Michael E. Spencer, CEO of Global Expansion Strategies (GES), has culminated into an industry leader. He understands the fine balance of where a company’s intersection of academics meets economics and that both are key to managing a company’s success. Spencer has an impressive capability to quickly understand early to mid-stage EdTech companies' current stage and develop and execute thorough global market strategies allowing the companies to successfully achieve aggressive scalable and retainable revenue growth, raise capital and achieve successful exits.
As per Spencer, the pandemic has impacted education to the extent that international education institutions now have to understand and adapt to the new norm of online education. GES has developed multiple blended learning models allowing schools to adapt to the new norm utilizing and implementing a variety of blended learning models specific to their educational institutions' needs and desired student outcomes. “Our unique, proven process of taking EdTech solutions to the global markets aligns the innovative EdTech solution with the needs of the international education markets, allowing the solution to be implemented successfully and scaled efficiently and effectively without ever setting foot in the market,” says Spencer.
"GES utilizes experienced in-country channel partners who have the academic, business, and cultural knowledge to adapt the EdTech solutions GES takes to the global markets in any blended learning model that best fits the school."
GES utilizes experienced in-country channel partners who have the academic, business, and cultural knowledge to adapt the EdTech solutions GES takes to the global markets in any blended learning model that best fits the school. Additionally, GES, with the in-country strategic channel partner, facilitates the process to ensure buy-in from key stakeholders, including the key executive directors, administrators, and teachers at the educational institution and the parents and students.
GES works with EdTech companies interested in expanding globally by developing and implementing a thorough go-to-market strategy using in-country strategic channel partners working directly with K-12 institutions. EdTech companies often focus on the educational benefits of their tools at the detriment of financial considerations. GES focuses on launching EdTech companies into aggressive revenue growth by introducing them to the right international markets in the business and education models best suited for the company and education institution.
They work with EdTech companies to establish contractual relationships directly with strategic channel partners, school operators, education franchises, purchasing conglomerates, education publishers, and ministries of education on six continents. Within each of these segments, GES and its strategic channel partners facilitate the process to ensure buy-in from the key executive management, administrators, and teachers at the institutions and parents and students.
“We enable all stakeholders to understand how optimum student outcomes can be achieved upon implementation and ensure consistent use and management of the solution to realize maximum results that lead to scale,” adds Spencer. “Our unique process has been proven effective for many EdTech companies to achieve market penetration that generates sustainable and scalable revenue growth year over year.”
GES’s unique combination of in-house global business development expertise and on-the-ground know-how of their strategic channel partners allow them to adapt the EdTech solution to the local international K-12 market and subsequently deploy it in any number of business and education models. For instance, a Ministry of Education contacted one of GES’s channel partners inquiring if they had English language programs that could make available to an initial population of 200,000 students to help improve their English Proficiency. The strategic channel partners and GES proposed multiple solutions leading up to a successful deployment.
As per Spencer, there is currently a tremendous focus within the education industry; both publishers and educational institutions want to migrate from print to digital media. This is making both publishers and education institutions aware of the intersection of where academics meet economics and that the economics of the availability of digital media, paralleled with the variety of blended learning modalities, will lead to better student outcomes and improved financial gains for both. “GES is currently working with international school operators and publishers to implement K-12 digital supplemental solutions that were not available in their pandemic journey transitioning from print to digital media.”