In today's workforce, professional growth is a crucial demand. To stay up with the steady influx of new technology and altering client expectations, a company should continuously train its staff. According to Crocetti, businesses must regularly update the abilities of their employees and training is regarded as a component of corporate knowledge. Building learning companies that efficiently organize training and exchange knowledge requires integrating training and knowledge management systems. A corporation could use a digital learning/e-learning platform as a method of Corporate Learning for its talent development tools thanks to technological advancements and the internet. The online course contains professional development modules centered on the employee's employment role and personal growth, including diversity, digital safety, personal branding and others. A corporate e-learning platform is advantageous to all parties because it could improve the caliber of the workforce. Employees, on the other hand, could increase their professional knowledge. Therefore, a business should think about selecting a top-notch learning platform that can be completed in manageable sessions and takes the interests of the students into account [1,2].

Although the adoption of training and education programs based on digital platforms has been studied among people, little is known about the factors influencing this acceptance at the corporate level. According to research by Zur and Friedl, there are a few things that are preventing MOOCs from being adopted in corporate learning. choosing the best MOOC from the vast selection of available courses can be difficult. Additionally, the courses offered frequently did not reflect the culture, practices and current challenges of the company. Finally, there are legal concerns about confidentiality and personal data protection because employee and/or company data is stored by a third party outside of the company. An organization should therefore create its own online course platform or Corporate Open Online Course (COOC) to address these concerns. In contrast to MOOC, COOC courses are created by experts and professionals in the industry, such as managers and experts from businesses (Riseup). Early in 2013, the first external COOCs started to arise, one of which was BetterMoneyHabits.com, which Bank of America and Khan Academy jointly created. On this website, their workers can take online courses to about finance. COOC can be directed towards prospects, customers and other suppliers associated with the company in question in addition to its employees (Serious Factory) [3,4].

PT Telkom Indonesia Tbk, an Indonesian state-owned company that provides telecommunications services. Through Telkom Corporate University Center (Telkom Corpu), one of its subsidiaries, Telkom will improve the B2B Digital IT Service Co. myDigiLearn is a digital learning platform/COOC created by Telkom Corp. This platform serves as a corporate Learning Management System (LMS) and Learning Experience Platform (LXP), enabling businesses to easily track utilization, goal progress, knowledge gains and return on investment. It offers high-quality and focused knowledge. As the sole COOC in Indonesia right now, myDigiLearn has enormous business potential in the B2B Sales Market to offer learning and development courses. However, the management ran into a few problems during the operation. The most glaring anomaly is that they perform poorly in terms of marketing, as evidenced by their low social media engagement Rate of 3.5%, ineffective Paid Ads, ineffective SEO Pages with Corporate Learning Keywords and 38.760 weekly total website visitors. In addition, myDigiLearn requires a larger staff and a committed team to work on this everyday task [5,6].

Numerous rivals in the business region are another perceived barrier, one of the difficulties that must be effectively addressed. Competitors in the e-learning platform can have a big impact on the company's operations, for example, by making customers sensitive to poor quality and exorbitant rates. To maintain fair service pricing for customers, myDigiLearn must contend with the behavior of customers who prefer low prices but poor design. myDigiLearn Team must always show marketing as a business continuity effort and good quality management to guarantee clients are happy with the services offered at every touchpoint to draw attention, increase brand awareness and win over devoted customers [7].

The marketing management manager of myDigiLearn must reconsider marketing techniques that need to be enhanced considering these many difficulties if the company is to keep progressing. Making essential decisions to help the firm survive the obstacles is equally important as assessing any current flaws for a better business wheel. In the service business of myDigiLearn as the e-learning course, the research analysis will focus on analyzing and proposing a new marketing plan to enhance B2B sales market and generate brand awareness. The revenue growth and service expansion of PT Telkom Indonesia for corporate digital learning in Indonesia will eventually be accelerated by this marketing strategy. Based on these claims, the study's goals are to examine myDigiLearn's current brand awareness, examine the company's current sales promotion and suggest and create the best possible marketing plan (including a brand strategy) for myDigiLearn to increase its brand awareness.

