MARKETING HUMAN RESOURCES DEVELOPMENT PROGRAMS
An Introductory Guide to Marketing
Human Resource Development Programs Introduction The primary focus of human resource development (HRD) managers is to monitor employees’ job performance and identify professional development needs in support of organizational success. HRD managers specialize in designing and conducting needs assessments, training interventions, and program evaluation. They are challenged constantly to identify and improve performance gaps, to ferret out and improve job satisfaction issues, and to continually demonstrate the cost effectiveness of their efforts. Their work, however, would be futile if no one participated in the programs they offered. Marketing is an essential component of staff training and development success. Large organizations may have a HRD marketing manager or analyst within their human resources department. Smaller organizations often have only one or two people who handle all of the human resource management (HRM) functions plus training and development. These managers may not have formal marketing experience or training and may underestimate the important role of marketing management. This handbook contains information, strategies, and resources intended to help HRD managers, particularly those working at smaller organizations, effectively market their programs and services within their organization. The material may also be of interest to independent HRD consultants, professional trainers, and non-profit organizations involved in adult education. The information has been gathered from a variety of sources, including material from the Learning Resource Network (LERN) on marketing contract training, trade journals, websites, books, and the author’s professional experience in advertising, marketing, and public relations. I. Core Marketing Concepts Definition of Marketing Before addressing the specifics of HRD marketing, it’s important to have a basic understanding of core marketing concepts. Just as “education” is an umbrella term for myriad teaching and learning methods, approaches, and techniques, so too is “marketing” an umbrella term for all facets of product research, development, delivery, and evaluation. Marketing is often used interchangeably to mean advertising, promotion, or selling. Some practitioners believe everything you do is marketing. “The way you interact with a client, the way you answer the phone, how you dress, the look of your handouts and whether or not there’s soap in the dispenser in the restroom. All of these affect your image, and marketing is about building image with clients” (Tamang, McCulley & Marsello, 2002, p. 244). Others are more specific in their definition of marketing, referring to it as “the art of identifying and anticipating demand in order to get the right product or service in the right quantity/quality to the right place at the right time and make a profit or success out of the operation” (Frank, 1994, p. 6). The American Marketing Association (AMA) provides a more academic definition, stating that “marketing is an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders” (AMA, 2005). Levant (1998) defines marketing as “Everything you do that is aimed at getting the customer to want what you have to offer” (p. 16). However you define it, marketing as a whole is a complex, systematic, and strategic process that warrants careful planning and consideration. Basic Marketing Terminology Like any area of specialty, marketing practitioners have their own unique language. Many of the terms used in marketing practice derive from other areas, such as psychology, economics, and business management. In order to discuss HRD marketing strategies effectively, it’s important to understand a few basic marketing concepts and terminology. Don Bradmore (2003), a lecturer in the Marketing Department at Monash University, compiled a comprehensive online dictionary of marketing terms. According to Bradmore, the market consists of all the consumers and potential consumers of a product or service who profess some level of interest in it and who can afford it. The transaction between the provider of the product or service (seller) and the consumer (buyer) is called the exchange, or more simply, the exchange is the transfer of an object, idea, service, etc., from one person or organization to another within the market in return for something desired. Therefore, marketing is “the systematic planning, implementation, and control of a mix of business activities intended to bring together buyers and sellers for the mutually advantageous exchange or transfer of products” (Bradmore, 2003). The AMA says marketing is “the management process which enables clients’ needs to be identified, anticipated and satisfied” and it is “both an art and a science which enables the optimum conditions for the interaction of supply and demand to be created” (cited in Frank, 1994, p. 5). It’s important to understand that the market is not an abstract concept, but rather, “the market is composed of people who act according to their feelings, their convictions, their knowledge, their needs, and their interpretations of these elements in concrete terms” (Frank, 1994, p. 5). The psychological aspects of marketing must be considered, whether the focus is on strategic planning, product research and development, or advertising and public relations. Basic Components of Marketing A commonly used approach to successful marketing is to address the controllable variables, often called the Four P’s – price, place, promotion, and product. These elements are generally referred to as the marketing mix. Bradmore (2003) provides the following definitions:
It’s essential to take time to consider these factors, because without a product or service you have nothing to market. The Four P’s must be developed in line with your overall objectives and the specific market you wish to serve (Frank, 1994). To do this, define the characteristics which best correspond to users' needs and which will lead people to choose the product or service offered. Frank (1994) suggests the following categorization of characteristics:
