BBSG4103 – MARKETING MANAGEMENT & STRATEGY (JANUARY 2018)

BACHELOR OF BUSINESS ADMINISTRATION WITH HONOURS

SEMESTER JANUARY 2018

BBSG4103

MARKETING MANAGEMENT & STRATEGY (ASSIGNMENT 2)

MATRICULATION NO : 791016145081001

IDENTITY CARD NO. : 791016-14-5081

TELEPHONE NO. : 019-6641264

E-MAIL : arman_saad@yahoo.com

LEARNING CENTRE : SHAH ALAM

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TABLE OF CONTENTS PAGE

Recommendation for University of Technology Malaysia

Segmentation Strategy 3-4

Targeting Strategy 5-7

Positioning Strategy 8-10

Suggestion for University of Technology Malaysia

Product 11-12

Price 13

Promotion 14

Place 15-16

Summary 17

References 18

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RECOMMENDATION ON THE SEGMENTATION STRATEGIES BY UTM

Recommendation of the segmentation strategies describes the proposed actions, which the
UTM is committed to pursue in order to achieve its goals.
Enhance Quality Education
 Enhance the teaching and learning environment, particularly in relation to
providing high quality infrastructure for flexible learning.
 Ensure effective, structured evaluation of teaching and learning quality and
outcomes, informed through feedback from students, scholars, professions,
industry and community
 Promote and encourage the relationship between excellence in teaching and
learning and research and innovation while reinforcing a commitment to the
distinctiveness of a research and innovation-based culture for teaching and
learning
 Recruit, develop and retain staff who have a commitment to encouraging
collaborative learning through student-centred high quality teaching and
learning practice
Promote Excellence in Research, Innovation and Graduate Education
 Attain national standing as a public Innovation-led Research University.
 Strengthen graduate programmes and staff in areas with potential for further
national & international distinction.
 Undertake applied sustainability research that impacts the social,
environmental and economic development of the South Johor economic
region.
Enhance Professional Training and Lifelong Learning
 Enhance the offering for continuing education programmes that provide
retraining and meet professional certification and other community needs.
 Strengthen the University‘s position as among the top provider of public
distance learning programmes in Malaysia
 Establish premier brand recognition within the larger distance learning market
by developing a number of world class market programmes

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Enhance International Standing

 Promote and enhance international student’s exchanges and study abroad
programmes that expose students to other cultures of global community.
 Establish the recruitment processes necessary to attract a diverse student body
of excellence from the region, the nation and the world.
 Attain world-ranking in the Times Higher Education Supplement Ranking
 Expand partnerships with international universities in order to promote global
outlook and attract international students and staff.
Strengths Community Outreach
 Strengthen University identity by developing recreational, athletic,
intellectual, alumni and public relations programmes.
 Expand University access to match the diversification and growth provided by
the South Johor economic growth zone of Iskandar Development Region
(IDR) / Iskandar Malaysia.
 Enhance linkages and partnerships with local, regional and international
agencies and private sector firms.
 Strengthen links with alumni that optimize an on-going commitment to the
success of the University.
Provide Quality Management and Effective Risk Management
 Promote quality culture in the University and develop continuous quality
improvement in the academic and executive management and administration
of the University
 Develop strategies and processes that allow the University to continuously
improve quality of services
 Develop institutional framework to create a more coordinated, systematic and
focused approach to the management of risks

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RECOMMENDATION ON THE TARGETING STRATEGIES BY UTM

A set of targeting strategic is developed for each of the Balanced Scorecard perspective of:
Stakeholder Perspective Scorecard
Strategic Objective Key Performance Indicator (KPI) Target KPI
Owners
Produce Globally % of graduates employability locally within 6 85% TNCAA
Marketable and months
Outstanding Graduates % of graduates employed by 10%
MNC/international companies within 12
months
Generate opportunities No of new executive programmes 3 TNCAA
for life - long learning No increase of student enrolment in executive 150
programme
Notable Technological No of staff appointed as leader committee National:40 TNCPI
International
Research & Innovation member for the national and international
:20
Institution bodies/association
Achieve Reputable THES Ranking Top 350 TNCAA
International Ranking in THES
Outstanding No of high impact community projects 3 HEK
Contribution to Society

