overview

The aim of this Marketing and Communication strategy is to enhance the corporate identity, as well as improve, facilitate and regulate both internal and external communications and marketing of the MICT SETA. This is informed by the overall MICT SETA strategy, and it focuses on the activities of both core and support functions. This strategy aims to outline the different marketing and communication means that the organisation will be embarking on.

The Team

Xabiso Matshikiza
Marketing and Communications Manager

Tel: 011 207 2626
Email: xabiso.matshikiza@mict.org.za

Bellinda Mabunda
Marketing and Communications Officer
Tel: (011) 207 2647
Email: bellinda.mabunda@mict.org.za

Vision

To be recognised as the leader in the development of a highly skilled knowledge based information society.

Mission

The MICT SETA generates, facilitates and accelerates the processes of quality skills development at all levels in the MICT Sector.
NSDS III Goals

  • Establishing a credible institutional mechanism for skills planning;
  • Increasing access to occupationally-directed programmes, both intermediate level as well as higher level professional qualifications;
  • Promoting the growth of a public FET college system that is responsive to sector, local, regional and national skills needs and priorities;
  • Addressing the low level of youth and adult language and numeracy skills to enable additional training;
  • Encouraging better use of workplace-based skills development;
  • Encouraging and supporting cooperatives, small enterprises, worker-initiated, NGO and community training initiatives;
  • Increasing public sector capacity for improved service delivery and supporting the building of a developmental state;
  • Building career and vocational guidance.

Overall MICT SETA Strategic Objectives

Research and Sector Skills Planning

  • To conduct research and determine skills requirements in the MICT sector;
  • Develop a sector skills plan within the framework of the national skills development strategy
  • Allocate mandatory grants in the prescribed manner to employers,

Implementation of learning programmes

  • Allocate discretionary grants to employers and other implementing stakeholders
  • Promote Learning Programmes (Learnerships, Internships and Skills Programmes);
  • Assisting designated groups, including new entrants to participate in accredited work integrated learning and work-based programmes;
  • Support the development of employees in the Sector;
  • Strengthen the institutional capacity of the MICT SETA in order to improve the productivity and quality of services it provides to its stakeholders;
  • Promote the development of skills for self-employment (New Venture Creations).
  • Align learning implementation to the organisational strategy

Implementation of quality assurance duties

  • To quality assure the training provision in the MICT sector.

Implementation of monitoring and evaluation

  • To monitor and evaluate quality provision;
  • To measure programme impact.

SWOT Analysis

Strengths
  • Well established stakeholder data base
  • Well developed products, and services
  • High performance track record
  • Ahead on experience curve

 

 

 

Weaknesses

  • The lack of focused impact assessments
  • The lack of formal records
  • Insufficient divisional capacity
  • Inefficient institutional capabilities
  • Lack of target market segmentation
  • Inadequate dissemination of communication protocol
  • Insufficient internal communication systems and processes
  • Insufficient communication of organizational achievements
  • Weak Media relations

Opportunities

  • Strong partnerships with stakeholder organisations
  • Increased e-Marketing
  • Improved connectivity
  • Social Marketing, e.g. Blogs, MxIT, Facebook, Twitter
  • Improved Media Relations

Threats

  • Lack of Technical infrastructure - large areas of the country still have minimal ICT infrastructure.
  • Negative perception about the SETAs in general
  • High cost of telecommunications.
  • Lack of awareness and understanding of the role of the SETAs
  • Stakeholders having conflicting expectations from the SETA


Purpose of the MICT SETA Marketing and Communication Strategy

  • The purpose of the Marketing and Communication strategy is to enable the MICT SETA to build an effective relationship with our stakeholders;
  • To define how the MICT SETA will communicate and market its product and services to its stakeholders;
  • To enable the MICT SETA to improve its reach and accessibility by its intended beneficiaries to its services and products.
  • To enable the MICT SETA to build its brand image and reputation

Critical Factors underpinning the MICT SETA Strategy

Performance The service delivery outputs expected from MICT SETA employees
People The human resource capacity (numbers and competencies) required to generate quality service delivery
Budget The funds required to achieve the MICT SETA service delivery goals

Stakeholder analyses
The table below represents the MICT stakeholders

Internal External
  • Board members
  • Staff members
  • Management
  • Outsourced partners
  • DHET
  • SAQA
  • QCTO

 

  • Ministry (DHET)
  • DoC
  • Parliament
    • Portfolio Committee on Higher Education
    • Portfolio Committee on Communications
  • NCOP
    • Select Committee On Education And Recreation
    • Select Committee On Labour And Public Enterprises
  • Premiers Offices
  • Provincial Legislatures/Chairs
  • Business
  • Organs of the State
    • NEMISA
    • MDDA
    • ICASA
    • e-Skills institution
    • SEDA
    • PALAMA
    • SABC
  • SMME's
  • Local Government-Municipalities
  • Organised Labour
  • Employer associations
  • Training providers
  • Community organisations
  • Learners
  • CATHSSETA
  • FP&M SETA
  • Other Sector Education and Training Authorities (SETAs)
  • Relevant government bodies and institutions


