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Making the most of marketing

By Christine Cryne (October 2005 Issue)
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Learning and Development News - Making the most of marketing

Most L&D specialists rarely give much thought to marketing themselves. Some believe it to be an activity used only by an arty bunch far removed from the realities of business, and few share the marketing Executive’s passion for branding, research and promotion. In the very worst case, they are utterly scathing of what Katie Thorp, Channel Sales Director for international sales training and consultancy company Miller Heiman, calls ‘the art of taking a simple process of selling something and transforming it into a fiendishly complicated pseudo-science.’

Yet, what self-respecting L&D professional would not want to improve awareness of their department’s work? Who would not want their efforts to be recognised for their full worth, and their activities to be high up the boardroom agenda? With increased status comes greater influence, bigger budgets, and better promotion prospects. It is a scenario undoubtedly welcomed by all.

For the learning and development industry, this is not an impossible dream, but it is one that necessitates the revision of our negative views on marketing. The Chartered Institute of Marketing defines marketing as ‘the management process responsible for identifying, anticipating and satisfying customer requirements profitably.’ By borrowing some of the techniques marketers use to do this, trainers may well be able to help make the dream a reality.

Successful marketing is guided by three main principles: knowing what you are selling, knowing who you are selling it to and knowing what your market wants and expects. These rules apply to the FMCG marketer shifting toothpaste, the marketing department of a multinational car giant or the marketer promoting a professional services business, but they could equally well apply to a training department looking to boost its profile within an organisation.

 

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