Strategy Formation and Implementation for MYER holding limited Australian department store

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Local Lecturer: Rodney Goon

BUSM3200 - Strategic Management

Bachelor Of Business (Management)

Assignments 01 & 02 Briefing

Jan 2017

First Point Of Contact: Your Local Lecturer

Name: Rodney Goon

e-mail: [email protected]

Start Your e-mail Subject With “BUSM3200” In The Subject Area Of Your e-mail

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Student ID:

Your Study Mode (Full Time Or Part Time)

Academic Enquiries

The Following e-Mail Guidelines In Order To Get Timely Answer To Your Questions.

At The Beginning Of Your e-Mail

Use ONLY The RMIT e-Mail System For All Enquiries & Other Correspondence With The RMIT Faculty/Staff & Local Lecturer.

e-Mail: [email protected]

For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers.

Ask anyway. There is a 99 percent chance that, instead of looking stupid, you come off as courageous and curious enough to ask which seem simple or obvious. Most of us have stories about how the one question opened a whole new set of opportunities or made a muddy situation become perfectly clear. If we do not ask that one question, we risk passing up great opportunities for understanding and progressing in our business.

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Where Are We Now?

Groupings

Form & Work In Groups Of Five (5) Throughout The Semester

Groupings – LF 03 & LP 06

How Is The Going?

Local Lecturer: Rodney Goon

BUSM3200 - Strategic Management

Groupings – LF 03

Bachelor Of Business (Management)

Jan 2017

1. Overview: Mission & Objectives

2. Industry Analysis: Porter’s Five Forces Model

3. Environmental Analysis: Political, Economic, Social, Technological

4. Internal Analysis: Core Competences, SWOT, Value Chain, Key Success Factors, Finance, etc

5. Strategic Alternatives: Generic Strategies

6. Recommendations – Directional Strategies

Local Lecturer: Rodney Goon

BUSM3200 - Strategic Management

Groupings – LP 06

Bachelor Of Business (Management)

Jan 2017

1. Overview: Mission & Objectives

2. Industry Analysis: Porter’s Five Forces Model

3. Environmental Analysis: Political, Economic, Social, Technological

4. Internal Analysis: Core Competences, SWOT, Value Chain, Key Success Factors, Finance, etc

5. Strategic Alternatives: Generic Strategies

6. Recommendations – Directional Strategies

Local Lecturer: Rodney Goon

BUSM3200 - Strategic Management

Bachelor Of Business (Management)

Assignment 01 Briefing

Jan 2017

What Are The Actual Challenges/Issues MYER Faces That It Needs To Overcome In Order To Be Strongly & Sustainably Competitive?.

Strategic Dilemma

Due Date: Monday, Week 7 - Feb 27th 2017

Assignment 01: Individual Assessment – 35%

Strategic Analysis

Due Time: By 7.00pm (Local Time)

Place: On-Line RMIT Blackboard

Format: Report

Length: 1500 – 2000 Words, 1.5 Line Spaced, 12 Point Times New Roman.

Note: The Word Count Does Not Include References Or Appendices

Report Format - Definitions

1. Executive Summary – An Overview Of The Report & The Intended Objectives

2. Introduction – e.g. Introduce The Strategic Context

3. Conclusion – e.g. Summarize The Strategic Considerations & The Eventual Recommendations

Conduct A Strategic Analysis:

Focus On Business Level Strategy

Strategic Analysis

Internal;

External Analysis;

Organization Purpose;

Culture.

Strategy’s Three Branches

Context

Content

Process

Background Information (Strategic Context) – Ownership, History, Size, Business Scope, Major Products/Services & Major Markets

Strategic Analysis - Tasks

Myer (Stylised MYER), Is An Up Market Australian Department Store Chain Trading In All Australian States And One Of Australia's Two Self-Governing Territories.

Myer Retails A Broad Range Of Products Across Women's, Men's & Children's Clothing, Footwear & Accessories; Cosmetics & Fragrance; Homewares; Electrical; Furniture & Bedding; Toys; Books & Stationery; Food & Confectionery; & Travel Goods.

Myer's Primary Department Store Rival Is David Jones.

