By the end of this course, students will be able to:
- Explain the key concepts and frameworks used in brand management decisions
- Understand the elements that comprise brand equity and how brand equity is built and managed
- Describe the key stages of the brand management process
- Apply the use of brand audits to evaluate brands
- Understand the behavioural dimensions of brand relationships with customers
- Analyze and evaluate brand strategies used in different contexts covering consumer, business-to-business, services and non-profit organizations.
- Understand the challenges and opportunities of extending the brand in international marketing environments
By the end of this course, students will be able to:
- Explain the main forces determining the relationships between business, government, and society.
- Identify the main forces determining the relationships between business, governments, and society in Singapore.
- Illustrate and evaluate major trade-offs between the shareholder view and the stakeholder view of the firm.
- Articulate principles governing corporate social responsibility.
- Discuss the Singapore style of corporate social responsibility.
- Analyze a number of topical fields surrounding today businesses, including the environment, and technological change.
By the end of this course, students will be able to:
- Explain the key concepts and frameworks used in brand management decisions
- Understand the elements that comprise brand equity and how brand equity is built and managed
- Describe the key stages of the brand management process
- Apply the use of brand audits to evaluate brands
- Understand the behavioural dimensions of brand relationships with customers
- Analyze and evaluate brand strategies used in different contexts covering consumer, business-to-business, services and non-profit organizations.
- Understand the challenges and opportunities of extending the brand in international marketing environments
By the end of this course, students will be able to:
- Explain the key concepts and frameworks used in brand management decisions
- Understand the elements that comprise brand equity and how brand equity is built and managed
- Describe the key stages of the brand management process
- Apply the use of brand audits to evaluate brands
- Understand the behavioural dimensions of brand relationships with customers
- Analyze and evaluate brand strategies used in different contexts covering consumer, business-to-business, services and non-profit organizations.
- Understand the challenges and opportunities of extending the brand in international marketing environments
By the end of this course, students will be able to:
- Demonstrate a deep understanding of the key concepts in Strategic Management in Digital Media and
- Entertainment E-Commerce Ecosystem (DMEEE).
- Identify key learning and experiences from the real-life strategic business challenge proposed by Mediacorp.
- Explain how changes in the DMEEE could lead to new high-growth opportunities for Singapore.
- Explain how the differences in the consumer consumption of digital media, entertainment and e-commerce for Asians and non-Asians will impact the
digital strategy in DMEEE
- Identify and analyze potential strategic business opportunities in Asia.
- Develop an innovative digital strategy to compete in DMEEE in Asia.
By the end of this course, students will be able to do the following:
- Identify relevant theories in talent management with a focus on millennial engagement and recruitment
- Understand cultural principles and processes working in a cross-border (Indonesia vis-a-vis Singapore) setting
- Develop effective skills to present proposals to respond to the needs of the client organisation.
By the end of this course, students will be able to do the following:
- Identify relevant theories in talent management with a focus on millennial engagement and recruitment
- Understand cultural principles and processes working in a cross-border (Indonesia vis-a-vis Singapore) setting
- Develop effective skills to present proposals to respond to the needs of the client organisation.
By the end of this course, students will be able to do the following:
- Identify relevant theories in talent management with a focus on millennial engagement and recruitment
- Understand cultural principles and processes working in a cross-border (Indonesia vis-a-vis Singapore) setting
- Develop effective skills to present proposals to respond to the needs of the client organisation.
Specialising in providing disability workforce in Indonesia, DKI endeavours to be the most preferred and trusted partners by clients and disability candidates. DKI provides an excellent disability workforce ready to work from different disabilities including physically, blind, deaf, etc. There is a jarring number of disabled workers in Indonesia (approximately 24 million), and they faced difficulties in gaining employment (and access to education) as local and international companies are not familiar with their capabilities and infrastructure that is needed to accommodate their abilities and needs. Understanding the perceptions of companies' hiring practices of disabled workers, students proposed strategies on how to change the mind-sets and influence hiring practices of organisations (start-ups, SMEs, governmental agencies and large conglomerates) to be more inclusive, and subsequently persuade organisations to hire DKI workers through employer branding ideologies.
Students suggested ideas on how PT Pagilaran can better attract talents to a 'less exciting' industry, including ways to how they can engage and retain their employees, which include millennials, Gen Y, Gen X and Baby Boomers, in the company.
The company would like to attract overseas educated Indonesian talent to work with the Indonesian office across all disciplines. SMU students proposed various strategies on how to attract and retain such talents, making the company the employer of choice among this young generation, specifically in Indonesia.
The overall objective of this module is to build and develop students' competency in leadership and teamwork skills. The course employs both a theoretical and an experiential learning approach with the aim of fulfilling the objectives as outlined below.
Students will gain knowledge and skills about leadership development and team-building skills based on theories, principles, concepts, application, exercises/class activities, self-assessments/instruments, and experiential learning.
Central to the course is a group project that takes the form of an action-based and experiential assignment, where student groups work with an industry partner with the aim of achieving innovative solutions for the company or organization. Based on this experiential learning, students will gain the practical aspects of the process of teamwork and team leadership.
The ultimate aims and objectives revolve around learning from the process of the group project lessons on both leadership and teamwork.
The outcomes of the group project for students are outlined as follows:
(i) Students will learn lessons on both leadership and teamwork based on lessons learnt inside and outside of classroom.
(ii) As students work on a real-life project with an industry partner students will gain fresh insights gathered from the experiential process afforded them.
(iii) Students also learn about leadership from either the various stakeholders they are working with or from other primary or secondary sources.
(iv) Students will also learn lessons on teamwork based on their interactions working on their group project as well as all other class activities related to the module.
(v) Students will also fulfil other learning objectives that include cognitive and academic development as outlined below in the section, 'Learning Objectives'.
The overall objective of this module is to build and develop students' competency in leadership and teamwork skills. The course employs both a theoretical and an experiential learning approach with the aim of fulfilling the objectives as outlined below.
Students will gain knowledge and skills about leadership development and team-building skills based on theories, principles, concepts, application, exercises/class activities, self-assessments/instruments, and experiential learning.
Central to the course is a group project that takes the form of an action-based and experiential assignment, where student groups work with an industry partner with the aim of achieving innovative solutions for the company or organization. Based on this experiential learning, students will gain the practical aspects of the process of teamwork and team leadership.
The ultimate aims and objectives revolve around learning from the process of the group project lessons on both leadership and teamwork.
The outcomes of the group project for students are outlined as follows:
(i) Students will learn lessons on both leadership and teamwork based on lessons learnt inside and outside of classroom.
(ii) As students work on a real-life project with an industry partner students will gain fresh insights gathered from the experiential process afforded them.
(iii) Students also learn about leadership from either the various stakeholders they are working with or from other primary or secondary sources.
(iv) Students will also learn lessons on teamwork based on their interactions working on their group project as well as all other class activities related to the module.
(v) Students will also fulfil other learning objectives that include cognitive and academic development as outlined below in the section, 'Learning Objectives'.