II. The Role of Marketing in Human Resource Development (HRD) Definition of HRD Marketing When applied to HRD practice, marketing can increase acceptance of and support for HRD programs, services, and activities offered to employees within the organization. Marketing also can enhance the organization’s appeal to prospective employees and investors. HRD marketing is “the offering of training programs and services that are designed to bring about voluntary exchanges of value with members of the organization” (Gilley and Eggland, 1992, p. 5). More specifically, “training programs and services must be designed, developed, and delivered to bring about improved employee performance, satisfied develomental needs, and, as a result, greater organizational efficiency” (Gilley et al., 1992, p. 5). When done well, the image of HRD within an organization is enhanced and improved through marketing efforts and promotional communications, which generates greater acceptance and participation in HRD programs, which results in improved organizational performance. A successful organization is in a better position to attract the best job applicants, which also improves organizational performance. In 1989, the American Society for Training and Development (ASTD) sponsored a study by Pat McLagan that sought to identify the HRD roles and competencies needed for human resource departments to function effectively. The study revealed that the focus of human resource had expanded from traditional training and development activities to include career development and organizational development issues (DeSimone, Werner & Harris, 2002). In the ASTD study, McLagan developed a model of HRD practice that he referred to as the “human resource wheel” (DeSimone et al., 2002, p. 11). The wheel, depicted in Fig. 1, shows the array of HRD and HRM functions revealed by the study.
In McLagan’s model, primary HRM functions include HR research and information systems, union/labor relations, employee assistance, and compensation/benefits. HRD functions focus on improving and developing individual employees and the organization as a whole through training and development, organization development, and career development. Functions that support both HRM and HRD are selection and staffing, performance management systems, and human resource planning. When combined, the focus is on finding, keeping and supporting qualified, satisfied employees. Using McLagan’s framework, it’s possible to illustrate the central role marketing plays in relation to both HRM and HRD functions (see Fig. 2). For example, externally, effective marketing efforts can help attract better qualified job applicants. Internally, effective marketing strategies can help increase awareness of and participation in training and development and career development activities.
Internal vs. External Marketing The model in Fig. 2 also illustrates the distinction between the internal and external marketing functions associated with HR marketing and emphasizes its holistic qualities. The function categories defined by McLagan (1989), can be divided into outwardly (i.e., external) and inwardly (i.e., internal) focused marketing activities. External marketing focuses on obtaining, maintaining, and supporting employees through such efforts as writing recruitment ads, providing information packets to prospective employees, and promoting employee benefits. An organization will be better able to recruit highly qualified employees if it offers a wellrounded benefits package and employee assistance programs. Effective marketing ensures that potential employees are aware of these perks. Internal marketing, which is the primary focus of this guide, is equally valuable and necessary to an organization’s effectiveness. “Before you sell your services to outsiders, you have to sell what you have to offer inside your organization” (Frank, 1994, p. 7). Frank recommends that HRD specialists apply the same strategies which marketing specialists use to promote products and services outside the organization. Internal marketing can raise employees’ awareness of HRD programs and services, it can garner support from management for program expansion or development, and it can boost employee morale as well as company loyalty. The two primary internal customers of typical HRD programs and services are the shortand long-term strategic business targets and the people who work in the organization (Frank, 1994). It is essential to have a business-oriented marketing plan that includes a marketing mission statement which reflects the strategic, business-related goals of HRD; a cost-benefit and cost-effectiveness analysis; and competitive pricing strategies (Frank, 1994). It may also be helpful to have a second, people-oriented marketing plan that consists of ongoing market research to gather critical information about employee attitudes, perceived development needs, and views and attitudes about past HRD efforts (Frank, 1994). Benefits and Risks of HRD Marketing An effective marketing program can help prevent many of the problems that plague both
large and small HRD operations. Such problems include programs being cancelled due to low
enrollment, programs running with too few participants to be effective, the wrong employees
attending for the wrong reasons, and people arriving late or being unprepared for the training
(McCoy, 2002). Marketing expert Don Schrello (1984) makes an astute point: “The best course
or program in the world won’t do anything until someone else knows about it. And not just any Gilley et al. (1992) identify several ways in which HRD can benefit from an effective internal marketing program:
There can also be risks involved in marketing HRD programs. Gilley et al. (1992) cite the following possibilities:
III. HRD Marketing Strategies Defining HRD’s Role in the Organization An effective HRD marketing program requires a thorough understanding of the organization and the role that HRD plays in its success. “It is time for Human Resources practitioners to rethink their role and that of the HR department, not only for the purposes of contributing to the organization's bottom line, but also for their own survival” (Brown, 2005. p. 1). To assess the status of your HRD department or program, Brown (2005) suggests asking the following questions:
