Info$-$tech enterprise is a medium$-$sized company which employs $90$ people. They provide software solutions mainly to the financial market. A large number of the employees are programmers who consult with clients on a daily basis. The sales staff members are responsible for getting new clients, but seldom have time to follow up after a programmer has been allocated to a client to design a customised program. Info$-$tech$$s staff members are mainly young, enthusiastic and competent computer programmers. Clients have lately been complaining about the service they get from Info$-$tech. After an investigation into the problem it seemed that clients were satisfied with their software, but not with the treatment they received from staff. There are six steps involved in a training marketing effort, as indicated by Mitchell $(2005$:$333)$ and Stolz et al$.(1994$:$231)$:

Management has employed you as the training consultant and asked you to help solve their problem and to use your gentle persuasion to

$$

market

$$

$$the need for training. Describe the

$6$

$$steps in marketing and supply examples from the case study that are applicable to each step.

$($

$1$

$0$

$)$

$3$

$.$

$2$

$.$

$$The Human Resource Development practitioner needs to decide if training will be internal or outsourced. There are arguments for and against both. Give these arguments in table format according to the criteria presented below:

$($

$1$

$5$

$)$

$$

$$Budget

$$

$$Knowledge of the organisation

$$

$$Variety of training interventions

$$

$$Effectiveness of training

$$

$$Relationship with learners