Faculty of Business and Law 

School of Marketing

Unit Outline

MKTG3000 Business Capstone

Semester 2, 2019

Unit study package code: MKTG3000 

Mode of study: Internal
Tuition pattern summary: This unit does not have a fieldwork component.
Credit Value: 25.0
Pre-requisite units: IBUS1001 (v.0) Introduction to Global Business or any previous version
OR
INDE1000 (v.0) Engineering Foundations - Principles and Communication or
any previous version
OR
COMS1010 (v.0) Academic and Professional Communications or any
previous version
OR
CMHL1000 (v.0) Foundations for Professional Health Practice or any previous
version
OR
MGMT1001 (v.0) Communication in Business or any previous version
OR
311922 (v.0) Academic and Professional Communications 100 or any
previous version
OR
313394 (v.0) Foundations for Professional Health Practice 100 or any
previous version
OR
314230 (v.0) Engineering Foundations: Principles and Communication 100 or
any previous version

Co-requisite units: Nil

Anti-requisite units: Nil

Other requisites: Entry into final semester - Students should be in their last semester of study
for their course
Result type: Grade/Mark
Approved incidental fees: Information about approved incidental fees can be obtained from our website.
Visit fees.curtin.edu.au/incidental_fees.cfm for details.
Unit coordinator: Title: Dr
Name: Michael Baird
Phone: +618 9266 3289
Email: Business.Capstone@curtin.edu.au
Location: Building: 408 - Room: 2008
Consultation times: Tuesday 3pm-5pm & Thursday 10am-12pm

Teaching Staff:

Administrative contact: Name: Kelly Nowak

Phone: +618 9266 3882
Email: mktg@curtin.edu.au
Location: Building: 408 - Room: 2014

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
Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Learning Management System: Blackboard (lms.curtin.edu.au)

Acknowledgement of Country
We respectfully acknowledge the Indigenous Elders, custodians, their descendants and kin of this land past and
present. The Centre for Aboriginal Studies aspires to contribute to positive social change for Indigenous
Australians through higher education and research.

Syllabus
This unit consolidates and extends interdisciplinary learning within diverse and complex international business
contexts. Discipline specific knowledge accumulated throughout undergraduate learning is integrated into a
coherent form suitable for sharing and use. Competitive strategies and industry dynamics are emphasised; with a
focus on developing students’ emerging understandings of Indigenous issues in business. Business acumen is
refined by self-directed team engagement with realistic business scenarios. Learners actively interpret, critique and
communicate information and decisions justified on established business principles. Information is evaluated
within competitive business environments to reach negotiated decisions by collaboration in professionally and/or
culturally diverse teams and through individual initiative. Generic critical analysis, problem solving, decision making
and creative thinking capabilities are enhanced through a process of simulation, reflection and experiential
learning. A professional approach, with appropriate ethical principles, attributes and values informs the transition
to employment.

Introduction
Welcome to Business Capstone.
Before enrolling in this unit, students should have passed 400 credit points and be enrolled in the final year of the
Bachelor of Commerce or the Bachelor of Business Administration.
This Unit Outline provides important information about the Syllabus, Learning Outcomes, Learning Activities,
Resources, and Assessment requirements, including the allocation of marks and submission dates. When
requested, tutors will clarify aspects of the information provided and the expectations of students described in
this Unit Outline.
All contact details for tutors are available under the 'Contacts' tab in Blackboard. For important enquiries please
email
Business.Capstone@curtin.edu.au.
Regards,
Business Capstone Team

Unit Learning Outcomes

All graduates of Curtin University achieve a set of six Graduate Capabilities during their course of study. These
inform an employer that, through your studies, you have acquired discipline knowledge and a range of other skills
and capabilities which employers would value in a professional setting. Each unit in your course addresses the
Graduate Capabilities through a clearly identified set of learning outcomes. They form a vital part in the process
referred to as assurance of learning. The learning outcomes notify you of what you are expected to know,
understand or be able to do in order to be successful in this unit. Each assessment for this unit is carefully
designed to test your knowledge of one or more of the unit learning outcomes. On successfully completing all of
the assessments you will have achieved all of these learning outcomes.
Your course has been designed so that on graduating you will have achieved all of Curtin's Graduate Capabilities
through the assurance of learning processes in each unit.
Graduate Capabilities
On successful completion of this unit students can:
addressed
1 Critically evaluate information to solve problems and make business decisions

2 Demonstrate the ability to communicate effectively to audiences in a business

context
3 Work both independently and collaboratively using team processes to achieve
agreed business outcomes
4 Incorporate ethical considerations into business decision making

5 Recognise how business and culture intersect for Indigenous populations in

different countries

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Curtin's Graduate Capabilities

Apply discipline
Innovative, creative and Effective communicators
knowledge, principles
entrepreneurial with digital competency
and concepts

Culturally competent to engage

Globally engaged and Industry connected and
respectfully with local First Peoples
responsive career capable
and other diverse cultures

Find out more about Curtin's Graduate Capabilities at the Curtin Learning and Teaching website: clt.curtin.edu.au

Learning Activities
A process of experiential and reflection learning by simulation is used to enhance generic critical analysis,
problem solving, decision making and creative thinking capabilities. Students are challenged to engage in learning
exercises, applied research, analyse interview cases, and operate a business simulation using contemporary
multimedia technologies. Teamwork proficiencies are refined through the development of interpersonal skills.
Business issues are identified, critiqued and resolved using real-life video business cases, interviews, and
presentations. Opportunities are provided to experience operating a simulated manufacturing company within a
competitive team environment. Competing within this dynamic commercial environment requires the continuous
strategising and management of a virtual company. Teams are encouraged to maximise each company’s business
outcome by taking advantage of member strengths and the overall team dynamics. Consequently, individual
contribution and team performance are both tracked.
Tuition Pattern and Student Work Expectations
Students have 10-12 hours per week available for a 25 credit unit, including time in class, to study, to discuss or
think about learning, seek assistance or look for resources, and to undertake administrative tasks and assessment.
Where students are completing group based assessments, time for student collaboration is also considered
(adapted from: Curtin Teaching and Learning, 2010. Developing Appropriate Assessment Tasks. In Teaching and
Learning at Curtin 2010. (p.23). Curtin University, Perth).
This equates to approximately:

l 2 hours: Active Learning Seminars (Workshop)

l 2 hours: Team Meetings
l 2-3 hours: Assessments
l 4-5 hours: Essential Preparation for Active Learning Workshop: Required Reading, viewing videos, etc.

