Eux-uddannelsen på Knord: En markedsføringsplan for Eux-Business på Handelsskolen Knord i Lyngby

Aggi Lis Teinholt

Student thesis: Diploma thesis


This paper provides an analysis of the Knord educational institution, with specific focus on the vocational education & training offered by Knord Lyngby Business College. Using external and internal analysis, the paper considers Knord’s current strategic position and presents a marketing plan to improve student uptake of the institution’s EUX vocational training programme. Denmark has for the past many years focused on academic education as a competitive advantage both domestically and internationally. This has resulted in a excess of academics and too few vocationally trained young people - a structural shift that the Danish government has attempted to deal with via legislation designed to make vocational training more attractive. In spite of this intervention, and not least real societal employment needs, vocational student numbers continue to fall. The entire educational system continues to be perceived hierarchically, with tradition academic educational programmes at the top and vocational training somewhere close to bottom. Although recognising this problem and introducing reforming legislation, the government has paradoxically reduced direct funding for vocational training. For the implicated institutions, reduced funding combined with the task of implementing complex reforms has made the task of convincing young people to choose vocational training over an academic education more challenging than ever. Focusing on four key areas - a comprehensive analysis of Knord’s strengths and weaknesses; a consideration of the external factors impacting vocational training in Denmark generally and at Knord specifically; an analysis of Knord’s current sales and marketing, as well as a consideration of the parameters Knord can usefully exploit to develop a more effective marketing programme - the paper concludes with a presentation of a fully budgeted marketing campaign, including an ROI analysis and an implementation and testing plan. As the paper shows, any new campaign needs to both respect and build on the established existing Knord culture and consider the local and regional competition for student uptake from other institutions while working within a financial straightjacket and an established hierarchy of perception at a national level. Adopting Knord’s existing three-pronged profile - business-minded, professional competency and focus on the individual - the new campaign requires a complete website overhaul, not just from the perspective of direct user experience, but also when considered from a wider SoMe context (e.g. interaction and integration with Facebook, Instagram, etc.). Also required is the adoption of a role model/ambassador function, within a better understanding and use of CRM and the customer - i.e. student - journey across all these platforms. Better use and understanding of the value and distinction between paid, owned and earned media is also a prerequisite of success, as is the importance of increasing the marketing budget and adding an employee with specific responsibility for sales and marketing. Analysis suggests that successfully implementing all of the above elements would increase student uptake by up to 15% or by a total of 60 extra students - more than enough to pay for the campaign while raising the current and future profile of Knord

EducationsGraduate Diploma in Marketing Management, (Diploma Programme) Final Thesis
Publication date2018
Number of pages95