AGSM6251 Marketing Management - 2023

Subject Code
AGSM6251
Study Level
Postgraduate
Commencing Term
Term 1
Total Units of Credit (UOC)
6
Delivery Mode
Online Weekly
Virtual Weekly
School
AGSM
This course outline is provided in advance of offering to guide student course selection. Please note that while accurate at time of publication, changes may be required prior to the start of the teaching session. To view other versions, visit the archives .

1. Course Details

Summary of Course

At the core of every successful business model are the organisation's value propositions. Leaders of contemporary organisations must understand how the organisation creates and manages value propositions based on understanding the wants and needs of key stakeholders. This list of stakeholders includes existing and potential customers (a.k.a. clients or funding bodies), employees, suppliers, partners or collaborators, investors, government/regulators, and communities. Doing this successfully means that through appreciating the impacts of complex conditions in the external environment, contemporary leaders are better able to create, communicate, deliver, and sustain value for their stakeholders, and capture value for the organisation. That requires an understanding of the core processes and practices of marketing management.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

View course timetable

Course Policies & Support

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

  • Program Learning Outcomes
  • Academic Integrity and Plagiarism
  • Student Responsibilities and Conduct
  • Special Consideration
  • Protocol for Viewing Final Exam Scripts
  • Student Learning Support Services

View course Policies and Support

Course Aims and Relationship to Other Courses

The course aims to:

  1. develop an appreciation of marketing management and its contribution to the successful leadership and management of all contemporary organisations and industries 
  2. develop understanding about key marketing management concepts and frameworks, and apply these to the challenge of managing the co-creation of value
  3. develop skills to analyse and synthesise information and derive practical insights related to marketing management and marketing decision-making
  4. enhance business communication skills required to work effectively with a team to develop solutions to marketing challenges.

Marketing Management looks at an organisation through the eyes of six critical markets (customer, employee, investor and other key collaborators, influencer, supplier and internal markets). The course will help you to understand what the range of existing and potential critical stakeholders want or need, and to identify how and why they make well-informed choices about co-creating value with them. This creates the key framework for understanding existing and potential commercial and strategic return (or value) and how it can be maximised.

Additional Course Details

2. Quality Assurance and Course Alignment

Quality Assurance

The program is aligned to a number of international standards, to ensure the courses you study are high quality. At present, this includes designing courses to:

Student Learning Outcomes

Program Learning Goals and Outcomes Course Learning Outcomes Course Assessment Item
PLO 1: Business knowledgeDescribe the contribution of marketing to contemporary organisations (whether commercial, government, not-for-profit or in other settings)
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Outline the elements and characteristics of effective value propositions
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
PLO 2: Problem solvingCreate and evaluate the performance of an effective marketing strategy (and plan)
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Critique the marketing decisions and practices of leaders in an applied (and/or simulated) marketing setting
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Analyse information on practical (applied) marketing environments and derive marketing management insights
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
PLO 5: Responsible business practiceOutline the implications of responsible management practices on managing marketing in a contemporary organisational setting
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
PLO 1: Business knowledgeDescribe the contribution of marketing to contemporary organisations (whether commercial, government, not-for-profit or in other settings)
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Outline the elements and characteristics of effective value propositions
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
PLO 2: Problem solvingCreate and evaluate the performance of an effective marketing strategy (and plan)
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Critique the marketing decisions and practices of leaders in an applied (and/or simulated) marketing setting
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
Analyse information on practical (applied) marketing environments and derive marketing management insights
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)
PLO 5: Responsible business practiceOutline the implications of responsible management practices on managing marketing in a contemporary organisational setting
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Assessment 3 : Critique of applied marketing strategies (simulation)

3. Staff Contact Details

Position Name Email Location Phone Consultation Times
Facilitator in ChargeCraig Tapper
–
+61 414 616 012
–
Facilitator in ChargeCraig Tapper
–
+61 414 616 012
–

Facilitator in Charge 

Each course has a Facilitator in Charge who is responsible for the academic leadership and overall academic integrity of the course. The Facilitator in Charge selects content and designs assessment tasks, and takes responsibility for specific academic and administrative issues related to the course. Facilitators in Charge oversee Facilitators and ensure that the ongoing standard of facilitation in the course is consistent with the quality requirements of the program. 

Facilitator 

The role of your Facilitator is to support and enhance the learning process by encouraging interaction among participants, providing direction in understanding the course content, assessing participant progress through the course and providing feedback on work submitted. Facilitators comprise academics and industry practitioners with relevant backgrounds. 

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

The course and its teaching is focused on building increased comprehension and an ability to:

1) Conceptualise - demonstrate an understanding of a range of proven contemporary marketing best practices designed to deliver effective and efficient value exchanges and captured or expressed in marketing models, concepts and frameworks.

2) Apply - demonstrate an ability to compare and contrast the detail of the best-practice models, concepts and frameworks to a range of settings reflective of marketing challenges in modern commercial, not-for-profit and government organisations.

3) Use reasoned argument - demonstrate a capacity to derive evidence-based insights from analyses, and to use these to inform and support marketing decision-making. 