This equates to a total 10-12 hours per Seminar

Learning Resources
Library Reading List
The Reading List for this unit can be accessed through Blackboard.

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Assessment
Assessment schedule
Unit
Late Assessment
Value Learning
Task Date Due Assessments Extensions
% Outcome(s)
Accepted?* Considered?*
Assessed
Capstone Business Simulation 40% Week: Seminar 03; 1,3,4 No No
06, 11; 04–11
1 Day: Before Seminar
Time: Before
Seminar
Video Business Case Report 20% Week: Seminar 09 1,2,4 Yes Yes
Day: Sunday, 13-
2
October-2019
Time: 11pm
eTests 20% Week: Seminar 02– 1,5 No Yes
11
3 Day: During Seminar
Time: In Seminar
02–11
Company Presentation 20% Week: Seminar 12 2,3,4 No Yes
4 Day: During Seminar
Time: In Seminar 12
*Please refer to the Late Assessment and the Assessment Extension sections below for specific details and
conditions.

Detailed information on assessment tasks

1. Capstone® Business Simulation (40%)

1a) Preparation Tasks for Capstone® Business Simulation (10%) [Individual]

The following Business Simulation Preparation Tasks need to be completed online individually in
Capstone® prior to the beginning of Seminar 03:
1. Introductory Lesson Video + Quiz

2. Rehearsal Tutorial
1. Rehearsal Tutorial plus Quiz
2. Upload Decisions + Process Round to next year

3. Situation Analysis
1. Perceptual Map
2. Demand Analysis
3. Capacity Analysis
4. Margin Analysis
5. Consumer Report

4. Advanced Modules
1. Advanced Marketing Quiz
2. Human Resources (HR) Quiz
3. Labor Negotiation Quiz
4. TQM/Sustainability Initiatives Quiz

ALL parts of all four (4) tasks must be completed as they are designed to prepare students to participate
effectively in the Capstone® Business Simulation. The 10% allocated for this assessment will be awarded
when ALL these tasks are successfully completed. Failure to complete ANY of these tasks will result in the
marks being reduced. Tutors will notify students of the results for this assignment in Blackboard Grade
Centre at the start of Seminar 04.

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

1b) Peer Evaluation for Capstone® Business Simulation (5%) [Individual]

Peer Evaluation Tools are provided in Capstone® Business Simulation to measure individual performance
in team based activities. Interpretations of data from Peer Evaluations by individuals and teams will
contribute to students understanding of team functioning. Peer evaluations are meant be done online in
Capstone® Business Simulation in student’s own time. Students will undertake two (2) Peer Evaluations of
each team member worth a total of 5% of the final Grade. Peer Evaluations should be submitted before the
start of Seminars 06, 11. Peer Evaluations can be accessed via the Capstone® ‘Welcome Page’ >
Homework > Peer Evaluations.
Peer Evaluations (1, 2):
l Opens on the Saturday before each Active Learning Seminar (06, 11) at 8:00am Perth time.
l Closes on the Friday after each Active Learning Seminar (06, 11) at 5:00pm Perth time.
l Must be completed before Active Learning Seminars 06, 11.
l Results will be discussed in Active Learning Seminars 06, 11.
l Absolutely no further access is possible once the Peer Evaluation window has closed.
Students are expected to be sensitive to others feelings. At all times it is not acceptable to personally
criticise or identify fellow students. Refer to the Student Charter for information on Curtin’s Values of
Integrity, Respect, Courage, Excellence and Impact.
Students are encouraged to use Peer Evaluation results to support comments, thoughts and observations
made in the Individual and Team Company Presentations. Students are expected to consider, compare and
comment on how well they worked as a team by reference to the feedback from the Peer Evaluation
Reports.
Students are required to provide accurate and equitable Peer Evaluation ratings. Consistently high scores
(>4) or exceptionally low scores (1) on each survey item may indicate an unrealistic evaluation of individual
performance. Scores that do not accurately reflect individual contributions to team performance may result
in students being required to redo the Peer Evaluations to provide more accurate ratings. Students may
score '0' if they do not provide a Peer Evaluation for their team members.
Where necessary, tutors will adjust individual ratings to provide more realistic ratings.
 

1c) Team Results for Capstone® Business Simulation (25%) [Group]

Capstone® Business Simulation results will be based on the performance in each Competition Round.
Team decisions must be uploaded each Seminar prior to the class debrief. Tutors will discuss the progress
on the Competition Rounds and debrief the teams on the results in class. Teams are encouraged to
consider their options and work on their decisions in their own time outside of class.
As indicated in the Program Calendar in the Unit Outline:
l From Competition Round 2 onwards the ‘Advanced Marketing Module’ will be activated.
l From Competition Round 3 onwards the ‘Human Resources (HR) Module’ will be activated.
l In Competition Rounds 4 and 6 the ‘Labour Negotiations Module’ will be activated.
l From Competition Round 5 onwards the ‘Total Quality Management (TQM) Module’ will be
activated.
Company performance is calculated using various predetermined Company Success Measures. Teams will
choose Company Success Measures in accordance with the rules explained in Blackboard > Assessments.
Teams must submit their success measures in the Capstone® Business Simulation by the deadline for
Competition Round 2. In Competition Round 6 teams will have the opportunity to revise their success
measures, at which time they will be final.
At least one computer driven company (team) will be enabled for each Industry. Team Digby has been
selected from the possible computer teams. The purpose of adding computer driven opponent/s is to
moderate the influence of industry performance on Capstone® Business Simulation marks.
 
Executive Shake-up
How many senior executives stay in the same role in the same company for 8 years? The reality is that
senior executives in the C-Suite often change jobs/companies due to personal circumstances or being
headhunted/poached and offered superior working benefits. And if a senior executive leaves a company,
the chances are they will stay in the same industry due to their accumulated knowledge/experience in that
industry.
At the completion of Competition Round 4, there will be a C-Suite ‘Executive Shake-up’ in your class. The
tutor will take one person from each team and transfer them into another team at random. Every team in
the class will have one member leave their company, and a new member join.

