• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Leveraging Training Development of SMEs Using Mobile App
 

Leveraging Training Development of SMEs Using Mobile App

on

  • 83 views

AIM

AIM
To use mob app as the channel of distribution, in
sharing skills among SMEs. The aim is to initiate
changed in the development of sustainable enterprises.

Statistics

Views

Total Views
83
Views on SlideShare
67
Embed Views
16

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 16

https://www.behance.net 16

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Leveraging Training Development of SMEs Using Mobile App Leveraging Training Development of SMEs Using Mobile App Document Transcript

    • Sustainability 1
    • Sustainability 2 TABLE OF CONTENTS 1. Aim p3 2. Problem p4 Scenario SME Experience p4 3. Background p5-p6 Case Study 1. Windflow Technology Ltd. (NZ SME) p7 2. Company A (UK SME) p8 4. Rationale p8 5. Evaluation of Case Studies p9-p9 6. Methodology: Action Research p10 7. Synthesis p10 7.1 Why Skill Share? p11 7.2 Unmet needs p11 7.3 Case Study Halloween and Mobile App p12 7.4 Case Study Ocean Wise App p13 14. Action p14 8.1 Design development: Prototype p14-15 15. Communication Strategy p16 16. References p17
    • Sustainability 3 AIM To use mob app as the channel of distribution, in sharing skills amongst SMEs. The aim is to initiate changedinthedevelopmentofsustainableenterprises.
    • Sustainability 4 PROBLEM In New Zealand, 97% of enterprises are small-to-medium enterprises (SMEs), defined as firms with 19 or fewer employees, contributing 40% of the economy’s total output. An effective governance and sustainability framework needs to be developed for the sector, given its potential to increase productivity (NZ Statistics n.d). SCENARIO: SME EXPERIENCE Kathy own a retail shop in Takapuna behind her shop is a small working area for making baby shoes. The business has been running for two years now, and she was planning to join a big Christmas Bazaar at ASB Showground. This is her first big endeavour joining a big event because she was thinking this will be a great channel to market her products. She has been working by herself with just one part-time sales staff reporting only during times that they need to focus on her production. She could not finish all her target number of shoes, so she decided to seek help from her immediate families. She taught them how to sew and assemble the shoes, so she finally finished and ready for the event. At the event, she received good feedback her site stands out because the quality and craftsmanship of her designs is extremely high standards. The event was mostly for trader looking for suppliers, so it is the perfect event for her purpose. The design of her shoes is incomparable from what is being produced locally. At the end of the show, she received an overwhelming order of shoes. After the event, she immediately did the planning because one of the Retailers who ordered the shoes has three Shops in South Island. She was told the number of orders might increase during the winter season. Over three, months past she became sickly because of stress caused by the influx of orders. She decided to stop taking orders because she is getting tired teaching part-timers because workers frequently changed from time to time. She thinks her business does not allow yet to hire a permanent worker it is too premature. The nature of her business is a cycle the peak season is during winter and permanent worker will not be possible. Scenario Evaluation: From the scenario this is a typical problem of small businesses the growing stage becomes the turning point of transition. The context for the research project is that the workers requiring further education and training to enhance their skills is considered to be significant. However, SMEs often find it difficult to support formal training activities due to their low critical mass. Yet SMEs may participate in knowledge intensive activities as a way of learning new operational techniques and procedures that will help them to be more innovative. Such competence-building activities are largely performed in-house, are interactive and can involve external resources from other companies or organisations. It is costly, thus options to accessible learning or mentor should be available to provide insight for Entrepreneur to better deal the real problem in real-time. The use of Technology in SME has been shown to bring about improvements in accessing new markets. Technology becomes the catalyst in achieving administrative efficiencies, increased productivity and competitiveness. Economic sustainability is the inclusion of financial, environmental and social concerns into business decisions for sustainable economic growth.
