Queens University of Technology (QUT) is a university based in Australia. It specializes in various courses and research methods. It is situated in Brisbane and has a population more than 40,000 learners. Among these learners, 6,000 are international students. The university also boasts of a faculty of 4,000 lecturers. QUT has a yearly budget of 750 million Australian Dollars.
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It is recognized worldwide as an international university that specializes in Information Technology research. In this paper, I will research and develop an Integrated Marketing Communication (IMC) strategy for QUT applying my knowledge on IMC theory and its process.
There are three objectives to be considered in developing a proper IMC strategy for the QUT. These strategies include improvement of revenue, increased output, and expansion of the organization. These strategies are related to the mission of the organization as they are aimed at improving and moving forward the organization and hence expansion of the organization activities.
They are related to the QUT’s vision of the better future, whereby they outweigh their competitors in that the objectives are to increase output and quality of the services provided by an organization in order to attract more potential customers and clients.
These objectives are related to the IMC strategy of the organization in the regard that the improvement of revenue, increased output and expansion of the organization will work well within the organizations which puts peoples’ needs on the first place.
In addition, these strategies are focused on the direct needs of the customers as well. Thus, the company which practices these strategies is able to win more clients, and hence increased output for the QUT, improved revenues and ultimately expansion of the QUT.
In developing a proper IMC strategy for the QUT, another important objective to consider would be a performance measure for the revenue of QUT. It suggests a regular observation of the bookkeeping accounts in order to keep a score of the current revenue compared to the previous one.
For the increased output objective, the best metric would be a regular checkup of the amount of stocks on a daily basis and monitoring of the amount of sales as well. This should be compiled and compared to previous scores. Finally, while developing a proper IMC strategy for QUT, an important objective to consider would be the objective of the expansion of QUT which should be measured.
It could be measured by means of looking at the output, the revenues of the company, the number of employees, and, ultimately, the number of clients it serves, and this should be compared to previous scores (Belch, 1997). It is also important to develop at least one expected level of performance for every objective.
In developing an IMC strategy for the QUT, we, first of all, should measure human resources, organizational and informational capital. The measurements we use in order to evaluate the company’s learning and growth are human capital, organizational capital, and informational capital. Human capital of QUT should be a key focus when developing objectives and measures for the IMC strategy to be applied for QUT.
It is a very important asset in the daily operations of a company, and the availability and efficiency of the organization’s human capital is vital in its performance (Belch 1997). Human capital of QUT determines the amount of output that a company will give, as it is the performance of the workers that should be taken into consideration.
It also determines the quality of output produced by an organization depending on its motivation. Looking at organizational capita, the emphasis should also be given to the determining IMC strategy. Organizational capital of QUT represents the oneness of the organization or the togetherness of the organization.
The meaning it determines is the synergy level of the organization, and employees of the organization that are working together. Looking at the organizational capital of QUT, it should be mentioned that this issue is important as it shows how individual effort is brought together in order to achieve a common goal, or in order to attain the goals and objectives of the company, therefore it is very important to consider it.
They also measure Informational capital which, I believe, should also be a key emphasis, as information is power and hence gives an organization competitive advantage over its rival organizations.
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These measures and objectives I have discussed above will capture the full dimensions of an effective IMC strategy for QUT. This is the application of this measures that will result in cutting down costs of QUT. The adoption and application of these measures capture the full dimensions of the IMC strategy, as they would support a lot of management goals.
Firstly, these measures would facilitate the management goal of improvement, whereby these measures would improve the financial climate of the corporation in a wide array of ways. In adoption and subsequent application of these measures at QUT, there would be a considerable decline in the amount spent on the recording made by teachers regarding their students and other things in form of dictating notes.
In addition, it would also greatly relieve the accounting department from the operating cost incurred for updating, keying in, and, generally, preserving and keeping up to date charts for the thousands of students, hence capturing the full dimensions of the IMC strategy.
It is therefore a surprise that the major hurdle that will be experienced by QUT for not putting into operation these measures will be insufficient finances. Quality is another management goal, whereby these measures would improve the quality of services that are offered by QUT.
Employees and lecturers could gain access to any student records or history files as fast as possible and from anywhere in the world, and be able to give instructions on the appropriate methods to be applied in dealing with a case of a client in time.
Another management goal that of revenue, whereby through adoption of these new measures, would completely transform the institution into a paper free environment which would create a lot of space that was used to store many paper records and files of history of clients. This space could now be used for other revenue generating purposes like creation of more offices.
Human capital is a very important asset in the daily operations of a company; availability and efficiency of an organization’s human capital is vital in its performance.
Human capital determines the amount of outputs that a company will give as it is the performance of the workers that counts. It also determines the quality of the output produced by an organization depending on its motivation. Looking at organizational capital of QUT, this should also be given emphasis when determining the IMC strategy.
Belch, G. E. (1997). Advertising and promotion: An integrated marketing communication perspective (1st ed.). Illinois: Irwin Professional Publishing.