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

It is recommended that the remaining senior executives of the company work quickly to integrate the new
senior executive into the company as this will be done at the mid-point of the competition and could have
strategic implications. The new senior executive may also bring valuable insights from the way other
companies do business in your industry.
The senior executive that switches companies will be expected to contribute to their new company and no
longer communicate with their former company, as they are now competitors.
The senior executive that switches companies default marking criteria will be they receive 50% of their
Capstone® Business Simulation mark from their original team’s final score, and 50% from their new team’s
final score. However if the senior executive has contributed well to both companies (as observed by tutor
and evidenced by both Peer Evaluations) they will be entitled to the higher score of the two companies they
have worked within for their grade.
 
End Gaming
Companies are meant to be left as a ‘going concern.’ This assumes each company will remain in existence
long enough for all the assets of the business to be fully utilized. Penalties will be applied to teams who
attempt to unethically ‘End Game’ the Capstone® Business Simulation.
Final simulation results will usually be awarded equally to each team member. Each weekly Competition
Round score (i.e., 1–6) contributes to the calculation of the team’s final mark. After Competition Round 8
the final score is compiled in Capstone® Business Simulation. Each team’s final score (between 1 and 6) is
pro-rated to arrive at the equivalent assessment percentage (i.e., 0-25%).
 
Where required by equity and fairness, tutors will adjust individual marks to reflect the relative
contribution of team members.
 
 
2. Video Business Case Report (20%) [Individual]
This assignment challenges students to formulate a professional response to in-depth issues contained in a
real life Video Business Case. The Video Business Interview and Case to be critiqued will be announced by
Seminar 03 and will be available under Blackboard > Assessments > 2) Video Business Case Report
(20%). Students are encouraged to review the Background video segments for the Video Business Case
selected for analysis.
Students will act as an independent professional business consultant reporting to senior managers of the
company concerned. Students are expected to provide informed and robust advice to this business client.
A sophisticated understanding of the critical aspects of this Video Business Case needs to be
demonstrated. A succinct and high impact report is expected.
The report is expected to be <2,000 words, including an Executive Summary (<300 words) but excluding
References. Introduction, table of contents and appendices are not required and will not be marked.
Students need to display their correct name (underline Lastname), Curtin University ID number, Industry ID,
tutor’s name, tutorial day, time and the total word count on the top right side of the cover page of the
assignment submitted. Assignments exceeding the 2,000 word limit will be penalised 10% of the total
mark for every 100 words over length.
To support assertions made about the case being critiqued refer to the Required Readings provided in the
Unit Outline Program Calendar. Students are strongly advised to refer to a minimum of five relevant and
credible sources. Extension Reading information is provided in Blackboard. In particular, refer to the Hosie,
Forsyth and Baird (2016) paper on Researching and Writing a Video Business Case Report (Blackboard >
Assessments > 2) Video Business Case Report (20%)).
Assignments should address the Video Business Case Report Assessment Rubric provided in Blackboard >
Assessments > 2) Video Business Case Report (20%). Students are strongly advised to read the relevant
Assessment Rubric closely before undertaking this assignment.
Suggested headings for Video Business Case Report
Executive Summary (<300 words required)
For guidance on how to write an effective Executive Summary and develop Decision Criteria refer
to Blackboard > Assessments > 2) Video Business Case Report (20%).
A) Issue
Provide a brief introduction that summarises the main Issue of the case.
B) Causes
Identify the importance of the Causes to the organisation concerned.
C) Alternatives
Develop a set of realistic Alternatives to address the Issue and Causes identified.

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19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
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School of Marketing
 

D) Decision Criteria
Develop a set of Decision Criteria to choose from the Alternative courses of action.
E) Recommended Solution(s)
Decide on Solution(s) to the Issues derived from the Alternatives. For each competing Alternative,
justify why different Solution(s) were chosen or rejected. A preferred Solution(s) needs to be
indicated.
F) Implementation and Implications
Provide realistic suggestions on how these Solution(s) could be implemented in the organisation
concerned within the industry context being scrutinised. Include the managerial and financial
implications for adopting the preferred Solution(s).
An electronic copy of the assignment needs be submitted by the end of the week of Seminar 09 in
Blackboard, as an attachment, via the Turnitin link in Assessments > Video Business Case Report.
Assignments may be resubmitted once to Turnitin to overwrite the initial ‘Originality Report’ to modify the
‘Similarity Index’ until the due date for submission.
An excessive Similarity Index score may indicate a breach of Curtin University Plagiarism Policy and
Procedures. Failure to submit an assignment to Turnitin will result in marks for this assignment being
withheld or the assessment failed. Turnitin's electronic closing date may not be the due date.
Refer to Blackboard under the Assessment tab for more detail on this assignment.
 
 
3. eTests (20%) [Individual]
Whilst attending each Active Learning Seminar (02-11), students are expected to complete an eTest to
ensure learning opportunities are maximised. An eTest is a computer based test used to assess learning
outcomes. eTests are also valuable preparation for fully participating in the Active Learning Seminars. Each
eTest consists of 10 randomly selected Multiple Choice Questions that contribute 2% to the overall mark
for Business Capstone (10 eTests × 2% = 20%).
Conditions for eTest Multiple Choice Questions:
l eTests are online tests conducted through Blackboard.
l Each eTest must be done in the Active Learning Seminar.
l Only one attempt is permitted for each eTest.
l 10 minutes is provided for completing each Seminars eTest (10 questions = 10 minutes).
l Both single best answer questions and multiple selection answer questions are used in the eTests.
l An eTest must be completed in a single session.
l Each eTest is marked by Blackboard and the results made available in Grade Centre in ‘My Grades’
when complete.
Learning material in the eTest includes:
l Business Capstone Unit Outline.
l Capstone® Business Simulation.
l Capstone® Team Member Guide.
l Capstone® video segments linked from QR (Quick Response) Codes.
l Required Readings (Reading List).
l Video lecture segments (Unit Coordinator and Experts).
l Selected Video Business Interview background question videos.
Where multiple answers are correct, the questions are 'zero-biased'.
l Correct answers have positive marks.
l Incorrect answers have negative marks.
l Selecting all answers will generally result in zero marks.
l A negative mark cannot be awarded for any question.
Students are permitted to refer to paper copies of the journal articles, Capstone® Team Member Guide
and/or hand written notes in ENGLISH during the eTest.
l Typed notes are not permitted.
l Copies of questions and/or answers (hand written or otherwise) from any source are not permitted.
l Students must not use any electronic documents, nor access the internet, when doing the eTest.
The possession of unauthorised material in an eTest, or any other form of cheating or attempting to cheat
in an eTest, is not permitted, and will be referred to the appropriate committee for Academic Misconduct.