    • Sustainability 5 BACKGROUND New Zealand is one of the active members of (OECD) Organisation for Economic Co-operation and Development. The mission is to promote policies that will improve the economic and social well-being of people around the world. Access to training and the effective utilisation of skills in Small and Medium-Sized Enterprises (SMEs) has long been an area of interest to public policy makers and economic development practitioners. SMEs often lack capabilities and infrastructure to make the most of their human capabilities – and as a consequence tend to have lower levels of training and skills development. These organisations have a strong desire to see the results of the study feed into responses to help lift the performance of SMEs. (Organisation for Economic Co-operation and Development, n.d.) New Zealand’s post-war economic development research shows that in the twentieth century New Zealand was largely based on exporting agricultural commodities (especially sheep meat, wool and dairy products) to the United Kingdom, while an extensive system of import licensing was used to maintain foreign exchange reserves and protect domestic light manufacturing. This was no longer sustainable after the United Kingdom entered the European Economic Community in 1973, despite initial efforts to protect producers through greater government controls. The need for change was recognised after a new government was elected in July 1984. Reforms introduced over the following decade reduced the role of the public sector in the economy and opened up domestic markets to greater local and international competition. Since then, government policy has aimed to promote economic development through market- oriented innovation and a more productive labour force. (UK Commission for Employment and Skills 2008-2011, n.d.) The New Zealand economy is beginning to gain some momentum, according to the 2013 report gathered from OECD New Zealand. The post‑earthquake reconstruction, business investment and household spending gathering pace. Risks to growth remain, however, stemming from high private debt levels, weak foreign demand, large external imbalances, volatile terms of trade, a severe drought and an exchange rate that appears overvalued. The main structural challenge will be to create the conditions that encourage resources to shift towards more sustainable sources of prosperity. Incomes per head are well below the OECD average, and productivity growth has been sluggish for a long time. Lifting living standards sustainably and equitably will require structural reforms to improve productivity performance and the quality of human capital. (OECD 2013, n.d.) Organisation for Economic Co-operation and Development in New Zealand New Zealand in the twentieth century exporting agricultural commodities to UK Post earthquake reconstruction in Christchurch
    • Sustainability 6 There are weaknesses in school‑to‑work transitions, from the 2013 Economic Survey Report submitted to OECD, stated that the hindrance of the development and use of the nation’s human capital is very common among ethnic minorities. Standardised tests indicate a long “tail” of school underachievers, despite high average scores. The high drop‑out rate is a concern; as part of its growth agenda, the government aims to reduce it rapidly. Lack of school qualifications results in youth unemployment, which has increased sharply since the crisis, and high rates of youth neither in education nor in employment or training. The government has targeted improved teaching quality to reduce disparities in scholastic achievement. It has also created new vocational pathways to engage at‑risk youth and to strengthen education–work linkages. (OECD 2013, n.d.) Workforce training and development is critical to improving business performance and local economic development. And this issue is especially critical in respect of small and medium size enterprises (SMEs) which not only make up much of most local economies but are often seen as less likely to participate in workforce development, thus compromising their own and their local economy’s futures. From the scenario mentioned about Kathy, the accessibility to appropriate on hand skill informations during those times that she’s is struggling to cope up with her predicament were notably barrier to achieve growth transition for SMEs. The immediate access to information that will provide insight for better decision making should be critically evaluated using in-depth analysis of SMEs skills that will provide an informal training accessible during circumstances that need immediate attention. Lack of school qualifications results in youth unemployment Workforce training and development is critical to SME growth
    • CASE STUDY New Zealand is the first of five countries to participate in the OECD project on Leveraging Training and Skills Development in SMEs. Canterbury has been chosen as a case study region on account of its relatively well-connected firms and education and training providers. The Canterbury Employers’ Chamber of Commerce and several development agencies and training providers have given valuable input to the study. The study highlights the diversity of education and training provision and the fact that SMEs upgrade skills through a number of different means. There is a strong link between training and innovative firms – highlighting the potential for SMEs to improve New Zealand’s economic performance. Informal skills acquisition is an important contributor to firm performance – yet this area is not well understood. The results of this aspect of the study raise some important questions. For example, can skills formation in SMEs be increased through ways other than formal tertiary education and training? How could business planning activities, for example, be used to reinforce a more systematic approach to skills development in SMEs? What are the appropriate roles of Government and industry associations in designing and delivering more flexible SME-centred business support, information, and training packages? These are some of the issues raised in the 2012 report of New Zealand to OECD. The insights from this study, combined with the international comparisons from the other participating OECD countries, will provide a valuable source of knowledge to help fulfil the potential of SMEs. (National Labour Force Projections, 26 September 2011, Statistics New Zealand). 