To determine which risk mitigation will be used to identify potential difficulties, this study will employ SWOT and STPDB analysis as a strategy formulator. It becomes 4P and IMC if a data-driven implementation strategy has been developed. Decide to evaluate the full company strategy improvement plan at the end. In this study, mixed research methodologies, such as qualitative and quantitative research, were applied. The purpose of the qualitative technique employed in this study is to gain deeper understanding from many angles about corporate university online learning platforms, the marketing plan and the positioning of myDigiLearn. To develop the marketing plan and validate the qualitative method, apply the quantitative approach. Primary and secondary data are two types of data that are gathered. As opposed to secondary data, which is derived from internal business study data such as the myDigiLearn marketing performance report, literature reviews and other data accessible, primary data is information gathered through focus group discussions with stakeholders.

Valuable, Rare, Imitate and Organized (VRIO) Analysis

The VRIO framework is used by Fazrullah et al. Barney to investigate and evaluate the company's competencies using four questions. The ensuing inquiries are made: Can a company, with its resources and capacities, respond to environmental dangers or opportunities? Rare, do only a few rival businesses currently own a resource? Imitability: Are businesses without a resource at a financial disadvantage when trying to create or acquire it? Are a company's other policies and procedures designed to make it easier to exploit the precious, elusive and expensive to duplicate resources it has access to? [8,9]

According to Fazrullah et al., core competencies are assets and talents that meet the following four criteria: they are valuable, uncommon (rare/unique), difficult to duplicate (expensive to imitate) and organized. Accordingly, an organization's trademark capacity and resources must be valuable, rare, unique and organizationally related to generate a sustainable competitive advantage. In other words, they must be able to be used within the organization. Table 1 displays the study of myDigiLearn's VRIO that was obtained during a management interview [10].

Porter’s Five Forces Model Analysis

The Porter's Five Forces Model, a framework or technique used by marketers to investigate how the marketing of a product would be impacted by the competitive environment, will be used in this study's external business analysis. This tool is straightforward but useful for determining the present state of the business. It also helps the organization to comprehend the advantages of its current and potential competitive positions, enabling it to build on its advantages, anticipate weaknesses and avert making poor choices. Traditionally, this measure can assess the profitability of a new good, service, or venture. Otherwise, it will be useful to grasp how the many aspects influencing the present business environment are balanced [11].

Table 1: VRIO Analysis of myDigiLearn

Threat of New Entrants

In order to foresee a possible competitor entering the market, the corporation must comprehend the level of difficulty of the market entrance. greater entry costs and fewer competitors will be able to enter the market as a result of the greater barrier. The competitive barrier to entry for the corporate online e-learning platform is moderately strong. It takes a lot of money to create, adapt to the newest technology, find content providers who can give instructional materials and find service providers who can provide technical assistance. For businesses striving to join the market, obtaining the necessary intellectual and financial resources presents enormous challenges. Due to management regulations that prevent a facing unit like Corporate University from making money and selling directly to customers, myDigiLearn has already established a strong reputation, but brand recognition and loyalty are still lacking [12].

Bargaining Power of Supplier

The bargaining strength of suppliers reflects the pressures on the profit potential of an industry. This force limits a company's ability to function at a higher level, but only under two conditions: first, strong suppliers can drive up production costs by requesting higher rates for their inputs or by lowering the quality of those inputs or the degree of service that is provided. Talented people with knowledge of system development and programming are among the suppliers to eLearning providers. These people have more influence during negotiations because they are rare. The equipment and technology (servers, routers, computers) needed to build corporate e-learning platforms would be additional inputs. Suppliers hold a lot of sway over the online e-learning platform, making them strong. When the software, network and technology are managed by the suppliers, this condition occurs. However, in the digital sector, IP-based solutions and digital services are typically designed using open standards and modular architecture. Service providers can break free from restrictive supplier connections thanks to this dynamic cloud environment [13].

Bargaining Power of Buyers

The pressure that customers can exert on a company's profit margins by requesting a lower price or greater product quality is known as the negotiating power of the customers. When customers want higher quality and more services, this force lowers the company's potential profitability and typically increases production costs. Enterprise purchasing practices have developed over time. According to the Garter Report, consumers are becoming savvier and demanding. They look for strategic partners who can aid them in their journey toward digital business transformation and who understand their business concerns. A business must have a thorough understanding of the customer's industry vertical, including any unique business goals and difficulties. Due to their ability to subscribe to and purchase services in large quantities all at once, businesses as consumers also possess substantial purchasing power. The usual buyer will exercise considerable caution when selecting a corporate e-learning platform provider due to the strategic importance of this decision and its impact on the company's infrastructure. In addition, if the buyer is a substantial and major international rival, a variety of internal stakeholders must be involved in the purchase decision. Another factor that suggests strong buyer power is the dearth of established corporate e-learning platform suppliers. A buyer's bargaining power tends to decrease due to the importance of picking a supplier, which results in a more interdependent relationship and a highly collaborative process [14,15].