 

Learning Activities and Teaching Strategies

This approach to learning and teaching will be enabled by a combination of course materials presenting a core range of contemporary marketing best practices, supported by a range of academic and industry practitioner interviews, discussions of relevant media reporting and stories, selected marketing case studies, and the use of simulations to replicate real-world marketing decision-making.  

Course Structure

Part 1: Marketing Strategy

Unit 1: Introduction to Marketing Management Understanding the focus and disciplines of contemporary marketing management and the contribution it makes to managing the organisation and its business model, achieving the organisation's mission and contributing to the overall corporate goals of the organisation. Understanding also the need for responsible marketing management in a contemporary ethical, sustainable and effectively governed organisation. 

Unit 2: Marketing strategies and plans Understanding the essential components of value creation and delivery via the analysis of the critical marketing environments (5Cs) to underpin the chosen elements of the effective, differentiated value propositions for customers, collaborators and the company and how these are created, communicated, delivered, sustained and captured through use of marketing tactics like products, services, brands, pricing, incentives, communication, and distribution.

Unit 3: Customers Understanding the drivers and manifestations of consumer (B2C), business/organisational buyers (B2B and B2G) and how they arrive at decisions about what, when, and how to engage (or not to engage) with an organisation's value propositions. Understanding the forces that shape customer relationships including what delivers satisfaction and contributes to advocacy/loyalty.   

Unit 4: Generating marketing insights Marketing decisions are informed by insights derived from analyses of internal and external data. Through analyses of marketing intelligence, marketing research, and data found in company systems, marketers can make predictions of what marketing tactics, value propositions and responses are appropriate. These analyses and actions are increasingly driven and enabled by marketing technologies (martech) including increasingly widespread uses of artificial intelligence (AI) and machine learning (ML).

Unit 5: Segmentation, targeting and positioning The market is not a single, cohesive or unified 'customer' but an aggregation of often disparate individual wants, needs and behaviours in seeking to satisfy those wants and needs. Marketing requires an analysis of the total market and recognition of discrete and viable segments, and choices about which segments to target based on attractiveness and ability to compete. Targeted segments must then become the focus of relevant value propositions via a process of positioning.

Part 2: Marketing Tactics

Unit 6: Brand  Marketing is essentially the process of creating, communicating, delivering and sustaining value for targeted customers (stakeholders) and capturing value for the firm.  Brands are unique differentiating elements that identify, distinguish and enable competitive positioning of the value propositions and the capacity to capture value for the firm. 

Unit 7: Products At the heart of the value proposition are the tangible goods and/or service elements that the organisation offers to customers/stakeholders for their use, consumption and disposal. It is the products that comprise key components in creating differentiated value for which the organisation asks an exchange of time/money/effort (captured in the prices to be charged).

Unit 8: Price The most direct and demonstrable impacts on the organisation's revenues and profitability (key elements of organisational value) are the decisions made about Price. It also has a direct impact on the customers' appreciation of value - it is what they have to 'pay' to gain the benefits. Therefore, an appreciation of the strategic and tactical use of price to help to drive short and longer term positioning in the market is essential.

Unit 9 Place These strategies provide the connection between the acts and processes of co-creation of value and the opportunity of exchange and its completion. Place is about how the organisation optimises the opportunities for exchange with the optimum numbers of target segments (coverage) and controls the fulfilment processes so that the exchange can happen - where and when it suits the customers and in ways that are profitable for the firm. 

Unit 10 Promotion Having created compelling value propositions that lie at the heart of the organisation's business model, marketers must then communicate these to the targeted segments in ways that prompt exchanges to occur. In often saturated communication channels, it is vital that an effective message in appropriate media creates the opportunities for the exchanges to occur and for value to happen.  

6. Course Resources

You have three major resources to help you learn:

  1. The course materials, comprising the weekly study units. You will do much of your learning outside the classroom by working through the course materials, and by completing the activities as they arise.
  2. Your online or face-to-face classes with your Facilitator. The Facilitator's job is to guide your learning by conducting class discussion, answering questions that might arise after you have done the week's work, providing insights from their practical experience and understanding of theory, providing you with feedback on your assessments, and directing discussions and debates that will occur between you and your co-participants in the classroom.
  3. Your fellow students. Your colleagues are an invaluable potential source of learning for you. Their work and life, and their willingness to question and argue with the course materials, the Facilitator and your views, represent a great learning opportunity. They bring much valuable insight to the learning experience.
Recommended journals and sources for further investigation

The following journals and magazines are recommended for those interested in further reading in this subject area. They are optional and are not required for successful completion. As a student of UNSW, you have free access to these via the (UNSW Library):

  • Journal of Marketing
  • Journal of the Academy of Marketing Science
  • Journal of Consumer Behavior
  • International Journal of Research in Marketing
  • Harvard Business Review
  • MIT Sloan Management Review
  • McKinsey Quarterly
  • Marketing Magazine
  • AANA(Australian Association of National Advertisers) offers a range of video interviews by practising marketing leaders and managers of major Australian organisations
  • the business pages of the daily press.