1. Case Study: Windflow Technology Ltd (NZ SME) Windflow Technology was floated as a shareholder company in 2001. It was founded by its Chief Executive Officer, Geoff Henderson, on the propositions that demand for renewable energy sources represented a new economy and sustainable future and that engineering innovation was needed to develop a more cost-effective and reliable wind turbine capable of harnessing strong and turbulent winds such as those experienced in New Zealand. The company engaged experts from the University of Canterbury to provide structured in-house training for the management team so that they were able to learn the necessary skills as they developed the integrated document. Training options include: • pairing up with a mentor in the enterprise; • enrolment in a block course at the Christchurch Polytechnic Institute of Technology; • enrolment in a graduate course at the University of Canterbury; • participation in an external training day at an industry event; • provision of in-house training by an expert on the capability; and • attendance at a relevant seminar or conference in the staff member’s field. There are advantages in having staff members networking with other industry participants at external training days or seminars (such as breakfasts with a guest speaker organised by the Canterbury Employers’ Chamber of Commerce or the New Zealand Institute of Management), but when the training plans reveals similar needs among several staff it is more efficient to search for a suitable expert to provide the training in-house. An example of the latter is the health and safety training on working safely at height. In all of these cases, it is company policy to pay for any training that is recognised as relevant for the current or future needs of the business. Informal learning is a vital part of the enterprise’s innovation culture. Indeed, one of the features of that attracts people to join the company is the opportunity to work closely with the founder, Geoff Henderson, who is recognised for expertise and leadership in wind power engineering. The engineering staff work in teams to solve problems, which encourages cross fertilisation of ideas among colleagues. Suppliers of materials to the enterprise often offer training in the use of their materials. The company’s quality assurance processes include peer review by a world expert to achieve product certification from the International Electrotechnical Commission. The company is moving towards adopting LEAN manufacturing principals so that workers on the factory floor are involved in identifying ways to eliminate waste and to organise their workstations more efficiently (UK Commission for Employment and Skills 2008-2011, n.d.) Sustainability 7
    • Sustainability 8 2. Case Study: Company A (UK SME) Company A is a privately owned and 100% British company, located in the West Midlands. It was established in the 1960s. The latest available figures from the company website indicate a turnover of GBP 1.1 million. It has 15 employees. Interviewees Interviews were conducted with the managing director and the project sales manager. The first had worked for 30 years in the firm and the second had been there for six months, but has 40 years of experience in the tool-making industry. The long term strategy of Company A is to expand and diversify its services, covering higher technological and more lucrative areas. That may mean forming links with some of their large partners. It aims to be able to develop five year or longer-term plans in the future, rather than just short term plans. The first step for Company A to develop an idea into a marketable service is their customers specifying the required services. Then, the managing director decides whether Company A has the capacity to deliver them. After that, Company works on a regular basis with their customers, exchanging technical and managerial knowledge to develop and complete these requested services. Sometimes, they have to contract a couple of self employed designers. Training and skills development programmes from public bodies have helped. Company A build up its pool of skills too. For instance, 10 years ago, Company A acquired two firms to absorb their complementary technical skills. For that, they obtained significant assistance from Business Link Birmingham to qualify for bank funding. Required skills: Requirement for new skills in the company is mostly driven by market opportunities. At the moment, they agreed that Company A needs some highly specialised and personalised training in accounting and management. They believe that new skills will be needed if they keep expanding and diversifying their market. For that, they would like ideally to receive training from experienced people on the newly identified markets. The researcher found that some support that they had received on business management from Business Link was too general and basic for the company. The company has not benefited from any training programmes offered by public or private institutions for several years. They have observed that valuable manufacturing skills have been disappearing during the last 20 years. Young people are reluctant to learn necessary skills (for example, from retiring employees), which take a long time to master and are poorly remunerated. The company has not found any highly specialised managerial training that could benefit them at a reasonable price. They believe that training and skills development programmes that they have obtained from public institutions have been too broad and basic for them. For instance, they have received advice on business management from Business Link. However, this advice was quite general without presenting any substantial benefit for the company. Another example is that some employees have decided to stop attending college, because their teachers did not have the expected industrial experience. Their employees have reported that they learn more in the workplace than they do at the college. (OECD UK 2012 n.d.) RATIONALE At this level of sophistication, more SMEs are likely to feel that they are at no disadvantage in terms of technological capabilities – even when they consider the resources of global competitors. Combined with newer tools such as mobile, social media, and cloud computing, SMEs are fully equipped to compete on the international stage. And as current technologies mature and newer ones are introduced, SMEs will have more tools to support their changing strategies. It is imperative that in order to provide solutions a channel that is closer to SMEs would be a strategic approach for a sustainable business economic growth. (SAP Business Innovation 2013 n.d.)