Threat of Substitutes

Different substitutes provide for the consumer's fundamental demands. A significant danger to reserves will cut the cost of goods and services, limiting the potential for industry profit. When there is a greater risk of substitutes, the alternatives may have a compelling price-performance trade-off and switching to the alternatives is inexpensive. Since myDigiLearn is a pioneer of an online learning platform for corporations and a subsidiary of Telkom Indonesia, one of the major telecommunications firms in Indonesia, the threat of alternatives from start-ups is minimal. It has cutting-edge technology, excellent instructors and top-notch content to produce a dynamic, practical e-learning environment. In addition, the most popular substitutes will be the accessibility of alternative learning options, such those available on the websites of huge corporate institutions, as well as learning through what are now considered to be regular CD content offerings, physical training and certificates. The provider of corporate e-learning platforms faces a manageable threat from these various types, though. They wouldn't think about adopting these alternatives for their whole eLearning solutions due to the requirement for integration and the strategic importance of this offering to the clients.

Rivalry Among Existing Competitors

Competition between current rivals refers to the intensity of market share and profitability of businesses operating in the same sector. This competition is pushed forward by the other four forces: the threat of entry, the influence of buyers and suppliers and the threat of substitutes. The projected competitive intensity will be higher with stronger pressures, which will reduce industry profitability. Because of the industry's gradual expansion and the almost equal size of the competitors, the competition will be intense enough in this situation [16]. The global digital market is highly competitive, with numerous equal participants and rising price competition among very comparable products and services. There will be a fierce battle to outperform rivals by offering comprehensive, high-quality solutions that, when employed by a small number of top clients, can provide them a huge edge. Price reductions and a decline in the industry's overall profitability will result from fierce competition among the existing companies. Due to the intense competition for elite talent, buyers will be very selective when choosing providers [17].

Industry Competitiveness

The summary of Porter’s Five Forces Analysis is shown in Table 2. By scaling weak, moderate and strong to get the average value in each force, this research, based on Porter's Five Forces analysis, reveals various features and elements of each force that have a substantial impact on myDigiLearn in the online learning platform business. It was stated that competition is undeniably the most powerful element in the market and that it is relatively strong. Additionally, it will expand more significantly because of the low entry hurdles and respectable consumer power [18]. As a result, competitors in the eLearning industry should see pressure on their profit margins. The weakest forces, however, are replacements and supplier power. This analysis leads to the conclusion that there is moderate rivalry in the market for corporate online learning platforms, which may have a long-term impact on myDigiLearn's success. MyDigiLearn must therefore update its marketing approach and provide a unique corporate university feature to compete with or collaborate with other corporate colleges.

Table 2: Porter’s Five Forces Analysis

Strength, Weakness, Opportunity & Threat (SWOT) Analysis 

By simultaneously analyzing internal and external factors, a SWOT analysis aids a business in assessing its state and prospects for the future. The organization is urged by the SWOT analysis to examine both its internal and external environments for any important factors that can undermine its current or potential competitive advantage. The emphasis is on internal and external factors that may have a favorable or negative impact on the firm's capacity to acquire and retain a competitive edge. The company should evaluate which prospects it can best pursue by looking at its strengths and weaknesses, as well as its current and future business operations, to uncover tempting opportunities and identify dangers [19]. The goal is to match the company's strengths with enticing environmental opportunities while also eliminating or overcoming the company's weaknesses and reducing dangers. Based on data gathered from observations of the myDigiLearn business process, corporate values, organizational structure, analysis of the external and internal environment and interviews with pertinent key company executives, the findings in Table 3 were provided [20].

Solution and Strategy Formulation

Threat, Opportunity, Weakness, Strength (SWOT) Matrix: The TOWS Matrix offers enterprises a methodical way to think about strategic options that complement their internal resources and the external environment. Organizations can determine the best tactics to pursue and effectively deal with their difficulties by examining the mix of internal and external elements. These four elements are combined by the TOWS Matrix in a matrix style to produce the four strategic alternatives detailed in Table 4.