2. Analyse The Macro-Environment For The Whole Industry

Strategic Analysis - Tasks

The Purpose Of This Analysis

Identification Of Key Factors & Their Implications (Key Opportunities & Threats)

Overall, Impact On The Industry Future Growth

Draw Conclusions On The Analysis

Macro Environment Analysis

The Macro Analysis Refers To The Impact Of The PESTLE Factors On Both The Industries & The Overall Economy

Macro Environment Analysis

3. Analyse The Industry (Competitive) Using Porter’s 5-Forces Model.

Strategic Analysis - Tasks

The Purpose Of This Analysis

Inter-Connectedness Of Different Aspects Of The Competitive Forces,

Links Between Competitive Forces & Macro-Environment; Overall Impact On The Industry & Myers In Terms Of Driving Forces

Competitive Environment - Industry Analysis (Micro)

1. Overview: Mission & Objectives

2. Industry Analysis: Porter’s Five Forces Model

3. Environmental Analysis: Political, Economic, Social, Technological

4. Internal Analysis: Core Competences, SWOT, Value Chain, Key Success Factors, Finance, etc

5. Strategic Alternatives: Generic Strategies

6. Recommendations – Directional Strategies

New Entrants

Suppliers

Substitutes

Power Of Suppliers

Number Of Important Suppliers

Supplier Contribution To Quality

Availability Of Supply Substitute

Threat Of Forward Integration

Industry Ability To Backward

Integrate

Barriers To Entry

Economies Of Scale - Capital Required

Brand Identification

Product Differentiation

Power Of Buyers

Number Of Important Buyers

Buyer Switching Cost

Threat Of Backward Integration

Industry Ability To Forward

Integrate

Buyers

Barriers To Exit

Asset Specialisation

Govt. & Social Restrictions

Rivalry Amongst Competitors

Industry Structure Concentration

Cost Structure

Industry Life Cycle Stage

Availability Of Substitutes

Closeness Of Substitutes

Substitute Price - Value

Govt. Action

Industry Protection/Regulation

Govt. Assistance/ Customs

Foreign Exchange/Ownership

Porter’s 5 Forces - Assessing Industry Attractiveness

Industry Competitors

Intensity Of Rivalry

Link Between Competitive Forces & Macro-Environment

The Macro Analysis Refers To The Impact Of The PESTLE Factors On Both The Industries & The Overall Economy

Strategic Analysis - Tasks

Draw Conclusions On The 5 Forces Analysis

4. Identify Any Resources & Competences That Are Likely To Provide Sustainable Competitive Advantage

Strategic Analysis - Tasks

Resources & Capabilities

Resources

Capabilities

Inputs Into A Firm’s Production Process:

Capacity Of A Set Of Resources To Perform In An Integrative Manner

A Capability Should Not Be:

So Simple That It Is Highly Imitable

So Complex That It Defies Internal Steering & Control.

Capital Equipment

Skills Of Individual Employees

Patents

Finances

Talented Managers.

Are Inputs Into A Firm’s Production Process

Are The Source Of A Firm’s Capability

Cover A Spectrum Of Individual, Social & Organizational Phenomena.

Resources, Capabilities & Core Competencies

Resources

Typically, Resources Alone Do Not Yield A Competitive Advantage.

Competitive Advantage Is Created Through The Unique Bundling Of Resources.

Capabilities

Resources, Capabilities & Core Competencies

Are Often Based On Developing, Carrying & Exchanging Information & Knowledge Through The Firm’s Human Capital

Merge Over Time Through Complex Interactions Between Tangible & Intangible Resources

Are The Firm’s Capacity To Deploy Resources That Have Been Purposely Integrated To Achieve A Desired End State

Capabilities – cont’d

Resources, Capabilities & Core Competencies

Are Often Developed In Specific Functional Areas, Such As R&D & Marketing

Tangible Resources

Intangible Resources

The Four Criteria Of Sustainable Competitive Advantage (VRIN)

Outcomes From Combinations Of The Criteria For Sustainable Competitive Advantage

Resources, Capabilities & Core Competencies

Core Competencies

Emerge Over Time Through An Organizational Process Of Accumulating & Learning How To Deploy Different Resources & Capabilities.

Distinguish The Firm Competitively & Give It A Unique Identity

Are Capabilities That Serve As A Source Of Competitive Advantage For A Firm Over Its Rivals

The Basic Value Chain

Each corporation has its own internal value chain activities. Michael Porter proposes that a manufacturing firm’s primary activities usually begin with inbound logistics (raw materials handling and warehousing), go through an operations process in which a product is manufactured, and continue on to outbound logistics (warehousing and distribution), marketing and sales, and finally to service (installation, repair, and sale of parts).