The key, according to Brown, is to initiate conversations with all levels of employees. “That communication must consist of equal parts of listening and promotion. First, HR must listen carefully to what its customers need. Then it must promote what it has done and can do. HR staff must educate the organization about its capabilities and potential contributions” (Brown, 2005, p. 2). It’s important to be clear about the objectives to be achieved through your HRD efforts. In other words, you must fully understand what it is you do. Nadler (1970, cited in Frank, 1994) identifies three specific functions of HRD programs and services:
It’s also important to identify the key customers who will need to be informed about HRD, to know what information these key constituencies want, and to know the best way to reach them (McCoy, 2002). HRD programs typically serve the needs of a variety of constituencies in various ways, and it’s important to make distinctions in order to market your programs effectively. Each of Nadler’s three HRD functions addresses the needs of either different consumers at any given time, or the same consumers over time who are at different points in their career. The benefits of participating in training programs or other HR initiatives will vary depending on the function, and this must be considered when planning a promotional campaign. Developing an HRD Marketing Plan The process of determining goals and objectives and defining the Four P’s will provide a solid foundation on which to build your HRD practice. Ideally, the results should be incorporated into a formal marketing plan that will serve as the blueprint for your department’s program development and implementation. “A carefully worked-out plan can give firm direction to the marketing operation; [it] helps to eliminate confusion and misunderstanding; enlists maximum cooperation; identifies areas of strength and weakness, so that the first can be exploited and the second surmounted; examines various ways of reaching target markets; [and] sets targets against which progress can be measured” (Frank, 1994, p. 9). Similar to a business plan, a marketing plan is a detailed, written account and timetable
of the objectives and methods to be used to achieve marketing goals. One of the most important
components of the marketing plan is an HRD mission statement that will serve as the foundation
for writing clearly defined goals and objectives. A mission statement can help organize HRD
practitioners around a common outcome and can serve as a guide to help them make marketing
decisions (Gilley et al., 1992). Frank (1994) recommends that the objectives you include in your
A well-crafted mission statement can help guide you through changes that may need to be made in order to shift departmental functions to a marketing perspective. “This statement should define the mission of the HR function, the values and core principles the department will uphold, and the benefits to the rest of the company” (Caudron, 1999, p. 31). "The mission statement isn’t empty rhetoric. Rather, it’s a charter that outlines the HR pledge to the rest of the company” (Redhill, cited in Caudron, 1999, p. 31). The ASTD website offers a wealth of information to help with this process, including a series of books called the Trainers Tool Kit. One of these is “Mission Statements for HRD Programs” which includes these examples (Olivetti, 1990, cited in Gilley et al., 1992):
The primary function of a mission statement is to focus the role that the HRD program has within your organization and to communicate the types of interventions and strategies that will be used to improve the efficiency, profitability, and competitiveness of the organization (Gilley et al., 2003). Additional components recommended by Gilley et al. (2003) to consider for the marketing plan include:
Establishing an HRD Image, Reputation, and Brand Once you’re clear about the role of HRD within your organization and have established HRD goals and objectives, the next step is to promote what you have to offer. “Think of yourself as a product and do some smart marketing” (Brown, 2005, p. 3). Effective marketing can help increase visibility and enhance the HRD function’s perceived value within the organization. "If you want HR to be perceived as more strategic, more valuable, more credible, more whatever, you need to start thinking like a business with a product and market your overall brand image…As organizations continue to outsource non-value-added activities, HR is facing competition from outside vendors” (Caudron, 1999, p. 31). HR practitioners must strive to improve the profession's overall image and reputation, or risk losing services to external vendors or organizations that understand what customer service and accountability are all about (Caudron, 1999). As stated previously, HR practitioners may not have experience or formal training in the area of marketing. Thinking of HR functions as products may be a challenge to those without a marketing background. “Granted, it may sound like a bit of a stretch to think of HR as a brand to be developed. But the fact is, in many companies the HR brand is suffering from a poor image and reputation” (Caudron, 1999, p. 31). "Instead of taking the time to define who they are, what they stand for and how they accomplish their mission, the HR department often does things a certain way simply because it s their job” (Roberts, cited in Caudron, 1999, p. 31). The Learning Resources Network (LERN), which specializes in providing information and consulting expertise to organizations offering educational programs for adults, recommends identifying your “Unique Selling Position (USP), which is the expression of your organizational strength” (Tamang et al., 2002, p. 17). In HRD practice, a USP is not the best product or training program, and it’s not something that can be crafted intentionally, but rather, “it’s something in the way others already perceive you” (Tamang et al, 2002, p. 