Segmentation, Targeting, Positioning, Differentiation & Brand (STPDB)

It is essential to understand the performance of the business, including segmenting, targeting and positioning, in order to conduct internal business environment analysis. Knowing myDigiLearn's marketing strategy and how well it performs in terms of brand awareness is also crucial. Finally, the management may learn about the demands and desires of the customers. MyDigiLearn is a part of Telkom Indonesia, a company that is well-known in Indonesia's telecommunications sector. To expand its digital business market in the B2B sector, myDigiLearn developed an important message called "Corporate Learning Solution," which is utilized as a communication reference for internal and external audiences. MyDigiLearn has a target customer segment for businesses in Indonesia, which includes corporate types (BUMN and non-BUMN), local and national government offices and formal and informal educational institutions.

MyDigiLearn is presently focusing on large businesses and corporations with high business programs as its primary target demographic as the best corporate learning platform in Indonesia. They are searching for online corporate learning with a full and well-organized program and features as they are an educational institution with a conventional technique and tall size in Indonesia. The target market for the individual segment is the workforce of the Telkom Group in Indonesia, from Sabang to Merauke. MyDigiLearn has maintained its position as the first learning platform with complete features, a variety of capabilities and improved levels of performance, productivity and efficiency that directly influence initiatives in human capital management. For all corporate universities and education institutions, myDigiLearn is the online learning platform with the complete program and feature in Indonesia to accelerate your employee capabilities in a digital era, according to the company's positioning statement.

The four helixes that make up the present segmentation of myDigiLearn are helix business, helix government, helix academy and helix community. Each helix also has a unique organization type, level of performance and size.

Primary target and secondary target are separate parts of the aiming process. the positioning of the present myDigiLearn as a continuously evolving and utilized corporate learning tool within Telkom Indonesia. The difference is based on the enabler (customizable GSM & learning path, as well as Telkom's strong brand recognition) and content type (personalized experience journey). As a result, myDigiLearn, a cloud-based corporate learning platform, continues to operate under its current moniker (Figure 1).

The segmentation has been altered for the proposed solution, with a new level and an entrepreneurial helix customized to the corporate structure and Telkom's B2B concept. The Enterprise Business Solution Directorate is divided into three customer-facing divisions: Enterprise, Business and Government, each of which has its own set of policies, account managers and facilities. In addition, the suggested target includes new targeting levels that are broken down into three priority targets: high-priority, medium-priority and low-priority targets. This action is critical since it's important to give everything, including the main customer and possible targets, top priority. To meet Telkom's organizational structure and B2B strategy, the segmentation that is being proposed also includes additional levels and an enterprise helix.

The suggested positioning for myDigiLearn may be ascertained using the company's VRIO and SWOT analysis, as well as by taking into account the suggested segmentation and targeting. A company's positioning strategy can be shaped by identifying VRIO elements, which can be done by highlighting distinctive capabilities and advantages in the market. Furthermore, by understanding the SWOT analysis, myDigiLearn will be able to identify areas where it can capitalize on opportunities and address weaknesses or threats, resulting in a positioning strategy that is more successful.

The insights will be used to create a positioning strategy that will highlight myDigiLearn's unique strengths, satisfy customer needs and differentiate it from competitors. Secondly, the suggested positioning Because of its distinctive intellectual property, exclusive digital content, positive corporate image, robust infrastructure readiness and close collaborations with Penta-helix, myDigiLearn is a SaaS-based corporate learning platform that enjoys a continuous competitive advantage. It delivers national coverage in Indonesia and has a variety of subscription plans.

In addition, myDigiLearn provides four suggested differentiators that go along with the strengths identified in the VRIO analysis and SWOT analysis as well as the client needs identified through segmentation and targeting:

• Indonesia's first SaaS-based corporate online learning platform

• Offer each consumer a distinctive, personalized trip with exclusive premium content

• Owns all their original intellectual property

• Has a positive reputation and a solid infra-structure

• Works with penta-helix stakeholders to strengthen their competitive edge

As a result, as part of a branding plan, the trademark logo for myDigiLearn, which already has intellectual property rights, integrates the suggested new tagline "Empowering Education, Anytime, Anywhere." This catchphrase highlights the ease and freedom to learn at one's own pace and location, highlighting myDigiLearn's dedication to providing accessible and adaptable education.