Several support activities, such as procurement (purchasing), technology development (R&D), human resource management, and firm infrastructure (accounting, finance, strategic planning), ensure that the primary value-chain activities operate effectively. Each of a company’s product lines has its own distinctive value chain. Because most corporations make several different products or services, and internal analysis of the firm involves analyzing a series of different value chains.

Components Of Internal Analysis Leading To Competitive Advantage & Strategic Competitiveness

Valuable

Rare

Costly To Imitate

Non-Substitutable

Four Criteria of Sustainable Advantage

Value Chain Analysis

Outsource

Strategic Competitiveness

Competitive Advantage

Resources

Tangible
Intangible

Capabilities

Core Competencies

Discovering Core Competencies

Academic References

Academic Papers From Peer Reviewed Academic Journals

Examples – Peer Reviewed Academic Journals

Hollender, J. (2004) “ What Matters Most: Corporate Values & Social Responsibility", California Management Review, Vol 46, Issue 4, pp 111-119

Peer Reviewed Academic Journal Articles - Examples

Rowley, T.J. & Moldoveanu, M. (2003) “When Will Stakeholder Act? An Interesting Identity-Based Model Of Stakeholder Group Mobilization", Academy Of Management Review, Vol 28, Issue 2, pp 204-219

Sull D.N (2005) “Strategy As Active Waiting”, International Harvard Business Review, Vol 83, Issue 9, pp 120-130

Harvard Referencing

Citation – In The Report

To Analyze Competitive Forces In An Industry Environment And In Order To Identify The Opportunities & Threats Confronting A Company, (Porter 1979) 5 Forces Model Is Used In The Analysis. This Model Focuses On Five Forces That Shape Competition Within An Industry:

1. The Risk Of New Entry Of Potential Competitors,

2. The Degree Of Rivalry Among Established Companies Within An Industry,

3. The Bargaining Power Of Buyers,

4. The Bargaining Power Of Suppliers, And

5. The Closeness Of Substitutes To An Industry’s Products.

Porters Argues That The Stronger Each Of These Forces, The More Limited Is The Ability Of Established Companies To Raise Prices And Earn Greater Profits.

References List

Porter, M. E. (1979). "How Competitive Forces Shape Strategy." Harvard Business Review 57(2): 137-145.

References From Books/Textbooks, Periodicals, Magazines, Newsprints, Websites, And Other Non-Academic Literature.

Reference List

Non-Academic Journal Articles

Assignment Submission

Attached A Cover Sheet & Signed (Download From Course Blackboard)

Firstly, Submit Into Turnitin To Check The Authenticity

Attach The Turnitin Report To Your Assignment

Assignment Submission: On-Line (Including Turnitin) Via RMIT Blackboard

Attached The Turnitin Report To Your Assignment

Attachment - Turnitin Report

ORIGINALITY REPORT

4% 2% 2% 19%

Similarity Index Internet Sources Publications Papers Student Papers

Primary Sources

Submitted To RMIT University

www.ge.com.usa

Submitted To Curtin University

Similarity Index: <20%

Penalty May Be Incurred; Exceeding 20% Similarity

My Advice Is This: Finish Your Assignment Early (Days Early, NOT Hours) & Submit It Well BEFORE The Due Date.

A Catastrophic Failure Of The System Aside, Claims Of System Slowness & Other Such Excuses Will NOT Be Accepted By RMIT As A Valid Reason For Being Late.

Late Submissions

Submission: Submit Assignment On-Line Via The Course Blackboard

Lateness: Late Submission Will Be Penalized 10% Of The Marks For Each Day After The Due Date.

No Assignment Will Be Accepted More Than 7 (Seven) Calendar Days Late Without Special Consideration

For Further Details Refer To The BUSM 3200 Assignment Guide

BUSM3200

Assignment Guide

Assessments Markers

Assessments 01 & 02 Will Be Marked - By The Local Lecturer & The Final Exam Will Be Marked By The RMIT Faculty.

For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers.

