Leveraging Training Development of SMEs Using Mobile App
TABLE OF CONTENTS
1. Aim p3
2. Problem p4
Scenario SME Experience p4
3. Background p5-p6
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
To use mob app as the channel of distribution, in
sharing skills amongst SMEs. The aim is to initiate
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.
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
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
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
Lack of school qualifications results in youth unemployment
Workforce training and development is critical to SME growth
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.)
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
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.)
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
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
METHODOLOGY: ACTION RESEARCH Scenario of SME
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
• 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.
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
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
• 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
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
Not to mention how mobile apps can help SME simplify
booking procedures and offer a more gratifying user
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.
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.
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
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
• 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
• 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.
5 levers for change to
inspire sustainability: Make
it UNDERSTOOD, EASY,
& a HABIT - Unilever
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.
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.
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
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