Table 3: SWOT Analysis

Table 4: TOWS Matrix Analysis

Figure 1: Proposed New myDigiLearn STPDB

Justification of Plan Implementation

Marketing Mix (Product, Price, Place, Promotion): According to research findings from analysis of the internal and external environments, as well as SWOT and TOWS analysis, myDigiLearn should implement a new marketing mix to achieve its objective. The recommended 4Ps of marketing mix is as follows:

Product

Enhance myDigiLearn's features and functionality by investing continuously in research and development, concentrating on enhancing the platform's user interface, interactivity and overall learning experience to create a thorough e-learning platform tailored to the unique needs of corporate clients, providing a wide selection of courses and frequently updating our catalog to meet market demands. To build an immersive learning environment that encourages active involvement and knowledge retention, develop dynamic and engaging features, such as quizzes, assessments and gamification. Through these initiatives, we hope to maintain our competitive edge and offer a superior learning platform that satisfies the changing requirements of our corporate clients. Provide individualized learning paths Create individualized learning routes based on the requirements and interests of each user, enabling them to personalize their learning. Expand your selection of content to provide a wide variety of top-notch and current learning resources across many fields and industries, collaborate with industry professionals and thought leaders.

Price

Prices for myDigiLearn are established using benchmark data from local and international rivals. MyDigiLearn management, however, only examines the value in bulk and in comparison, to the value of money and the number of user accesses when making this decision; it does not consider the value of the features offered, the value of branding royalties, or simply the value for money. Even while myDigiLearn offers a variety of premium features, like Single Sing On (SSO), access to mobile apps and technical support, competitors must properly execute these benefits.

As a result, myDigiLearn may adopt a customizable pricing strategy that considers various corporate clients' needs and budgets, including pay-per-course possibilities. By providing individualized customization possibilities, myDigiLearn can take a customer-centric approach. MyDigiLearn can develop a customized package that fully satisfies each customer's unique learning objectives by letting them choose the specific features and services they require. Based on consumer behavioral theory, this customization method acknowledges the demands and preferences of each client, boosting their sense of control and involvement.

Additionally, myDigiLearn may take use of the psychological concept of perceived fairness and transparency by deferring price calculation until the end of the customization process, ensuring consumers feel empowered in making selections that suit their budget and desired features. In addition to maximizing client happiness, this tailored approach encourages a deeper emotional connection, which boosts engagement and loyalty towards myDigiLearn as a reliable e-learning platform. Discounts for enduring commitments are offered: By offering discounted rates for longer membership terms, you can reward your customers' loyalty and persuade businesses to use myDigiLearn for longer periods of time.

Place

Given that Telkom Indonesia already has a national network of facilities and infrastructure stretching from Sabang to Merauke, myDigiLearn can take advantage of this network by working with Account Managers (AM) on the Enterprise Service Division (DES), Government Service Division (DGS) and Business Service Division (DBS) to increase myDigiLearn's accessibility and reach. To simplify the purchasing process for potential clients, make sure that Telkom's B2B channels are seamlessly integrated.

Providing digital channels as a second customer touchpoint will assist B2B sales be as effective as possible. The following are some proposed methods to help B2B sales be as effective as possible (Figure 2).

Account Managers in Helix corporate and Helix Government should be specifically assigned to building connections with clients in the corporate and government sectors, comprehending their needs and providing them with individualized support. Additionally, use digital tools like a website, email campaigns with e-magazine content, social networking sites and webinars to tell potential customers about the advantages of the platform and highlight success stories. 

MyDigiLearn should assign account managers to engage with business and academy clients, comprehend their needs and offer customized solutions in the Helix Business and Helix Academy Segment. Utilize digital platforms to support the Account Manager's work after that.

Implement a multi-channel marketing strategy, including content marketing, targeted advertising and lead nurturing programs, to raise awareness, inform prospects and encourage participation. Additionally, a committed workforce can assist the leads produced by Digital Channels operations in handling consumer enquiries and following up on orders. 