Internal Process Perspective Scorecard

Strategic Objective Key Performance Indicator (KPI) Target KPI
Owners
Continuous % of programmes accredited by professional bodies 100 TNCAA
Academic Quality (eg. MQA & EAC)
Improvement
Up to date & Employer Perception Index on graduates quality 80 TNCAA
industry relevant (reflective of curriculum)
curriculum
Scholarly No of publication in citation indexed journals 1000 (Published) TNCPI
2000 (Accepted for
Publication & including referred proceeding
Publication)
Citation No of citation for the university 3000
No of book authored 400
Outstanding % of Research Experienced Staff (> 20 years, 10-20 >20 yrs : 30-40% TNCPI
10-20yrs: 40-50%
leadership and years, < 10 years
<10 yrs: 30-40%
No of patents granted (national & international) 20
No of IPR / copyrights 1000
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contribution in R & Amount of grant/year RM 44MIL

No of awards (innovation, recognition, awards, National:40
I
stewardships conferred by national and International:
international learned and professional bodies) 60
% of staff involved as principal researcher 60%
No of Spin off companies formed per year 60 BIP
Quality % of postgraduates intake with CGPA > 3.0 or 100% TNCAA
Management of equivalent
% of international postgraduates students 30%
Research
Postgraduates
Strong National & Number of active national/international 6 TNCPI
International MoU/MoA/LoI/LoA and collaboration with the
Linkages industry
Increase income Total income generated (from all sources) RM30 MIL Bursary
from diverse sources
Strong marketing & No of marketing (branding & promotion) programs Recruitments: Marketing
Unit
Branding Capability 12
High Impact
Branding &
Marketing
Events:2
Corporate Social No of staff participating in CSR activites High HEK
Responsibility Impact:30
(CSR) for Other:60
No of service learning programmes (new) 3 new free university TNCAA
Community community elective

Engagement & programmes

Outreach
Excellent Service Customer Satisfaction Index 80% HEP( for
student)
Delivery Quality Unit
(for staff)
Learning & Growth Perspective Scorecard
Strategic Objective Key Performance Indicator (KPI) Target KPI Owners
Attract & retain key % of academic staff with Phd/Dsc/Deng 50% TNCPI
Number of staff registered as member in National : 70 TNCAA
competent & productive
professional bodies at national and International:3
staff
international level 0
Competency Index for Support Staff 3.5 Register
State of the art facilities - % of facilities of teaching & learning PHB:20% PHB (physical)
CICT(digital
(Physical & Digital fulfilling the required specification CICT:90%
infra)Library

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Infrastructure) (eg. Technology enhanced classroom,

E-learning) RM1000 per
- Increase in library digital content student

Conducive Working Employee Satisfaction Index 80% Quality Unit

(Research & Social)
Environment

Financial Perspective Scorecard

Strategic Objective Key Performance Indicator (KPI) Target KPI Owners
Prudent financial Cost (OE) per student RM 17,000 Bursary
management

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RECOMMENDATION ON THE POSITIONING STRATEGIES BY UTM

UTM’s the positioning strategic is align with the National Strategic Plan (PSPTN) by:

Taking into account the requirements of national plan when developing the
university‘s strategic objectives and KPIs during the University-wide planning;

Aligning University‘s activities related to the 12 national CAPs (critical agenda

projects).

Transformation Framework UTM

Human Capital with UTM’s World

First – Class Class Vision
Mentality

Institutional Pillars: Institutional Thrusts:

&
Images &
Quality
Development
Governance

Capital

&
through Quality
Development
Governance

Leadership

Human Capital

Engagement &
Desirable Images
&

&

in
Leadership

Research &
Teaching &

Leadership in
Academia

Community
&
Academia

Learning

Community
Innovation
Research &
Learning

Education

Innovation

Branding
Education

Outreach
Engagement
Branding

Outreach
Research
Teaching

Leadership
Research
through
Human

Desirable
6 Institutional Goals
Critical Agenda:

Strategic Objectives:
Apex My Life
Universitie Brain Long Supported by 19 Strategic Objectives
s 15 Learnin
g

Academic Graduate
Performance Training
Audit Scheme

PSPTN implementation is carried out through 12 Critical Agenda Projects (CAPs) at the
national level where each CAP has been assigned with Strategic Objectives and related
Indicators. All IPTAs are assessed through a Peer Review programme, in terms of the
implementation of their strategic plans that contributes to the strategic objectives in PSPTN.

