Quinlan & Associates：2022国际K-12教育形势分析报告-借鉴亚洲K-12教育国际化热潮的经验（英文版）（36页）.pdf

《Quinlan & Associates：2022国际K-12教育形势分析报告-借鉴亚洲K-12教育国际化热潮的经验（英文版）（36页）.pdf》由会员分享，可在线阅读，更多相关《Quinlan & Associates：2022国际K-12教育形势分析报告-借鉴亚洲K-12教育国际化热潮的经验（英文版）（36页）.pdf（36页珍藏版）》请在三个皮匠报告上搜索。

1、LESSONS FROM THE EASTCAPITALISING ON THE INTERNATIONAL K-12 EDUCATION BOOM IN ASIA VIA ONSHORINGOctober 20222TABLE OF CONTENTSSECTIONTITLEPAGESECTION 1THE PLUNGE IN INTERNATIONAL K-12 EDUCATION3SECTION 2ONSHORING TO THE RESCUE13SECTION 3KEY CONSIDERATIONS22SECTION 4HOW WE CAN HELP323SECTION 1THE PLU

2、NGE IN INTERNATIONALK-12 EDUCATION4191.4203.3210.1203.6202.0148.9151.90501001502002502015201620172018201920202021INTERNATIONAL K-12 STUDENTS OVERALL TRENDDisrupted by the COVID-19 pandemic,the number of K-12 international students studying in Anglophone countries has plunged dramaticallySource:US Im

3、migration and Customs Enforcement,Government of Canada,Australian Department of Education,Independent Schools Council,Quinlan&Associates analysisNumber of International K-12 Students Offshore#Thousand,2015-21,Selected CountriesUS(#thousands)95.098.195.084.878.459.149.6Canada(#thousands)49.355.862.16

4、4.169.545.163.8U.K.(#thousands)27.627.328.528.929.424.725.1Australia(#thousands)19.522.124.525.824.720.013.4Total(#thousands)191.4203.3210.0203.6202.0148.9151.9POST-COVIDPRE-COVID5INTERNATIONAL K-12 STUDENTS BY ORIGIN(1/2)USAIn particular,the number of K-12 international students studying in the US

5、from the top 3 countries of origin(note:all in Asia)slumped by 37-53%from 2019-21Source:US Immigration and Customs Enforcement,Quinlan&Associates analysisTop 3 Origins of International K-12 Students%,2019,USA47.0%8.6%7.5%36.9%47.0%.of international K-12 students in US were from Mainland China in 201

6、9OthersVietnamSouth KoreaMainland China36.817.40102030402019202153%CHINA6.74.3024682019202137%SOUTH KOREA5.93.302462019202143%VIETNAMDecrease in International K-12 Students#Thousand,2019 vs.2021,USA6INTERNATIONAL K-12 STUDENTS BY ORIGIN(2/2)AUSTRALIAwith a 29-49%slide for international K-12 students

7、 travelling to Australia over the same periodSource:Australian Department of Education,Skills and Employment,Quinlan&Associates analysisTop 3 Origins of International K-12 Students%,2019,Australia47.3%16.4%5.3%31.0%47.3%.of international K-12 students in Australia were from Mainland China in 2019Oth

8、ersSouth KoreaVietnamMainland China11.76.0048122019202149%CHINA4.12.9012342019202129%VIETNAM1.30.900.511.52019202133%SOUTH KOREADecrease in International K-12 Students#Thousand,2019 vs.2021,Australia7DECLINE DRIVERSIn addition to the COVID-19 pandemic,several macro factors,competitive pressures,and

9、emerging trends have driven declining international student numbersSource:Quinlan&Associates analysisDecline in International StudentsUnderlying CausesCOVID-19 PANDEMICInternational schools shifted online,as visas,flights,and classes got cancelled,crippling mobilityGEOPOLITICAL TURBULENCEThe US-Chin

10、a trade war,amongst other geopolitical tensions raised concernsabout student safetyDOMESTIC ALTERNATIVESA number of local rivals are cropping up,offering a reasonable domestic alternativeRISE OF E-LEARNINGCatalysed by the COVID-19 pandemic,more and more institutions are adopting eLearning for distan

