“With increasing demand for high-quality education, digital transformation in learning, and government initiatives supporting international collaboration, UK universities have the potential to build upon what is already considered our best export: education — particularly degree and post-degree qualifications,” says Barrie Davison, our Head of Public Sector & Society.

Barrie believes the UK must capitalise on its global reputation by strengthening international engagement across teaching, research, and strategic partnerships. This point is echoed by Andrew Atherton, Vice President International and Engagement at the University of Southampton.

“Sometimes, we overlook the fact that we have one of the best higher education systems in the world. Every university here offers exceptional opportunities, and whether you're a domestic or international student, a UK degree opens doors globally.”

Graduates today are entering a mobile, interconnected workforce, Andrew says. As a result, international experience and a global mindset are no longer optional extras — they’re core to career success. “You’ll be working in teams that are multinational, multi-ethnic, multicultural… being globally minded is really key.”

Nowhere is the appetite for international education stronger than in the Asia-Pacific region. Countries like China and India continue to dominate in terms of student numbers, but emerging markets such as Vietnam, Indonesia, and Bangladesh are rapidly gaining ground.

India’s higher education demand mirrors China’s boom of the late 1990s. Rising household incomes and limited domestic capacity mean more students are looking overseas. UK institutions are well-placed to meet this growing demand.

“India’s educational market is in a phase of rapid expansion,” notes Andrew. “With a growing gap between demand and supply in top-tier domestic universities, there’s a major opportunity for UK institutions.”

In China, the dynamics are changing. While there’s been a slowdown in the postgraduate taught master’s market, undergraduate interest is rising fast — especially as families recover from the economic downturn tied to the property sector. “China's international student market is shifting. As financial stability returns, we expect to see renewed interest from Chinese undergraduates.”
 

Vietnam, Indonesia, Bangladesh: Emerging growth

Meanwhile, the rise of Vietnam, Indonesia, and Bangladesh signals a new phase of diversification. “These are fast-growing economies with ambitious, globally minded youth. UK universities that move early to understand and engage these markets are best placed to benefit.”

To attract top international talent, UK universities need to deliver more than just rankings. It’s no longer enough to rely on reputation alone, students from Asia, especially mature markets like Korea and Japan, weigh three key factors.

“To win in this environment, you’ve got to rank well, deliver a strong student experience, and ensure graduates are highly employable,”

Andrew Atherton, Vice President International and Engagement at the University of Southampton
 

“Today’s students are more discerning,” Andrew continues. “They want a return on investment. They’re looking at rankings, yes, but also at the quality of campus life, career support, and their employability when they return home.”

UK universities that excel internationally do so by integrating these elements. High rankings signal academic quality. A culturally rich student experience helps shape confident, adaptable graduates. And robust employer links — locally and globally — build pathways to meaningful careers.

An international dimension isn’t just about student recruitment. It also fuels research excellence. “If you’re doing research on something like climate change — which virtually every university is now — it can’t be confined by political borders. These challenges cut across geographies and topographies.

“Whether it’s drought, river systems, water pollution or food security, the impact is global. If you want your research to truly change how people think and act, it has to be international,” Andrew says.

UK institutions are also evolving how they deliver education, taking their expertise closer to the student. Overseas campuses and localised partnerships are becoming more common. “In other sectors, this has been standard for decades. Whether it’s to reduce costs, access talent or get closer to customers, businesses have localised. Now, universities are following suit.”

UK universities have an opportunity to lead here, not only in shaping globally minded graduates but also in advancing research and innovation with global impact. The institutions that lean into this opportunity could be the ones best positioned to thrive.

As principal sponsors for these regional roadshows, we heard from those on the frontline that to succeed in diverse markets, UK education providers must navigate significant cultural, commercial, and regulatory complexity. These are our key takeaways:

The opportunities for UK education providers

• Strong market demand: Education is a top priority for many APAC governments, with large and growing student populations actively seeking international qualifications, including specialist areas like SEND (Special Educational Needs and Disabilities), which is rising on national agendas.
• UK brand value: The UK’s reputation for high-quality education is well established, making British providers attractive across markets.
• Government and industry alignment: There is strong alignment between UK industry, education, and government policy on promoting exports, offering a solid support structure for international expansion.
• Support structures: Government bodies such as DBT (Department for Business and Trade) provide market insights, export advice, and connect education businesses through trade associations and export groups to share best practices and avoid costly mistakes.

The challenges for UK education providers

• Market complexity: The APAC region is not one homogenous market — each country (and sometimes region within a country) operates with different regulations, cultural expectations, and procurement practices. It’s easy to feel overwhelmed.
• Localisation Is key: Off-the-shelf UK solutions rarely work without adaptation. Tailoring your offering to local needs is essential.
• Finding the right partners: Events like Didac India demonstrate the scale of interest, but success depends on filtering the right contacts — distributors, partners, or institutional buyers — and aligning them with your objectives. Segmenting the market and choosing suitable entry routes is vital.
• Commercial models and pricing: UK pricing models don’t always translate well abroad. Volume sales expectations in countries like India require a revised pricing strategy and clear understanding of value perception in the target market.
• Preparation and insight: Success depends on doing your homework. Labour market insight, competitor analysis, and local demand trends should inform strategy. Early conversations with people who know the market — whether peers, advisors, or local experts — could save time and money.

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.