MARK6105 Relationship Marketing & Customer Relationship Mgt - 2018

Subject Code
MARK6105
Study Level
Postgraduate
Commencing Term
Semester 1
Total Units of Credit (UOC)
6
Delivery Mode
On Campus
School
Marketing

1. Course Details

Summary of Course

​The strategic management of customer relationships is a critical activity for all enterprises. The means of effectively managing relationships with customers is addressed under the headings of Relationship Marketing (RM) and Customer Relationship Management (CRM).

Over the last two decades, Relationship Marketing has become an increasingly important topic. Organisations have learned that building relationship and sustaining them is usually more important activities focused on customer acquisition. This course first examines the key principles of Relationship Marketing including: the shift from a functional to a cross functional orientation; the emphasis on business processes; the integration of customer service and quality with marketing; trust, commitment, satisfaction and loyalty as building blocks of relationships; the drivers and scope of relationships, and a focus on multiple stakeholders beyond the enterprise-customer relationship.

The course then addresses Customer Relationship Management, which involves an enterprise-wide customer-centric approach to maximising customer value. It is aimed at creating long-lasting and profitable relationships with individual customers - in both B2B and B2C contexts. Developments in technology have allowed organizations to look at their customers as individuals and to gather, store and analyse customer-based information. An outcome is an increase in the use of direct marketing techniques such as those for designing and managing consumer databases and customer service centres. Topics include: CRM strategy development; value creation through CRM; multichannel integration; information and technology management; and CRM performance assessment. Participants will be exposed to a range of relationship-building strategies and techniques, as well as software and CRM technologies.

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 Goals and 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 aim is for students to understand the role of Relationship Marketing as it applies to both external and internal customers; and how a Customer Relationship Management programme should be formulated and implemented.  A key objective of the course will be to learn from theory and examples of best practices in Relationship Marketing and CRM. The course will emphasise developing the knowledge and skills needed to create a successful customer management programme.

Organisations are now discovering that the cost of gaining new customers requires a substantial investment that can only be justified by long-term retention of those customers and maximising their lifetime value.  There is also a growing appreciation that not all customers are profitable ones; organisations need to assess which ones are, and discover how to keep them.

Consolidation and testing of lessons and principles learned will be achieved through a group project work which will be completed during and after the classroom sessions.

Students should note:

  • In order to allow optimal opportunity for guided discussion and interaction significant student preparation is required in advance of each classroom session and you are advised to make appropriate allowance for this in your personal timetable.
  • When in class, you are encouraged and expected to comment on the topic under discussion.  Those students with relevant marketing and business experience are particularly encouraged to share their learning with the class.  Students and/or teams may be asked to make informal or formal presentations.    
  • There is a case study element within the course. Learning is enhanced by attention to the case questions assigned in preparation and by participation in class.  All students are expected to read and prepare case study questions before the relevant class.

Student Learning Outcomes

The Course Learning Outcomes are what you should be able to DO by the end of this course if you participate fully in learning activities and successfully complete the assessment items.

The Learning Outcomes in this course also help you to achieve some of the overall Program Learning Goals and Outcomes for all undergraduate and postgraduate coursework students in the Business School. Program Learning Goals are what we want you to BE or HAVE by the time you successfully complete your degree (e.g. ‘be an effective team player’). You demonstrate this by achieving specific Program Learning Outcomes - what you are able to DO by the end of your degree (e.g. ‘participate collaboratively and responsibly in teams’).

For more information on Program Learning Goals and Outcomes, refer to the course Policies and Support.

The following table shows how your Course Learning Outcomes relate to the overall Program Learning Goals and Outcomes, and indicates where these are assessed (they may also be developed in tutorials and other activities):

Program Learning Goals and Outcomes Course Learning Outcomes Course Assessment Item
This course helps you to achieve the following learning goals for all Business undergraduate/postgraduate coursework students:

On successful completion of the course, you should be able to:

This learning outcome will be assessed in the following items:

1 - Knowledge

Have a clear understanding of key elements of relationship marketing.

