Australian Program
DIPLOMA OF BUSINESS ADMINISTRATION
The Diploma of Business Administration is an excellent introduction to Business because
it covers a range of business activities and gives students an understanding of areas that
they may like to specialise in later at university or work. In this diploma the emphasis is
on a practical approach so that students learn how to operate in the business world.
A sample course would include the following units:
Make a Presentation
Prepare the presentation
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Written preparation is undertaken to support delivery of the presentation
Outcomes for the presentation are determined to provide focus
Presentation strategies are chosen to match the characteristics of the target audience,
the location, the resources and the personnel needed
Presentation aids and materials are selected to enhance audience understanding of
key concepts and ideas
A strategy for evaluating the effectiveness of the presentation is prepared
Presentation is scheduled to meet the requirements of the target audience, any other
personnel needed and the location
Deliver a presentation
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The desired outcomes of the presentation are explained to, and discussed with the
target audience
Presentation aids, materials and examples are used to support target audience
understanding of key concepts and ideas
Non verbal and verbal communication of participants is monitored to promote
attainment of presentation outcomes
Opportunities are provided for participants to seek clarification on key ideas and
concepts and the presentation is adjusted to meet participant needs and preferences
Key concepts and ideas are summarised at strategic points to facilitate participant
understanding
-verbal communication are used to maintain
participant engagement
Review the presentation
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A review strategy is implemented to determine the effectiveness of the presentation
The strategy selected utilises feedback from participants
The reactions of key personnel to the delivery are sought and discussed
Adjustments to delivery are considered and incorporated
Plan or Review Administrative Systems
Plan or review administration systems
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Requirements of, or modifications to the administration system are identified through
consultation with system users and other stakeholders in accordance with
organisational and budgetary requirements
Quotations from suppliers or developers of system are obtained in accordance with
organisational policy and procedures
Selection of supplier or developer is made in accordance with organisational policy
and procedures
Implement new or modified administration system
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Implementation strategies are identified and developed in consultation with staff
Staff are encouraged to participate at all stages of the implementation process
System is implemented in accordance with organisational requirements
Procedures for using the system are defined and communicated to staff
Training and support is provided for staff on the use of the new or modified system
Contingencies are dealt with to ensure minimal effect on users
Monitor administration system
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System is monitored for usage, security and output in accordance with organisational
requirements
System is modified to meet changing needs in accordance with organisational
requirements
Further modifications are clearly identified and users are notified
Staff training needs are monitored and new staff trained on administration system
Establishment and Maintenance of a Workgroup Network
Manage the establishment of a workgroup network
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Current and anticipated future network requirements are determined with the
nominated person/section/consultant in accordance with organisational policy and
budgetary constraints
Selected network is compatible with current organisational software, hardware and
work practices
Equipment is obtained and installed in accordance with organisational requirements
and the manufacturer's instructions
Software is installed in accordance with organisational requirements and the
manufacturer's instructions
Establishment of the network promotes efficiency and access for users
Manage the maintenance of a workgroup network
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Records are established and maintained to ensure control and security of hardware
and software stock in accordance with organisational policy and procedures
Network problems are responded to and minor faults are rectified in accordance with
organisational requirements
Major problems are reported and computer experts consulted in accordance with
organisational policy and procedures
Software is filed and stored in accordance with organisational procedures
Assist and train network users
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Training is provided for existing/new staff in using the network in accordance with
their needs
Network users are assisted to maximise potential of the network
User skills are examined and feedback is provided to improve efficiency of network
use
Manage Quality Customer Service
Plan to meet internal and external customer requirements
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The needs of customers are researched, understood, and assessed, and included in the
planning process
Provision is made in plans to achieve the quality, time and cost specifications agreed
with customers
Ensure delivery of quality products/services
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Products/services are delivered to customer specifications within the team's business
plan
Team performance consistently meets quality, safety, resource and delivery standards
Coaching and mentoring assists colleagues to overcome difficulty in meeting
customer service standards
Monitor, adjust and report customer service
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The organisation's systems and technology are used to monitor progress in achieving
product/service targets and standards
Customer feedback is sought and used to improve the provision of products/services
Resources are used effectively to provide quality products/services to customers
Decisions to overcome problems and adjust products/services are taken in
consultation with designated individuals/groups
Records, reports and recommendations are managed within the organisation's systems
and processes.
