The topic of international branch campuses saturates the literature; however, little attention has been paid to the university strategic planning process for institutions setting up programs abroad. Many US universities have considered opening a branch campus in order to meet the demand of globalization and break into new student markets. Currently, the US leads efforts in establishing its brand of higher education in countries like the United Arab Emirates, Singapore, China, and Qatar. This paper considers the challenges of establishing a branch campus based on the literature surrounding American branch campuses' successes and failures and develops a conceptual model for planning, implementation, and monitoring for those universities considering exporting their brand and academic programs abroad.