Singapore Management University: Marketing a Master of Business Administration Programme

• Main Authors: RAMASWAMI, S., LEE, Michelle P., CHAN, Chi Wei
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2019
• Subjects: Brand equity; International marketing; Strategic positioning; Brand extension; Education marketing; Education; Marketing
• Online Access: https://ink.library.smu.edu.sg/cases_coll_all/265; https://smu-my.sharepoint.com/personal/chiweichan_smu_edu_sg/_layouts/15/onedrive.aspx?listurl=https://smu.sharepoint.com/sites/admin/CMP&id=/sites/admin/CMP/cases/SMU-19-BATCH [PDF-Pic]/SMU-19-0002 [SMU MBA]/SMU-19-0002 [SMU MBA].pdf&parent=/sites/admin/CMP/cases/SMU-19-BATCH [PDF-Pic]/SMU-19-0002 [SMU MBA]
• Institution: Singapore Management University

Lieven Demeester was the Associate Dean of the Singapore Management University (SMU) Master of Business Administration (MBA) programme. The University was launched in 2000 as a school with a distinctive approach to undergraduate education relative to two well entrenched local competing business schools – both in terms of a broad-based curriculum and an interactive pedagogy that aimed at developing students with strong communication and collaborative skills. In 2008, SMU launched an MBA programme with a small cohort of 45 students (including both part-time and full-time) students. Since then, the programme had undergone a few changes to its curriculum and had expanded in size to around a hundred full-time and part-time students. SMU capitalised on its location in the heart of Singapore to attract foreign candidates who were keen to work in the country. However, regulatory changes had made it more difficult for foreign students to find jobs in the country after graduation. The MBA programme was especially important because growth of the undergraduate programme was constrained by the Ministry of Education, which subsidised tertiary education. Also, it is usually the flagship programme of a business school. The recruitment team regularly travelled to hold roadshows and information sessions within Asia while the marketing team used social and traditional media to raise awareness for the programme. The career services team was expanded to help students in their job searches. Deemester was considering getting the programme ranked internationally. How could he differentiate the SMU MBA programme from competing programmes, taking into account the needs of its target market?