Higher education and the global marketplace from Malaysian experience

摘要: Internationalisation and globalisation concepts in higher institution is now well established as a global phenomenon, especially the major-English speaking nations such USA, UK, Australia, New Zealand Canada (see Hemsley-Brown Oplatka, 2006). Majorities of institutions recognize that they need to market themselves climate educational international competition. As competition among them level intensive activity, increasingly behave business entity by adopting more strategies. In recent years, have promote acceleration linkages, brand campuses, single purpose programs other forms transnational education quality of for customers. HEIs are able learn about customers, competitors regulators stand better chance sensing and acting upon events trends marketplace (Tippins Sohi, 2003). However, task all activities mentioned above not always easy remain competitive eye customers at global environment. Other variables government intervention, international law, different custom procedures, variety languages, foreign exchange, costs, behaviour life styles became challenges providing sustainable program. Paramewaran Glowacka (1995) their study university image found that, institutions (HEIs) maintain or develop distinct create advantage an market. In number countries, governments been pains stress the economic benefits resulting from (Yorke, 1999). we know, is worth hundreds billions dollars todays markets, every week sees new joint venture announced traditional players over world, jockey position this Malaysia 1980’s recognized it would be unable educate its own 6 percent population through began partner with supplement system higher (Lenn, 2000). Further more move has led invited foreign universities operate on Malaysian soil. With move, made another important decision, turn into hub region. For both public private HEIs, take ownership responsibilities overall products services that offered Therefore, many already adopted some form strategies marketing their strategic operations.