    • Sustainability 9 EVALUATION OF CASE STUDIES The case studies uncover hidden valuable data that will identify the real need of SMEs in regards to skill training development. The case study number 1 has brought the following revelations: • Reputable expert attracts people, and they found out workers learn more from hands-on training in the workplace rather than knowledge they acquire from schools. • The company is recognising the need to implement a more technical approach to achieve a more organise workstations; however, they find it more efficient to search for a suitable expert that will provide in-house training rather than sending them to external training schools. • The company is recognising the need for training should be relevant to the current or future needs of the business On the other hand, the second case gathered from UK provided the following insights: • The company found out that skill enhancement was needed during the transition stage when they decided to diversify market thus skills is mostly driven by market opportunities • They found out that the available external resources provider of skill training was too general and basic and not appropriate to the company requirements. • The valuable manufacturing skills disappeared because young people are reluctant to learn necessary skills. This is due to miss alignment of available job opportunities against graduates skills that will support the need of SMEs. • The need for highly specialised training at a reasonable price is another barrier for skill enhancement. • The employees reported that they have learned more from workplace than they do at school. Training issues in SMEs based on the report of by OECD for Canterbury Analysis in Training Skills Development for SMEs. The results from the web-based survey reveal that the level of staff training is an issue for Canterbury SMEs. Evidence for this observation includes: • 50% of the respondents reported they had “desired training not carried out” in the previous twelve months. • 50% of the respondents identified that their business needed training in at least five different areas (out of seven). • 53% of the respondents reported that they have no formal training plan. • 63% of the respondents reported an annual training budget, but only 24% said this was greater than NZD 5,000. • 68% of the respondents reported that their firm has no apprentices or trainees. • 69% of the respondents reported “some need” for management training, and 19% reported “high need” for entrepreneurial training. METHODOLOGY: ACTION RESEARCH Scenario of SME Case Study Background Evaluation Design Concept Synthesis/Case Study Action Plan Prototype Communication Strategy Case Study/Existing Model Evaluation Design Guideline
    • Sustainability 10 DESIGN CONCEPT EVALUATION To address these problems gathered from various insights, the following link should be accessible to SME at the flick of their fingers. The aim is to provide convenient ways to served immediate solutions to their problems using the following objectives; • Successful entrepreneurs should be encouraged to share their experience with young research-intensive SMEs and start-ups as role models in specific training / coaching programmes. • To secure a successful transfer of competence to SMEs, qualified and trained trainers (coaches) should be used as “change agents” and driving forces in project implementation. • Support should not be confined to providing funding. Specific project milestones should be identified, and performance should be evaluated against these targets. These initial move will lead to a more comprehensive learning on SMEs own initiatives to liberate themselves from unsecured platform by using the following guidelines; • Advice, which includes coaching (active and passive), mentoring, and networking programmes. • Financial assistance for feasibility studies, market research studies, training, taking part in trade fairs, etc. • Market research to help develop their market entry strategy, carry out product benchmarking, etc. • Assistance with team building, training plans, courses and workshops, etc. • Technology advice to help find and adopt best manufacturing and operations practices, to optimise the benefits of ICTs, etc. • A more hands-on visual presentation that will help them understand the process according to SMEs preferred method that they can easily relate to. SYNTHESIS The concept should be further investigated by evaluating a case study with successful integration of design to the project objectives. The results of synthesis will align the concept of the design against model that is already existing in order to achieve seamless integration. The objective is to avoid redundant modelling and identify the significant gap missing from the existing model. For example, technology such as business analytics and mobile applications support SMEs in maximising opportunities and making quick decisions, therefore, allowing timely investment decisions to be made. By embracing these focus areas, SMEs can develop attainable growth strategies. SMEs are key to the NZ economy, bringing innovation and jobs to the country whilst delivering some of the country’s best customer service. Clearly, in today’s world, growth takes more than just ambition, but by leveraging skill development using mobile app, SMEs will have the opportunity to succeed and, ultimately grow. The research aim is to provide an insights of where New Zealand needs to progress to from a skills and learning perspective. This report also points to specific issues which it believes are of significant importance for enterprise development.
