Elearning - February/March 2009 - (Page 28)

learningasabusiness? >>What Contribution can this make to my organization? START WITH THE CUSTOMER Installed Base - For many, the installed base of customers has been sold on the idea of workflow improvements derived from product purchase, often supported by online training. The question is whether the training you offer is sufficient, or whether it could be supplemented to achieve an expert level of competency. As this is considered, the importance of entitlements must be assessed. If the customer believes that the training is included with the purchase of the product, it will be difficult to de-couple the course from product purchase. However, new courses positioned as a supplement can be defined as a purchasable product. Industry audiences seek access to industry-wide experience. As a result, it is important to position each course as derived from your company’s industry knowledge and developed by an expert within your organization. This establishes the experience of your workforce and suggests that the course may include insights to an enhanced business process unique to your company; your “secret sauce” of spenities that might otherwise have never been considered. Aside from the revenue, the online consumer can do much to praise a training “find” in forums, on blogs and consumer rating sites. This grass roots endorsement can yield an incremental marketing benefit. Establishing a well-indexed marketplace of e-learning offerings can build new revenue opportunities. cialized tips and techniques. This not only reinforces your brand among customers but also provides them an ability to develop their staff while building a stronger customer relationship. New Prospects - In some sectors, there may be a lack of specialized online training and career development options. This may point to an opportunity to fill an industry void with programs that would appeal to prospects, using education as a competitive advantage. It may not only address the customer needs but also solves a problem your competitors have failed to address. This approach distinguishes your company and exposes the marketplace to your knowledge base. Furthermore, it provides a reason to consider your organization and extends your brand value to a service offering that can either be tied to, or purchased separate from, your products. Online and “Just Curious” - The Internet has created a world of wellinformed consumers. Self-learners often seek knowledge for personal reasons and are willing to purchase access to this knowledge. Establishing a well-indexed marketplace of e-learning offerings can build new revenue opportuEVALUATE CONTENT Existing - Evaluate existing training tools that meet customer needs. Generally, they may fall into a few key areas that leverage your company’s experience: technical information, sales and marketing strategy, industry-specific knowledge, and customer support. Of the accessible resources, what opportunities exist to repackage the information into manageable, marketable chunks that follow a learning pathway to build greater expertise in a field of study? This organization of content establishes a defined curriculum and gives learners a reason to come back for additional training. Also, assess how best to maintain the currency of this information. It is critical to have access to a source for updating content and technical resources that can provide required innovation that deliver interactive, compelling applications that can be displayed on any mobile device. Content is an asset that is best preserved through innovation, thus a team focused on enhancing your training catalog with new ideas and delivery mechanisms is essential. Unmet Needs - Evaluate knowledge voids that are present in your current training materials and those that have been identified through customer research or general customer feedback. Additionally, consider what topics are currently affecting your industry. Could you develop a body of content to provide insight to this topic? If the subject lacks many experts 28 February/March 2009 Elearning!

Table of Contents Feed for the Digital Edition of Elearning - February/March 2009

Elearning - February/March 2009 Contents Editor’s Note News Social Networking Popular Learning Needs Technology On Competency Management IT Employment Drops Trendlines Deals Learning Roles in Talent Management Informal E-Learning and Web 2.0 Cover Story: Learning Your Way to Profits Collaboration Trends, Strategies 12 Wishes for LMSs, LCMSs Tips: Recession-Proofing Your Job Case Study: Military Training Case Study: City of Arlington, Va. New Products Pop Quiz Last Word

Elearning - February/March 2009

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