Manage Business Document Design and Development
Establish documentation standards
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Organisational requirements for information entry, storage, output and quality of the
document design, production are identified
The organisation’s present and future information technology capability is evaluated
in terms of its effect on document design and production
The types of documents used/required by the organization are identified
Documentation standards are established for organisational documents in accordance
with information, budgetary and technology requirements
Manage template design and development
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Standard formats/templates suit the purpose, audience and information requirements
of each document
Document templates enhance readability and appearance and meet organisational
requirements for style and layout
Templates are tested, organisational and user feedback is obtained and amendments
are made as ensure maximum efficiency and quality of presentation
Develop standard text for documents
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Complex technical functions of software are evaluated for their usefulness in
automating aspects of standard document production
Requirement of each document are matched with software functions to allow
efficient production of documents
Macros are tested to ensure they meet the requirements of each document in
accordance with documentation standards
Develop and implement strategies to ensure the use of standard documentation
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Explanatory notes are prepared for the use of standard templates and macros using
content format and language style to suit existing and future users
Training on the use of standard templates and macros is developed and implemented,
adjusting the content and level of detail to suit user needs
Master files and print copies of templates and macros are produced, circulated,
named and stored in accordance with organisational requirements
Develop and implement strategies for maintenance and continuos improvement of
standard documentation
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Use of standard documentation templates and macros is monitored and the quality of
documents produced is evaluated against documentation standards
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Documentation standards are reviewed against the changing needs of the
organisation, improvements planned and implemented in accordance with
organisation procedures
Manage Meetings
Prepare for meetings
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Purpose of meeting is clarified and the agenda developed in line with stated purpose
The style and structure of the meeting is appropriate to the meeting's purpose
Meeting participants are identified and notified in accordance with organisational
procedures
Meeting arrangements are confirmed in accordance with requirements of meeting
Meeting papers are dispatched to participants within designated timelines
Conduct meetings
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Meetings are chaired in accordance with organisational requirements, agreed
conventions for the type of meeting and legal and ethical requirements
Meetings are conducted to ensure they are focused and time efficient
Meeting facilitation enables participation, discussion, problem solving and resolution
of issues
Minute taker is briefed on recording meeting notes in accordance with organisational
requirements and conventions for the type of meeting
Follow up meetings
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Transcribed meeting notes are checked to ensure they reflect a true and accurate
record of the meeting and are formatted in accordance with organisational procedures
and meeting conventions
Minutes and other follow-up documentation are distributed within designated
timelines and stored in accordance with organisational requirements
Outcomes of meetings are reported as required, within designated timelines
Plan and Manage Conferences
Plan conference
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Purpose, required outcomes and style of conference are confirmed with conference
convenor/s
Conference facilities requirements, budget, and preparation timeline are confirmed
with conference convenor/s
Speakers/presenters are identified and/or a call for papers is prepared in accordance
with the purpose and style of the conference
Conference program is drafted in line with stated purpose, and choice of program
elements is balanced to allow outcomes to be achieved
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Speakers are selected, invited and briefed in accordance with the conference program
Participant target group and projected numbers are identified in consultation with
conference organisers
Conference administration requirements are analysed and tasks, processes and
resources planned to ensure efficient management of conference data and resources
Promote conference
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A promotion strategy is established that reaches required number of target
participants
Publicity material is prepared in accordance with the promotion strategy and budget
allocation/s, and dispatched within designated timelines
Organise conference
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Conference arrangements are made in accordance with booking lead times and
budget allocation/s
Acceptances are recorded, fees receipted and participants confirmed within
designated timelines
Participants' special needs are identified and catered for
Program details are confirmed and conference papers are prepared in accordance
with speakers' requirements and conference timeline
Pre-conference information is dispatched to participants within designated timelines
Coordinate conference proceedings
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Conference facilities are checked to confirm they meet agreed requirements
Participants are registered in accordance with planned registration procedures
Any late changes to the published program are communicated to participants
