MAN302 Assessment 3: IDP Education Corporate Strategy Analysis

This report analyzes IDP Education's corporate-level strategy, examining its global presence across 31 countries and its focus on connecting job-ready talent with developed nations. The report identifies key stakeholders, including workforce-procuring states, service-rendering states, local unemployed youth, and industries seeking skilled labor. It explores the company's strategic mix, incorporating global, transnational, and multi-domestic strategies to navigate international law, cultural differences, and local market pressures. The report highlights the need for IDP to balance decentralization and centralization in decision-making, particularly regarding its partnership with IELTS and the integration of technology. The report emphasizes the importance of adapting the IELTS program to the changing business environment and acting as a trustworthy umbrella for local education facilities. Finally, it suggests that IDP should aim to create a cosmopolitan workforce to address cross-cultural conflicts in global industries. The analysis is based on the provided references, including reports and articles from various sources.

Question 11
The evaluation of the “IDP Education’s” Corporate Level Strategy
A grass root level presence in 31 countries, 80 international headquarters and a market
presence of almost five decades. The Portfolio of IDP education clearly indicates that they
penetrated their operational areas very well and have a strong understanding of the local
markets (Crace, 2018). IDP Education is a global player; they cultivate job-ready talent in the
developing part of the world and connect this talent pool with the developed nations of the
world that are seeking for best options in the terms of the workforce. The stakeholders in this
process can be broadly defined in three heads.
1. States and countries where they are procuring workforce
2. States where above said workforce is rendering services
3. Local unemployed youths in the operational areas
4. Industries that are seeking for industry-ready workforce.
In order to implement an effective corporate level strategy, the planning heads of the IDP
Education has employed a corporate level strategy mix. For an effective corporate strategy,
they incorporated inputs from three subsidiary strategies (Goode, 2017).
1. Global Strategy: Leading countries of the world are gearing up to make an entry in the
global economy and benchmarking certain standards for working procedures and
conflict resolution. Any player like IDP Education acts as a bridge, this is why they
need to implement a policy paper and connect its operational areas in various
countries with the global culture in an “end to end” fashion.

2. Transnational Strategies: Factors like international law, compliances among the
various countries and cultural differences are the major factors that should be
incorporated in the corporate strategy.
3. Multi-Domestic Strategy: They need a separate set of corporate level strategy to
handle the pressures of the local market while maintaining their international identity
in a world which is becoming seamless because of the IT technology related solutions.
Un-pursued corporate strategy of the IDP’s Education
IDP Education acts as a mediator between two needy parties. Since they are international
players they need to create a corporate culture that can create compliance between diverse
cultures and administrations. The biggest question that IDP will face during the course of a
corporate strategy making will be connected with the decentralization or the centralization of
the command line. The Corporate strategy of this company demands a decentralized
decision-making system, their partnership with leading English Language test IELTS should
be redefined after the arrival of the era of information and technology. Another frontier is the
frontier of Hot-Courses; it is a platform where leading universities of the world are offering
courses to the students sitting in various countries. A seasoned company like IDP should
come up with a corporate strategy where they can upgrade IELTS in accordance with the
changing business environments. They should come up with a feedback chain to connect the
local sentiments with the thought process of IELTS (Barkla, 2018).
The existing global strategy and its integration in local operations
“Act local and connect with the global” is the mantra of that captures the essence of the
“global strategy” of the IDP education. Instead of just facilitating new nodal points of
education, the company should now think in the terms of acting as a trustworthy umbrella for

the quality players in the local market of education facilities. As a brand name, IDP in the
past worked as a benchmark of international level working skills. The current global strategy
of the company should be aimed at the creation of a cosmopolitan workforce to serve the
global industries that are cross-cultural conflicts (Frost, 2017).
References
Barkla, A. (2018). Building a Global Community of Connected Students, from Class Room to
Career. Cognizant, (Online). Available At: https://www.cognizant.com/whitepapers/building-
a-global-community-of-connected-students-from-classroom-to-career-codex3478.pdf.
(Accessed :01-02-2019)
Crace, A. (2018). IDP records $487.2m revenue in FY18. The Pie News, (Online). Available
At:https://thepienews.com/news/idp-records-487-2m-revenue-in-fy18/(Accessed :01-02-
2019)
Frost, R. (2017). Market Leading Position in Growing Industry: IDP Foundation. Live Wire,
(Online). Available At:https://www.livewiremarkets.com/wires/market-leading-position-in-
growing-industry-idp-education. (Accessed: 01-02-2019)
Goode, L. (2017). IDP Education. Credit Suisse, (Online). Available At:https://research-
doc.credit-Suisse.com/docView?
language=ENG&format=PDF&sourceid=csplusresearchcp&document_id=1074241641&seri
alid=09xcTOxJIeu0OnFInwsY2Odlok2j0wxMycA74ofcl1k%3D. (Accessed: 01-02-2019)