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

 
4. Company Presentation (20%) [Individual + Group]
Individual and Team Company Presentations will be made in Seminar 12 and are assessed by:
l an Individual Presentation component for content and style worth 10% of the unit assessment.
l a Team Presentation component for content and style worth 10% of the unit assessment are usually
awarded equally to all team members. Students will work in the same team allocated at the
completion of the Capstone® Business Simulation. All team members will be expected to actively
contribute to the presentation. Individual contributions to team presentations will also be assessed
by tutors and marks may be adjusted.
Presentations need to address the Individual and Team Company Presentation Assessment Rubrics
provided under the Assessment tab in Blackboard. Tutors will assess each individual student’s capacity to
‘Work Collaboratively’ and the ‘Achievement of Agreed Outcomes’ sections in the Individual Company
Presentation Assessment Rubric. Tutors cumulative observations in Active Learning Seminars will inform the
marks allocated to individuals for these categories.
Students are expected to rehearse presentations. Students are encouraged to engage with the audience
with the minimal use of notes. Simply reading from notes or presentation slides will result in a fail mark.
Refer to the Blackboard > Assessments > 4) Company Presentation (20%) folder for more advice on
preparing Company Presentations.
Students need to address the marking criteria available in Blackboard > Assessments > 4) Company
Presentation (20%) > Assessment 4 Rubrics.
 
Summary of Company Presentation
Students will act as independent professional business consultants presenting a company’s performance
over an 8 year period. No student will present upon the company they finished the Capstone® Business
Simulation in; rather each team of students will be randomly assigned a company that is not their own to
critically analyse and present.
Presentations are to be given in the context of an external Corporate Advisory Division of an independent
organisation who have been commissioned by the Company Board of Directors as part of a strategic
review. The consultants will be presenting to the relevant company stakeholders; this can be pitched as a
meeting for board members of the company, shareholders of the company or potential investors of the
company.
A short and engaging team presentation of 15-17 minutes maximum (3-4 minutes maximum for each
person) needs to be delivered to stakeholders. Teams and students will be asked to stop once the time
limit is up. Time will be allocated after the presentation for questions.
The presentation is expected to be formal in nature and given as if you are presenting to the chosen
stakeholders of the company. PLEASE NOTE: A formal presentation does not equal a boring presentation!
Do not let the word ‘formal’ stifle your creativity when presenting; interaction and creativity in your
presentation are encouraged. You are expected to use the skills you have learnt over the course of your
degree to keep the stakeholders interest.
Teams are challenged to develop a high impact presentation that thoroughly reviews the company’s
performance; this involves identifying common themes and including ideas related to the business
scenarios encountered. Teams are challenged to directly and honestly evaluate this process.
 
Requirements for Company Presentation
1)  Introduction
Introduce your team/consultancy.
2)  Review Company Performance
MUST COVER:
l Company story (focus on the journey, not numbers)
l Company strategy
l Company mistakes
l Ethical considerations.
3)  Analysis of Executive Shake-up
MUST COVER:
l Company status after shake up (results improve or decline)
l Strategy adjustments
4)  Competitor Comparison/Future Potential
CHOOSE ONE OR TWO OF THE FOLLOWING:

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School of Marketing
 

l Competition analysis
l Real life company comparison
l Future performance
l Company evaluation/Company's worth (Mergers and Acquisitions).
5)  Conclusion
Summarise the key points of the presentation.
6)  Questions
Questions will be asked by your peers and/or your tutor - Informed, logical and realistic answers are
expected by the presenting team.
 
Teams are strongly advised to refer to a minimum of three (3) credible sources that inform how the
Capstone® Business Simulation was managed. This includes Video Business Interviews or Cases, and
Required and/or Extension Readings that relate to the business challenges inherent in managing this
business. Specifically relate these sources to the analysis of the company being reviewed in the
presentation.
Students are expected to be sensitive to other students’ feelings. At all times students should not
personally criticise fellow students. Refer to the Student Charter for information about Curtin’s Values of
Integrity, Respect, Courage, Excellence and Impact.
A member of each team is required to upload an electronic copy (e.g., PowerPoint slides, Prezi link, etc.) of
the company presentation in Blackboard > Assessments > 4) Company Presentation (20%) > Team
Company Presentation Submission before the presentation in Seminar 12.
A hard copy of the presentation slides MUST be submitted to the tutor prior to the start of the
presentation.
Refer to Blackboard under ‘Assessment’ for more detail on this assignment.
 
Tutors may adjust marks to reflect the relative contribution of individual team members.
 

Pass requirements

l Must achieve an overall mark equal to or above 50% and attempt all assessments.

Fair assessment through moderation

Moderation describes a quality assurance process to ensure that assessments are appropriate to the learning
outcomes, and that students work is evaluated consistently by assessors. Minimum standards for the moderation
of assessments are described in the Assessment and Student Progression Manual, available from
policies.curtin.edu.au/findapolicy/

Late assessment
Where the submission of a late assessment is permitted, late penalties will be consistently applied in this unit.
Where a late assessment is permitted for an assessment item or the entirety of the unit (refer to the Assessment
Schedule table in this Unit Outline) and the student does not have an approved assessment extension:

1. For assessment items submitted within the first 24 hours after the due date/time, students will be penalised
by a deduction of 5% of the total marks allocated for the assessment task;
2. For each additional 24 hour period commenced an additional penalty of 10% of the total marks allocated
for the assessment item will be deducted; and
3. Assessment items submitted more than 168 hours late (7 calendar days) will receive a mark of zero.