11、ce educationLOCAL WORK OPPORTUNITIESRobust economic development in source markets is resulting in lucrative homegrown employment optionsSOARING TUITIONThe cost of pursuing anoverseas education hasshot-up,making itunaffordable for manyDEFERRED MIGRATIONMore students are opting todefer their shift abr

12、oad,instead choosing to studylocally for a longer periodEMERGINGTRENDSMACROFACTORSCOMPETITIVEPRESSURES8RESULTING STUDENT SHORTFALLGiven these factors,we estimate the number of international K-12 students studying in Anglophone countries to continue to fall,with a shortfall of 94,000 enrolments by 20

13、24Source:US Immigration and Customs Enforcement,Government of Canada,Australian Department of Education,Independent Schools Council,Quinlan&Associates estimatesNumber of International K-12 Students#Thousand,2015-24E1912032102042021491521431391405860758694191203210204202206212218225234050100150200250

14、20152016201720182019202020212022E2023E2024EActual/Estimate(i.e.post-COVID historical and forecast)Shortfall(i.e.based on historical growth trajectory)28%28%40%38%34%9CONSEQUENT FEE SHORTFALLAs a result of this international student shortfall,K-12 schools in Anglophone countries are expected to lose

15、out on over USD 2 billion p.a.in tuition revenues by 2024Source:Independent Schools Council,Boarding School Review,EduCanada,Study Australia,Quinlan&Associates estimatesTotal Annual Fee LossUSD Billion,2020-24E1.20 1.49 1.78 1.96 2.06 0.00.51.01.52.02.5202020212022E2023E2024E10SCHOOLS ADOPT A DIGITA

16、L-LED RESPONSEMany schools have turned to technology-led measures to address revenue shortfalls,with some senior schools even moving completely onlineSource:Quinlan&Associates analysisRemote LearningMeasures UndertakenONLINE MATERIALTeaching material is made accessible on an online platform to allow

17、 students to go through it independently,in their own timeLIVE STREAMINGClasses are taught live,online,through video streaming platforms and applicationsRECORDED LECTURESLectures are first recorded by teachers and then made accessible through digital meansHYBRID CLASSESA mix of both physical and dig

18、ital attendance is adopted,especially for hands-on technical arenas,such as laboratory workFLEXIBLE SCHEDULINGAdditional classes or changes to class times are organised,to accommodate student residing in different time zonesPARENTAL INVOLVEMENTParents are encouraged to get involved and guide student

19、s through the teaching material providedFLEXIBLESCHEDULINGLIVESTREAMINGONLINEMATERIALPARENTAL INVOLVEMENTRECORDEDLECTURESHYBRID CLASSES11KEY DRAWBACKS OF DIGITAL/REMOTE LEARNINGHowever,there are a number of overarching challenges with digital delivery for K-12 students(especially international stude

20、nts),hampering the educational experienceSource:Quinlan&Associates analysisRemote LearningIssuesREMOTE LEARNING MEASUREEase of Digital AccessibilityQuality of ExperienceProgress MonitoringSocial ImmersionTime Zone DifferencesParental SupportONLINE MATERIAL -LIVE STREAMING-RECORDED LECTURES -HYBRID C

21、LASSES -FLEXIBLE SCHEDULING-PARENTAL INVOLVEMENT-NON-TECHNICAL ISSUESTECHNICAL ISSUES UnfavourableVery Unfavourable-Not ApplicableLive streaming requires high speed internet,which may be problematic for students in developing economies,while flexible scheduling creates challenges around study monito

22、ring Online classes reduce students social immersion,while live classes are unable to cater to all time zones.Additional inputs from parents are also required,especially for younger students12PARENT/STUDENT PREFERENCES FOR IN-PERSON LEARNINGThese challenges are echoed by both parents(who have expres

23、sed major concerns with online/remote learning)and students(who still strongly prefer in-person delivery)Source:Pew Research Center Surveys,Quinlan&Associates analysis31%52%58%59%60%63%0%20%40%60%Too much time unsupervisedLess exerciseFewer extracurricular activitiesChildrens mental well-beingLess s

24、ocial connection/friendshipToo much screen timeRemote LearningParents Concerns,2020Learning ModelsStudents Preferences,202265%18%9%8%65%.of students aged 13-17 say that they prefer classes to be run completely in person after the COVID-19 pandemic is over Completely In PersonCompletely OnlineHybridN

