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School groups and associations are becoming increasingly important stakeholders in the international schools market. With the potential to build school brand recognition, boost staff development opportunities, and raise common standards to support enrollment demand, group and association membership is highly sought after. Currently, С����Ƶ records 650 school groups representing 37% of the world’s international schools, and with nearly two-thirds of future schools expected to join groups, this market share is likely to rise. ��

To enhance reputability and increase their market reach, education suppliers need to leverage the growing influence of school groups and associations. С����Ƶ’s second webinar in the three-part Masterclass Series explored how suppliers can successfully align their brand and services with the expectations of school groups, with the goal to build lasting relationships.

This session saw , Business Development Manager at С����Ƶ, in discussion with an expert panel of speakers, including from , from , and from . Below are the session’s main takeaways, with the available to watch now.

Building relationships: the essential first step for suppliers��

International school groups and associations typically have a single overarching brand, under which sit individual schools with unique identities, challenges, and needs. This means that groups and associations are looking for education suppliers that can customise their services to meet the needs of specific school demographics. Therefore, it is recommended that suppliers focus their outreach efforts on individual schools, those where their product will have the greatest impact, as opposed to opting for an all-encompassing approach that targets the school group’s central office.��

“Academic calendars are the heartbeat of school decisions.��Suppliers should live by these calendars and target schools during their procurement timeframes.“

Angelica Nierras, Faria Education Group

Identifying key contacts in international schools����

Just as important as identifying key schools is finding the right person to whom suppliers can make their pitch. Where possible, this needs to be the intended user of the product, as this is how to generate the greatest level of interest in your product’s features and benefits. School leaders are not always the most appropriate choice; their priorities often lie with services that offer school-wide improvements to teaching and learning, or show potential for boosting enrollment numbers. As a result, it is crucial to recognise where your product fits within each individual school and to conduct the necessary due diligence in identifying the most suitable person to contact.

As part of a multi-channelled marketing approach, in-person attendances at association conferences are an excellent way to build relationships with members of school staff. Such events are set up with the intention of connecting member schools with reputable suppliers, allowing for one-to-one conversations and a high level of personalisation. The themes and target audiences of individual conferences vary widely, with some tailored to senior leaders, bursars, marketing staff, for example. This diversity offers suppliers a range of opportunities to attend events specifically designed for their intended product users.����

“Think about relationships and what it takes to maintain them. For a supplier, this means returning to conferences year after year. You �ɴDz�’t get sales by attending one event, and sales ����dzܱ����’t be your primary goal in these settings.”

Natalie Williams, COBIS

Differentiating your brand from competitors in the education sector��

The international schools market is growing increasingly saturated, making it difficult for emerging suppliers to differentiate themselves from established competitors.��Nonetheless, schools will be willing to work with a new supplier that can offer highly bespoke services – an increasing rarity in the international schools market. In practice, this involves providing��ongoing training and support for staff, with the intention of forming a long-term working relationship with the school as opposed to regarding them as a one-off sale.����

Bespoke services also involve proactively gathering feedback from the school and assessing your product’s progress. Wherever possible, this should be viewed as an opportunity for one-on-one interactions with school staff, either through in-person visits or virtual coffee meetings. Such meetings are invaluable for building genuine relationships with key individuals and reinforcing your reputation as a personable and adaptable supplier.

“Listen first, sell second. By actively listening to what individual schools need, you are far more likely to be able to offer them a customised and genuinely impactful solution.”

Leigh Holmes-Hill, Tenby Schools Ipoh

Scaling your product: what are school groups and associations looking for?��

To scale your product, it is essential to not only offer personalised services but to also demonstrate the measurable impact of your product. Typically, this can be achieved through case studies, usage analytics, testimonials, and KPI tracking. These evaluation metrics significantly boost brand credibility and provide tangible evidence to support your product’s wider implementation across a group’s member schools.��

If the central office sees potential in your product, they may consider scaling it up gradually by introducing it to a new school in a new context. In some instances, the product may be rolled out across the entire group. However, the latter is rare, and only applicable to services that target the operational needs of a school. In all other cases, you should focus on school segments where you can offer the most tailored and effective solutions.

A huge thank you to Will, Angelica, Leigh, and Natalie for their valuable insights. С����Ƶ’s third and final masterclass webinar, , will be taking place on 26th November at 10am GMT.