministerial stakeholders across Westminster to make this clear.

The UK’s universities have long been at the forefront of attracting the brightest minds globally, providing an ecosystem where talent thrives and innovation flourishes. Indian students, in particular, form a significant cohort, enriching the UK’s academic institutions and subsequently its workforce. With continued nurturing from organisations such as NISAU, Indian students will continue to feel welcomed and engaged by the UK. Those Indian students who stay and those who return home to India  bring diverse perspectives, skills, and ambitions that fuel their respective nations’ growth agendas. These students are not just learners; they are the future researchers, entrepreneurs, and leaders who will contribute to both economies in transformative ways.

To dismiss student mobility as a migration issue undermines the UK’s strategic interests. It is vital to distinguish between the challenges posed by illegal migration and the controlled, well-intentioned pathways of student mobility. By ensuring robust regulations and oversight, governments can address the concerns of nefarious actors in the people mobility space without stifling legitimate opportunities for international collaboration.

India, with its burgeoning young population and focus on upskilling, presents a natural partner for the UK. The UK government’s growth and trade strategy hinges on fostering deeper ties with countries like India. However, this strategy cannot succeed without a steady influx of the brightest and best talent, many of whom start their journey through higher education. Universities are the cornerstone of this talent pipeline, creating an environment where ideas flourish, networks expand, and future collaborations are seeded.

By prioritizing student mobility as a strategic imperative, the UK not only strengthens its economic and social bonds with India but also ensures that it remains a global hub for knowledge, innovation, and opportunity. The influx of Indian students supports financial sustainability of universities at a time where funding shortages are being announced across the UK HE sector, bridges critical skill gaps in sectors like healthcare and technology, and builds future global leaders who will have strong ties to the UK. Any attempt to mix this up with migration debates risks jeopardizing a mutually beneficial partnership critical for the future.

The Critical Role of International Higher Education in Addressing Global Challenges

International higher education is at a crossroads, with its role in society increasingly at risk of being overlooked or misunderstood. This poses serious consequences, as international graduates are among the most effective drivers of value in both local and global economies. Their contributions extend far beyond academia, with more skillful policy and persuasion managed student mobility can address critical labour and skills shortages in fields like healthcare, elderly care, infrastructure development, and technology and bioscience advances where and when they are needed most. 

The reality is stark: many leading economies are grappling with declining fertility rates that are proving impossible to reverse, even through increasingly innovative policies. With a fertility rate of 0.7 in South Korea, a Tiger Economy and 1.2 in Japan, the third largest economy in the world, these nations face unprecedented demographic challenges. In Japan, almost 6,000 people die a ‘lonely death’ (kodokushi) each month without anyone knowing they have departed this earth within a week of their passing because there simply are not enough social and healthcare workers to go round. Projections indicate that by 2035, the country will face a daily labor shortfall equivalent to approximately 3.84 million workers, the negative impact on the economy as a result, is stark.

While both Korean and Japanese policy makers are trying to reverse their demographic decline, one failed policy after another is leading to even more extreme measures. For example, Tokyo recently introduced a four-day workweek in the hope of encouraging more couples to have children—a policy as imaginative as it is unlikely to succeed. Against this backdrop, international graduates from universities in countries with labour, skills and frankly just people shortages provide a vital solution. And no – robots are not the panacea to success within our lifetime at least. By crossing borders, international students do more than ensure universities are financially viable and drive the local economy, keeping small business owners in business they also help mitigate demographic challenges and underpin societal resilience.

India and the UK have a unique opportunity to showcase how strategic higher education partnerships can tackle such global challenges. Whilst not on the same scale as Japan or Korea, the United Kingdom is currently experiencing labour shortages across several key sectors. Factors such as its own ageing population, declining birth rates, and reduced net migration from Brexit have contributed to a tighter and less competitive labour market. India’s demographic dividend, with its young and ambitious population, aligns perfectly with the UK government’s ambitious growth targets. Leveraging this alignment requires an unwavering commitment from stakeholders in both nations to promote and support international higher education as a critical enabler of shared success.

However, the sector is often misrepresented as a contributor to broader migration concerns, undermining its value and potential. This misconception risks derailing its vital contributions at a time when collaboration and problem-solving are needed most. By focusing on the incredible work already being done by universities, governments, and businesses in both nations, we can elevate the role of international higher education to its rightful place as a recognized value creator and solution provider.

This partnership must remain a beacon of hope and progress, showcasing how education can address not just economic challenges, but societal ones as well. Together, the UK and India can lead by example, demonstrating the transformative power of education to solve global problems and build a more sustainable future.

Global politics is undergoing a period of profound transformation, characterised by rising geopolitical tensions, shifting alliances, and an urgent need to address systemic inequalities. In this context, international higher education has a pivotal role to play in preparing a new generation of leaders equipped to navigate and shape a complex and rapidly evolving global landscape. Universities serve as incubators for dialogue and understanding, bringing together students from diverse backgrounds to foster empathy, mutual respect, and the skills necessary for conflict resolution. By exposing young minds to multiple perspectives and challenging them to think critically about global issues, higher education institutions can nurture a cohort of purpose-driven individuals committed to promoting equality, justice, and sustainable development.

As the world grapples with the challenges of polarisation, climate migration, and access inequalities, higher education can help bridge divides by fostering collaboration and shared learning. It is through these transnational connections and a commitment to inclusivity that the leaders of tomorrow will be empowered to advocate for equitable solutions, rebuild fractured relationships, and establish pathways for peaceful coexistence. International education is not just a tool for personal growth but a foundation for collective action that transcends borders, offering hope for a more harmonious and purpose-driven global order.