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To ensure an effective coordination and monitoring of the CAP activities at University level,
UTM has formed a coordination committee for PSPTN comprising the 12 university-level
CAP leaders. The roles of UTM CAP leaders are as follows:
1) Identify and coordinate University key activities that support the national CAPs
strategic objectives in PSPTN;
2) Monitor the implementation of the key activities and their achievement;
3) Carry out institutional self-rating on the implementation of the key activities based on
the related milestones;
4) Act as a liaison for the University in matters related to national CAPs activities at
MOHE.

The UTM CAP Committee comprises:

1) Academia – Dean of Undergraduate
2) Quality Assurance – Director of Quality
3) Governance – Registrar
4) Graduate Employability – Dean of Undergraduate Studies
5) Holistic Student Development – Director of Co-Curriculum
6) Industry & Academia – Director of BIP
7) Internationalization – Director of International Affairs
8) Leadership – Registrar
9) Lifelong Learning – Dean of SPACE
10) MyBrain15 – Dean of SPS
11) R&D – Director of RMC
12) Teaching & Learning – Director of CTL

Institutional Program Management Office (iPMO)

The PMO (Programme Management Office) at MOHE oversees the PSPTN implementation
and progress tracking in all IPTAs. The iPMO (Institutional Programme Management Office)
is established in all IPTAs to coordinate PSPTN implementation at university level. At UTM,
The Office of Corporate Affairs (HEK) functions as the iPMO, which also acts as liaison with
MOHE for PSPTN implementation. The terms of reference for HEK as the iPMO are as
follows:

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TOR for iPMO

Assist Project Team plan, design, and test detailed strategies. Facilitating interviews
and access to IPT data and expertise, and provide feedback on the suitability of the
strategies.
iPMO is expected to facilitate the selling process to encourage IPTs to adopt suitable
transformation strategies developed by Project Teams.
Work with IPT senior management and academics to align the institution’s strategic
plan, KPIs, and shorter-term operating plans to MOHE’s strategic objectives.
Review iPMO projects for status (progress against plan, resourcing, expenditure etc.),
methodology (compliance) and provide reports to PMO.

UTM’s Critical Agenda Projects (CAP) and Self-Rating

The CAPs activities are the main alignment aspects of UTM‘s strategic plan and the national
PSPTN. The key activities supporting the national CAPs were identified by each of UTM‘s
CPAs group. UTM had also carried out the self-rating for all of its CAP activities related to
the PSPTN.

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PRODUCT STRATEGIES
University of Technology Malaysia faces various transportation access and vehicle parking
challenges, including rising traffic and parking congestion, rising students and staff
population, and limited number of bus services. It is impractical to expand local roadways or
parking supply. The traffic flow were undertaking for both the morning peak hours (8:00 am
– 9:00 am) and the evening peak hours (5:00 pm – 6:00 pm). UTM will need to change its
policies and implement new programs to achieve these objectives. A variety of policies and
programs will be needed to improve travel options and give commuters incentives to use
more efficient modes. Improvement to public transit services, rideshare programs, cycling,
walking and car sharing services, and special programs such as intercampus shuttles can help
reduce trips. Achieving demand reduction targets will also require reforming the current
policy of offering free employee parking and no comparable benefit for other commute
modes. In addition, parking fees can be adjusted to increase efficiency, with higher fees at
congested times and locations, and discounts at off peak periods and less convenient
locations. We provide specific recommendations for improving University of Technology
Malaysia (UTM) transportation access management.
Change Management
 Why: Many of the specific transportation and parking improvements
recommended in changing current practices to allow new solutions and more
integrated programs. How: Here are some specific institutional reforms needed
to effectively address UTM campus transportation access management and
parking problems. A paradigm shift in how transportation and parking
problems are defined and solution evaluated. Emphasize more efficient use of
existing road and parking resources instead of expanding facilities whenever
feasible and cost effective. Alternative solutions, such as improving travel
options and efficient parking pricing, tend to provide a wider range of benefits.
As a result, more comprehensive analysis tends to favor demand management
solutions over capacity expansion. New price structures and incentives. The
campus currently offers free parking to all employees but no comparable
benefit for users of alternative modes. These practices will need to change for
more efficient and equitable transportation. Changing the way people think
about alternative modes, so walking, cycling and public transit are given as
much support as automobile transportation.

