Communication Is At The Core Of Every Business And Relationship - A Short Course

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Excellent trainers who are without a doubt on top of their game. But not only that, we have also proven to be highly successful at creating and maintaining excellent professional client relationships and are dedicated to meeting your needs. The media and marketing environment is ever changing.

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We use Mailchimp to send our emails, we do not share your details with any third party and you will only receive emails related to Core. Our courses are run by people who are creating communication solutions for clients every day, and each person is a leading practitioner in their field. We deliver relevant, practical and up to date training — because we live and breathe it. Practices Back. Practices Practices Back. Investment Our Approach All Practices. Core Learning Progress Through Knowledge. Students without any economics are recommended to invest a substantial amount of time ensuring that they have grasped this basic material.

In addition to mastering the basics of microeconomics, students will learn how to use these ideas to address managerial problems. During the course students will analyze a number of case studies, as well as conduct an in-depth industry study. The second part of the Firms and Markets course is an application of the principles of microeconomics, to macroeconomic problems: the analysis of the national and the global economy, with special emphasis on the role of governments and central banks.

The teaching will assume that, by now, students have a solid base in microeconomics, as taught in the first part of the course.


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By the end of the course we expect that students will be able to understand the policy debate, critically assess the various arguments, and understand the implication of policy to business decisions. The teaching will be both analytical and applied. Marketing plays a critical strategic role in all firms.

Moreover, due to these market conditions and new technologies, marketing has become an increasingly digital and technology-enabled field. Thus, the future of marketing looks very different. This course provides an in-depth introduction to contemporary marketing, with a focus on what matters for the future of marketing.

Students will be taken through key stages of developing a value-creating marketing strategy and cover topics such as market analysis, consumer behaviour, digital marketing, customer value analysis, product development and innovation, social media marketing, and retail marketing. First, to instil in students 'marketing thinking', which emphasises a customer-centric view of business because delivering superior value to customers increases long-run firm value.

Second, to equip students with future-oriented marketing knowledge that will prepare them as the business leaders of the future. The specific course objectives are:. Leading individuals, teams and organisations is the central task of management and critical to performance, whether you are in a start-up, global corporation, public service or social enterprise.

This significance is constantly growing as an increasingly complex and volatile economic and geo-political context calls for strong, responsible leadership. Yet, leadership is as difficult as it is critical, thanks to the complexities of human nature and the challenges that arise when people work together. These aims are immediately relevant for a lot of activities and assessments during the MBA, such as work in your study teams, group assignments, the Entrepreneurship Project, to name but a few.

The course does not attempt to give you a definitive set of tools and policies.

There are, however, plenty of wrong answers. It is our aim to sharpen your sense for what works when. Why are some organisations more successful than others? This is the fundamental question of strategy. This course will help students understand the origins and causes of variation in organisational performance. We will also cover some of the basics of global strategy and innovation.

The operations function of the firm covers all aspects related to the delivery of the product or service the firm offers; it not only determines the cost base, it also generally accounts for the largest proportion of working capital requirements, and determines quality and service level for the customer. This course will introduce the key concepts of operations and process management, develop understanding of their relevance to organisational effectiveness, and show how operations can nurtured as a source of ongoing competitive advantage.

We will cover the main concepts of process improvement, including Lean Thinking and Quality Management, and review these in the context of the wide firm. The list below is an example of electives offered to previous MBA cohorts. Please note all details are subject to change. Game theory is central to the toolkit of any successful business school graduate. It is a powerful component of the armoury in analyses and resolution of business-oriented problems, rather than an esoteric preserve of mathematically-minded social scientists.

It also helps to develop a rigorous attitude in approaches to problem-solving matters. This elective is intended to attract those members of the MBA student community interested in developing a more thoroughgoing understanding of game theoretic principles, and more broadly than currently on offer, to assist in their systematic deployment in analyses of business cases. This elective covers foundation principles of Asset Management briefly and modern topics in Asset Management. We study in details three types of assets: Mutual funds, exchange-traded funds and hedge funds.

