Long term goals

The Fifth Key for Successful Association Education: Marketing and Promotion.

Associations can be successful by concentrating on their core mission. Their marketing approach should draw attention to the mission using a focused brand image. But just because the overall marketing approach contributes to the success of the association do not expect that same approach to work as well for the association’s education program or courses. When I discuss education within the context of an association I go back to my first key to building a successful education program - the commitment and support from the association’s leadership toward supporting and promoting the education program. Needless to say, the association’s education program should support the mission. However, while providing mission support education programs are still bound to their own set of traditional guidelines and business rules. My experience tells me that everyone knows what good education looks like – just ask them. Everyone has gone to school and attended classes at some point in their life. And everyone has an opinion on which teachers or instructors they liked or didn’t like, and why they feel that way. I call this the education expectations of the association’s leaders and members. Key two is critical in focusing in on the education expectations of the members through needs assessment.

For associations the fifth key is to promote the mission through education while identifying the related issues and developing education content that is offered to the membership meeting their expectations. The leaders of the association education must commit to including a separate promotion and advertising campaign of their education programs and courses not only to the general membership but also to targeted, special interest groups. I do not know of any association that would try to hold an annual conference or convention and not provide a directed promotion and advertising campaign to support that effort. Within most annual conferences you find sub-groups, those looking for information that addresses their interest.

There are those that believe that by simply marketing the association brand, they are also promoting their education courses. I do not hold that belief. What I have observed working closely with numerous associations over the years: poor promotion and advertising generally results in poor results based upon industry standard measurements of successful. Education programs and courses frequently succeed or fail based upon the success of the promotion campaigns of individual courses or specialized education programs such as certificate programs. You can have the world’s most advanced cutting edge courses taught by the most knowledgeable subject matter experts (SME), and delivered in the most appropriate formats at the right price - but if your target audience doesn’t know about event – it will fail. Associations that rely primarily on their reputation and branding for the association alone will incur poor results for their education efforts. When it comes to education adequate promotion and advertisement of the courses, related products, and services is essential for success.

The third key to a quality education program for product manufacturers

A great opportunity for product manufacturers in the architect/engineer/construction (A/E/C) and design industry is to provide product and service education to the professionals in the industry. This opportunity is most frequently offered on site at the professional’s office. Less often the product manufacturer will offer their education courses on site at a local chapter of the professional such as the American Society for Interior Design (ASID), or Construction Specification Institute (CSI), or the American Institute of Architects (AIA). And like the associations, the third key to unlocking the secrets of a quality education program: planning and performance projection. If the product manufacturer offers education to professionals they are likely to have commitment and support of senior management. Based upon how the product manufacturer do an education needs assessment and analysis, that results will greatly determine the actual education product that they deliver.

The product manufacturer should plan their short term education goals at a minimum of two to three years. Creating, changing or adjusting education programs in today’s economy will take at least 2 – 3 years before you begin to see the serious results programmatically or financially. Since the product manufacturer will incorporate sales projections into their goals, they should include additional time to what would be considered short term return on investment (ROI). Product manufacturers such as CertainTeed, USG, and Custom Building Products offer excellent examples of how developing comprehensive quality education programs built around the needs of the professionals they serve also helped the companies achieve sales objectives. These three companies designed courses based upon needs assessments that helped professionals understand the right product to use and under the right conditions to reach the maximum results. Better installation of products equated to more satisfied customers. Each of these companies created multiple interrelated courses which evolved into a comprehensive, award winning education program. These companies built in a continuing process and a system that provided them with the flexibility and ability to make course adjustments over the years.

Firms find the third key to unlocking the secrets of a quality education program

Professional firms would not consider skipping planning and performance projection when developing their business operations. Why then do firms suddenly forget this critical element when it comes to the development of their staff? Just like a business, the third key to unlocking the secrets of a quality education program is planning and performance projection. To get to this level we must assume that senior management is committed to the development of their staff and are willing to support internal efforts. And that firms use the same sound business practice of developing measurable short and long-term goals with performance projections when setting the firm’s education goals.

Firms have an opportunity here to incorporate education into job performance projections when developing annual staff revues. This creates a more knowledgeable staff, helps create an internal career path and, and builds a better business. Architecture firms such as FreemanWhite Inc., HOK, and Cannon Design have employed this approach for years to improve the skills of their staff, improve recruitment and retention, and expand their business. These firms and others like Turner Construction and Perkins + Will spent two to three years each developing measurable short term educational goals before they saw key education results. All of these firms continued on their long path toward developing quality education curriculum that support their staff and business plans.

Because the social, economic, and global environments are changing firms need to incorporate these changes and adjust education their goals. In these tough economic times it is important to develop realistic budgets to support the continuing professional development to stay competitive. Review of long term education goals need take place both prior to and during senior management’s annual strategic planning sessions.

Remember that professional education and development should not be an add-on or after thought. Take a look at the fortune 500 companies and you will note that professional education and development is incorporated into their overall business strategy. The size of the firm should only influence what resources address the solution.

“Where’s the data?” – The second key for product manufacturers to unlock for quality education

Education offered by a product manufacturer usually originates from the marketing department. From the point of view of the product manufacturer education is used as a tool to open the door to the professional’s office, to gain access and face time with the professional. As part of the marketing department, access to market research about the product is given a high priority. What is often lacking is a needs assessment related to the education development of the product based upon a systematic approach for gathering trend data related to the target market audience that the manufacturer is trying to reach. Relying upon feedback of a marketing representative (reps) is too often the only assessment that a company may use to obtain education type feedback. If this is the primary method, the company should at least train the reps as to how they should collect data so that it can be assimilated into the larger marketing research data and development of courses. It is important for the product manufacturer to determine how the needs for the education programs, products, or services are identified and how the supporting courses are developed and designed to address those needs.

Chief Learning Officer (CLO)

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