Use digital channels as the segment's main point of contact in Helix Community. Implement an Integrated Marketing Communications (IMC) strategy that focuses on content creation, social media engagement, webinars and online discussion forums to reach and engage the audience successfully. Employ Non-Account Manager/Dedicated Team to conduct purchase follow-ups, address questions and give community segment customer care.

Figure 2: myDigiLearn Channel Distribution

Promotion

Promotion is important to get the maximum result on the myDigiLearn business. It plays a vital role in raising awareness, attracting customers, driving sales, building brand loyalty and gain a competitive edge.

Checking Top-of-Mind Awareness (TOMA) is one of the useful Key Performance Indicators (KPI) to assess the success of promotions and marketing initiatives. It alludes to the company or item that people think about when they first consider a certain sector or area. Since it demonstrates the degree of consumer brand recall and familiarity, it is an essential indication in marketing and advertising.

MyDigiLearn only receives 65% for Top-of-Mind Awareness, according to the poll. It indicates that although people are aware of myDigiLearn, they still require assistance in comprehending or using myDigiLearn. Thus, to maximize the effectiveness of a promotion, it's essential to carefully plan and execute the campaign, target the right audience, allocate an appropriate budget, engage customers throughout the promotion and adapt to external factors as necessary. Regular review and analysis of the promotion's effectiveness can also aid in locating problem areas and assisting in the necessary alterations for upcoming campaigns (Figure 3).

Since myDigiLearn must raise TOMA, it must run a brand campaign that focuses on boosting brand equity, perception and awareness by instilling consumers with a favorable view of the company. MyDigiLearn also needs a performance campaign, which focuses on generating specific and quantifiable activities to support business growth, in addition to increasing sales and income. 

MyDigiLearn must develop comprehensive marketing strategies that showcase the program's distinctive characteristics, advantages and affiliation with Telkom Indonesia in order to improve the results of marketing promotion through targeted marketing campaigns. Reach the target demographic by using a variety of channels, including social media, trade journals and pertinent events.

MyDigiLearn can develop marketing initiatives to boost brand perception, such as working with influential individuals or organizations in the corporate learning and development sector to endorse myDigiLearn and generate buzz about the platform. It can also display positive customer reviews and case studies to establish credibility and show how effective myDigiLearn is at promoting employee development and organizational learning. Additionally, to increase leads and sales, myDigiLearn can run paid media like SEM and Google Display Network, specifically on digital channels only. By offering discounts, special offers, or limited-time deals, promotions can engender a sense of urgency and encourage customers to act.

Figure 3: myDigiLearn Campaign

Integrated Marketing Communication

IMC is a tactical approach with the goal of coordinating and aligning various marketing communication tools and channels to provide a unified and persuading message to the target audience. It helps businesses accomplish their marketing goals by raising brand recognition, encouraging customer interaction and ultimately influencing consumer behavior. It requires combining and aligning a number of marketing mix elements, including digital advertisements marketing, public relations, sales promotion, direct marketing, personal selling and digital marketing, in order to produce a cohesive and coordinated communication plan. Pull or push marketing communication are two unique strategies used in marketing to connect with and engage target consumers. Pull marketing communication, also known as inbound marketing, while, push marketing communication, also known as outbound marketing (Figure 4).

Pull and Push Marketing Communication

Push and pull marketing integrate elements from both strategies to boost the effectiveness of advertising campaigns. This approach recognizes that different clients might respond better to different techniques and uses a variety of strategies to reach a wider audience.

By combining push and pull strategies, businesses can create a comprehensive marketing plan that uses both proactive outreach and attraction-based strategies to engage with the target audience at all stages of the customer journey:

• An account manager is a specialist who builds and looks after relationships with customers. Managing customer expectations, maintaining client satisfaction and supporting the effective supply of goods or services are among an account manager's main duties. Both pull and push marketing communication tactics can be used by an account manager. The pull strategy's main objective is to draw in and keep clients through stimulating demand for goods and services

• The use of social media can be compared to a push-and-pull marketing mix. Businesses spread their information and messaging to the public to market their brand and products. People can use social media to engage with brands they are interested in and obtain information about them. It creates a two-way channel of communication where clients may actively seek out and interact with businesses

