Target group universities and higher education
Demographic change, sharper competition for students and growing pressure on commercial viability confront universities with entrepreneurial questions. I advise universities and educational institutions on strategic development – from new degree and continuing education programmes through internationalisation to campus development and strategic partnerships with companies.
Which formats attract real demand? From demand analysis through the concept to costing and market launch – conceived academically and assessed commercially.
Partner universities, dual degrees, franchise or branch campus models: which model works in which market? I advise on selecting the target market, choosing the entry model and finding the right partners on the ground.
New locations, cooperations with companies, partnerships with technology providers: growth that fits the positioning and strengthens the institution’s brand.
In my doctoral thesis at Hochschulinstitut Schaffhausen in Switzerland I examined the internationalisation and market entry strategies of German universities of applied sciences. Based on an empirical analysis, the work identifies the central strategic and organisational success factors for international expansion – from a business management perspective. The thesis is available in bookshops, among others from Thalia and Amazon.
University of Applied Management · 2021–2023
HAM Tech Campus
Extending the growth trajectory of the university group through new campuses, degree and executive education programmes, and partnerships with technology companies.
Podcast · Bundesvereinigung Mittelstand in Deutschland · Kajetan Brandstätter
New paths through education
On the competition for students and the question of how to build educational offerings that connect practice and academic research.
Hochschulinstitut Schaffhausen · since 2023
CAS Digital Commerce & Platform-Selling
Designing and leading a part-time continuing education programme, developed together with practice partners such as the OTTO Group and Digital Vikings. An example of how market demand becomes a viable programme – from the concept through winning the partners to the launch of the first cohort.
I come from university leadership, not from an accreditation or quality management background. The focus is the business question: which programme pays for itself, which market is worth entering, which partnership creates value. I do not work on accreditation procedures or higher education law.
Both, with a different emphasis. Private universities and university groups more often face questions of campus development, scaling and new revenue models. At public universities the focus tends to be internationalisation, continuing education and partnerships with companies.
It starts with assessing possible target markets against demand, competition and regulatory conditions. Next comes the choice of entry model – partner university, dual degree, franchise or own campus – and its evaluation in a business case. Only then do partner search and local implementation follow.
That depends on the target market, available resources and appetite for risk. My doctoral thesis examined the success factors for German universities of applied sciences empirically. One central finding: the most common mistake is not the choice of market, but the assumption that the existing model can be transferred unchanged.
Both. Workshops with the executive board, faculties or committees usually take place on site, the ongoing work remotely. I am based in Munich and travel within the German-speaking region and beyond.
Let’s talk about the potential that currently sits outside your core business. I look forward to the conversation.
Arrange an introductory call