Local Lecturer: Rodney Goon

BUSM3200 - Strategic Management

Bachelor Of Business (Management)

Assessment 02 –Briefing

Jan 2017

Due Date: Monday, Week 12 - Apr 03rd 2017

Assignment 02: Group Assessment – 45%

Strategic Formulation & Implementation

Due Time: By 7.00pm (Local Time)

Place: On-Line RMIT Blackboard

Format: Report

Length: 7,500 Words (Max), 1.5 Line Spaced, 12 Point Times New Roman.

Note: The Word Count Does Not Include References Or Appendices

BUSM3200 – Strategic Management

Assignment Group Members

Company:

Group Members: MAXIMUM 5 Students Per Group

1. Name: ______________________________________________

2. Name: ______________________________________________

3. Name: ______________________________________________

4. Name: ______________________________________________

5. Name: ______________________________________________

Please Write Legibly & NAMES Should Be SIMILAR To The RMIT University Enrolment. This Is To Facilitate The Prompt & Correct Entry Of Your Marks Into The RMIT Grade Centre.

Group Leader RMIT e-mail: ________________________________________

Group Leader Mobile Contact: ______________________________________

Propose ONE Strategic Initiative & Develop Its Implementation Plan Based On The Strategic Analysis Of Your Individual Assignment

Strategy Formation & Implementation

Write A 7500 (Max) Report, Including 200 Words Of Executive Summary

Strategy Formation & Implementation

Use Findings From First Assignments (From All Group Members) To Propose ONE Strategic Initiative For MYER Encompassing A 3-Year Time Horizon.

Create An Actionable Strategy Implementation Plan (Achievable & Realistic)

Strategy Formation & Implementation

Demonstrate What & Why The Plan Can Help MYER Achieve & Maintain A Sustainable Competitive Advantage.

How This Plan Can Be Implemented.

Identify/Discuss The Current Generic Business Strategy

Strategy Formation & Implementation - Tasks

Examine Its Strategy Statement And/Or

Its Value Chain;

Types Of Business-Level Strategy

Each Business-Level Strategy Involves A Particular Competitive Scope

Broad Target (Industry Wide)
Narrow Target (Particular Segment Only)

Competitive Scope Has Several Dimensions:

The Group Of Product & Customer Segments Served
The Array Of Geographic Markets In Which
The Firm Competes.

Cost Leadership

Differentiation

Focused Cost Leadership

Focused Differentiation

Integrated Cost Leadership/Differentiation.

Types Of Business-Level Strategy

To Position The Firm, Management May Choose From Five Business-Level Strategies:

Business - Level: Three Generic Strategies

Overall Cost Leadership

Differentiation

Focus

Uniqueness Perceived By The Customer

Low Cost Position

Competitive Advantage

Strategic Target

Industry Wide

Particular Segment Only

Integrated Cost Leadership/Differentiation Strategy

Uniqueness Perceived By The Customer

Low Cost Position

Competitive Advantage

Strategic Target

Industry Wide

Particular Segment Only

Overall Cost Leadership

Differentiation

Focus

Integrated Cost Leadership/Differentiation Strategy

The Basic Value Chain

2. Propose ONE NEW Strategic Initiative For MYER To Implement – It Can Be:

Strategy Formation & Implementation - Tasks

A Major Functional Initiative (e.g. Marketing, Technology, Product Innovation; And

Mergers & Acquisition.

Justify Why The Initiative Is Strategic & How It Can Enhance MYER’s Competitive Advantage

Figure 7.2 Corporate Strategy Directions

Source: Adapted From H.I. Ansoff, Corporate Strategy, Penguin, 1988, Chapter 6. Ansoff Originally Had A Matrix With Four Separate Boxes, But In Practice Strategic Directions Involve More Continuous Axes. The Ansoff Matrix Itself Was Later Developed – See Reference 1

Corporate Strategy Directions – Ansoff Matrix

Value-Creating Activities Associated With The Differentiation Strategy

A TAKEOVER Is An Acquisition Strategy Wherein The Target Firm Did Not Solicit The Acquiring Firm’s Bid.

Definitions:

A MERGER Is A Strategy Through Which Two Firms Agree To Integrate Their Operations On A Relatively Co-Equal Basis.

An ACQUISITION Is A Strategy Through Which One Firm Buys A Controlling, Or 100%, Interest In
Another Firm With The Intent Of Making The Acquired Firm A Subsidiary Business Within Its Portfolio.

Mergers, Acquisitions & Takeovers: What Are The Differences?