    • Sustainability 11 7.1 Why Skill Share? • The different members of SMEs offer different solutions to address the lack of management skills and the demand for coaching of young SMEs and start-ups. The member could learn from each other’s solutions by means of further exchange of practices. • The modern economy is globalising further and further, and so are the young SMEs and start-ups. Their specific needs for coaching or skills might no longer be met by the available knowledge / resources in their specific member. Therefore, the member could support the exchange of specific talents / competences, or even opening up of their programmes to young SMEs and start-ups. This requires however additional support / resources from the New Zealand government. • As a consequence, this demands that policies should provide highly professional, world-class coaching facilities on entrepreneurial and management skills, as these are critical for start-up success. “Training the trainers” and training the entrepreneurs to world class is a key part of this objective. In this regard, the opportunity for creating a channel to distribute the knowledge. These are notably common demand from the case study stated on this research paper. 7.2 Unmet Needs : Changing Skills • The trends in the changing profile of sectors that we have seen in recent years, in common with most developed countries, will continue for the foreseeable future. By 2020, the services and high value added manufacturing sectors will have increased in relative importance, while traditional manufacturing and agriculture will continue to decline. This shift to services will pose a significant productivity challenge for policymakers and for enterprise alike. • At occupational level, the greatest increases in employment are expected to occur in the ‘professional’, ‘associate professional’ and ‘personal & service’ occupational groupings. • Employees in all jobs will be increasingly required to acquire a range of generic and transferable skills including people-related and conceptual/thinking skills. Work will be less routine, with a requirement for flexibility, continuous learning, and individual initiative and judgement. • The Enterprise Strategy should emphasised the importance of R&D, innovation and marketing skills. All occupations will become more knowledge-intensive, resulting in many cases in a rise in the requirement for qualifications and technical knowledge. • Science, Engineering, ICT and R&D skills are an integral part of a knowledge-based economy and their promotion remains important to support growth of SME in New Zealand. (Leveraging Training Skills Midland England, 2011) “Intellectual growth should commence at birth and cease only at death” By Albert Einstein
    • LEVERAGE THE POWER OF MOBILE APP TO PROMOTE PRODUCTS 7.3 CASE STUDY: Halloween and mobile app Mobile app are a powerful tool for client retention and CRM; they also provide companies with new channels to market their promotions and product updates. That is why, a restaurant owner, a hotel or a shop you should definitely leverage the power of mobile app to spread the word about their Halloween deals, promotions and events. Thanks to push notifications and promotional pop-ups, SME will have the chance to communicate in real time with their customers and keep them updated on the Halloween events and special promotions. What is more, mobile apps allow user to geotarget their messages in order to reach their audience at the right time and deliver content that truly matters to them when they most need it. Moreover, according to a recent study on mobile customers’ behaviour, the main factor influencing users to engage with a company is whether they can offer incentives such as special deals, discounts, coupons or additional services specifically devised for app users. What a better occasion to launch special promotions? Whether it’s a dinner costume party at your restaurant, a break away at your hotel with the whole family or a weekend of spa treatments for couples, mobile apps can help you push your promotions right into your customers’ pockets, to cut down on your marketing expenses and maximize business ROI. Not to mention how mobile apps can help SME simplify booking procedures and offer a more gratifying user experience! By creating custom forms user will be able to let their customers book a table at their restaurant or buy tickets for their costume party just by filling in a few fields and tapping an icon on their smartphone! Finally, when Halloween is over, user can use all the contacts collected through their app’s mailing list feature to keep in touch with their customers in time, gather feedback on their experience at owner restaurant/hotel and keep them posted on upcoming promotions and special events. (source:digitaltrends.com) FINDINGS: Halloween isn’t just for kids anymore! Although