marketing implemtation

Marketing controls
Tom
I am not sure what you mean by ‘control’ in this context. The plan should set out who does what, so the main controls are in-built.
Also, at first, I assumed you were talking about the internal marketing of L&D, which I am more than happy to comment on. But on second reading I am wondering about whether this is relates to corporate marketing, so would you clarify this. Finally, what are you researching/launching (a leadership programme, new elearning, or a whole new L&D philosophy and offering)?

If it is the marketing of L&D, which is why I guess you have posted here, I’d suggest the following:
1. Marketing research – segment the organisation (eg by job role, location, etc) and examine existing data (eg evaluation results) to see what that tells you before doing new research. Qualitative data around wants and expectations is sometimes missing from a traditional needs analysis but is vital in my view, so that may be a good place to start. ‘Control’ would come from a project plan to ensure deadlines are met.
2. Analysis – collation and number crunching is simple. The tricky bit is the intelligent interpretation of the data and deciding what to do about it. For example, if half want a course and half don’t, is it all the less experienced staff who need training, or is it the part-timers who say they don’t want to go on a course?
3. Launch – great profile can be had if you have a big new product or a genuinely new brand.
4. Follow up – link this to evaluation (in my view) – most evaluation gurus are purists, but I think you should evaluate your whole service and the total customer experience, not just whether the learning activity worked and had an imapct.
Hope that helps
Graham

One Response

User deleted says:

June 15, 2007 at 8:06 am

Marketing controls
Tom
I am not sure what you mean by ‘control’ in this context. The plan should set out who does what, so the main controls are in-built.
Also, at first, I assumed you were talking about the internal marketing of L&D, which I am more than happy to comment on. But on second reading I am wondering about whether this is relates to corporate marketing, so would you clarify this. Finally, what are you researching/launching (a leadership programme, new elearning, or a whole new L&D philosophy and offering)?

If it is the marketing of L&D, which is why I guess you have posted here, I’d suggest the following:
1. Marketing research – segment the organisation (eg by job role, location, etc) and examine existing data (eg evaluation results) to see what that tells you before doing new research. Qualitative data around wants and expectations is sometimes missing from a traditional needs analysis but is vital in my view, so that may be a good place to start. ‘Control’ would come from a project plan to ensure deadlines are met.
2. Analysis – collation and number crunching is simple. The tricky bit is the intelligent interpretation of the data and deciding what to do about it. For example, if half want a course and half don’t, is it all the less experienced staff who need training, or is it the part-timers who say they don’t want to go on a course?
3. Launch – great profile can be had if you have a big new product or a genuinely new brand.
4. Follow up – link this to evaluation (in my view) – most evaluation gurus are purists, but I think you should evaluate your whole service and the total customer experience, not just whether the learning activity worked and had an imapct.
Hope that helps
Graham