3. Develop A Strategy Implementation Plan That Primarily Focuses On:

Strategy Formation & Implementation - Tasks

What Needs To Be Change To Implement The Strategy?

Why The Proposed Changes Should Be Made?

How Will The Changes Proposed Be Managed & Implemented

Diagnosis

Leading &

Managing

Change

Levers

For Change

Managing

Change

Programs

Key Elements In Managing Strategic Change

Strategy Matters – In Identifying The Need For Change & The Direction Of Change.

Context Matters – The Right Approach To Change Depends On The Circumstances.

Inertia & Resistance – Getting People To Change From Existing Ways Of Doing Things Is Essential.

Leadership Matters – Good Leadership Of Change At All Levels Is Needed.

Four Key Premises:

Managing Change – Key Issues

Figure 14.2 Types Of Change

Source: J. Balogun & V. Hope Hailey, Exploring Strategic Change, 3rd edition, Prentice Hall, 2007

Types Of Strategic Change

Adaptation – Can Be Accommodated With The Existing Culture & Can Occur Incrementally.

Reconstruction – Rapid Change But Without Fundamentally Changing The Culture.

Revolution – Fundamental Changes In Both Strategy & Culture.

Evolution – Cultural Change Is Required But This Can Be Accomplished Over Time.

Types Of Strategic Change

Four Types Of Strategic Change:

A Compelling Case For Change

Challenging The Taken-For-Granted

Changing Operational Processes & Routines

Symbolic Changes

Power & Political Systems

Levers For Change

4. Explain How MYER Will Measure & Evaluate Your Proposed Strategic Initiative. Focus On:

Strategy Formation & Implementation - Tasks

A Set Of Key Success Measures For The Strategic Initiative, Using The Balanced Scorecard.

Draw A Strategy Map That Indicates The Key Success Measures & Their Hierarchical Relationships

Establishing Balanced Organisational Controls

The Balanced Scorecard

The Balanced Scorecard Is A Framework Used To Verify That The Firm Has Established Both Strategic & Financial Controls To Assess Its Performance.

It Prevents An Over-Emphasis On Financial Controls At The Expense Of Strategic Controls.

The Four Perspectives Of The Balanced Scorecard

Strategic Controls & Financial Controls In A Balanced Scorecard Framework

Balanced Scorecard

Strategy Map

Visually Represent In A Compelling Manner The Important Elements & Their Interrelationships Within The Strategy

Example: Strategy Map

4. Explain How MYER Will Measure & Evaluate Your Proposed Strategic Initiative. Focus On:

Strategy Formation & Implementation - Tasks

Cont’d

The Suitability Of The Proposed Strategic Initiative In Light Of The External Environment, MYER’s Capability & Its Current Business Strategy

The Safe Criteria & Techniques Of Evaluation

The SAFe Criteria

Is Concerned With Assessing Which Proposed Strategies Address The Key Opportunities & Constraints An Organisation Faces, Through An Understanding Of The Strategic Position Of An Organisation.

It Is Concerned With The Overall Rationale Of The Strategy:

Suitability

Does It Capitalise On The Organisation’s Strengths & Strategic Capabilities & Avoid Or Remedy The Weaknesses?

Does It Exploit The Opportunities In The Environment & Avoid The Threats?

Acceptability

Is Concerned With Whether The Expected Performance Outcomes Of A Proposed Strategy Meet The Expectations Of Stakeholders.

There Are 3 Important Aspects To Acceptability

Risk.

Return.

Stakeholders Reactions.

Concerns The Extent To Which Strategic Outcomes Are Unpredictable, Especially With Regard To Negative Outcome

Risk

Sensitivity Analysis

Financial Ratios

Break-Even Analysis

Risk Can Be Assessed Using:

Allows Each Of The Important Assumptions Underlying A Particular Strategy To Be Questioned & Challenged

Provide A Quick & Relatively Simple Means Of Examining The Financial Health Of The Business

A Simple Way Of Quantifying Some Of The Key Factors Which Could Determine The Success Or Failure Of A Strategy

Measures of Shareholder Value

Feasibility (1)

Is Concerned With Whether A Strategy Could Work In Practice i.e. Whether An Organisation Has The Capabilities To Deliver A Strategy

Two Key Questions

Do The Resources & Competences Currently Exist To Implement The Strategy Effectively?

If Not, Can They Be Obtained?