Possess an appreciation of the roles of external and internal marketing

Acquire the ability to make an assessment of an organisation’s relationships with its key market domains/stakeholders and how to improve them.

Gain an understanding of the key role of CRM in delivery of value and the pivotal role of the value proposition

Learn how to analyse, develop and audit the five key strategic processes necessary for effective CRM

Understand how best to introduce or improve CRM in an organisation

Become fully aware of the marketing, operations, IT and HR capabilities required for effective CRM

Gain an understanding of how best to introduce or improve CRM in an organisation

  • As part of individual reflection and participation mark
  • Exam
  • Group assignment
2 - Critical thinking and problem solving

Acquire the ability to make an assessment of an organisation’s relationships with its key market domains/stakeholders and how to improve them.

Learn how to analyse, develop and audit the five key strategic processes necessary for effective CRM.

Understand how best to introduce or improve CRM in an organisation.

Become fully aware of the marketing, operations, IT and HR capabilities required for effective CRM.

Gain an understanding of how best to introduce or improve CRM in an organisation.

  • Group assignment
  • As part of individual reflection and participation mark
3a - Written communication

Construct written work which is logically and professionally presented.

  • Group Assignment, not assessed individually
3b - Oral communication

Communicate ideas in a succinct and clear manner.

  • Part of participation mark, but not separately assessed.
4 - Teamwork

Work collaboratively to complete a task.

  • Not specifically assessed in this course, but implicit in group assignment
5a - Ethical, social and environmental responsibility

Not specifically addressed in this course. However, ethical and social issues relating to building customer relationships and developing a CRM strategy will be considered

  • Not specifically assessed in this course
5b - Social and cultural awareness

Not specifically addressed in this course. However, there will be some discussion of CRM in different social and cultural contexts.

  • Not specifically assessed in this course

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
Lecturer-in-chargeProfAdrian PayneQuadrangle Building 3rd Floor, Room 3048+61 2 9385 3390After class sessions and by appointment via email

Communication with staff

​I am generally available to answer questions by email or telephone. If you’re planning to come to my office please email me first.

Contact outside of class times:

If you have any questions about the course, please email me at the address above. I will endeavor to respond to enquiries promptly. However, keep in mind I may be teaching other classes or working on research projects when you make an enquiry, and therefore there may be a delay in getting back to you. Please note that email correspondence will be dealt with periodically – once every couple of days, not 24/7.

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

​This course will utilise a range of learning and teaching approaches including lectures, case studies, reading material, visiting speakers and video material.  The experience of both students and teaching staff will be utilised to explore aspects of RM and CRM in a range of industry settings.  Active student participation and preparation to the classes will form an important element of the course.

The lectures and readings will equip you with a basic understanding of the key elements of RM and CRM.  However, you will gain the most from this subject by further selective independent reading, from the project work for the course and from an exploration of the topic on the Internet. I will provide you with an additional reading list covering a large number of topics which constitute the core of customer management.  In addition to this I would like you to actively explore the topic online.  There is a vast amount of material in hyperspace on this topic.

We expect you come to and be prepared for every lecture.  

This means you should come with a typed summary of any pre-reading, together with your views on them.  You'll be expected to comment on the readings to other class members, if called upon in class.

You should be prepared to actively participate in class discussions, group work and assignments.  I expect every student to pull their weight in the class assignments.  In the event that members of the group in for me that some people have not contributed in a balanced way, I reserve the right to use peer evaluation of group members to allocate marks dependent on each individual member’s contribution.

Learning Activities and Teaching Strategies

​This course will primarily utilise a lecture /discussion approach supplemented by selected case studies. Importantly it will draw upon the experience of students, the course leader and visiting speakers to provide relevant real world examples of customer management activities.  In our lecture/discussions, we will place emphasis on learning from case studies of leading global organisations that are highly regarded in terms of their best-in-class marketing practices

Computers and mobile devices are not allowed to be used in class for general surfing and texting. General surfing and texting activities not connected with the course e our highly distracting for everyone. Use of these devices may be restricted if not used appropriately.

