Structuring the campus product portfolio for competitive performance

Introduction. Within the framework of the federal project “Creation of a Network of Modern Campuses” a key strategic challenge is the development of a competitive product portfolio that ensures the effective functioning of campuses at national, regional, and institutional levels. A pilot initiative on developing campus product programmes has been launched, positioning each campus component as part of an integrated product system designed to meet the needs of diverse user groups. The purpose of this study is to formulate a scientifically grounded definition of the “campus product”, drawing on the academic concept of the value chain, and to develop an approach to structuring a competitive campus product portfolio aligned with national priorities, regional socio-economic challenges, institutional strategies, market demand, and economic performance requirements.

Materials and methods. The study is based on an analysis of regulatory documents of the federal campus project and methodological guidelines for designing campus product programmes, as well as academic works on portfolio management, value creation theory, and product marketing. The methodological framework integrates structural–logical and comparative analysis, conceptual modelling, and expert-analytical factor classification. This combination allows for the formulation of principles for developing the structure of a campus product portfolio grounded in the alignment of strategic objectives, user value, resource capabilities, and economic conditions.

Results. The research introduces a process of portfolio value management that integrates the principles of project portfolio management (PPM) with those of customer relationship management (CRM). A substantiated set of factors is proposed for analytical assessment in structuring the product portfolio under conditions of achieving competitiveness. The study formulates the concept and defines the structure of a balanced product portfolio understood as an interconnected system of products jointly generating a unified consumer value that underpins competitiveness.

Conclusions. A balanced campus product portfolio is a critical determinant for achieving the intended effects of this project under conditions of competitiveness. The product portfolio becomes competitive not when it represents a collection of discrete outputs, but when it forms an integrated system in which each product comprises a set of expected user outcomes as well as the chains and mechanisms through which these outcomes are created.

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