Rising uncertainty brought about by President Donald Trump’s introduction of trade tariffs on US trading partners has brought the need for resilient international strategies into even sharper focus.

Barrie Davison, our Head of Public Sector & Society, says: “The UK’s universities are central to the nation’s global competitiveness. Their contributions to workforce development, technological advancement, and regional economies make them critical assets in attracting inward investment.

“However, without a structured approach to investment facilitation, competing priorities — such as immigration restrictions or devolved funding fragmentation — could hinder progress.

“The UK must take a strategic approach to leveraging the strength of its universities to deepen global relationships, explore new market opportunities, and solidify its position as an attractive destination for foreign investment.

“By enhancing coordination between academia, government, and business, the UK can unlock the full economic potential of its world-class university sector as a catalyst for growth.”

The Asia Pacific region — particularly countries influenced by Confucian and Neo-Confucian values like China, Korea, and Singapore — is deeply relational. Success often stems from the strength of your network and the trust within it.

Many Asia Pacific countries are among the world’s most successful economies. For instance, Singapore’s GDP per capita is roughly double that of the UK. China is the second-largest economy globally, and India is growing at over 6% annually.

Develop cultural understanding and sensitivity. Rather than trying to impose a Western model, UK institutions should approach the region with humility and understanding — offering value that aligns with local systems, needs, and cultural expectations.

It's never like that. It's more nuanced and more complex and more interesting. They’re really made up of micro-markets, each with different dynamics. Recruiting students from North India is very different from South India.

When we carried out our assessment, we initially identified five strong potential locations for our campus—but there were probably eight where we could have been successful. The real question became:

• What’s the optimal location in terms of positioning within the country, and why?
• What are the specific drivers that make one location stand out over another? 

Often, there are multiple locations within a single country where you could be successful. For example, in India, we identified several viable cities for a campus, but trying to establish five campuses at once would have created unsustainable complexity, cost, and risk.

Instead, we’re focused on building traction with our Delhi campus first — growing it to scale before considering a second or even third location.

The same applies elsewhere. Vietnam, Indonesia — these aren’t single markets. Hanoi and Ho Chi Minh City, or Jakarta and Surabaya, offer completely different environments and dynamics.

Universities need to ask: why are students coming, and what is the university known for? For example, the University of Southampton has strong subject areas like computing, electrical engineering, and marine science, which attract students.

It’s important to define the university's "brand" — what it's known for and the value it offers, both academically and beyond.

In addition to reputation, execution is key. Successful international campuses require more than just offering courses; they must provide full student support services. If a campus in India or Malaysia offers the same courses as the home campus but lacks necessary services, students won't have the same experience.

So, ensuring complete implementation and delivering on expectations is essential for success.

One key point about international expansion is that while there are numerous benefits —strategic, qualitative, and financial — if it's not executed correctly, it can lead to struggles across the board.

Ensuring everything is in place is essential. My role, in many ways, is to oversee multiple projects, making sure each aspect of setting up a campus or bringing students to the UK is addressed, ensuring their successful arrival and integration.

We chose Gurugram for its proximity to both international and domestic airports, excellent infrastructure, and relatively lower pollution compared to Delhi. It's a growing tech hub with high employment demand, good safety, and quality accommodation.

Additionally, being close to policymakers was crucial as we’re the first university to set up under the University Grants Commission. Other locations like Mumbai, Bangalore, and Hyderabad are also attractive, but land affordability and availability are challenges. Gurugram offers modern, safe infrastructure and a strategic location for our comprehensive university campus.

Gurugram reflects the rapid growth of India’s economy, though it still faces traffic and infrastructure challenges. The mix of modern development and traditional aspects, like cattle crossing highways and religious festivals, adds to its unique character.

Despite some perceptions of bureaucracy, India has been impressively efficient in moving our campus setup forward — receiving approval within months, a pace unmatched by many other countries. The positive attitude toward the UK and proactive government initiatives made the process smooth and stimulating.

The value of banks in international expansion works on multiple levels. Banks, like other major institutions, offer a range of services. For example, opening a business bank account in another country, incorporating a company, and getting legal support are essential steps. A local bank not only facilitates these processes but can also provide advice on expatriation, repatriation, and the movement of money.

What banks, especially those with a long-standing presence like NatWest in India, bring to the table is invaluable local knowledge and networks. Beyond basic services, banks offer crucial advisory support and connect businesses to a range of professionals. In our projects, we've collaborated with banks, tax advisers, property companies, and even political risk analysts.

We rely heavily on their expertise, and trying to navigate international expansion without that kind of professional support would be risky and unwise.

Ultimately, banks play a vital role in internationalisation, providing both the practical services needed for setting up operations and the strategic advice that mitigates risks in new markets.

If you’re considering exporting your goods or services overseas for the first time or looking to expand into new markets, visit our Trade Hub for more valuable insights.

For more insight on supply chains, talent, technology and sustainability, visit our Future Fit hub.

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