5. Course Resources

​The prescribed text for the course is: Payne, A. and Frow, P. (2013). Strategic Customer Management: Integrating Relationship Marketing and CRM, Cambridge University Press.

You will need this text for case studies and readings

Articles, readings and case studies: These are listed in the detailed class by class session schedule on Moodle.

Journals

Journals are a rich source of material on CRM. The following are recommended:

  • California Management Review
  • Harvard Business Review
  • Journal of Marketing
  • Journal of Relationship Marketing
  • McKinsey Quarterly
  • Sloan Management Review

The website for this course is on Moodle.

6. Course Evaluation & Development

​Each year feedback is sought from students about the courses offered in the School and continual improvements are made based on this feedback. In this course, we will seek your feedback through CATEI, and any informal feedback.  Previous student feedback requested that the group assignment, which was previously handed out later in the course, be made available earlier.  This will now be made available early in the course. Some students have asked for more discussion time.  There is a lot of content to cover in the lecture sessions.  However, this does not absolve you from jumping in and making comments and asking questions. This is a Master’s program at the University of New South Wales and, as such, we expect students to state their views and raise questions and not sit back and say nothing!

7. Course Schedule

Week 1 of Course: Sat 28 April
Activity

Lecture/Discussion/Group Work

Topic

Strategic Customer Management

Relationship Marketing: Development and Key Concepts

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapters 1 and 2

Assigned reading and case studies

Week 2 of Course: 05 May
Activity

Lecture/Discussion/Group Work

Topic

Customer Value Creation

Building Relationships with Multiple Stakeholders

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapters 3 and 4

Assigned reading and case studies

Week 3 of Course: 12 May
Activity

Lecture/Discussion/Group Work

Topic

Relationships and Technology: Digital Marketing and Social Media

The CRM Strategy Framework

CRM Process 1: The Strategy Development Process

 

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapters 5 and 6

Assigned reading and case studies

Week 4 of Course: 19 May
Activity

Lecture/Discussion/Group Work

Topic

 

CRM Process 2: Enterprise Value Creation

CRM Process 3:The Multichannel Integration Process

 

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapters 7 and 8

Assigned reading and case studies

Week 5 of Course: 26 May
Activity

Lecture/Discussion/Group Work

Topic

CRM Process 4: The Information Management Process

CRM Process 5: The Performance Assessment Process

 

 

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapters 9 and 10

Assigned reading and case studies

Week 6 of Course: 02 June
Activity

Lecture/Discussion/Group Work

Topic

Organising for CRM Implementation

Assessment/Other

Payne and Frow (2013)

Strategic Customer Management, Cambridge University Press: Chapter 11

Assigned reading and case studies

8. Policies

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

Program Learning Goals and Outcomes

The Business School Program Learning Goals reflect what we want all students to BE or HAVE by the time they successfully complete their degree, regardless of their individual majors or specialisations. For example, we want all our graduates to HAVE a high level of business knowledge and a sound awareness of ethical, social, cultural and environmental implications of business. As well, we want all our graduates to BE effective problem-solvers, communicators and team participants.

You can demonstrate your achievement of these goals by the specific outcomes you achieve by the end of your degree (i.e. Program Learning Outcomes—henceforth PLOs). These PLOs articulate what you need to know and be able to do as a result of engaging in learning. They embody the knowledge, skills and capabilities that are identified, mapped, taught, practised and assessed within each Business School program.