25、ot Sure13SECTION 2ONSHORING TOTHE RESCUE14BENEFITS OF ONSHORINGWe believe onshoring has the potential to address many of the challenges facing Anglophone schools suffering from declining international student enrolmentsSource:Quinlan&Associates analysisOnshoringBenefitsENHANCED DELIVERYOnshoring eli

26、minates the technical and non-technical issues facing remote learning,while also enabling a blend of local and overseas nuancesPOTENTIAL LAUNCHPADInternational schools are viewed as a stepping stone by students seeking to pursue overseas education further down the lineUPPER-CRUST REPUTEAlready havin

27、g a sought-after brand name and robust academic track record makes it easy to attract students/parentsGEOGRAPHIC PROXIMITYOnshore schools are significantly closer to home,providing flexible boarding options for students,such as weekly boarding,etc.ROBUST SAFETYMany parents have become concerned abou

28、t student safety in the Anglosphere,which becomes less of an issueCOST ADVANTAGETuition as well as non-tuition-related expenses can be significantly cheaper,making it more economically accessibleAcademic BenefitNon-Academic Benefit15INTERNATIONAL EDUCATION DRIVERS IN ASIAAsia,in particular,is a key

29、hot spot for K-12 international education,given a variety of academic and non-academic factors sought by both students and parents in the regionSource:The Standard,Times Higher Education,Inside Higher Ed,Monitor,Opus,Quinlan&Associates analysisInternational Education DriversK-12 Students in AsiaACAD

30、EMICIMPORTANCEEducation StyleAsian parents and students want an alternative approach to rote education,with less focus on academic results and more towards holistic personal developmentAcademic ReputationInternational schools,especially those with strong brand recognition,have a proven academic reco

31、rd and are viewed as a high probability route to future successLinguistic ExposureEnglish has traditionally been the primary language globally,encouraging Asian students to go to international schools to enhance their language skills123NON-ACADEMICIMPORTANCEFuture ProspectsGlobal top universities ha

32、ve exhibited a preference for students from international schools,valuing their international experience and holistic mindsetCultural ExperienceStudying alongside other students from diverse backgrounds enhances cultural awareness,which helps to develop students capabilities to become global citizen

33、sGrowth of Middle-ClassAs the middle class has grown rapidly in Asia,parents become more price insensitive in terms of education,hence are able to send students to international schools123Not ImportantVery Important161.31 1.71 1.89 2.27 0.00.51.01.52.02.52015201920222026ESTUDENTS IN INTERNATIONAL SC

34、HOOLS IN ASIAIn fact,the population of K-12 students who are enrolled in international schools in Asia has grown strongly in recent years,including during COVID-19Source:ISC Research,Quinlan&Associates estimatesNumber of K-12 Students in International Schools#Million,2015-26E,AsiaSouth Asia(#thousan

35、ds)466615659784East Asia(#thousands)452601648776South East Asia(#thousands)394493585713Total(#Million)1.311.711.892.27CAGR:3.5%CAGR:6.8%POST-COVID SHORT-TERMPRE-COVIDGROWTHPOST-COVIDLONG-TERMCAGR:4.7%17REVENUE OPPORTUNITY IN ASIAThis is translating to vast revenue opportunities for international sch

36、ools operating in Asia,who are set to generate nearly USD 20 billion in annual tuition fees by 2026Source:ISC Research,Quinlan&Associates estimates16.9 17.7 18.6 19.7 0.05.010.015.020.02023E2024E2025E2026EAnnual Fee Revenue PotentialUSD Billion,2023E-26E,AsiaCAGR:5.2%POST-COVIDLONG-TERMSouth Asia(US

37、D Billion)2.22.22.42.5East Asia(USD Billion)10.911.311.912.7South East Asia(USD Billion)3.94.14.34.5Total(USD Billion)16.917.718.619.718OPPORTUNITY IN ASIA SUMMARYThe market for international schools in Asia is currently 19x(by no.of students)and 8x(by tuition revenues)that of Asian students studyin