Other resources

BusinessThink

BusinessThink is UNSWs free, online business publication. It is a platform for business research, analysis and opinion. If you would like to subscribe to BusinessThink and receive the free monthly e-newsletter with the latest in research, opinion and business then go to the BusinessThink website.

7. Course Evaluation & Development

Continual Course Improvement

AGSM courses are reviewed each time they run, with updated course outlines and assessment tasks developed.

Additionally, the data collected in the myExperience survey provides anonymous feedback from students on the quality of course content and materials, class facilitation, student support services and the program in general. This student feedback is considered during all course revisions.

Student Response

The most recent feedback relates to delivery of the course in Term 2 2022. While the majority of feedback was strongly positive, a number of students raised questions about the three case analyses that form Assessment 1. 

Response to Student Feedback

Because many students have had little previous experience with this sort of assessment format, the Facilitator in Charge has initiated a more detailed briefing on what is expected in case analyses to achieve good outcomes. Time in classes will also be devoted to undertaking and debriefing a practice case study so that students have a better opportunity to complete these assessment tasks and achieve good learning and grade outcomes. 

 

8. Course Schedule

Week Activity Topic Detail/Engagement Assessment Task
Week 1 Weekly participation beginsUnit 1: Introduction to Marketing Management
–
Assessment 2 : Participation in high-quality class engagement
Week 2 -Unit 2: Marketing strategies and plans
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 3 -Unit 3: Customers

 

 

Assessment 2 : Participation in high-quality class engagement
Week 4 -Unit 4: Generating marketing insights
–
Assessment 2 : Participation in high-quality class engagement
Week 5 -Unit 5: Segmentation, targeting and positioning
–
Assessment 2 : Participation in high-quality class engagement
Week 6 -Unit 6: Marketing tactics - Brand
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 7 -Unit 7: Marketing tactics - Products

 

 

Assessment 2 : Participation in high-quality class engagement
Week 8 -Unit 8: Marketing tactics - Price
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 9 -Unit 9: Marketing tactics - Place
–
Assessment 2 : Participation in high-quality class engagement
Week 10 Formal weekly participation endsUnit 10: Marketing tactics - Promotion
–
Assessment 2 : Participation in high-quality class engagement
Week 11 Independent study-
–
–
Week 12 -
–
–
Assessment 3 : Critique of applied marketing strategies (simulation)
Week 1 Weekly participation beginsUnit 1: Introduction to Marketing Management
–
Assessment 2 : Participation in high-quality class engagement
Week 2 -Unit 2: Marketing strategies and plans
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 3 -Unit 3: Customers

 

 

Assessment 2 : Participation in high-quality class engagement
Week 4 -Unit 4: Generating marketing insights
–
Assessment 2 : Participation in high-quality class engagement
Week 5 -Unit 5: Segmentation, targeting and positioning
–
Assessment 2 : Participation in high-quality class engagement
Week 6 -Unit 6: Marketing tactics - Brand
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 7 -Unit 7: Marketing tactics - Products

 

 

Assessment 2 : Participation in high-quality class engagement
Week 8 -Unit 8: Marketing tactics - Price
–
Assessment 1 : Case analysis
Assessment 2 : Participation in high-quality class engagement
Week 9 -Unit 9: Marketing tactics - Place
–
Assessment 2 : Participation in high-quality class engagement
Week 10 Formal weekly participation endsUnit 10: Marketing tactics - Promotion
–
Assessment 2 : Participation in high-quality class engagement
Week 11 Independent study-
–
–
Week 12 -
–
–
Assessment 3 : Critique of applied marketing strategies (simulation)

9. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs.  Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

RELATED DOCUMENTS

 

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate CapabilitiesBusiness School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 7: Leadership development

Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 6: Global and cultural competence
  • PLO 7: Leadership development

Professionals capable of ethical, self-directed practice and independent lifelong learning
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 5: Responsible business practice

Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • PLO 1: Business knowledge
  • PLO 2: Problem solving
  • PLO 3: Business communication
  • PLO 4: Teamwork
  • PLO 5: Responsible business practice
  • PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility.  The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.




Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

  • Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
  • Paying another person to perform an academic task and passing it off as your own
  • Stealing or acquiring another person’s academic work and copying it
  • Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.


Student Responsibilities and Conduct

​Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.



Student Support and Resources

​The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations. 
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Communication Resources
The Business School Communication and Academic Support programs provide online modules, communication workshops and additional online resources to assist you in developing your academic writing.

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning & Careers Hub
The UNSW Learning & Careers Hub provides academic skills and careers support services—including workshops, individual consultations and a range of online resources—for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Student Support Advisors
Student Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

International Student Support
The International Student Experience Unit (ISEU) is the first point of contact for international students. ISEU staff are always here to help with personalised advice and information about all aspects of university life and life in Australia.
Advisors can support you with your student visa, health and wellbeing, making friends, accommodation and academic performance.
International.student@unsw.edu.au
02 9385 4734

Equitable Learning Services
Equitable Learning Services (formerly Disability Support Services) is a free and confidential service that provides practical support to ensure that your health condition doesn't adversely affect your studies. Register with the service to receive educational adjustments.
Ground Floor, John Goodsell Building.
els@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333



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