MARKETING AND COMMUNICATIONS STRATEGIC FOCUS AREAS
In order to meet our organizational strategic objectives, the marketing and communications division will focus on the following areas:

Increase visibility and improve the image
  • Heightened brand awareness
  • Improve knowledge of product and services
  • Develop a Corporate Identity Manual

Buy-in by the relevant stakeholders into the strategy

  • Co-ownership of the brand by all the stakeholders
  • Stakeholder as brand ambassadors
  • Full engagement in planning and implementation processes by key stakeholders

Broaden the stakeholder base

  • Include prospective stakeholders (SMMEs, Equity, Urban and Rural)
  • Improve the marketing of services and products
  • Extend the reach and access to our services and products

Improve the marketing of services and products

  • Identify and prioritize key product and services as identified in the SSP document
  • Review and enhance the marketing plan including: branding, PR, Website and communications plan
  • Implement
  • Monitor and Evaluate


Increase visibility and improve the image

  • Develop a Corporate Identity Manual
  • Develop a new brand (door decals, email signatures, signage, stationery, letterheads, folders);
  • Develop a communication plan (segment stakeholders, targeted stakeholders, messaging);
  • Heighten brand awareness;
  • Improve knowledge of product and services.

Buy-in by the relevant stakeholders into the strategy

  • Understanding the key stakeholders' needs;
  • Develop a stakeholder engagement plan according to identified stakeholder needs (Learners, Employers, Government, Labour, Training Providers);
  • Implement stakeholder engagement plan;
  • Monitor and Evaluate plan.

Broaden the stakeholder base
Currently approximately 2000 stakeholders are registered with SARS, of those less than 50% pay their levies to the SETA. The strategy aims to assist in the following:

  • Increase stakeholder participation by 20%;
  • Target those paying but not active;
  • Target those paying to wrong SETAs;
  • Engage those below the threshold for training and placement purposes;
  • Develop a targeting plan for the prospective stakeholders.

Improve the marketing of products and services

  • Identify and prioritize key product and services as identified in the SSP document;

Review and enhance the marketing plan including branding, PR, Website and communications plan;

  • Implement;
  • Monitor and Evaluate.

The MICT Marketing and Communication Mix

Marketing Communication Public Relations
  • Branding
  • Brochures
  • Website
  • Email
  • Promotion of learning materials
  • Adverts
  • Partnerships  and MoUs
  • Annual Reports
  • Career Guides
  • Newsletters
  • Website
  • E-mail
  • E-zines
  • SDA Booklet
  • NSDS III Booklet
  • Graduations
  • Road shows
  • Newspaper articles
  • Media Interviews
  • Media relations
  • Managing corporate identity
  • Event Management


Marketing and communication methods
The MICT SETA has identified a basket of tools that will be used to communicate with and market to stakeholders. The type of tools or marketing and communication activities that will be used will be dictated by the target audience, which needs to be reached, and the type of message that must be conveyed. Depending on the situation, the following communication and marketing tools will be employed to reach our target audiences with the required messages:
Publications and promotional material

  • The MICT SETA quarterly newsletter
    A newsletter will be produced quarterly and distributed to all stakeholders to further enhance awareness about the SETA operations and to engage the stakeholders of the activities that take place at the SETA.
  • Other Marketing Materials
    The MICT SETA will use marketing materials such as brochures, posters and pamphlets to communicate its products and services.
  • Annual Report The Annual Report will be generated to communicate the SETA performance and distributed to all relevant stakeholders as required by law.
  • Corporate advertisement
    Corporate advertisements will be produced and placed in business / stakeholder publications in support of the media liaison campaign.
  • Advertorials
    Advertorials will be strategically placed in different publications in partnership with stakeholders to communicate SETA products and services and showcase its success stories.
  • Workshops and Presentations
    Workshops and presentations will be used as a means of communication to consult and share information with targeted audiences.

Media Liaison Programme
The following will be used to sustain and enhance the MICT SETA awareness:

Round-table meetings Editorial campaign Media interviews

A programme will be designed to meet with news editors of media groups through round table meetings and presentations.
Media groups will be selected nationally and provincially to attend presentations, to allow the MICT SETA an opportunity to inform them on its role and functions.

The MICT SETA will liaise and endeavour to partner with media both at national and regional level to communicate its overall strategy.

Media interviews will be arranged in conjunction with events such as launches and workshops and graduation ceremonies.

  • The Website
    The MICT SETA website will serve as the pivotal means of communicating and marketing. The website will be interactive will also serve as a portal for publications and reference materials generated by the MICT SETA.
  • E-mail
    The MICT SETA will communicate all the necessary information including notices to its stakeholders through e-mail.
  • Exhibitions
    The SETA will participate in strategic exhibitions to showcase its offerings including the career guide.
  • The Call Centre
    The Call Centre will serve as a portal for accessing MICT SETA information on products and services.
  • Media monitoring
    Media will be monitored to determine the coverage enjoyed by the SETA as a result of its various marketing and communication campaigns.
Marketing and Communications evaluation
An evaluation will be carried out to determine the impact of the activities carried out by the Marketing and Communication strategy. The audit will focus on target audiences to determine whether key messages were conveyed successfully
 
 
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