17). To determine your USP, evaluate your department’s strenths, positive attributes, and best qualities. These might include the quality of instructors, convenience of services, location, innovation, or relevance to employees. For example, the Professional Development and Corporate Training department at Pasco- Hernando Community College (PHCC) wanted to position itself so area businesses would choose the department’s programs and services over private sector training providers. Both the college and the private vendors offered quality instructors, convenient scheduling, and competitive pricing. The challenge was to determine what distinguished the college programs from the others in a way caused consumers to choose PHCC. What did the college have to offer that the competitors didn’t? The answer was trust and confidence. The college had been an established part of the community for nearly 35 years, was accredited by an external, regional accrediting entity, and was committed to providing educational programs and services in the best interest of the community, rather than making a profit. So, the USP identified was trust. This determination was then used to create a department slogan, “Training You Can Trust” (see Appendix B, Sample Ad), which is now used on all promotional materials. Caudron (1999) provides additional strategies for building and enhancing the HR department’s image and reputation, including identifying your customers’ needs and perceptions; crafting an identity based on customer needs; insuring staff alignment with goals; and considering packaging. In order to identify customers’ needs, “the first step in creating or enhancing a brand identity is to determine who your customers are, what they need and how they currently perceive you” Caudron, 1999, p. 32). Caudron (1999) suggests asking the following questions:
Interviewing employees can help identify new HRD opportunities and find ways to improve
existing programs and services. Caudron (1999) suggests hiring an outside evaluator to conduct
employee interviews in order to get honest and useful information.
Crafting an identity based on customers’ needs can be challenging since “HR now
encompasses so many different activities that it’s hard for internal customers to know exactly
what HR is all about” (Caudron, 1999, p. 32). In some companies, internal customers may want
HR to perform only traditional HR functions. In others, HR may be tasked with responsibility for
productivity growth. “HR professionals should take time to decide what works best for their
particular customers” (Caudron, 1999, p. 33).
To make brand identity work, the delivery system – including the HR staff – needs to Unlike toothpaste or cleaning products that come in pretty boxes, training programs are
experienced rather than pulled off a shelf and consumed. Does it make sense, then, for HR to
create its own logo and slogan? Is the look of the HR department itself important in
communicating brand identity? Emmanuel A. Smart, an image consultant and owner of Smart
Expressions, a corporate-image consulting firm in Raleigh, North Carolina, suggests that HR
people visit their own departments as if they were customers. Look around to see what the body HR is a service brand, and is all about people. “It’s about how those people act and talk and treat others. You could spend millions of dollars redesigning your department, developing a logo and tag line and communicating the new brand identity, but if the people in HR are impossible to deal with…You’ve accomplished nothing” (Caudron, 1999, p. 33). IV. Techniques for Promoting HR Programs Getting the Word Out Redefining the HRD function from a marketing perspective is very much a behind-thescenes process. Writing a mission statement, creating a marketing plan, and determining how the department should be perceived is all done in preparation for the aspect of marketing people are perhaps most familiar with: Selling. “However, unlike Pizza Hut or Nike, HR doesn’t have the opportunity to use paid advertising to get its message across. A better way to communicate the new brand identity is by taking advantage of tried-and-true public-relations techniques (Caudron, 1999, p. 33). Caudron (1999) suggests that if you want human resources to be perceived as strategic, take time to quantify the strategic impact of a recent HR decision, or find an anecdote that shows how HR contributed to the strategic direction of the company. Then communicate those messages any way you can: in board meetings, through the company newsletter or by developing special HR performance reports. “The key thing is to back up the overall message with tangible data and specific success stories” (Caudron, 1999, p. 33). A combination of internal advertising and public relations will help position HRD programs and services in a favorable light. The key is to be as visible as possible, both within your own company in the broader HR arena (Caudron, 1999). For example, publishing relevant articles in trade journals and speaking at HRD conferences will give “external validation for the brand changes you’ve made internally—and sometimes that’s what it takes to get managers to pay attention” (Caudron, 1999, p. 33). Email and intranet bulletin boards are increasingly popular methods for getting the word out about HRD programs and services. These modern promotional media should be approached with the same forethought and attention to detail as traditional printed flyers, posters, or newsletters. For basic guidelines for designing promotional flyers and posters, see Appendix C “Designing Eye-catching Flyers.” Arto (2000) suggests asking 10 key questions before you even begin to design a promotional tool, regardless of the format. They are:
Specific Promotional Techniques and Ideas The 10 questions listed above address the particular issues involved in designing print or electronic promotional material, but there are many other ways to get the word out. The following list provides a wide variety of techniques to try. Some will be more effective or more appropriate than others, depending on the nature of your specific organization and needs.