Contingency arrangements are made to ensure the smooth running of conference
Speakers' schedules are managed and their conference requirements met throughout
the conference
Administration requirements during conference are managed in accordance with
conference plan / schedule
Follow up conference proceedings
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Conference outcomes are recorded, reported and/or followed up in accordance with
organisational requirements
Conference papers are prepared for publication and distributed within designated
timelines
Post-conference correspondence is prepared and dispatched within designated
timelines
Receipts and payments are finalised and conference funds acquitted in accordance
with organisational procedures and audit requirements
Ensure Team Effectiveness
Plan to achieve team outcomes
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Team purpose, roles, responsibilities, goals, plans and objectives are identified,
established and documented in consultation with team members
Team members are supported in meeting expected outcomes
Develop cohesion
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Opportunities are provided for input of team members into planning, decision
making and operational aspects of work team
Team members are encouraged and supported to take responsibility for own work
and to assist each other in undertaking required roles and responsibilities
Feedback is provided to team members to encourage, value and reward individual
and team efforts and contributions
Issues, concerns and problems identified by team members are recognised and
addressed or referred to relevant persons as required
Participate in and facilitate work team
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Team members are actively encouraged to participate in and take responsibility for
team activities and communication processes
The team is given support to identify and resolve problems which impede its
performance
Own contribution to work team serves as a role model for others and enhances the
organisation's image within the work team, the organisation and with
clients/customers
Liaise with management
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Communication with line manager/management is kept open at all times
Information from line manager/management is communicated to the team
Unresolved issues, concerns and problems raised by the team/team members are
communicated to line manager/management and followed up to ensure action is
taken
Unresolved issues, concerns and problems related to the team/team members raised
by line managers/management are communicated to the team and followed up to
ensure action is taken
This program will be delivered by Australian and Chinese teachers in an innovative and
stimulating classroom environment. The mode of training will combine theory-based
material and practical sessions involving small discussion groups and individual and team
activities and workplace projects. Trainers will organise appropriate visits to
organisations and invite speakers and consultants to share their expertise with you.
Throughout the entire training program you will be provided with training and resource
materials that include learner guides, handouts, additional reading materials and the
assessment tasks. The training and resource material you receive during the program will
form a handy industry reference in your future career.
The Business Administration programs are designed to give you the opportunity to gain
an advantage in obtaining future employment and to obtain the maximum levels of
advanced standing for further studies at universities in Australia and the United
Kingdom.
ADVANCED DIPLOMA OF MARKETING
The Advanced Diploma of Marketing course is designed to prepare learners for
employment in the marketing sector. It will enable them to apply skills and knowledge of
the fundamental principles of marketing as self-directed specialists in strategic planning
and management of market research, planning, direct marketing and international
marketing.
A sample course would include the following units:
Develop Marketing Strategies
Scope marketing opportunities
 Marketing opportunities are identified and analysed in terms of their viability and
likely contribution to the business
 An assessment of external factors, costs, benefits, risks and opportunities is used to
determine the scope of each marketing opportunity
 Opportunities are analysed in terms of their likely fit with the organisation’s goals and
capabilities
 Each opportunity is evaluated to determine its likely impact on current business and
customer base
Develop marketing strategies
 The characteristics of the business, its existing key products or services, marketing
performance and any new marketing opportunities are analysed to determine a focus
for marketing activities
 Characteristics of the customer base and target market/s are evaluated as a basis for
marketing strategies
 Marketing objectives and strategies are determined in consultation with key
stakeholders and are compatible with the direction, purpose and values of the business
 Marketing strategies address the aim and targets of the organisation’s business plan
 Marketing strategies meet legal and ethical requirements
Develop a Marketing Plan
Identify strategic direction
 The organisation’s mission, vision, purpose and values are confirmed through
accessing up-to-date organisational materials and/or discussions with owner/s,
director/s or senior management
 Strategic organisational documents are analysed to identify directions and targets
 A situational analysis is completed that identifies factors impacting on the direction
and performance of the business
 Legal and ethical requirements for the organisation are identified
 The strategic direction of the organisation is documented and confirmed with owner/s,
director/s or senior management and its impact on marketing activities identified
Review marketing performance
 The effectiveness of previous marketing and positioning strategies is evaluated to
identify lessons learned
 Current key products or services and major markets are analysed for strengths,
weaknesses, opportunities and threats