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

Program Learning Outcomes

  • Undergraduate
  • Postgraduate Coursework
Knowledge You should be able to identify and apply disciplinary knowledge to business situations in a local and global environment.
Critical thinking and problem solving You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.
Written communication You should be able to prepare written documents that are clear, concise and coherent, using appropriate style and presentation for the intended audience, purpose and context.
Oral communication You should be able to prepare and deliver oral presentations that are clear, focussed, well-structured, and delivered in a professional manner.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Workplace skills (Co-op programs only) You should be able to conduct yourself in a professional manner in the work environment, communicate effectively in diverse workplace situations and be able to apply discipline knowledge and understanding to real business problems with initiative and self-direction.
Related PLO Documents View the Undergraduate Honours PLOs (pdf)
Knowledge You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.
Critical thinking and problem solving You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.
Written communication You should be able to produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Oral communication You should be able to produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Related PLO Documents View the Master of Philosophy PLOs (pdf)
 View the Doctor of Philosophy PLOs (pdf)

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.
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Research capability
  • Teamwork
  • Workplace skills
  • Written communication
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Workplace skills
  • Written communication
Professionals capable of ethical, self- directed practice and independent lifelong learning
  • Ethical, social and environmental responsibility
  • Workplace skills
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • Ethical, social and environmental responsibility
  • Oral communication
  • Written communication

The Business School strongly advises you to choose a range of courses that assist your development against these PLOs and graduate capabilities, and to keep a record of your achievements as part of your portfolio. You could use these records 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 nine to ten hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of eighteen to twenty 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.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

General information on special consideration for undergraduate and postgraduate courses can be found in the Assessment Implementation Procedure and the Current Students page.

Please note the following:

  1. Applications will not be accepted by teaching staff. The lecturer-in-charge will be automatically notified when you lodge an online application for special consideration
  2. Decisions and recommendations are only made by lecturers-in-charge (or by the Faculty Panel in the case of final exam special considerations), not by tutors
  3. Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession
  4. Special consideration requests do not allow lecturers-in-charge to award students additional marks

Business School Protocol on requests for Special Consideration

The lecturer-in-charge will need to be satisfied on each of the following before supporting a request for special consideration:

  1. Does the medical certificate contain all relevant information? For a medical certificate to be accepted, the degree of illness and its impact on the student must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will not be valid. Students should also note that only medical certificates issued after physically visiting a registered medical practitioner will be accepted. Medical certificates submitted for Special Consideration should always be requested from a registered medical practitioner that you have seen at a medical practice. Certificates obtained online or via social media may be fraudulent and if relied upon could result in a breach of the UNSW Student Code.
  2. Has the student performed satisfactorily in the other assessment items? To understand what Satisfactory Performance means in this course, please refer to the 'Formal Requirements' section in Part A of your Course Outline

Special Consideration and the Final Exam in undergraduate and postgraduate courses

Applications for special consideration in relation to the final exam are considered by a Business School Faculty panel to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a special consideration request, this will entitle the student to sit a supplementary examination. No other form of consideration will be granted. The following procedures will apply:

  1. Supplementary exams will be scheduled centrally and will be held approximately two weeks after the formal examination period.

    Supplementary exams for Semester 1, 2018 will be held during the period 14 - 21 July, 2018. Students wishing to sit a supplementary exam will need to be available during this period.

    The date for all Business School supplementary exams for Summer Term 2017/2018 is Wednesday, 21 February, 2018. If a student lodges a special consideration for the final exam, they are stating they will be available on this date. Supplementary exams will not be held at any other time.

  2. Where a student is granted a supplementary examination as a result of a request for special consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the supplementary examination will count towards the final grade. Absence from a supplementary exam without prior notification does not entitle the student to have the original exam paper marked, and may result in a zero mark for the final exam.

The Supplementary Exam Protocol for Business School students is available at: http://www.business.unsw.edu.au/suppexamprotocol

For special consideration for assessments other than the final exam refer to the ‘Assessment Section’ in your course outline.

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Please check the protocol here.

Given individual schools within the Faculty may set up a local process for viewing final exam scripts, it is important that you check with your School whether they have any additional information on this process. Please note that this information might also be included in your course outline.


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

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 Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Educational Support Service
Educational 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. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

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).
itservicecentre@unsw.edu.au
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
disabilities@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


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MARK6105-2018-S1
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