Your company's email system can be used to promote specific courses, provide useful tips, outline benefits, and share suggestions for incorporating e-learning into employees' personal development (Hipwell, 2000). A help line can be set up to assist employees who have questions or difficulties with the e-learning program. The help line contact information can be printed on business cards and distributed to all employees (Hipwell, 2000). Brochures and flyers can be sent to employees via internal mail or interoffice mail. “Using a mix of communication vehiclesemail, flyers, posters, telephone messages, newsletters-is more effective than using just one method repeatedly” (Hipwell, 2000, p. 2). Hipwell (2000) recommends creating recognition programs and using them liberally. “Recognition can be personal, departmental, or company-wide. Some organizations provide modest incentives for completing a course or curriculum; others print and award simple certificates of achievement or completion. Still others recognize employees through internal newsletters, memos, bulletin boards, or emails” (Hipwell, 2000, p. 3) Additional Resources There are many resources available to help HRD practitioners learn about marketing, including the American Marketing Association; Larry Chase's Web Digest for Marketers, which offers free weekly email newsletter featuring 15 short reviews of marketing oriented sites; and the Marketing Bulletin, a refereed journal that provides a forum for disseminating ideas and information related to the theory and practice of marketing and marketing research. A good general resource is the American Society of Training and Development which offers a wealth of training design, delivery, promotion and evaluation tools. V. Conclusion Human resource development is a critical component of an organization’s ability to succeed, and unless employees participate in the programs and services offered, the HRD function cannot fulfill its purpose. HRD practitioners can improve their chances for success by adapting marketing practices traditionally used to sell products and services to external consumers. By determining their unique selling position, defining a departmental image, and creating brand identity, HRD practitioners can create demand for what they have to offer. “The image people have of the performance improvement tea, both personally and professionally, determines how much they respect and accept the messages and solutions that the team creates” (Levant, 1998, p. 70). Employees who perceive value, status or prestige in their organization’s HRD programs will be more likely to participate. The more employees who participate, and truly embrace the learning and development opportunities, the more effective the entire organization will be. References American Marketing Association (2005). Definitions. Downloaded October 1, 2005 from http://www.marketingpower.com/content4620.php American Society for Training and Development. (1992). Trainers tool kit. Alexandria, VA: ASTD. Arto, Anne M. (2000). Designing eye-catching flyers. Pasco-Hernando Community College. Dade City, FL. Arto, Anne M. (2005). PHCC helps newly promoted and experienced supervisors succeed. Pasco-Hernando Community College. Dade City, FL. Bradmore, D. ( 2003) Marketing Dictionary. Monash University Department of Marketing.
