MODERN APPRENTICESHIP MARKETING STRATEGY

1
MODERN APPRENTICESHIP MARKETING STRATEGY

• Michael Kesztenbaum, Director Strategic Marketing
• Learning and Skills Council

2
Role of Marketing

• To increase demand from
• Employers Employees within the workplace
• Learners and potential learners
• Marketing impact measured using research
• Conversion rate from interest to involvement must
  rise

3
2003/4 Marketing Objectives

• Increase spontaneous awareness among employers to
  29 (4)
• Increase understanding of employer needs
• Increase employer engagement
• Increase spontaneous awareness among learners to
  21 (4)
• Regular measurement of leads and progress

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Tone of Marketing Messages

• Must be consistent, focused and relevant
• To employers
• Improve skills industry/role
  specific Improve motivation/retention
• Evolving skills
• Direct impact on bottom line
• To learners
• Flexibility
• Self-confidence/esteem/independence
• Maximise potential

5
Marketing to Employers

• FTSE 100 targeted by National Contract Service
• Focus on value to the organisation
• Local learning and Skills Councils
• Consistent marketing framework
• Materials direct mail/sales support
• Sectoral focus

6
Marketing to Young People

• Segmented approach
• Message - Builds skills, esteem, increases
  independence
• Not just a career but a way to maximise potential
• Influencers parents, ConneXions, schools
• need to believe the benefits
• Targets
• In work via National Contact Service
• 15-18 information to make appropriate choices

7
Media Strategy

• National advertising costly and insufficiently
  targeted
• Deliver in young peoples own environment
• Weave messages into programmes eg Channel 4/BBC
• Press and PR focused messages national and
  local
• Local focus key to increase conversion

8
Budgets
9
Research and evaluation

• Monitor effectiveness of marketing
• Increase understanding of employers
  needs/attitudes
• Increase understanding of learners needs and
  attitudes

10
Potential roles for Task Force members

• Consider introducing Modern Apprentices within
  their organisation
• In conjunction with the National Contract Service
  implement a contact plan for selected targeted
  FTSE100 companies
• Support the case for national policy changes
• Ensure Connexions Personal Advisors are fully
  briefed

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Potential roles for Task Force members continued

• Take a champion role to create a receptive
  climate
• Use existing personal contacts to create media
  champions
• Act as ambassadors to national/trade press
• Participate in study to demonstrate the business
  benefits
• of MAs
• Participate in first national MA Award Ceremony
• (24 June 2004)