Throughout its ensuing years, the school was content that the need of pupils who did not analyze into one of China's public institutions and filled a niche. Huang's strategy was to franchise his university throughout China. However, in pursuing this strategy in Shanghai, Beijing and Guangzhou, China's biggest cities, Huang was not receiving answers that were warm.
Local officials worried XAIU would endanger the survival of locally-run, private universities, and competition among private universities was heating up as institutions from the UK and Hong Kong partnered with public universities to form joint-ventured "independent schools." Huang was assured that despite these setbacks, his franchise model would work. But was an alternate plan of expanding into second or third tier cities compromising too much of the basis that had already been placed, would it endanger XAIU's funding opportunities, and finally, would it damage the academic quality and integrity XAIU had built up at home?
PUBLICATION DATE: January 19, 2009 PRODUCT #: 314C13-HCB-CHI
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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