Downloaded November 13, 2005 from Brown, Judith. (2005). HR as product: Be the brand of choice. About, Inc. Downloaded October 30, 2005 from http://humanresources.about.com/library/weekly/uc052201a.htm. Caudron, S. (1999). Brand HR: Why and how to market your image. [Electronic version]. Workforce, (78) 11, 30-33. DeSimone, R. L., Werner, J. M., & Harris, D. M. (2002). Human resource development, (3rd ed.). Ohio: South-Western. Frank, Eric. (1994). Marketing HRD: An overview. Journal of European Industrial Training. Bradford, (18)10, 4-9. Desatnick, Robert L. (1983). Marketing HRD: The credibility gap that's got to go. Training. Minneapolis: (20) 6; 52. Gilley, Jerry W. (1992). Marketing HRD within organizations: Enhancing the visibility, effectiveness, and credibility of programs. San Francisco: Jossey-Bass. Hipwell, W. (2000). Promoting your e-learning investment: Marketing electronic learning programs to employees. American Society for Training & Development. Downloaded September 29, 2005 from http://www.findarticles.com/p/articles/mi_m4467/is_9_54/ai_65579207. Levant, J. (1998). Essential strategies to promote training and development within your organization. Gulf Professional Publishing. McCoy, C. P. (1993). Managing a small HRD department: You can do more than you think. Jossey-Bass Business and Management Series. San Francisco: Jossey-Bass. Tamang, J., McCulley, S. & Marsello, G. (2002). Contract Training Manual, Publication No. 02- 498. Learning Resource Network (LERN). River Falls, WI. VI. Appendices – Tools You Can Use Appendix A: Sample Marketing Manager Job Description Essential Functions: Project Management: receives organization’s marketing projects from
department manager; logs, schedules and tracks projects; assigns projects to designers; ensures
effective communication of message; performs quality assurance; ensures consistency with Job Standards:
Percent of Time: 50% Essential Functions: Manage budget Job Standards:
Percent of Time: 5% Essential Functions: Graphic design project management; receive marketing project requests from department manager, design and create concept for marketing pieces, obtain estimates from approved vendors, review work for accuracy and adherence to graphic standards, ensure all appropriate approvals are obtained, make all corrections, submit to printer, approve proofs, ensure delivery and verify customer satisfaction Job Standards:
Percent of Time: 20% Essential Functions: Supervise staff; personnel functions of hire, train, coach, check time sheets, approve vacation, etc. Job Standards:
Percent of Time: 10% Essential Functions: Maintain graphic design production environment to ensure a high quality and quantity of marketing materials; conduct staff meetings; schedule jobs; monitor jobs to adjust priority and meet deadlines. Job Standards:
Percent of Time: 15% (Downloaded from UK Healthcare Marketing Department website at http://www.ukhealthcare.uky.edu/marketing/contact.htm.) Appendix C – Sample HRD Ad
Appendix C – Sample Press Release For more information, contact: PHCC Helps Newly Promoted and Experienced Supervisors Succeed Four PHCC administrators will complete the 30-hour Supervisory Development Program (SDP) slated to begin October 11, 2005, at PHCC’s East Campus in Dade City. They are Dr. Randall Stovall, provost; Charles Rodgers, director of libraries; Bonnie Clark, associate dean; and Michael Cook, assistant dean of student development/counselor. In the spring of 2001, PHCC learned of a critical training need in Pasco and Hernando
counties. Area employers, such as VLOC, who manufacture precision optics and crystal
components for visible and near infrared lasers in New Port Richey, FL, were in need of quality In manufacturing and other industrial businesses, employees who perform well on the floor are often promoted to management positions. The problem is that they typically lack formal management education. In response, PHCC developed a 10-week, 30-hour Supervisory Development Program (SDP) designed specifically to address this need. Now in its fourth year, the SDP has provided training to nearly two dozen companies, including VLOC, Pall Aeropower, Zephyrhills Water (Nestle), Eastern Ribbon & Roll, P.A.W. Trucking, Soujanen Plumbing and others. Joseph Pollick, operations manager for Soujanen, said, “Our field supervisors definitely came away from it with knowledge and experience they didn’t have before the classes. It was a very worthy investment.” More than 100 individuals have completed the rigorous program, which focuses on all aspects of supervision, including team building, motivation, communication and leadership skills. The training emphasizes interactive, applied learning activities that provide participants with as many real-world strategies and solutions they can apply on the job. This past spring, a second version of the SDP was developed to meet the needs of nonmanufacturing companies. Twenty supervisors at Southwest Florida Water Management District successfully completed the program. Due to the positive results, a second program is being planned for early 2006. Appendix D – Designing Eye-catching Flyers by Anne M. Arto 10 Key Questions to Ask Before You Begin
What is Your Typeface Saying? Your choice of typeface for promotional flyers, posters, and newsletters says a great deal about your program or event. Each typeface has its own personality, just like people. Look at the following examples and the characteristics that are likely to be attributed to each. The appearance of your promotional materials will set the tone for each training program or event. Be sure to choose a typeface that supports and reflects your program goals.
Lines and Shapes
What to Do With All That Space: Sample Page Layouts One-column Layout
Two-column Layout (see example on p. 40)
Three-column Layout
Five-column Layout (see examples posted on classroom wall)
Six-column Layout (see example on p. 41)
Two-Column Layout
Checklist for Good Design When you design a promotional flyer, poster or newsletter, use this checklist to be certain you have addressed all of the basic design guidelines presented in this section.
SOURCES AND REFERENCESThis document was written by Anne M Arto. The original document can be downloaded as an Adobe Acrobat Document by following this link
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