Transcript 8a.MarketingandPositioningHRDProgrammes

An interesting Survey
“ Would you please give your most opinion about solutions
to the food shortage in the world”
The survey was a HUGE FAILURE
In Africa they did not know what “food” meant
In Western Europe they did not know what “shortage”
meant
In Eastern Europe they did not know what “opinion” meant
In Middle East they did not know what “solution” meant
In South America they did not know what “honest” meant
And in the USA they did not know what “the rest of the
world” meant
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Marketing and Positioning HRD
Programmes
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Developing a Marketing Plan for HRD
o Mission: Who is to be served & satisfied? What is to be
satisfied? How are users needs to be satisfied?
o External environmental analysis: Opportunities &
constraints (threats)
o Internal environmental analysis: Strengths & weaknesses
o Objectives and goals: Operational, quantifiable, measurable
o Target market: A set of people who have actual/potential
interest in the service and the ability to pay
o Marketing mix: Product, price, promotion & place
o Marketing strategy: The master plan
o Marketing plan: The final outcome of the process
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Mission
External Environmental
Analysis
Internal environmental
Analysis
Opportunities & Constraints
Strengths & Weaknesses
- PESTLE
- Resources Availability
- Competitive environment
- Financial conditions
- Managerial abilities
- Present facilities
- Organizational image
- Centralized vs. Decentralized
Objectives & Goals
Target Market
Marketing Mix
Marketing Strategy
Marketing Plan
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Target Market
Market = A set of people {Interest + Ability}
e.g. Commercial Bank
Jobs (Market segments) – Credit; treasury; customer
service; sales and marketing; HR and executives
Trainings (product segments) – Credit rating; forex;
interpersonal relationship; customer orientation; general
management skills; sales and principles of banking
o
o
o
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Product market concentration
Product specialization
Market specialization
Selective specialization
Full coverage
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Marketing Mix
1. Product/Service – HRD courses or learning activities
(a) Portfolio analysis (dogs; question marks; stars; cash cows)
(b) Concept life cycle (introductory (exposure); growth
(acceptance); maturity; saturation; decline/dying)
2. Promotions – Advertisements, publicity, direct selling
3. Price – Cost of courses to departments or lost
productivity
4. Place – Course location and facilities
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1a. Product/Service: Portfolio Analysis
High Demand
High Growth
Low Growth
Low Demand
QUESTION MARKS:
Ensure cash
heavily to increase
exceeds
market share or flow
required
liquidate
investment for
growth
DOGS:
CASH COWS:
Foundation of a
Ensure cash flow
company; high
or liquidate
profits; low
investment
STARS: Invest
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1b. Product/Service: Concept Life Cycle
Concept Life Cycle: The product life cycle suggests that
any product moves through a sequence of identifiable
stages, each of which is related to the passage of time and
the generation of demand. Course in terms of life cycle.
– Introductory phase: Many products do not survive this stage;
competition from existing products; need to invest a lot of time
and energy
– Growth phase: Product benefit now accepted; demand can grow
rapidly; product can turn into a star
– Maturity phase: Demand peaks and stabilizes; product
modification and promotion ploys used to sustain demand; look
for untapped market segments
– Saturation phase: Similar products available from many sources;
price goes down as providers outstrip demand; goes into decline
– Decline/dying stage: End of profitable life cycle; turns into dog;
continuation associated with declining demand and non-effective
promotion; continuation for sentimental reasons not logic
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2. Promotion
The process of communicating effectively with the
people or organizations who are existing or potential
customers to create a favorable image of products or
services. In HRD it would maintaining or increasing the
range of services, consistent support from key
stakeholders and the existence of positive climate for
learning. Significant promotional activities include:
– Personal selling: Person-to-person contact either face to face or
phone about the value of learning and importance of HRD. The
approach is tailored to each individual enabling dialogue and
feedback
– Advertising: It is more than informing, it also persuading about
service benefits and stating why it is superior to others. It
ought to reinforce existing positive attitudes. Equally important
to stay visible. Secondary sources are word-of-mouth and
personal recommendation
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3 & 4. Price & Place
Price is becoming an issue for the HRD programs that
are being offered. Departments are staring to compare
HRD programs offered internally with those offered by
outside service providers.
Price sensitivity: The likely effect that a given price will
have on the level of demand. Inelastic vs elastic to
price. Sometimes HRD practitioners may need offensive
pricing.
Place: Outlets or locations from which the customer can
access the service. Ensure that the HRD programs is
available when and where customers want it. Classroom
based, distance learning, computer based, video
conferencing in an attempt to reach learners more
effectively.
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Marketing Strategies
o To build – Potential of improving current position
o To hold – Preserve the current position
o To harvest – Focuses on short term results (maximise)
o To divest – Divesting resources elsewhere
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Marketing Plan
Some implications:
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2.
3.
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Focuses on the needs of the user
Increases awareness about the importance of the
exchange process
Forces HR deptt to go through a “re-think” process
Determine the most appropriate market
Determine appropriate marketing variables
Target market & market mix help establish strategic
approaches
Improve the image of the HRD programmes
Ultimate goal is to tailor the Plan around the needs of the user
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Thank you !
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