Demand for a New International School

Demand for a New International School

Cracking the Code: Strategies to Gauge Demand for a New International School in a Developing Market

Starting the journey of establishing an international school in a developing market requires more than just vision—it demands a thorough understanding of the local educational landscape and the dynamics of demand.

Here are some strategies to effectively determine the demand for such an institution:

1. Comprehensive Market Research:

Begin by conducting extensive market research to gain insights into the educational needs and preferences of the local population. Analyze demographic trends, income levels, cultural inclinations, and the presence of expatriate communities. Understanding the socio-economic fabric of the region is crucial in assessing the potential demand for international education. In particular, it is important to understand the dynamics of the rising middle class in developing markets.

2. Assessing Existing Education Provision:

Evaluate the quality and accessibility of existing educational institutions within the market. Identify gaps and shortcomings in the current offerings, such as limited access to high-quality international curricula or insufficient facilities. These gaps can signify an unmet demand for an international school that offers superior educational standards.

3. Engaging with Stakeholders:

Connect with key stakeholders, including parents, community leaders, local authorities, and educational experts. Conduct surveys, focus groups, and interviews to gather firsthand insights into their preferences, aspirations, and willingness to enrol their children in an international school. Engaging stakeholders early in the process ensures that the school’s offerings align closely with the community’s needs.

4. Analyzing Economic and Social Indicators:

Consider economic indicators such as GDP growth, urbanization rates, and income levels to gauge the market’s capacity to afford international education. Additionally, it assesses social factors like cultural openness to foreign educational models and aspirations for global citizenship. These indicators provide valuable context for understanding the demand dynamics within the target market.

5. Exploring Market Segmentation:

Recognize that demand for international education may vary across different population segments. Segment the market based on factors such as income levels, nationality, educational background, and lifestyle preferences. Tailor the school’s offerings and marketing strategies to resonate with each segment’s unique needs and preferences.

6. Piloting Programs and Initiatives:

To test the market’s response and gauge interest levels, consider piloting short-term programs, workshops, or extracurricular activities. These initiatives serve as a precursor to establishing a full-fledged school but also provide valuable insights into the feasibility and demand for international education in the local context.

Determining the demand for a new international school in a developing market requires a multifaceted approach that combines rigorous research, stakeholder engagement, and strategic analysis. By employing these strategies effectively, investors can uncover opportunities and tailor their offerings to meet the community’s evolving needs, thereby laying a solid foundation for the institution’s success.

If you want to learn more about the steps required to set up a school check out some of our other articles:

Steps to Setting Up a New School

10 Steps and Articles on How to Set Up a New School

GSE International School Franchise Models

GSE provide specialist services to set up all forms of education institutions including international schools, kindergartens, vocational colleges, universities and online/virtual schools.

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CEO and Education Expert Greg Parry

Greg Parry

Internationally renowned for his expertise in education leadership, Greg Parry’s vast experience includes leadership of projects for education institutions throughout Australia, the Middle East, the United States, India, Indonesia, Malaysia and China. Recognised for his numerous contributions in the education arena, Greg has received the Minister’s Award for Excellence in School Leadership based on improvements in school performance and a range of successful principal training and leadership development programs, as well as the School of Excellence Award for Industry/School Partnerships and the School of Excellence Award for Technology Innovation. His company GSE (Global Services in Education) has been recognised as having the Best Global Brand in International Education in 2015 and 2016.

Considered one of the premier experts in his profession, Greg has trained teachers and principals worldwide in areas such as critical thinking, language development and leadership. His expertise in school start-up projects, leadership and curriculum development has made him a sought-after authority in this discipline.

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