children’s trick-or-treating is still a Halloween cornerstone, it’s actually adults who are spending the money on celebrating, dressing up and going out for dinner or on a trip. In 2012, U.S. consumers spent approximately $8 billion on Halloween, almost 10% more than the average expense per person in 2011, and surprisingly almost 30% more than they spent before the recession in 2007. It shows that mob app is very powerful channel in promoting products/services. The use of technology to simplify method in achieving business goal is gratifying experience both to customer and SME. As a matter of fact, Halloween dinner parties in fancy restaurants or special offers for a Halloween break away at a luxury hotel are all the rage these days: excellent news for tourism companies looking for new business opportunities. Sustainability 12
    • Sustainability 13 LEVERAGE THE POWER OF MOBILE APP TO PROMOTE CONSUMPTION OF SUSTAINABLE SEAFOOD 7.4 CASE STUDY - Ocean Wise iPhone App: Canadians looking to make smart, sustainable seafood choices are encouraged to use the Ocean Wise iPhone application—an easy-to-use app that provides consumers with over 3,000 Ocean Wise restaurants, markets and supplier venues from coast to coast, and a comprehensive list of ocean-friendly seafood options. Ocean Wise iPhone app gives consumers the confidence to eat sustainably at an Ocean Wise restaurant, while shopping at an Ocean Wise market or interacting with Ocean Wise partners,” says Dr. John Nightingale, president, Vancouver Aquarium. “Ocean Wise is the trusted symbol of ocean- friendly seafood in Canada and they invite all Canadians to download the app for simple, sustainable seafood decision- making.”The free Ocean Wise iPhone application allows users to: • View up-to-date seafood recommendations • Search and browse different seafood species • Locate nearby Ocean Wise restaurants, markets and eateries near you via GPS mapping • Browse a comprehensive list of all Ocean Wise partners • Upload sustainable seafood images to photo gallery Ocean Wise makes it easy for consumers to identify the right seafood choices—species that are harvested in a sustainable manner by Ocean Wise fisheries. The Ocean Wise iPhone app is continuously updated with ocean- friendly seafood options and Ocean Wise partners spanning Victoria to Halifax. “Every seafood choice we make has a direct impact on the world’s oceans,” adds Dr. Nightingale. “By eating sustainable seafood, we each can make a small contribution to the long-term health and stability of that species, as well as the greater marine ecosystem.” The Ocean Wise iPhone application makes it possible for consumers to enjoy seafood that is good for human, and good for the oceans as well. Founded six years ago, Ocean Wise has more than 360 proud partners at over 3,000 locations from coast to coast. Ocean Wise is successful in achieving sustainable programme using mobile app. (source:oceanwise.ca) 5 levers for change to inspire sustainability: Make it UNDERSTOOD, EASY, DESIRABLE, REWARDING, & a HABIT - Unilever
    • Sustainability 14 ACTION To address the challenge of sustainable development, it is imperative that people in the developing world have access to a broad knowledge base that can significantly improve quality of life (King & Hill, 1993; Gurstein, 2000). This kind of collaborative networking via information and communication technologies (ICT) is on the rise. Some examples of knowledge-sharing networks include those that provide access to weather and marine conditions, crop and product valuation, micro-credit loan and financial tracking, government services and records, healthcare information, transportation services, and maps of Geiger counter readings from the 2011 nuclear disaster in Japan (King & Hill, 1993; Arunachalam, 2002; Cecchini, 2003; Tcheeko & Ntah, 2006; Pearce, 2012a). Organizations such as Science for Humanity, Health Unbound, Grameen Bank, One World Trust, and many more are great examples of the collective work being done for sustainable development through a variety of disciplines and domains. (Pearce, 2007) (A new model for enabling innovation in appropriate technology for sustainable development, 2012) 8.1 DESIGN DEVELOPMENT: PROTOTYPING The free Skill Share App allows the user to have a quick access to members directory categorise according to Industry. The link will provide detailed information of members for convenience to SMEs. A quick access to information will support the business, served as tools to minimise barrier to growth. Based from Nielsen 2012 report that 70% of Kiwis access internet through their mobile phone, thus immediate penetration to target audience will be easily achieved. (Nielsen Smarphone Report 2012 n.d.). The App allows the user to search members according to their preferred location if they want to meet the members for better collaboration.
