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' Marketing Strategy: Corporate Training House CTH

The marketing team at Corporate Training House called an emergency meeting to discuss the poor response to an upcoming training program called the "General Manager's Competency Enhancement Program". Only 3 participants had registered for the 5-day program scheduled in two days' time at a hotel in Lahore. Previous iterations of the program had also struggled to attract sufficient participants. Frustrated by the repeated failures, the CEO sarcastically thanked the marketing team for providing an opportunity to relax since the workshop was again cancelled due to low enrollment.

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Shoaib Qureshi
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345 views4 pages

' Marketing Strategy: Corporate Training House CTH

The marketing team at Corporate Training House called an emergency meeting to discuss the poor response to an upcoming training program called the "General Manager's Competency Enhancement Program". Only 3 participants had registered for the 5-day program scheduled in two days' time at a hotel in Lahore. Previous iterations of the program had also struggled to attract sufficient participants. Frustrated by the repeated failures, the CEO sarcastically thanked the marketing team for providing an opportunity to relax since the workshop was again cancelled due to low enrollment.

Uploaded by

Shoaib Qureshi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Marketing Strategy
at

Corporate Training House CTH


by Basharatullah Malik & Imran Akram It was October the 7th, 2005, when an unscheduled meeting of marketing team was called in the conference room of Corporate Training House CTH, an SBU of a renowned University of Lahore. The urgency was regarding a decision as to whether a training with brand name General Managers Competency Enhancement Program (GMCE) scheduled to be held after two days at a Avari hotel Lahore, having received a poor response, be postponed, cancelled or some other action be taken to make the workshop successful. The meeting was attended by: a) b) c) d) Business Development Manager BDM The Head Open Program Enrolment HOPE two other members of team trusted by the CEO the perturbed CEO

CTH was established two years back to impart training to the managers working in the corporate world through two types of trainings; 1- Company specific- Developing modules of training considering specific needs of a particular client company. 2- Open House Programs- Individual participants are invited to attend a program or a training workshop and as per norm almost 100% participants are nominated by the HR managers/department and fee paid by the organizations. Mostly Structure of the Organizations nominating the participants is; CEO / GM

Production Manager

Finance Manager

Marketing Manager

HR Manager

Since CTH has been a training provider and lot of pep talk had become a culture of the organization. Jargons like down delegation, empowering employees, open communication channels, ownership of tasks by employees, enabling teams, team experts, accept responsibility, no blame game etc were frequently used. But, to decide as what to do, the authority was with the CEO.

GMCE a high profile three day program was designed for CEOs / GMs by a renowned trainer of the country and was launched in 2004. Expected participants were 10 however 9 actually attended the training course. The participants were from Lahore based companies including Packages Ltd, The Bank of Punjab, Syngenta, PEL, Medipharm etc. Working viability is annexed A. It was a big success for a newly formed organizations. The feed back from the participants suggested that the duration of 3 days may be increased to improve the usefulness / learnings of the program. In the referred meeting of October 2005, the workshop was cancelled due to lack of response since only 3 participants got registered. The review of the marketing efforts undertaken for the launch of GMCE was as under: a) An advertisement of 1/6 page in the daily Dawn costing Rs.96,000/- was published four weeks prior to the scheduled dates. b) 1,000 flyers were sent to HR mangers of different organizations. More than 700 out of 1000 were dispatched to Karachi based companies and rest in Lahore/ Islamabad c) Duration of the training program was increased from 3 to 5 days d) Price / investment changed from Rs.30,000/- to Rs.75,000/- par participant for 5 day program e) Rausing Executive Development Center of LUMS had also conducted a similar training program for the same segment with 35 participants at a price of Rs.150, 000/- per participant for a 12 day program. LUMS provided residential facilities at their Rausing Center to the participants who came from out of Lahore at a nominal cost. f) The CTH team suggested that strategic level marketing decisions are required to redesign the marketing strategy to make this high level training workshop a success. Pricing was suggested to be reduced, but the CEO convinced them that when the participants can pay 150,000/- for the training at LUMS Rausing Center why they will not pay half the price to CTH. After the failure of the training program in October 2005, the same program was relaunched in March 2006 with features like; a) Duration 5 days b) Price Rs.75,000/- for 5 day workshop c) Flyers sent to 1000 HR Mangers. 700 to Karachi and 300 to Lahore/ Islamabad based companies d) Venue: Avari Hotel Lahore e) Advertisement in daily Dawn and Business Recorder

This time workshop attracted only 2 registrations. Again a meeting was called by CEO who sarcastically thanked the marketing team comprising Business Development Manager, Head Open Enrolment Programs and a new Account Relationship executive for helping the CEO being a co-trainer opportunity to relax for 5 days since the workshop was again cancelled. The marketing team BDM, Head HOPE and his assistant walked out of the room thinking that how best they could walk out of the organization.

University of Central Punjab


Strategic Marketing Management
End Term Spring 2007 Total Marks 30 % Time Allowed: 1 Hours
Please read the case more than once. Adjust the available time and ensure that all aspects are taken care of. Diagnose the problems i.e. the causes of failure of the workshop twice. Give solutions- revised Marketing Strategy Neat work, Bullet Points and Headings adds to the impression and can attract more marks.

Best of Luck

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