38、g at international schools offshoreNote:1Include Anglophone countries onlySource:ISC Research,Department of Education,Independent Schools Council,Quinlan&Associates estimatesNumber of Students#Million,2022E2.116.4024681012141618Fee Revenue PotentialUSD Billion,2022E0.11.90.00.40.81.21.62.019x8xStude

39、nts enrolled in International Schools in AsiaAsian Students enrolled in International Schools Offshore1from students enrolled in International Schools in Asiafrom Asian Students enrolled in International Schools Offshore119CONSEQUENT GROWING MIGRATION TO ONSHORERecognising the market potential in As

40、ia,many brand-name schools,especially from the U.K.,have been setting up operations in the region,generating vast tuition revenues*Capacity includes all campuses in AsiaSource:school websites,IIAS,Quinlan&Associates analysisOnshore PresenceSelected ExamplesTuition ValueSelect ExamplesK-12 Education

41、Institution(Selected Brands)Capacity*(Student#)Tuition Value(At Capacity)HarrowSchool14,000USD 530mDulwichCollege10,000USD 240mNord Anglia Education25,000USD 350mKings College Wimbledon5,000USD 35mAppiBeijingSeoulTaiwanShanghaiChengduSingaporeBangkokHo Chi Minh CityHong KongShenzhenCompetitionHighMe

42、diumLowKuala LumpurBangaloreHyderabad20CASE STUDY(1/2)AISL HARROW OVERVIEWInternational branches of Harrow School across Asia are operated by Asia International School Limited(“AISL”)in the form of co-educational through schools*International General Certificate of Secondary EducationSource:AISL Har

43、row,Quinlan&Associates analysisAISL HarrowInternational Campus LocationsTypes of Educational InstitutionsCovering Students Aged 18 Months to 18 Years13,000+Students1,300+EducatorsAppiBeijingShanghaiBangkokHong KongShenzhenChongqingHaikouZhuhaiNanning28.5%Above U.K.Average44.3%Above U.K.Average92%Rec

44、eived an A*or A Grade74%Received an A*or A GradeIGCSE2022A-Level2022AISL Harrow Little Lions Early Years CentreInternationally-oriented bilingual Early Years centres for students aged between 2-6 years,following the Early Years Foundation Stage(“EYFS”)Curriculum of England,blended with local cultura

45、l nuancesAISL Harrow Innovation Leadership AcademiesInternationally-oriented bilingual day and boarding schools for students aged between 1.5-18 years,first following the local compulsory curriculum,and then IGCSE*and A-Levels to pick fromAISL Harrow International SchoolsBritish day and boarding int

46、ernational schools for students aged between 1.5-18 years,delivering the U.K.curriculum(i.e.IGCSE and A-Level)21CASE STUDY(2/2)AISL HARROW MARKET OPPORTUNITYBy establishing the onshore presence in Asia,Harrow has been able to capture a vast student base(17x Harrow U.K.)and sizeable revenues(12x Harr

47、ow U.K.)Source:AISL Harrow,Harrow School,Quinlan&Associates estimatesHarrow School Number of StudentsU.K.vs.AsiaHarrow School Fee Revenue U.K.vs.AsiaU.K.ASIANo.of Students(#)83013,7801,000 StudentsThe number of students enrolled in Harrows Asian operations is 17x that of its U.K.schoolU.K.ASIAAverag

48、e Fees(USD p.a.per student)53,70038,300Total Fee Revenue(USD million p.a.)44.6527.3USD 50 millionFee revenues generated by Harrows Asian operations are 12x that of its U.K.schoolSECTION 3KEYCONSIDERATIONS23OVERVIEWThe onshoring journey requires schools to consider a variety of factors concerning the

49、 market,foundation,preparation,people,operations,and finances of a new schoolSource:Quinlan&Associates analysisCOMPETITIONDEMANDREGULATIONSFUNDINGSCHOOL SITECONSTRUCTIONREGISTRATIONTEACHERSBRANDINGCURRICULUMSTUDENTSCLASSESACTIVITIESACCOMMODATIONRETURNSDescriptionConsiderationLevel of interest in int

50、ernational education from parents and studentsStrategicOther schools,both existing and upcoming,that target the same student groupStrategicStance of regulators for registration and operations of international schoolsOperationalSource of funding,both in terms of upfront costs and ongoing expensesFina