 Previous marketing opportunities are evaluated and their profitability examined and
documented
 Marketing performance is evaluated against previous objectives and targets to identify
critical success factors and areas for improvement
Formulate marketing objectives
 Objectives are developed in consultation with key stakeholders, are attainable,
measurable and identify the nature and extent of what is to be achieved
 Objectives are consistent with the forecast needs of the business and the market
 Objectives are compatible with the organisation’s projected capabilities, resources and
financial position
 Objectives are compatible with the organisation’s direction and purpose and meet legal
and ethical requirements
Devise marketing strategies
 Options are identified that address agreed objectives, and their risks and returns are
evaluated in the process of selection
 Strategies address strengths and opportunities and are within the organisation’s
projected capabilities and resources
 Where gaps exist between current capability and marketing objectives, strategies
address ways of increasing resources and/or organisational expertise
 Marketing strategies are feasible and accompanied by supporting information that
justifies their selection
 Strategies are compatible with the organisation’s strategic direction
 A review strategy is included to address on-going review of organisational
performance against marketing objectives
Plan marketing tactics
 Tactics to implement each marketing strategy are detailed in terms of scheduling,
costing, accountabilities and responsible person/s
 Coordination and monitoring mechanisms are identified for scheduled activities
 Tactics are achievable within the organisation’s projected capabilities
 Tactics meet legal, ethical and budgetary requirements
 Tactics provide for on-going review of performance against objectives and budgets and
for marketing targets to be adjusted if necessary
Prepare and present a marketing plan
 The plan meets organisational as well as marketing objectives and incorporates
marketing approaches, and strategic marketing mix
 The plan contains a rationale for objectives and information that supports the choice of
strategies and tactics
 The plan is presented for approval in the required format and timeframe
 The plan is adjusted in response to feedback from key stakeholders and disseminated
for implementation within the required timeframe
Manage the Marketing Process
Formulate strategic marketing objectives
 The organisation’s strategic direction is confirmed and its impact on marketing
activities identified
 Marketing performance is reviewed and key result areas of strategic significance
identified
 A situational analysis is undertaken to identify future marketing opportunities
 The legal, ethical and environmental constraints of the market are identified and their
effect on marketing objectives determined
 Long term strategic objectives and related key performance indicators are formulated
by product or service, market segment and overall
 A risk management strategy is developed to manage contingencies and ensure
marketing objectives are met in accordance with overall organisational requirements
Manage marketing performance
 Marketing effort is managed to ensure it is directed towards areas of greatest potential
for the organisation
 The integration of marketing, promotional and sales activities is managed in
accordance with strategic marketing objectives
 Product, pricing and distribution policies are monitored in relation to market changes,
the objectives of the marketing plan and organisational requirements
 Overall marketing progress is monitored against performance targets to ensure activity,
quality, cost, and time requirements are met
Manage marketing personnel
 Strategic marketing objectives are communicated across the organisation in ways
suited to the levels of knowledge, experience and any specific needs of personnel
 The roles, responsibilities and accountabilities of staff and contractors involved in all
elements of that marketing effort are identified and agreed
 A communication strategy is developed to ensure that personnel responsible for each
element of the marketing mix work together to meet the organisation’s marketing
objectives
 Mentoring and coaching is provided to support individuals/teams use resources to the
required standard
 Performance gaps are identified and corrective action instigated promptly to safeguard
marketing outcomes
Evaluate and improve strategic marketing performance
 Marketing outcomes are analysed and strategic objectives reviewed and/or revised in
response
 Successes and performance gaps are analysed as to cause and effect and used to
improve strategic performance
 Over-performance against targets is analysed for trends, and new targets set
 Changes in market phenomena are analysed and their impact on strategic marketing
objectives identified and documented
 Review of marketing performance against key performance indicators is documented
in accordance with organisational requirements
Develop and Manage Direct Marketing Campaigns
Develop direct marketing strategies
 Customer acquisition strategies are developed that include objectives related to
numbers of new customers, cost of recruiting, media options, and promotional
activities within an overall budget
 Customer retention strategies are developed that relate to customer needs and wants,
customer buying patterns, opportunities for up-selling or cross-selling and customer
renewals/reactivation
 Customer loyalty strategies are developed that address relationship marketing
objectives and contribute to long term partnerships
Develop a marketing plan for a direct marketing campaign
 The marketing plan identifies the purpose of the campaign, and objectives that relate to
relationship building, processes, media options, outcomes and criteria for reporting,
analysis and evaluation
 The marketing plan includes production and campaign schedules that identify tasks,
implementation sequences, timelines and responsibilities in accordance with the
campaign brief
 The marketing plan includes implementation objectives and deadlines negotiated and
agreed with suppliers
