Queens University of Technology (QUT) is a university based in Australia. It specializes in various courses and research methods. It is situated in Brisbane and has a population more than 40,000 learners. Among these learners, 6,000 are international students. The university also boasts of a faculty of 4,000 lecturers. QUT has a yearly budget of 750 million Australian Dollars. It is recognized worldwide as an international university that specializes in Information Technology research. In this paper, I will research and develop an Integrated Marketing Communication (IMC) strategy for QUT applying my knowledge on IMC theory and its process. There are three objectives to be considered in developing a proper IMC strategy for the QUT. These strategies include improvement of revenue, increased output, and expansion of the organization. These strategies are related to the mission of the organization as they are aimed at improving and moving forward the organization and hence expansion of the organization activities. They are related to the QUT’s vision of the better future, whereby they outweigh their competitors in that the objectives are to increase output and quality of the services provided by an organization in order to attract more potential customers and clients. These objectives are related to the IMC strategy of the organization in the regard that the improvement of revenue, increased output and expansion of the organization will work well within the organizations which puts peoples’ needs on the first place. In addition, these strategies are focused on the direct needs of the customers as well. Thus, the company which practices these strategies is able to win more clients, and hence increased output for the QUT, improved revenues and ultimately expansion of the QUT. In developing a proper IMC strategy for the QUT, another important objective to consider would be a performance measure for the revenue of QUT. It suggests a regular observation of the bookkeeping accounts in order to keep a score of the current revenue compared to the previous one. For the increased output objective, the best metric would be a regular checkup of the amount of stocks on a daily basis and monitoring of the amount of sales as well. This should be compiled and compared to previous scores. Finally, while developing a proper IMC strategy for QUT, an important objective to consider would be the objective of the expansion of QUT which should be measured. It could be measured by means of looking at the output, the revenues of the company, the number of employees, and, ultimately, the number of clients it serves, and this should be compared to previous scores (Belch, 1997). It is also important to develop at least one expected level of performance for every objective. In developing an IMC strategy for the QUT, we, first of all, should measure human resources, organizational and informational capital. The measurements we use in order to evaluate the company’s learning and growth are human capital, organizational capital, and informational capital. Human capital of QUT should be a key focus when developing objectives and measures for the IMC strategy to be applied for QUT. It is a very important asset in the daily operations of a company, and the availability and efficiency of the organization’s human capital is vital in its performance (Belch 1997). Human capital of QUT determines the amount of output that a company will give, as it is the performance of the workers that should be taken into consideration. It als