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Transportation Management Program (TMP)

 Define a Transportation Management Program (TMP) within Ancillary
Services. It will be responsible for overall transportation planning and
advocacy, parking planning and operations, and the following activities and
programs: Parking cash out or subsidized transit passes, Rideshare matching
and promotion services, Guaranteed ride home programs, Secure bike storage
and bike to work week promotions, Telework and flexible work hours, Special
event transportation and parking management, Car sharing and campus vehicle
pools (including evaluation and operation of efficient and alternative fuel
vehicles if appropriate), Pedestrian and cycling improvements, Information
and encouragement to try alternative modes, Multi-modal access information
and way finding (signs and maps), Transport data collection and evaluation
and Professional development.
Telework
 Establish telework policies and support services. Establish high quality video
conference capability at each campus. Encourage administrators, instructors
and campus organizations to use video conferences as a substitute for physical
travel. Access Management activities can have a number of impacts. Changing
vehicle access can harm some businesses and property owners, while
benefiting others. Benefits include smoother vehicle flow, reduced delay and
fewer crashes.

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PRICE STRATEGIES
A pricing strategy that UTM can use is to provide the financial support. These
financial supports were provided to help students’ with a financial aid, especially when they
had limited funding to continue their studies. The purpose of financial support was not for
improving students to write a proposal and securing grant or to improve a student’s ability to
design a product or process. Normally, the financial support related to research proposal was
in the form of research grant, which would be placed under the thesis supervisor. This was
also same to the activity related to the student’s capability in designing a product or process,
which was in the form of research grants or R&D funding under the name of the supervisor
or the professor.
The other way UTM will play a key role in preserving the pricing strategies by:
Establish annual cost and efficiency targets, and publish progress reports for the
university community and the broader public.
UTM should increase the present effort to gain the support of the private sector and
thereby ensure sustainable long term contributions to the student
There should be an increase in the amount of financial aid assistance, and the number
of grants provided by the UTM should increase to address the growing demand for
financial aid.
Form alliances with other colleges and universities (public or private, state or
regional) to facilitate research partnerships, shared course offerings, collective
purchasing contracts, common facility usage, and collaborations on innovative
programs.
Encourage governing boards to pursue the expertise needed to adjust to new funding
models
Provide comprehensive financial aid to low-income in-state undergraduate students
Improve transfer pathways from community colleges and via online interactive
gateway courses.
Track student performance in real time and intervene appropriately to improve student
success.

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PROMOTION STRATEGIES
The recruitment of postgraduate student strategies and practices in the UTM needs to be
reviewed continuously since the needs and wants of the students are ever changing.
Currently, UTM is not market oriented hence, students especially undergraduates are supplied
by the UPU. They do not require hard work to get students however, after MOE is
emphasizing more on postgraduate students specifically the international students, UTM have
started to find ways to promote students to come and study at their institutions. Comparing to
private universities do not have an obvious problem in attracting new students to come to
their institutions because they are profit oriented entities, and marketing is the core function
in getting students. However, for UTM they have to adjust to the new way of promoting their
universities where formerly, the task of getting students was done by, UPU, which is under
MOE and before the campaign to recruit more international postgraduate by MOE takes
place, their focuses were more on undergraduate than postgraduate students. For this time,
UTM need select academicians obtained a Ph.D. and were qualified to teach postgraduate
course and also to supervise students. University lecturers were encouraged to further their
doctoral studies to close the gap by creating more PhD academic staff. UTM need to provide
adequate academics with doctorate and at the same recruiting quality international and local
postgraduate students. By formalizing the marketing unit in the university, an active
recruitment strategy can be carried out by the promotion team to attract a mass of potential
talented and quality postgraduates to study in the UTM The existence of marketing unit
would help universities to understand the student’s requirement and types of recruitment
strategy to be adopted and significantly, it will help the university to target at the types of
students that the university would want. Besides, the operational support such as computer
lab and R&D lab and most importantly postgraduate workspace provided by the universities
could enhance the students learning process. In terms of the operational support, UTM
provided the supports that had similar standard or even equivalent to foreign universities.