Where late assessment is NOT permitted for an assessment item or the entirety of the unit (refer to the
Assessment Schedule table in this Unit Outline) and the student does not have an approved assessment extension:

1. All assessment items submitted after the due date/time will receive a mark of zero.

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Assessment extension
Where an application for an assessment extension is permitted for an assessment item(s) within this unit (refer to
the Assessment Schedule table in this Unit Outline):

1. A student unable to complete an assessment item by/on the due date/time due to exceptional
circumstances beyond the student's control, must apply for an assessment extension using the Assessment
Extension Application Form (available from the Forms page at students.curtin.edu.au/administration/) as
prescribed by the Academic Registrar.
2. The student will be expected to lodge the form with supporting documentation to the school representative
nominated below.
3. Failure to submit this application in a timely manner, may impact upon the assessment process. For
applications that are declined this may have significant ramifications on the possible marks awarded.
4. An application may be accepted up to five working days after the due date/time of the assessment item
where the student is able to provide a verifiable explanation as to why he or she was not able to submit the
application prior to the assessment due date/time.

Where an application for an assessment extension is NOT permitted for an assessment item(s) within this unit
(refer to the Assessment Schedule table in this Unit Outline):

1. All assessment items submitted after the due date/time will be subject to late penalties or receive a mark of
zero depending on the unit permitting late assessment submissions.

School Representative for this unit:

For all assessment extensions please contact your Unit Coordinator; refer to page one of this Unit Outline for
contact details.

Deferred assessments
If your results show that you have been granted a deferred assessment you should immediately check OASIS for
details.

Further assessment
Further assessments, if granted by the Board of Examiners, will be held between 03/02/2020 and 14/02/2020 .
Notification to students will be made after the Board of Examiners meeting via the Official Communications
Channel in OASIS.
It is the responsibility of the student to be available to complete the requirements of a further assessment. If your
results show that you have been granted a further assessment you should immediately check OASIS for details.

Reasonable adjustments for students with disabilities/health circumstances likely to impact on

studies
A Curtin Access Plan (CAP) is a document that outlines the type and level of support required by a student with a
disability or health condition to have equitable access to their studies at Curtin. Carers for people with disability
may also be eligible for support. This support can include alternative exam or test arrangements, study materials
in accessible formats, access to Curtin's facilities and services or other support as discussed with an advisor from
AccessAbility Services.
Documentation is required from your treating Health Professional to confirm your health circumstances or carer
responsibilities.
If you think you may be eligible for a CAP, please contact AccessAbility Services. If you already have a CAP please
provide it to the Unit Coordinator in week 1 of each study period.

Referencing style
The referencing style for this unit is Chicago.
More information can be found on this style from the Library web site:
http://libguides.library.curtin.edu.au/referencing.

MKTG3000 Business Capstone Page: 10 of 16

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Privacy
As part of a learning or assessment activity, or class participation, your image or voice may be recorded or
transmitted by equipment and systems operated by Curtin University. Transmission may be to other venues on
campus or to others both in Australia and overseas.
Your image or voice may also be recorded by students on personal equipment for individual or group study or
assessment purposes. Such recordings may not be reproduced or uploaded to a publicly accessible web
environment. If you wish to make such recordings for study purposes as a courtesy you should always seek the
permission of those who are impacted by the recording.
Recording of classes or course materials may not be exchanged or distributed for commercial purposes, for
compensation, or for any other purpose other than personal study for the enrolled students in the unit. Breach of
this may subject a student to disciplinary action under Statute No 10 – Student Disciplinary Statute.
If you wish to discuss this please talk to your Unit Coordinator.

Copyright
The course material for this unit is provided to you for your own research and study only. It is subject to
copyright. It is a copyright infringement to make this material available on third party websites.

Academic Integrity (including plagiarism and cheating)

Academic Integrity
Curtin's Student Charter, Academic Integrity Program (AIP), and core Values guide expectations regarding student
behaviour and responsibilities. Information on these topics can be found on the Student Essentials Website or the
Academic Integrity tab in Blackboard.
Academic Integrity Warnings
An Academic Integrity Warning may be issued to a New-to-Curtin student if they have inadequately acknowledged
sources or collaborated inappropriately. The Management of Academic Integrity Warnings for New to Curtin
Students Procedures provide further information and explain who is considered to be New-to-Curtin.
Academic Misconduct
Students with an academic breach that do not meet the New-to-Curtin criteria will be managed through the
misconduct process. Academic Misconduct means conduct by a student that is dishonest or unfair in connection
with any academic work. This includes all types of plagiarism, cheating, collusion, falsification or fabrication of data
or other content, and Academic Misconduct Other, such as falsifying medical certificates for extension. More
details can be found on the Student Essentials Website or on the Academic Integrity Website.
Staff members are required to report suspected misconduct and an inquiry may take place. If misconduct is
determined it will result in penalties, which may include a warning, a reduced or nil grade, a requirement to repeat
the assessment, an annulled grade (ANN) or termination from the course. Some penalties may impact on future
enrolment.
Academic work under inquiry will not be graded until the process has concluded. If your work is the subject of an
inquiry you will be notified by email and Official Communication with an opportunity to respond. Appropriate
support will be provided. For more information refer to Statute No.10 Student Discipline and Academic
Misconduct Rules.

Information and Communications Technology (ICT) Expectations

Curtin students are expected to have reliable internet access in order to connect to OASIS email and learning
systems such as Blackboard and Library Services.
You may also require a computer or mobile device for preparing and submitting your work.
For general ICT assistance, in the first instance please contact OASIS Student Support:
oasisapps.curtin.edu.au/help/general/support.cfm
For specific assistance with any of the items listed below, please contact The Learning Centre:
life.curtin.edu.au/learning-support/learning_centre.htm

l Using Blackboard, the I Drive and Back-Up files

l Introduction to PowerPoint, Word and Excel

MKTG3000 Business Capstone Page: 11 of 16

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Additional information
For important information about the Assessment Rubrics used to mark assignments refer to the Assessment
folder in Blackboard:

l Video Business Case Report Assessment Rubric

l Individual Company Presentation Assessment Rubric
l Team Company Presentation Assessment Rubric

Completed assessment rubrics and marks allocated will be available to students under the Blackboard Grade
Centre > 'My Grades'.
 