51、ncialSize and location of school siteOperationalConstruction/refurbishment of school building and facilitiesOperationalProcess for accreditation and licence approval from regulatorsOperationalPositioning of school within the market and relative to key competitorsOperationalOverall control over the o

52、perations/management of the schoolOperationalControl over education programme and courses taughtOperationalFlexibility to source,select,employ,and train teaching staffOperationalAbility to select,admit,and enrol studentsOperationalSubjects offered and class sizesOperationalExtra-curricular activitie

53、s and clubs/societies for studentsOperationalChoice to provide accommodation to studentsOperationalAbility to adjust school fees to balance affordability and returnsFinancialReturn objectives,with regards to targets and timeframeFinancialFEESGOVERNANCEMARKETFOUNDATIONPREPARATIONPEOPLEOPERATIONSFINAN

54、CES123456241.MARKETSchools will need to assess target countries based on factors including market demand,competition,and regulations,in order to determine the attractiveness of each marketSource:Quinlan&Associates analysisMarket SelectionOnshoringDEMANDIncluding general population dynamics,expat pop

55、ulation,level of interest in international education,etc.COMPETITIONIncluding strong-branded overseas schools that have already gone onshore,as well as locally originated schoolsREGULATIONSIncluding non-profit entity requirements,ownership restrictions,enrolment conditions,local representatives,etc.

56、123REGULATIONSCOMPETITIONDEMAND252.FOUNDATION(1/2)FUNDINGGiven high upfront investments and long payback periods,schools can seek a long-term strategic partner for funding,taking into consideration synergies/potential conflictsSource:Quinlan&Associates analysisFunding PartnersPotential Conflicting I

57、ssuesPartnerDescriptionEducationPhilosophyGovernanceStructureOfferingDesignRegulatorySupportSchoolConstructionReturnsExpectationsEducationalInstitutionA domestic education institution,such as a school,university,or tutoring centre,that has a similar philosophy and understands the partnerships long-t

58、erm nature -GovernmentAgencyRegional government organisation,with a strong focus on enhancing education quality or attracting expatriates,that is willing to endorse an onshore school-PropertyDeveloperFor-profit organisations with the capabilities to acquire land and construct facilities,with the exp

59、ectation that a high-quality school can drive prices of neighbouring properties-FinancialInstitutionFor-profit organisations with a significant amount of capital,seeking to deploy cash in exchange for a target level of financial returns within a specific time frame -DependentSupportive/Little Potent

60、ial for ConflictPotential for Conflict-EDUCATIONOPERATIONS262.FOUNDATION(2/2)SITE&CONSTRUCTIONAs international schools attempt to provide a wide range of facilities,careful consideration of school sites and construction are requiredSource:Quinlan&Associates analysisSchool SiteOnshoringConstructionOn

61、shoringSCHOOL FACILITIESTeaching Buildings/ClassroomsPerforming Arts Theatres/HallsIndoor Activities/Sports FacilitiesOutdoor Activities/Sports FacilitiesAccommodation FacilitiesOutside City CentresIn TownLocations outside city centres are usually cheaper,and hence allow international schools to bui

62、ld and offer more facilities(and to customise the construction)Although schools in town have a smaller parcel of land,due to expensive land prices,it provides schools with greater proximity to the population and transportationSITE SELECTIONGREENFIELD CONSTRUCTIONAcquire undeveloped land and build al

63、l facilities from scratch,which is the most customisable but expensiveBUILDING RENOVATIONRefurbish existing buildings and renovate the facilities,depending on the condition of the siteBUILDING ADAPTATIONAdapt customisation to the vacant site to transform the buildings and facilities into schools273.

64、PREPARATIONCareful preparation is required when setting up a new school offshore,including registration requirements,brand management,governance,and curriculum1Science,Technology,Engineering,and Mathematics Source:Quinlan&Associates analysis2.BRANDINGAs Asian parents are reputation-driven,it is esse

65、ntial for schools to associate their brands with a rich legacy and strong academic track record1.REGISTRATIONSatisfy the registration requirements of regulators,ranging from education expertise and capabilities to governance and compliance4.CURRICULUMCustomise the selected foreign curriculum based o

