The university landscape today is complex and fragmented. There are more universities in the world than ever before, and graduates who have completed tertiary education now number over a billion worldwide.
This means that competition for prospective students, as well as for research funding, has never been fiercer. To remain relevant and continue to attract students, universities need to be able to distinguish themselves from their competitors; creating an edge that makes them stand out from the crowd.
A competitive advantage is something that makes you stand out from your competitors — it’s the reason why customers choose you instead of your competitors. As such, competitive advantages are those intangibles that give your business an edge over others in your industry.
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Why is competitive advantage important?
As the world becomes increasingly interconnected, competition between universities will become more intense — not just from universities in the same country, but from globally recognized institutions as well. Similarly, prospective students are now more discerning than ever, and have more options available to them. Given that young people are more digitally savvy than previous generations — and are therefore much more accustomed to receiving a personalized experience — universities will need to think about how they can tailor their offerings to meet the needs of their target demographic.
UAT’s competitive advantage: What makes us different?
UAT has been strategically investing in its digital capabilities and asset-rich environment to create a differentiated experience for students. The university’s investment in technology has been ongoing since its establishment in 2002, and is constantly evolving to meet the changing needs of its students. UAT has an omnichannel approach that allows students to interact with the university across multiple channels, including the web, mobile and voice systems.
UAT is a digital-first university:
UAT has always put digital at the heart of its operations. As a digital-first university, the university places a strong emphasis on the development of digital competencies in its students. This is evident in the way that UAT has developed its curriculum to include more digital-first courses, such as the Bachelor of Business (Digital Commerce) and the Bachelor of Commerce (Human Resource Management).
UAT has an international outlook and global network:
UAT has an international outlook and actively pursues collaborative partnerships with other universities in the Americas, Asia and Europe. With a strong focus on research and innovation, UAT collaborates with industry partners to create joint programmes and research projects that are globally relevant. This international outlook is also evident in the university’s large cohort of students from abroad — over one-third of the student population is made up of students from more than 100 countries. This creates a truly global and richly diverse learning environment that prepares students for careers in a truly globalised workplace.
UAT fosters innovation and entrepreneurship:
As one of the leading universities in Southeast Asia, UAT has a strong track record of producing entrepreneurs who have created successful ventures in the region. Through the UAT Incubator and Accelerator programmes, UAT provides an ecosystem for innovation, entrepreneurship and partnership between academia and industry. The university also offers a range of entrepreneurship courses that incorporate real-world projects, such as the Design Thinking and Social Impact projects.
UAT is part of Singapore’s education ecosystem:
As part of Singapore’s higher education ecosystem, UAT is in a unique position to benefit from the synergies and partnerships that exist between the various stakeholders in the sector. In particular, the university’s proximity to the National University of Singapore and Nanyang Technological University provides a natural collaboration between the three institutions, allowing for greater exchange between students and faculty members. UAT also has strong ties with the Singapore Institute of Management (SIM), as both institutions have worked closely together as partners in the Singapore Management University-SIM Partnership since 2004.
Conclusion:
With a focus on innovating and evolving to meet students’ needs, UAT is well positioned to be a university of the future. These investments will not only help the university to better serve its current students, but will also position it to benefit from the expected increase in demand for higher education in the years ahead. As more industries become increasingly reliant on technology, and as the student population continues to grow, there will be an increased need for universities that are equipped to provide a digital-first experience.
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