Financial Feasibility - Funding & Cash Flow.

People & Skills - Competences, Knowledge & Experience.

Integrating Resources - Obtaining & Integrating New Resources

Need To Consider:

Feasibility (2)

Harvard Referencing

Citation – In The Report

1. The Risk Of New Entry Of Potential Competitors,

2. The Degree Of Rivalry Among Established Companies Within An Industry,

3. The Bargaining Power Of Buyers,

4. The Bargaining Power Of Suppliers, And

5. The Closeness Of Substitutes To An Industry’s Products.

Porters Argues That The Stronger Each Of These Forces, The More Limited Is The Ability Of Established Companies To Raise Prices And Earn Greater Profits.

References List

Porter, M. E. (1979). "How Competitive Forces Shape Strategy." Harvard Business Review 57(2): 137-145.

Academic References

Academic Papers From Peer Reviewed Academic Journals

Examples – Peer Reviewed Academic Journals

Hollender, J. (2004) “ What Matters Most: Corporate Values & Social Responsibility", California Management Review, Vol 46, Issue 4, pp 111-119

Peer Reviewed Academic Journal Articles - Examples

Rowley, T.J. & Moldoveanu, M. (2003) “When Will Stakeholder Act? An Interesting Identity-Based Model Of Stakeholder Group Mobilization", Academy Of Management Review, Vol 28, Issue 2, pp 204-219

Sull D.N (2005) “Strategy As Active Waiting”, International Harvard Business Review, Vol 83, Issue 9, pp 120-130

Harvard Referencing

Citation – In The Report

1. The Risk Of New Entry Of Potential Competitors,

2. The Degree Of Rivalry Among Established Companies Within An Industry,

3. The Bargaining Power Of Buyers,

4. The Bargaining Power Of Suppliers, And

5. The Closeness Of Substitutes To An Industry’s Products.

Porters Argues That The Stronger Each Of These Forces, The More Limited Is The Ability Of Established Companies To Raise Prices And Earn Greater Profits.

References List

Porter, M. E. (1979). "How Competitive Forces Shape Strategy." Harvard Business Review 57(2): 137-145.

References From Books/Textbooks, Periodicals, Magazines, Newsprints, Websites, And Other Non-Academic Literature.

Reference List

Non-Academic Journal Articles

Assignment Submission

Attached A Cover Sheet & Signed (Download From Course Blackboard)

Firstly, Submit Into Turnitin To Check The Authenticity

Attach The Turnitin Report To Your Assignment

Attachment - Turnitin Report

ORIGINALITY REPORT

4% 2% 2% 19%

Similarity Index Internet Sources Publications Papers Student Papers

Primary Sources

Submitted To RMIT University

www.ge.com.usa

Submitted To Curtin University

Similarity Index: <20%

Penalty May Be Incurred; Exceeding 20% Similarity

My Advice Is This: Finish Your Assignment Early (Days Early, NOT Hours) & Submit It Well BEFORE The Due Date.

A Catastrophic Failure Of The System Aside, Claims Of System Slowness & Other Such Excuses Will NOT Be Accepted By RMIT As A Valid Reason For Being Late.

Assignment Submission: On-Line (Including Turnitin) Via RMIT Blackboard

Attached The Turnitin Report To Your Assignment

Late Submissions

Submission: Submit Assignment On-Line Via The Course Blackboard

Lateness: Late Submission Will Be Penalized 10% Of The Marks For Each Day After The Due Date.

No Assignment Will Be Accepted More Than 7 (Seven) Calendar Days Late Without Special Consideration

For Further Details Refer To The BUSM 3200 Assignment Guide

BUSM3200

Assignment Guide

Assessments Markers

Assessments 01 & 02 Will Be Marked - By The Local Lecturer & The Final Exam Will Be Marked By The RMIT Faculty.

For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers.

Use ONLY The RMIT e-Mail System For All Enquiries & Other Correspondence With The RMIT Faculty/Staff & Local Lecturer.

e-Mail: [email protected]

For want of an unasked question, knowledge dies. Knowledge is your lifeblood. There is an interesting paradox here: Dumb questions frequently open the mind to brilliant answers.

NO REPLY/RESPONSE From RMIT Staff & Associates Will Be Forthcoming If You Use Your PRIVATE Or Other Institution’s e-Mail Accounts. EXAMPLES