    • Sustainability 15 There are options for the user to choose on the method of learning they want. The system will accommodate all learning preferences according to user learning abilities that they can easily understand. The quick search tab allows the user to search names near to their geographical locations if they want to make further enquiry to the concerned person. The visual presentation can be easily shared to popular networking sites that will make it convenient link to spread the communication to the targeted audience. The ‘featured event’ will provide easy access to training from external resources for user who prefer to attend on hands training. The app allows user to upload learning materials they want to share to the community. The learning method was inspired by the findings that workers learned better by hands-on learning so visual medium is very usable platform of learning. The members details are link to their phone as an easy access to communication amongst members. The geographical distance is available for easy navigation. The members website is also link so that interested members can investigate further to align their needs to potential members professional expertise or Industry experience prior to initial contact.
    • Sustainability 16 COMMUNICATION STRATEGY The communication campaign strategy is essential to influenced target audience by implementing guidelines. Credit: Google image • Integrate Cultural Diversity by using diverse identity of SME on Skill Share website to effectively achieve seamless integration to the community • Encourage sharing of skill by giving rewards • Provide a successful testimonial video of SME • Allow user to access link to website successful case study to inspire audience • Set up a networking site like Facebook, Twitter & You tube and use it to build awareness about the mobile app The following guidelines will be included in designing the campaign materials to create interest on using Skill Share • Job link to Members Site • Highlight the benefits & support system • Link to Government for Easy Access • Placed Affiliate Members Logo to build trust and confidence • Strong & Clear Message of Reform by using the tag line “For Better Skills, For Better Jobs, For Better Lives” it must be indicated to all campaign materials. • Establish Social Care System • Encourage environmental business practices through video
    • Sustainability 17 References Dalziel, P. (n.d.). Leveraging Training Skills Development in SMEs:. Retrieved from http://www. lincoln.ac.nz/staff-profile?staffId=Paul.Dalziel Government of Botswana (n.d.). Appropriate technology for small and medium enterprises in SADC countries. - Teil 5. Retrieved from http://www.fes.de/fulltext/bueros/botswana/00554004. htm Ocean Wise (n.d.). Sustainable Seafood | Ocean Wise. Retrieved from http://www.oceanwise.ca/ about/sustainable-seafood The Organisation for Economic Co-operation and Developmen (n.d.). LEED Programme (Local Economic and Employment Development) - Organisation for Economic Co-operation and Development. Retrieved from http://www.oecd.org/cfe/leed/tsmes.htm Qualitative Social Research (n.d.). “Meta Interpretation”: A Method for the Interpretive Synthesis of Qualitative Research | Weed | Forum Qualitative Sozialforschung / Forum: Qualitative Social Research. Retrieved from http://www.qualitative-research.net/index.php/fqs/article/ view/508/1096 SAP (n.d.). For Successful SMEs, Technology Is At the Heart of Transformation. Retrieved from http://blogs.sap.com/innovation/innovation/successful-smes-technology-heart- transformation-0546104 Sustainability: Science and Practice (n.d.). A new model for enabling innovation in appropriate technology for sustainable development. Retrieved from http://sspp.proquest.com/archives/ vol8iss2/1012-067.pearce.html Vodafone (n.d.). Sustainability - Vodafone. Retrieved from http://www.vodafone.com/content/index/ about/sustainability.html