Learning Environment
During this unit the Blackboard environment is used extensively to support communication, for record keeping and
the deployment of learning resources. Students and tutors are advised to regularly check Announcements in
Blackboard.
Capsim® Business Simulation
The Capsim® Capstone® simulation is only accessible through Blackboard. Students must click the button on the
left-hand side of the Business Capstone Blackboard page titled Capstone® Business Simulation.
Doing this will present you with the following message: You are now leaving Blackboard and logging into Capsim:
www.capsim.com - Please ensure that you have pop-up blockers - disabled. If you are using an Apple Mac, please use
Chrome or Firefox - Safari users may experience issues. Click through the prompts and you will arrive at the
Capstone® Business Simulation.
Video Business Interviews, Cases & Presentations
Essential Seminar Preparation and Active Learning Seminars Video Business Interviews and Cases are provided for
analysis. These Interviews and Cases have been sourced and recorded specifically for Business Capstone to
provide learners with exclusive access to video insights from local and international executives and managers
from a wide variety of organisations. The videos can be viewed by clicking a non-searchable YouTube link
available in Blackboard. Additional multimedia learning material is also available in Blackboard.
Curtin Library Resources
Research is an essential part of academic study. Curtin’s Library provides a range of online resources that are
available to help develop information literacy skills that are accessible from the ‘Learning Hub’ in Blackboard.
These resources are designed to help access useful information in an efficient manner. Do make use of them.
Electronic databases containing extensive information about companies can be accessed in Blackboard Unit
Resources and Curtin Library Databases A-Z (http://databases.library.curtin.edu.au/) for links to Business Source
Complete - MarketLine/Medtrack Reports, DatAnalysis, Annual Reports Online, Factiva and Orbis (provides
information on over 100 million private and public companies, including ownership structure, subsidiaries,
financials, SWOT analysis, comparison between companies).
Required Reading and Viewing
There is no textbook or study guide for this unit. ALL essential Seminar preparation, including Required Reading,
viewing video segments etc. must be completed before attending each Active Learning Seminar.
The Capstone® Team Member Guide
The Capstone® Team Member Guide. Capsim® Management Simulation Inc is Required Reading and can be
downloaded free from either:

1. Blackboard: To access the PDF (.pdf) file from Blackboard select Unit Resources then click on Capstone
Resources and download the Capstone Team Member Guide.
2. Capstone® Business Simulation: For access via the Capsim® website click on ‘Help’ on the left hand side,
then click ‘PDF guide’ to download the Capstone Team Member Guide. Capsim® Management Simulation Inc
in either English, Spanish, Slovak, Chinese (Traditional or Simplified).

Team Mission, Values and Strategies is a required submission but is not directly assessed.
 
Enrolment
It is your responsibility to ensure that your enrolment is correct - you can check your enrolment through the
eStudent option on OASIS, where you can also print an Enrolment Advice.

MKTG3000 Business Capstone Page: 12 of 16


Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Student Rights and Responsibilities

It is the responsibility of every student to be aware of all relevant legislation, policies and procedures relating to
their rights and responsibilities as a student. These include:

l the Student Charter

l Values and Signature Behaviours
l the University's policy and statements on plagiarism and academic integrity
l copyright principles and responsibilities
l the University's policies on appropriate use of software and computer facilities

Information on all of the above is available through the University's "Student Rights and Responsibilities" website
at: students.curtin.edu.au/rights.

Student Equity
There are a number of factors that might disadvantage some students from participating in their studies or
assessments to the best of their ability, under standard conditions. These factors may include a disability or
medical condition (e.g. mental illness, chronic illness, physical or sensory disability, learning disability), significant
family responsibilities, pregnancy, religious practices, living in a remote location or another reason. If you believe
you may be unfairly disadvantaged on these or other grounds please contact Student Equity at eesj@curtin.edu.au
or go to http://eesj.curtin.edu.au/student_equity/index.cfm for more information.
You can also contact AccessAbility Services: http://bit.ly/accessability-curtin (disability/health related grounds) or
https://students.curtin.edu.au/personal-support/faith/ (religious/faith related) for further information.
It is important to note that the staff of the university may not be able to meet your needs if they are not informed
of your individual circumstances so please get in touch with the appropriate service if you require assistance. For
general wellbeing concerns or advice please contact Curtin's Student Wellbeing Advisory Service at:
http://life.curtin.edu.au/health-and-wellbeing/student_wellbeing_service.htm

Recent unit changes

Students are encouraged to provide unit feedback through eVALUate, Curtin's online student feedback system.
For more information about eVALUate, please refer to evaluate.curtin.edu.au/info/.

To view previous student feedback about this unit, search for the Unit Summary Report at
https://evaluate.curtin.edu.au/student/unit_search.cfm. See
https://evaluate.curtin.edu.au/info/dates.cfm to find out when you can eVALUate this unit.

Recent changes to this unit include:

Changes are made to the unit in most semesters, often in response to student feedback from eVALUate. We are
grateful to those students who took the time to provide comments on the most helpful aspects of the unit and on
how it might be improved.

l New Video Business Interviews have been added to the series.

l The format of the Learning Modules in Blackboard has been simplified.
l A Reading List has been created and implemented.
l Clearer, more helpful Practice Round 1 data has been created.
l eTest question banks have been revised with ambiguous questions being revised or deleted.
l The FAQ section has been updated.

Many students considered the workload for this unit challenging, especially in the initial 3-4 Active Learning
Seminars. Student workload expectations are consistent with Curtin policies. The student workload will not be
increased and, where appropriate, will be reduced.

MKTG3000 Business Capstone Page: 13 of 16

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Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

Program calendar
SEMINAR / ESSENTIAL SEMINAR PREPARATION ACTIVE LEARNING ASSESSMENT
TOPIC (to be done before attending ACTIVE LEARNING SEMINAR) SEMINAR AND
SUBMISSIONS

Seminar 01: Read Business Capstone Unit Outline. Discuss Unit Outline.  

