The INTO Difference

The results from the joint venture have put us two years ahead of our original, extremely ambitious, plans. Working collaboratively with INTO has helped us to exceed direct recruitment targets. The partnership has accelerated and diversified the way in which we bring international students to Norwich and integrate them within the University.

The partnership is really critical to the internationalization agenda at Oregon State University. From the perspective of international recruitment, there is a one-to-one correlation in terms of the goals we have and in terms of what the partnership brings to it.

The INTO team and our International Office have worked in close collaboration. Our international enrolments have grown from 1,018 to 2,820 in three years, and achieved a growth of 44% in 2009 alone.

The INTO partnership has actually opened a massive seam of international students to come to Exeter, from 750 four years ago to 3,500 this year; the INTO partnership is absolutely a core part of that.

What the INTO network has enabled us to do is to increase our agent footprint ten-fold which will help us in international recruitment.

We’ve made very good progress already through feedback from the market. This has helped us to improve our acquisition policies and made us much more aware of how we promote the University and what’s unique about it.

INTO has helped us because we have moved the percentage of our international students up from around 6% to 9% (by 50%) in the course of 2 to 3 years.

The partnership has had a transformational impact on our international student population for undergraduate and postgraduate levels. It’s helped our internationalization strategy by introducing roughly between 800 and 900 extra international students a year to the campus.