 The marketing plan identifies a strategy for assessing campaign viability prior to
implementation and establishes a campaign budget in accordance with the
requirements of the campaign brief
Manage direct marketing campaign production processes
 Production processes are schedules and suppliers selected and engaged in accordance
with the requirements of the marketing plan
 Production activities are monitored against scheduling and budgetary requirements and
likely variations approved in accordance with organisational policy and procedures
 The outputs from the production process meet the requirements of the production
schedule, campaign brief and the marketing plan
Direct campaign implementation
 A campaign implementation strategy is negotiated that outlines implementation tasks
and timelines and includes a contingency plan for dealing with omissions and errors
 Processes for customers to respond to the campaign and receive products or services
are implemented and monitored in accordance with the campaign brief legal and
ethical requirements
Evaluate direct marketing campaign effectiveness
 Campaign results are measured against marketing and budgetary performance criteria
and forecasts, and the extent of success is documented in accordance with
organisational requirements
 Measurements and calculations are performed on data relating to components and costs
of the campaign, and the significance of the results interpreted and recorded in
accordance with organisational requirements
 Pre-campaign assessments and predictions are compared with campaign results to
determine their accuracy and recommendations are made to improve future forecasting
 A campaign evaluation report is prepared in accordance with organisational
requirements
Evaluate International Marketing Opportunities
Review the global market environment
 International trade patterns are assessed and their likely importance for the business
identified
 Multinational business and e-commerce markets are researched and opportunities to
enter, shape or influence the market are assessed in terms of likely contribution to the
business
 International markets operating under free trade and/or protectionist arrangements are
identified and the likely ease of entering and trading successfully estimated
 International trade policies and agreements are identified and their likely impact on
international marketing opportunities estimated
Assess international business and e-commerce market factors
 Economic and political factors affecting the international market are identified and
analysed for their potential impact on international marketing opportunities
 Social and cultural factors affecting the international market are identified and
analysed for their potential impact on international marketing opportunities
 International market trends and developments are investigated to identify market needs
relative to the business
 New and emerging business and e-commerce markets are identified and opportunities
to enter, shape or influence the market are assessed in terms of their fit with business
goals and direction and their likely contribution to the business
Identify risk factors for international marketing opportunities
 Political and financial stability and corruption risks for the potential market are
analysed and rated as acceptable or not
 Legal and regulatory requirements and trade barriers for the potential market are
analysed and rated as acceptable or not
 Risk factors are related to international business cycles in terms of economic
conditions, and their impact is estimated for the potential market
Investigate international business and e-commerce marketing opportunities
 Opportunities are identified and analysed in terms of their likely fit with the
organisation’s goals and capabilities
 Each opportunity is evaluated to determine its impact on current business and customer
base
 An assessment of costs, benefits, risks and opportunities is used to determine the
financial viability of each marketing opportunity
 Probable return on investment and potential competitors are determined
 Marketing opportunities are described and ranked in terms of their viability and likely
contribution to the business
Manage International Marketing Programs
Formulate international marketing objectives
 Viable international marketing opportunities are selected and objectives developed that
are consistent with the organisation’s capabilities and resources
 International marketing objectives are identified that are consistent with the
organisation’s strategic direction, are measurable and identify the nature and extent of
what is to be achieved in the international market
 Strategic objectives and related key performance indicators are formulated by product
or service, country or international grouping, and overall
 A risk management strategy is developed to manage contingencies and ensure
marketing objectives are met in accordance with overall organisational requirements
Determine international marketing approach
 International marketing opportunities are researched and global or customised
approaches are determined for product/service promotion
 Options for choice of marketing approach/es are evaluated
 A marketing approach is selected that meets marketing objectives, international market
conditions and consumer preferences
Determine operational structures
 Business culture and consumer preferences are evaluated and compatible marketing
structures identified
 Options for operational marketing structure are identified and ranked in terms of their
strengths and weaknesses in servicing international markets
 An operational structure is chosen that best fits the international market and the
product/service
Manage international marketing performance
 International marketing objectives are communicated across the organisation in ways
suited to the culture, customs, levels of knowledge, experience and any specific needs
of personnel
 The roles, responsibilities and accountabilities of staff and contractors involved in all
elements of the marketing effort are identified and agreed
 A communication strategy is developed to ensure that personnel responsible for each
element of the marketing mix work together to meet the organisation’s marketing