These assets are those that are most debated nowadays and of foremost importance in practice. Most of the material is however applicable to almost all of the other asset classes. China is one of the most dynamic and rapidly changing business environments in the world today. The size of the domestic marketplace makes it a magnet for foreign business, but it has proven time and again to be an immensely difficult place in which to do business. It is a country in which the business landscape is in a constant state of flux; it is simultaneously undergoing an economic, legal, social and technological transformation.

The purpose of this course is to provide a framework for understanding these changes and develop the tools needed to do business in this challenging environment. It is useful not only for those interested in doing business in China, but also for those who are interested in understanding one of the most important drivers of the global economy.

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Topics will include the historical relationship between China and foreign business, the relationships between the government and business, the process of economic reform and development, the challenge of reaching the Chinese consumer, the legal context and the competitive challenge that is emerging from China. In each week the readings will include background readings that provide context, readings that focus on the lessons for foreign business and concrete case studies.

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This course pairs academic readings, cases including Airbnb and frameworks with pragmatic, real-time input from successful entrepreneurs around the world. Monday classes will be focused on understanding key principles that underpin the collaborative economy and will be explored through readings, visualized concepts, debates and video material. Wednesday classes will be focused on practical learning on the unique opportunities and challenges of building businesses in the collaborative economy.

In this course we will be considering the ways in which corporations and public sector organisations attempt to change when they hit trouble. We will look at both successful and unsuccessful cases, and examples from large and small organisations. We begin by thinking about what leads to corporate difficulties in the first place, and consider the way in which turnaround can be designed, enacted and sustained.

Managers of firms have many responsibilities. A critical one is ensuring that the firm makes appropriate investment and financial decisions. This course focuses on how to make good decisions. While the course deals with the mechanics of corporate valuation, it is also a course on how to create and destroy corporate value. How these communications technologies can — and should — be used for strategic value-generating purposes, however, is not straightforward.

Rather, it is a course about how digital and social media can be used to enhance business value.

QUT - Bachelor of Business (Public Relations)

Specifically, after completing this course students should be able to do the following:. The objective of this course is to learn about digital transformation that is occurring in three interrelated industries: marketing, media, and advertising. These industries have been undergoing transformative change over the last decade, and the pace of change, led by technological innovations and associated shifts in consumer and firm behaviours, is not slowing down — if anything, it is accelerating.

This course examines what these changes are, which are important, and, critically, considers how they are playing out in companies within these industries.


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This course runs in New York City and students will visit companies within the marketing, media, and advertising industries to hear from seasoned executives and to discuss and debate digital transformation issues with them. Thus, the best way to study this is to go to where a large concentration of firms grappling with — and influencing — these transformations are located. This course is designed for everyone on the MBA programme. In the past, this course has attracted students with interests in marketing, media, advertising, technology, entrepreneurship, consulting, finance, investing, and more.

All sessions will take place in New York during April exact dates to be confirmed. Africa continues to grow. Even as several countries on the continent suffer the economic effects of declines in commodities prices, others remain among the fastest-growing economies in the world. In some ways this growth story is an extremely optimistic one. Many economies on the continent continue to rely heavily on particular commodities such as oil, and in several places economic reform and development has proved frustratingly slow.

The business and investment climates in African countries remain complicated, with inadequate institutions, poor infrastructure, rising inequality, and governments that continue to play a large and sometimes unpredictable role in the economy. Across the continent the scars of troubled histories, decades of mismanagement, and unresolved political questions loom large.

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This course aims to provide students with an understanding of some of the key challenges and opportunities that managers, investors, entrepreneurs, and policymakers face on the continent, as well as to offer tools to analyse this complicated environment. The course will, among other things, use a systematic approach to analyse and address some of the most common challenges managers face in Africa: obtaining financing; managing human capital; dealing with infrastructural and institutional inadequacies; finding and analysing data; and understanding the political context.

The objective is not only to help students see new opportunities, but to provide them with models and strategies for managing the challenges created by this complex environment. The course is built around a set of case studies that highlight the on-the-ground experiences of firms and organizations currently doing business in Africa.

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