Introduction Read and re-read the Capstone® Team Member Guide, 1-25. Watch all the videos. Employer Expectations of
and Graduates.
View all the PowerPoints.
Overview.
What Millennials Want.
Read all the Required Reading articles.
29/7/2019 –
Orientate to Video
2/8/2019 Gilbert, J. 2011. The Millennials: A New Generation of Employees, A New Set of
Business Interviews.
Engagement Policies, Ivey Business Journal Online (Sept/Oct 2011): 1-3.
Access Capsim®
Groysberg, B., L.K. Kelly, and B. MacDonald. 2011. The New Path to the C-Suite,
Registration Numbers in
Harvard Business Review 89(3): 60-68.
Grade Centre in Bb.
Gilbert, F. 2012 (7 June). How to Wreck a Career at the C-level. Corpmagazine: 1-1.
Exercise Wrecking Career
Begin Preparation Tasks for Capstone® Business Simulation. at C-level.

Seminar 02: Read and re-read the Capstone® Team Member Guide, 1-25. Inform about Capstone® eTest MCQs
requirements. for Seminar 02
Personal and Borgatti, S. 2004. Manual for Working in Teams: 1-4.
in Bb.
Team Allocate team members.
Hackman, R. 2011. Six Common Misperceptions about Teamwork, Harvard Business
Dynamics
Review (HBR Blog Network): 1-1. Access Capsim®
Overview.
Registration Numbers in
Druskat, V.U., and S.B. Wolff. 2001. Building the Emotional Intelligence of Groups.
5/8/2019 – Grade Centre in Bb.
Harvard Business Review 79(3): 80-90.
9/8/2019
Video Capstone®
Video Working Positively in Teams and Peer Evaluation.
Introductory Lesson.
Video Capstone® QR Code Situation Analysis.
Conduct Investors
Video Business Interview - Hockey Australia (Shane Tonkin). Inquisition.
Continue Preparation Tasks for Capstone® Business Simulation. Practice Round 1 (Data
Entry and Upload in
Capstone® Business
Simulation).
Building Emotional
Intelligence exercise.

Seminar 03: Read and re-read the Capstone® Team Member Guide, 1-25. Practice Round 2 (Making eTest MCQs
Decisions in Capstone® for Seminar 03
Governance Online Capstone® Team Member Guide: Chapter 12 – Six Basic Strategies.
Business Simulation) and in Bb.
and Strategy
Collis, D.J. and M.G. Rukstad. 2008. Can You Say What Your Strategy Is? Harvard debrief feedback.
Overview. Complete
Business Review 86(4): 82-90.
Conduct Stakeholder Simulation
12/8/2019 –
Freeman, R.E., A.C. Wicks, and B. Parmar. 2004. Stakeholder Theory and the Analysis. Preparation
16/8/2019
"Corporate Objective Revisited," Organization Science 15(3): 364-369. Tasks in
Prepare Mission, Values
Capstone®
Videos Stakeholder Theory. and Strategies.
(10%).
Video Capstone® QR Code Customer Survey Score + Capstone Courier.
Video Business
Video Business Interview - SALCRA (Joseph Blandoi). Case Report
Video Business Interview - Sarawak Energy (Aisah Eden). (20%) released
in Bb.
Video Business Interview - Synergy (Karl Matacz).

Seminar 04: Online Capstone® Team Member Guide: Ch 1.4.*, Ch 4.4 - Finance. Competition Round 1 and eTest MCQs
debrief feedback. for Seminar 04
Accounting, Capstone Debrief Rubric: 26-27.
in Bb.
Finance and Continue preparing
Makridakis, S., R.M. Hogarth, and A. Gaba. 2010. Why Forecasts Fail. What to do
Economics Mission, Values and Submit
Instead. MITSloan Management Review 51(2): 83-90.
Overview. Strategies. Mission,
Hsu. S. 2012. The Increasing Virulence of Man-made Crises: Financial Crises and Values and
19/8/2019 –
Global Instability. Journal of Economic Issues 46(2): 491-498. Strategies in
23/8/2019
Bb.
Video Accounting and Finance Business Fundamentals.
Video Capstone® QR Code Finance + Forecasting.
Video Business Interview - KPMG (Caron Sugars).
Video Business Interview - Ernst & Young (Mark Cotter).

MKTG3000 Business Capstone Page: 14 of 16


Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

26/8/2019 - Tuition Free Week

30/8/2019

Seminar 05: Online Capstone® Team Member Guide: Ch 7.4 – Advanced Marketing. Competition Round 2 and eTest MCQs
debrief feedback for Seminar 05
Marketing, Capstone Debrief Rubric Report, pp. 26-27.
[Advanced Marketing in Bb.
Production,
Lusch, R.F. and S.L. Vargo. 2012 (15 May). Marketing Value, Marketing News, p 30. Module
R&D Choose and
activated from Competition
Overview. Dutta, S. 2010. What's your Personal Social Media Strategy? Harvard Business upload
Round 2].
Review 88(11): 127-130. Company
2/9/2019 –
Develop social media Success
6/9/2019 Video Marketing, Production, R&D Business Fundamentals.
marketing strategies. Measures in
Video Capstone® QR Code Marketing + Production + R&D. Capstone®.
Review Advanced Marketing Tutorial and Quiz in Capstone®.
Video Business Interview - Inbound Marketing Agency (Adam Rowles).
Video Business Interview - Valmec (Kelvin Andrijich).

Seminar 06: Online Capstone® Team Member Guide: Ch 7.2 – Human Resources. Competition Round 3 and eTest MCQs
debrief feedback [HR for Seminar 06
Human Capstone Debrief Rubric Report, pp. 26-27.
Module in Bb.
Resource
Hosie, P., J. Forsyth and M. Baird. 2016. Researching and Writing a Video Business activated from Competition
Management Submit Peer
Case Report. Round 3].
Overview. Evaluation 1 in
Samnani, A., and P. Singh. 2011. Stop Chasing Best Practices: Focus on Fit for your Video Business Case Capstone®.
9/9/2019 –
HR Function. People & Strategy, 34(1): 34-36. Report review.
13/9/2019
Bassi, L. 2011. Raging Debates in HR Analytics. People & Strategy 34(2): 14-18.
Video Human Resources Business Fundamentals.
Video Capstone® QR Code Situation Analysis + Forecasting.
Review HR Tutorial and Quiz in Capstone®.
Video Business Interview - Randstad (Michael Smith).
Video Business Interview - Finesse Consulting (Sara Salomone).