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PLACE STRATEGIES
Following are suggestion for place strategies need to creating by UTM:
Teaching and Learning
UTM should put in place systems to capture feedback from students, and use this
feedback to inform UTM and programme management, as well as university policy.
 UTM should put in place a comprehensive anonymous student feedback
system, coupled with structures to ensure that action is taken promptly in
response to student concerns.
UTM education system must continue to develop clear routes of progression and
transfer, as well as non-traditional entry routes.
 All students, whether full-time or part-time, on-campus or off-campus,
should be equally supported by the funding model used to allocate
resources to and within institutions.
 Undergraduate students should be encouraged to spend some time in a
work or service situation, and formally acknowledge such work through
accreditation or inclusion in the student’s Diploma Engineering.
UTM must ensure that all teaching staff is both qualified and competent in teaching
and learning, and should support on -going development and improvement of their
skills.
Service Environment
Service environment gives an external picture of UTM on what kind of service a user
can expect and helps employees and users to make service transaction in an easier
way. Using service environments, UTM is differentiated in comparison with the
competition and sends out the message to the segment destined.
Service environment represents service package affecting creation of expectations, i.e.
represents a visual metaphor of intangible service. It is also an element in image
building and in that sense it sends a message, draws attention and provokes
effects/reactions in users
Internet technology allows the UTM to make their service and environment more
familiar to the users. Tangible image on the web creates expectations in users, posing
standards of service delivery and it is very important for the services to meet those
expectations. Presentations and virtual tours in the internet also should support the
position of the service/brand, as well as to be consistent with other marketing
messages.

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Elements of Physical Evidence

Facility Exterior Facility Interior Other Tangibles

Exterior Design Interior Design Web Pages
Signage Equipment Uniforms
Parking Layout Brochures
Landscape Air Quality/Temperature Web pages
Surrounding Environment Virtual services cape
Billing Statements

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SUMMARY

In order to achieve the UTM specific goals, the following recommendation in the
segmentation strategy will the best and be summarised as:

 Enhance Quality Education

 Promote Excellence in Research, Innovation and Graduate Education
 Enhance Professional Training and Lifelong Learning
 Enhance International Standing

 Strengths Community Outreach and

 Provide Quality Management and Effective Risk Management
From the finding, the recommendation on the targeting strategy by UTM as follows:

 Stakeholder Perspective Scorecard

 Internal Process Perspective Scorecard
 Learning & Growth Perspective Scorecard
 Financial Perspective Scorecard
The summary for recommendation on the positioning strategy by UTM:
 Implement the National Strategic Plan (PSPTN)
 Perform activities related to the 12 national CAPs (critical agenda projects).
Based on the suggestion for marketing mix (Product, Price, Promotion and Place) adopted by
UTM as follows:
1. Product
Change management
Transportation management program
Telework
2. Price
UTM can use it by providing the financial support
3. Promotion
adjust their programmes more closely to the groups of students they actually
recruit
4. Place
Provide the quality, systematic system in teaching & learning
Provide excellent service environment for students & staff

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REFERENCES

Alex Bond and Ruth L. Steiner, “Sustainable Campus Transportation through Transit
Partnership and Transportation Demand Management: Case Study from the University
of Florida,” Berkeley Planning Journal, Vol. 19, 2006, pp. 125-142.
Hanapi, M., Ghazali, M.Z., Kassim, M.S. (2003), The development of global
education in Malaysia: Strategies for internationalization. Malaysian Management
Review, 38(3), 75-85.
Knight, J., Morshidi, S. (2011), The complexities and challenges of regional education
hubs: Focus on Malaysia. Higher Education, 62, 593-606. Magaya, A. (2004),
Paramewaran, R., Glowacka, A.E. (1995), University image: An information
processing perspective. Journal of Marketing for Higher Education, 6(2), 41-56.
Padlee, S.F., Kamaruddin, A.R., Baharun, R. (2010), International student’s choice
behavior for higher education at Malaysia private universities. International Journal of
Marketing Studies, 2(2), 202-211
Farahmandian, S., Minavand, H., Afshardost, M. (2013), Perceived service quality
and student satisfaction in higher education. IOSR Journal of Business and
Management, 12(4), 65-74.
Phanchatraurai, D. (2005), Identifying and Evaluating Strategies for the Recruitment
of Undergraduate Asian Students Used by Four Classifications of American Colleges
and Universities. Unpublished, Doctor of Education Dissertation, Arkansas State
University.
Economic Transformation Plan (ETP). (2011), Transforming Education as an Engine
of Growth. Ch. 14. Putrajaya: Prime Minister Office. p475-509.

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