66、n local market dynamics,including an emphasis on STEM1and local languages3.GOVERNANCEEstablish a local management team onshore to oversee the schools governance,whilst retaining a robust level of control Preparation ConsiderationsOnshoring284.PEOPLESchools onshore can build a talent strategy by relo

67、cating or recruiting teaching staff,and raise parent interest and student enrolment via a variety of marketing campaignsSource:Quinlan&Associates analysisTeaching StaffOnshoringREQUIREMENTSNative-level Command of EnglishParents expect teaching staff to possess a native-level command of EnglishDegree

68、/CertificateSome reputable schools have additional requirements,such as a bachelors degree and language certificatesTeaching ExperienceIt is also important for teaching staff to have previous teaching experience in English schoolsRELOCATINGRECRUITINGOnshore schools prefer to relocate talent from ove

69、rseas,including from the parent school,which helps ensure the quality of education and establish a consistent cultureAfter the pandemic,local recruitment became more important,resulting in a hybrid model whereby relocated teachers act as seniors to guide newly-recruited local teachersTALENT SOURCING

70、StudentsOnshoringEnrolment QuotaSome schools may set quota limitations forthe proportion of local students and students holding a foreign passportMarketing ChannelsSchools conduct marketing campaigns and roadshows prior to their launch to raise parent interest and student enrolmentMarketing ContentM

71、essages around the prestige of the brand,academic success,academic offerings,as well as facilities and extra-curricular activitiesEnrolment Quota295.OPERATIONSInternational schools looking to set up onshore in Asia need to carefully design their classes and activities,offer accommodation flexibility

72、,and establish a robust fee strategySource:Quinlan&Associates analysisActivitiesA wide range of extra-curricular activities arepreferred as they support the holistic personaldevelopment of studentsClassesAsianparentsusuallyprefersmallersizedclasses,which are perceived to provide higher-quality,more

73、personalised educationOperation ConsiderationsOnshoringFeesSchools should establish a robust fee strategytomaintainprofitabilitywhilstremainingcompetitive in the local marketAccommodationOnshore schools are able to provide studentswiththeflexibilityofaccommodationandboarding arrangements306.FINANCES

74、In order to satisfy operational expenses and external return requirements,an in-depth evaluation of the onshoring opportunity and a dedicated strategy should be developedSource:Quinlan&Associates analysisCOMPETITIONDEMANDREGULATIONSFUNDINGSCHOOL SITECONSTRUCTIONREGISTRATIONTEACHERSBRANDINGCURRICULUM

75、STUDENTSCLASSESACTIVITIESACCOMMODATIONRevenueDriverCostDriverDescriptionImpact Level of market demand affects potential enrolment numbers and fee pricing power Level/nature of competition affects fee pricing power and student enrolment Regulatory requirements may affect the initial cost of school se

76、t-up Partners have different return expectations,and therefore different funding cost levels School site acquisition/rent represents a significant amount of initial/ongoing expense Construction cost is significant,regardless of the construction method chosen Initial school registration costs may be

77、applicable in some markets A schools brand affects its attractiveness and therefore demand for enrolment Establishing a local management team increases staffing costs Internationally-recognised curricula tend to attract stronger student applications Compensation is typically higher for overseas,expa

78、triate teaching staff Number of applications affect admissions/enrolment,directly impacting revenues Trade-off between class sizes(and associated quality)and tuition fees charged Offering more extra-curricular activities and facilities results in higher operating costs Student accommodation involves

79、 additional expenses,offset by accommodation fees Fee level directly affects revenuesFEESGOVERNANCEMARKETFOUNDATIONPREPARATIONPEOPLEOPERATIONLowHigh31ILLUSTRATIVE MARKET COMPARISONGiven the heterogenous nature of the Asia region,each market will need to be carefully evaluated based on its own strate

80、gic,operational,and financial meritsCHINATAIWANTHAILANDSTRATEGIC A significant supply gap expected in the market,as demand for high-quality education is rapidly growing and able to absorb current and new competitorsDue to the local preference for local schools and foreign population being US-based,t

81、he demand for non-US international education is lackingThe private education industry is developing rapidly with the market showing strong demand for intl schools,but slightly hindered by low population growth in ThailandOPERATIONAL Schools face restrictions in their offerings,especially those enrol