Seminar 07: Online Capstone® Team Member Guide: Ch 7.3 – Labor Negotiations. Competition Round 4 and eTest MCQs
debrief feedback [Labor for Seminar 07
Labour Hosie, P., J. Forsyth and M. Baird. 2016. Researching and Writing a Video Business
Negotiations Module in Bb.
Negotiations Case Report.
activated in Competition
and Ethics Team
Reitz, H. J., J. A. Wall, and M. S. Love. 1998. Ethics in Negotiation: Oil and Water or Round 4].
Overview. observation by
Good Lubrication? Business Horizons 41(3): 5-14.
Video Business Case tutor.
16/9/2019 –
Donaldson, T. 1996. Values in Tension: Ethics Away from Home. Harvard Business Report review.
20/9/2019
Review 74 (5): 48-62.
Video Labour Negotiations Business Fundamentals.
Video Business Interview - Institute for Respiratory Health (Cameron Agnew).
Video Business Interview - Kinship Connections (Ann Oakley).

Seminar 08: Online Capstone® Team Member Guide: Ch 7.1 – TQM/Sustainability Initiatives. Competition Round 5 and eTest MCQs
debrief feedback [TQM for Seminar 08
Management Khurana, R., and N. Nohria. 2008. It's Time to Make Management a True Profession.
Module in Bb.
Overview. Harvard Business Review 86(10): 70-77.
activated from Competition
Team
23/9/2019 – Antonakis, J., M. Fenley, and S. Liechti. 2012. Learning Charisma. Harvard Business Round 5].
observation by
27/9/2019 Review, 90(6): 127-130.
Critique Hippocratic Oath tutor.
Stadler, C and D. Dyer. 2013. Why Good Leaders don’t Need Charisma, MITSloan for Managers.
Management Review 54(3): 95-96.
Video Business Case
Defining Critical Thinking. 2011. Foundation for Critical Thinking: 1-1. Knott, D. 2000. Report review.
Critical Reading Toward Critical Writing, Toronto: 1-2.
Video on TQM Business Fundamentals.
Review TQM Tutorial and Quiz in Capstone®.
Video – Critical Thinking (Chris Symonds and Peter Hosie).
Video Business Interview - Accenture Strategy (Eduardo Valente).
Video Business Interview - The Cultural Connection Code (Kia Dowell).
Video Business Interview - Yirra Yaakin Theatre Company (Kyle Morrison / Clothilde
Bullen).

MKTG3000 Business Capstone Page: 15 of 16


Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law
Faculty of Business and Law 
School of Marketing
 

30/9/2019 - Tuition Free Week

4/10/2019

Seminar 09: LaValle, S., M.S. Hopkins., R. Lesser, R. Shockley, and N. Kruschwitz. 2010 (24 Oct). Competition Round 6 and eTest MCQs
[Analytics: The New Path to Value] Executive Summary. MITSloan Management debrief feedback [Labor for Seminar 09
Business
Review: 1-27. Negotiations Module in Bb.
Information
activated in Competition
Systems, Video Business Interview - Ajilon (Carlo Calleri). Revise
Round 6].
Supply Chain Company
Video Business Interview - Adobe (Stephen Hamill).
and Logistics Executive Summary for Success
Overview. Video Business Case Measures in
Report. Capstone®.
7/10/2019 –
11/10/2019 Submit Video
Business Case
Report (20%)
in Bb.
Team
observation by
tutor.

Seminar 10: Bloom, N., C. Genakos, R. Sadun, and J. Van Reenen. 2012. Management Practices Competition Round 7 and eTest MCQs
Across Firms and Countries, The Academy of Management Perspectives 26(1): 12- debrief feedback. for Seminar 10
International
33. in Bb.
Business Introduction to Company
Overview. Video Business Interview - SITA (Stephen Baird). Presentations. Team
observation by
14/10/2019 – Video Business Interview - ANZ (Sanjoy Sen).
tutor.
18/10/2019

Seminar 11: Eccles, R. G., K. M. Perkins, and G. Serafeim. 2012. How to Become a Sustainable Competition Round 8 and eTest MCQs
Company, MITSloan Management Review 53(4): 43-50. debrief feedback. for Seminar 11
Business
in Bb.
Sustainability Spreitzer, G., and C. Porath. 2012. Creating Sustainable Performance, Harvard Teams discuss Capstone®
and Business Review 90(1/2): 92-99. results. Submit Peer
Resilience Evaluation 2 in
Ray Anderson: The business logic of sustainability Video - Body Language.
Overview. Capstone®.
(http://www.ted.com/talks/ray_anderson_on_the_business_logic_of_sustainability.html)
Video - Personal Branding.
21/10/2019 – Results Team
Video Business Interview - Wood & Grieve Engineers (Prasanna Suraweera).
25/10/2019 Discussion and Simulation
Video Business Interview - Oil and Gas Company (Praveen Kumar). preparation on Company (25%).
Presentations.
The articles and videos below are not included in eTest 11: Feedback and
discussion on
Select talks in TED: Ideas worth spreading (http://www.ted.com/talks)
results.
The 20 most-watched TED talks to date (http://blog.ted.com/2012/08/21/the-20-
most-watched-ted-talks-to-date/comment-page-3/)
10 incredible TED talks that will make you more productive
(http://ayearofproductivity.com/10-ted-talks-make-you-more-productive/)
Three Minute Thesis Competition. The Drum. ABC.
(http://www.abc.net.au/news/2012-10-15/three-minute-thesis-competition/4309660)

Seminar 12: Prepare questions for other teams. Order of presentations Assess
determined in class. Individual and
Company
Team
Presentations, Deliver Company
Company
Conclusion Presentations.
Presentations
Debrief and
Evaluation of Individual (20%).
Wrap-up.
and Team Company
28/10/2019 – Presentations.
1/11/2019
Feedback on Company
Presentations.
Conclusion.
Wrap-up Debrief.

MKTG3000 Business Capstone Page: 16 of 16


Bentley Campus CRICOS Provider Code 00301J
19 Jul 2019 The only authoritative version of this Unit Outline is to be found online in OASIS
School of Marketing, Faculty of Business and Law