objectives
 Marketing effort is managed to ensure it is directed towards areas of greatest potential
for the organisation
 The integration of marketing, promotional and any sales activities is managed in
accordance with international marketing objectives
Evaluate and improve international marketing performance
 Product, pricing and distribution policies are monitored in relation to market changes,
the objectives of the marketing plan and organisational requirements
 Overall marketing progress is monitored against performance targets to ensure activity,
quality, cost, and time requirements are met
 Marketing outcomes are analysed and marketing objectives reviewed and/or revised in
responses
 Successes and performance gaps are analysed as to cause and effect and used to
improve international marketing performance
 Changes in market phenomena are analysed and their potential impact on international
marketing objectives identified and documented
 Review of marketing performance against key performance indicators is documented
in accordance with organisational requirements
Manage Market Research
Prepare market research plans for implementation
 Research policies and procedures are determined
 Project plans are reviewed and work plans detailed to point of finalisation
 Processes to obtain required resources to implement work plans are executed
Engage external consultants
 Requirement for external consultants is identified from project plans
 Required services are specified
 Potential consultants are identified, evaluated and selected
Manage market research activity
 Work plan duties and responsibilities are communicated to relevant personnel
 Monitoring of work plan activity is undertaken to ensure adherence to work plan and
research policy and procedures
 External consultants are managed to ensure performance is in line with requirements
Evaluate research processes and findings
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Validity of the information and data obtained is confirmed
Relevance and usefulness of findings are reviewed against research objectives
Performance of project against elements of project plan is assessed
Stakeholder satisfaction with research process and findings is measured
 Reports are prepared on future improvements to research process
 Revised policy and practices are implemented in accordance with organisational
requirements
Develop a Business Website Strategy
Determine the business’ requirements of the website
 The commercial, business and/or marketing purpose of the website is determined in
consultation with relevant personnel in accordance with the organisation’s e-business
and/or e-marketing strategy
 Business, product/service information for the website is determined in consultation
with relevant personnel
 The business image to be projected by the website is determined in consultation with
relevant personnel
 Website features/capabilities are determined in consultation with relevant personnel in
accordance with the organisation’s e-business strategy
Determine business and marketing objectives for the website
 Key characteristics, competitive factors and the market situation facing the business
and/or its products or services are identified
 Information on the target audience for the website is gathered and analysed
 Website marketing objectives are written in measurable terms and provide specific
guidance on what is to be achieved by the website
 A business performance strategy is developed for the website incorporating business
objectives for products/services
Develop a website strategy
 Strategies to achieve website marketing objectives are determined in accordance with
the organisation’s e-business and/or e-marketing strategy
 Timeframes for development and implementation of the website are determined in
accordance with the organisation’s e-business strategy
 A budget for development, setup, hosting and maintenance of the website is
determined in accordance with the organisation’s overall e-business budget
 The strategy includes an implementation and maintenance plan, strategies to work
cooperatively with technical personnel, performance measures and monitoring
procedures to measure the marketing effectiveness of the website
 A web content management strategy is developed to ensure up-to-date, relevant,
accurate information on the site
 The strategy includes marketing strategies for publicising that the website is available
and operational
Plan integration of the website into business operations
 Links between the website and operational areas of the business are identified and
responsibility for the development of procedures to enable their integration is assigned
in accordance with the overall e-business strategy
 Feedback mechanisms and processes are determined to gauge customer satisfaction
with the website and the business, and to allow evaluation of the website as a
marketing tool
The delivery mode will be flexible and combine a range of teaching and learning
strategies to cater for the diverse needs of students.
A range of teaching/learning strategies will be used by Australian and Chinese teachers to
cater for the difference in learning styles, learning interests and needs. These would
include modified lectures, group discussion, practical exercises and audiovisual
presentations. Experiential activities, case studies and simulations will be employed as
individual or group activities that integrate theory and practice. The trainer will ensure
that learning is learner-centred, using the skills and experience of individuals to focus on
issues relevant to marketing careers.
This mode of training will combine theory-based material and practical sessions
involving small discussion groups and individual and team activities. Learners will be
encouraged to research widely, including websites. They will be required to observe and
consult with businesses and further experience will be made available through visits to
business organisations and from visiting speakers.
The Advanced Diploma of Marketing provides a sound basis for studies at universities in
Australia and the United Kingdom.
These courses are taught in the school of International Education at Wuhan University of
Technology.