82、ling Chinese students,limiting the ability to offer education in a fully customised/optimised mannerTaiwan restricts international school enrolment to foreign passport holders and lacks regulatory clarity,significantly hindering operational flexibilityWhile regulations are generally flexible,the nat

83、ionality requirement on board members and students may impose restrictions on management and operationsFINANCIAL The population has both the ability and willingness to spend on premium education,and a well-operated school is expected to be financially viableDespite having lower operating costs,stude

84、nts exhibit a strong tilt in preference towards US-based education,weighing on the viability of a non-US intl schoolWhile there are limitations on the nationality of shareholders and level of school fees,the strong demand and propensity to spend provide financial viabilityOVERALL Despite operational

85、 constraints,China represents an attractive market,with a strong wallet opportunity and high likelihood of financial viabilityThere is little demand for IB or U.K.curriculum in Taiwan,and the dominant preference for US education and lack of regulatory clarity weigh on its attractiveness as a marketW

86、hile there are some nationality-based constraints,Thailand is an attractive entry destination,primarily driven by a growing demand for high-quality intl educationSource:Quinlan&Associates analysisFavourable UnfavourableDependent/NeutralVery FavourableSECTION 4HOW WE CAN HELP33HOW WE CAN HELPWe can h

87、elp international schools with their end-to-end onshore market entry strategy;from detailed market/competitor analysis to branding,enrolment,and operations supportSource:Quinlan&Associates analysisCOMPETITIONDEMANDREGULATIONSFUNDINGSCHOOL SITECONSTRUCTIONREGISTRATIONTEACHERSBRANDINGCURRICULUMSTUDENT

88、SCLASSESACTIVITIESACCOMMODATIONDescriptionAnalysis of key demand drivers and trends across target markets,including estimation of market demand sizingDetailed competitor benchmarking to determine key gaps and growth opportunitiesDeep-dive review of regulatory requirements in target markets,in order

89、to determine operational feasibilityEvaluation of funding channels/partners and identification of the optimal funding model for new school set-upAssessment of the selection of school sites based on various criteria,including proximity to student population and costsEvaluation of a variety of onshore

90、 construction and renovation plans in order to optimise the cost efficiency of onshoringOperational support throughout the school registration process and identification of partnerships in target marketsDevelopment of brand positioning,bespoke marketing content,as well as key marketing channels in e

91、ach target marketProvision of ongoing support during the management team set-up and stakeholder management process Establishment and selection of academic curricula according to the market demand trends in the regionDevelopment of talent strategy in order to support the teaching staff sourcing proce

92、ss and workstream formation Provision of tailor-made enrolment strategies in each specific market to boost student enrolmentAssessment of class sizes,class division,as well as teacher-student ratio based on the demand of parents and studentsAssessment of a variety of extracurricular activities accor

93、ding to the demand trends of parents and studentsAssessment of accommodation options and offerings to satisfy the demand of parents and studentsDevelopment of fee strategy to optimise revenue streams while maintaining competitiveness in the marketFEESGOVERNANCEMARKETFOUNDATIONPREPARATIONPEOPLEOPERAT

94、ION50CONTACT USWEBSITEEMAILTEL(+852)2618 5000ADDRESSLevel 19Two International Finance Centre8 Finance StreetCentral,Hong Kong51DISCLAIMERCopyright 2022 Quinlan&Associates.All rights reserved.This presentation may not be distributed,in whole or in part,without the express written consent ofQuinlan&As

95、sociates.Quinlan&Associates accepts no liability whatsoever for the actions of third parties in this respect.The information and opinions in this presentation were prepared by Quinlan&Associates.This presentation is notfinancial or investment advice and should not be relied upon for such advice or a

96、s a substitute for professionalaccounting,tax,legal or financial advice.Quinlan&Associates has made every effort to use reliable,up-to-date andcomprehensive information and analysis in this presentation,but all information is provided without warranty of any kind,express or implied.Quinlan&Associate

97、s disclaims any responsibility to update the information or conclusions in this presentation.Quinlan&Associates accepts no liability for any loss arising from any action taken or refrained from as a result of informationcontained in this presentation or any reports or sources of information referred to herein,or for any consequential,special or similar damages even if advised of the possibility of such damages.This presentation is not an offer to buy orsell securities or a solicitation of an offer to buy or sell securities.