Please note - Swinburne University of Technology

to develop marketing plans to exploit opportunities and
deal with the threats before they arise;
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
Top~cs 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;
E! marketing pull and technology push.
5. Textbooks
Keegan, W.J. Global Marketing Management. 4th edn, Englewood
Cliffs, Prentice Hall, 1989
Luck, D.J., Ferrell, O.C. and Lucas, G.H. Marketing Strategy and
5 Plans. 3rd edn, Englewood Cliffs, N.J., Prentice Hall, 1989
-.
3 References
(A) Domestic Marketing:
I Aaker, D.A. Strategic Market Management. 3rd edn, New York,
Wiley, 1992
Berrnan, 8. and Evans, J.R. Readings in Marketing Management: A
Strategic Perspective. New York, John Wiley, 1984
Cohen, W.A. Developing a Winning Marketing Plan. New York, John
0, Wiley, 1987
(8) International Marketing:
rn Cateora, P.R. lnternational Marketing. 8th edn, Homewood, Ill.,
8, Irwin, 1993
k Kotler, P. Fahey, L. and Jatusripitak, S. The New Competition.
Englewood Cliffs, Prentice Hall, 1985
rr, Quelch, J.A. and Hoff, E.J. 'Customising Global Marketing',
3
n Harvard Business Review May-June 1986, pp. 59-68
lD
~ ~ 8 0 1 Business Planning
Prerequisites: normally all subjects in the f~rst
three terms of the course.
This subject is compulsory (conversion students
excepted)
Subject aims
This subject 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 subjects will thus be utilised.
Specific objectives of this subject 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.
Subject description
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
- criteria for an effective plan
- preparing the business plan
- defining the business situation
- establishing the value proposition
- defining the business strategy and actionprograms
- establishing the key processes and tasks
- establishing monitoring procedures
- updating of the business plan.
Texts or references
Bogue, M.C. and Buffa, E.S. Corporate Strategic Analysis. New York,
The Free Press. 1986
Bower, J.L. et al. Business Policy: Text and Cases. 7th edn,
Homewood, Ill., Irwin, 1991
Kanter, R.The Change Masters. London, Unwin, 1985
Ohmae, K. The Mind of the Strategist: The Art of Japanese Business.
Harmondsworth, Penguin, 1983
Peters, T.J. and Waterman, R.H. In Search of Excellence. New York,
Harper and Row, 1982
Porter, M. Competitive Advantage: Creating and Sustaining Superior
Performance. New York, The Free Press, 1985
Porter, M.E. Competitive Strategy New York, The Free Press, 1980
Quinn, J.B., Mintzberg, H. The Strategy Process: Concepts, Contexts,
and Cases. 2nd edn, Englewood Cliffs, N.J., Prentice Hall, 1991
BQI IOE
BQI lo
BQI 11
Quantitative Analysis A
(Enabling)
Quantitative Analysis A
Quantitative Analysis B
No. of hours per week: three hours
Prerequisites: students without appropriate Year
12 mathematics, or its equivalent, must take
both BQI 10E Quantitative Analysis A (Enabling)
consisting of three hours per week for one
semester followed by BQI 10 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
subject BQI 11 Quantitative Analysis B consisting
of three hours per week for one semester
Instruction: lecture/tutorial
Assessment: BQ11 OE, examinations;BQl 10,
exarnination/assignment;BQl 1 1, examination1
assignment