Please note - Swinburne University of Technology

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to examine the development of international marketing
strategies; to evaluate the pros and cons of
customerisation versus globalisation;
to develop export marketing plans and emphasise the
differences between a domestic and an export marketing
plan.
Subject description
Topics to be covered include:
the marketing vision: the external environment;
the strategic marketing planning process;
market information systems and market research;
international marketing strategies: global thinking in
product, price, distribution and promotional strategies;
marketing quality and design;
marketing pull and technology push.
Textbooks
Keegan, W.J. Global Marketing Management. 4th ed, Englewood
Cliffs: Prentice-Hall, 1989
Luck, D.J., Ferrell. O.C. and Lucas, Jr., George, H. Marketing Strategy
and Plans. 3rd ed. Englemod Cliffs, N.J.: hentice-Hall. 1989
References
(A) Domestic Marketing:
Aaker, D.A. Strategic Market Management 3rd ed, New York: Wiley,
1992
Berman, B. and Evans, J.R. Readings in Marketing Management: A
Strategic firspecfive. New York: John Wiley, 1984
Cohen, W.A. Developing a Winning Marketing Plan. New Yok: John
Wiley, 1987
(B) International Marketing:
Cateora, P.R. lnternational Marketing. 7th ed, Homewood, Ill.: Irwin,
1990
Kotler, F! Fahey, L. and Jatusripitak. S. The New Competition: Meeting
the Marketing Challenge from the Far East. Englwod Cliffs:
Prentice-Hall, 1985
Quelch, J.A. and Hoff, E.J. 'Custornising Global Marketing', Harvard
4 Business Review MayJune 1986, pp. 59-68
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6.
3
BM801 Business Planning
Prerequisites: normally all units in the first three
terms of the course. This unit is compulsory
(conversion students excepted)
Subject aims
This unit is studied in the context of a dynamic global
environment of social and technological change. All basic
business skills must be integrated for strategic planning and
the other MBA units will thus be utilized.
Specific objectives of this unit are:
to introduce the strategic planning process and the range
of techniques used in business planning;
to develop skills in using a variety of frameworks for
making strategic decisions;
to emphasise the importance of the current development
phase of the industry in which an enterprise operates as
a basis for appropriate strategy development;
to develop skills in organising for effective business
planning and for the implementation of the business
planning process.
Topics to be covered include:
the nature of corporate objectives, hierarchy and conflict
of objectives, personal dimensions of objectives,
management by objectives;
analytical frameworks for business planning and their
bearing on the content of business plans and the process
of planning;
defining the business, the central strategic issue of 'What
business are we in?';
the search for oppportunity including scenario analysis;
industries and their evolution: competitive advantage;
planning for entry into new industries and new markets;
the business plan:
management expectations of a business plan
* criieria for an effective plan
* preparing the business plan
defining the business situation
* establishing the value proposition
* defining the business strategy and action programs
* establishing the key processes and tasks
* establishing monitoring procedures
* updating of the business plan.
Texts and references
Bogue Ill, M.C. and Buffa, E.S. Corporate Strategic Analps. New
York: The Free Press, 1986
Bower, J.L. et al. Business mlicy; Texr and Cases. 7th ed, Hornevvood,
Ill.: Irwin, 1991
Kanter, R. (1983) The Change Masters. bndon: Unwin, 1985
Ohmae, K. The Mind of the Strategist: The Art of Japanese Business.
Harmondsworth: Penguin, 1983
Peters. T.J. and Waterman. R.H. h Search of Excellence. New York:
Harper and Row, 1982
Porter, M. Competitive Advantage: Creating and Sustaining Superior
Pehrmance. New York: The Free Press, 1985
Porter, M.E. Competitive Strategy: New York: The Free Press, 1980
Quinn, J.B., Mintzberg, H. and James, R.M. The Strategy Pmess:
Concepts, Contexts, and Cases. 2nd ed, Englewood Cliffs, New Jersey:
Prentice-Hall. 1991
BQ11 OE Quantitative Analysis A (Enabling)
BQl lo
Quantitative Analysis A
BQ111 Quantitative Analysis B
No. of hours per week: three hours
Prerequisites: students without appropriate Year
12 mathematics, or its equivalent, must take
both BQ11 OE Quantitative Analysis A (Enabling)
consisting of three hours per week for one
semester followed by BQ110 Quantitative Analysis
A consisting of three hours per week for one
semester. Students with the appropriate Year 12
mathematics, or its equivalent, must take the unit
BQ111 Quantitative Analysis B consisting of three
hours per week for one semester
Instruction: ledure/tutorial
Assessment: BQ 11 OE, examinations;
80110. examination/assianment:
BQI 11 ; examination~assignment'
Subject aims and description
The content of BQ111 is the same as the combined content
of BQllOE+ BQ110, but the time allocation differs. The
primary purpose of this unit is to ensure that all students
attain a higher level of numeracy and are able to develop a
method of approach which can be applied in subsequent
areas of their course.
The unit will provide students with a knowledge of
particular techniques in mathematics and statistics so that
they may achieve a greater understanding of the quantitative
procedures required in various disciplines within the Faculty.
The unit has distinct business modelling emphasis and is
applied in nature with interpretation and presentation
forming an integral part of the unit.
Topics cowed will normally include the following:
language and notation;
linear functions;