• Event exhibitions can be thought of as a fusion of push and pull tactics. At trade shows, expos, conferences, or other events, companies or organizations present their goods, services, or concepts. Exhibitions at events might be thought of in this situation as a pull strategy. By creating an interesting and dynamic experience, the goal is to draw in new clients and spark interest in the products. MyDigiLearn joining an exposition booth is one illustration. It will draw visitors in, pique their interest and nudge them toward and toward the highlighted goods or services. By creating an atmosphere that is both aesthetically pleasing and educational, the goal of this project is to attract customers to the myDigiLearn brand and increase sales, particularly for the Helix Community

• KOLs and community influencers employ a push-pull strategy in their operations. Their job entails actively advertising products and services to their audience as well as pushing endorsements and messages. In addition, because of their impact and reputation, consumers are drawn to particular products depending on the influencer's content or endorsement. This phenomenon is known as the "pull effect"

Figure 4: Communication Design

Push Marketing Communication

Push marketing communication, commonly referred to as outbound marketing, entails delivering advertising materials to the target market directly. Making consumers aware of a good or service and swaying their purchasing decisions are the main objectives. Push marketing communication can be created by myDigiLearn through a number of actions, including:

• A push channel for marketing communication is digital paid advertising. Through a variety of marketing initiatives, including advertising, personal selling, direct marketing and trade promotions, myDigiLearn may actively push the good or service to the intended market. Because firms invest in advertisements to push their message or service straight to the target audience, paid advertising falls under the push approach category. Because people might not have actively searched for the goods yet, this strategy makes it possible to reach a wide audience. Even so, the advertisement sparks curiosity and may result in more interaction or conversion

• The term "mass advertising" refers to the widespread distribution of marketing messages, campaigns, or advertisements across a variety of media platforms, including TVC on television, radio adlibs, infographics in print magazines, billboards and internet platforms. A product, service, or brand is intended to be made widely known through mass advertising

Pull Marketing Communication

Pull advertising refers to marketing that aims to drive customers to a certain brand or item. The goal is to pique curiosity, increase brand recognition and forge a relationship with the target market. It depends on stimulating demand and interest among consumers to motivate them to actively seek out and interact with the advertised good or service. Pull marketing communication can be created by myDigiLearn through a variety of activities, including:

• When it comes to media relations, organizations use a pull approach to try to catch the interest and attention of journalists and media outlets. By developing interesting stories, presenting insightful information, or supplying professional commentary, organizations sought to establish themselves as reliable sources and thought leaders in their sector. They proactively build relationships with journalists and media professionals by offering exclusive information, making themselves available for interviews and granting access to specialists. To attract media attention, the organization must be positioned as a trustworthy source of timely and interesting stories

• A website serves as the main hub or online presence for a company or organization. It is intended to draw and hold visitors' attention by offering pertinent data, resources, goods, or services. To locate information or solutions to their needs, users search for websites by entering specific URLs or by using search engines. A website's main objective is to draw or attract visitors by providing relevant material, an easy user interface and practical functionality. Additionally, websites strive to rank well in Search Engine Results Pages (SERPs) when visitors type in pertinent keywords or queries. This is done through the use of Search Engine Optimization (SEO) strategies and high-quality content. Businesses strive to draw organic traffic from search engines by improving the website's structure, content and user experience

Along with the proliferation of smartphones and mobile internet use, the e-learning platform has also grown. Yet there are still issues like overcoming language hurdles, localized content, closing the digital divide and assuring connectivity in rural locations. MyDigiLearn's relatively low brand awareness on the Indonesian e-learning market presents a barrier to its exposure and recognition among potential users. MyDigiLearn's brand recognition is modest despite being a part of Telkom Indonesia, which has a solid corporate identity and reputation. According to the report, the brand had a modest campaign with subpar marketing outcomes, which probably contributed to its low brand awareness. The management rules that forbid a facing unit like Corporate University from making money and selling to clients directly may have also restricted marketing efforts and prevented the brand from being seen by more people.

MyDigiLearn needs to concentrate on putting into practice efficient marketing plans and running bigger campaigns in order to increase brand awareness. To increase its exposure in the market, it should take advantage of Telkom Indonesia's solid corporate image and reputation. MyDigiLearn may increase awareness among stakeholders and potential customers by stepping up marketing efforts and emphasizing its distinctive value propositions, such as exclusive content and immersive design. It's crucial for myDigiLearn to prioritize brand building and invest in marketing initiatives that target its intended audience, whether it's corporate clients, educational institutions, or individuals seeking specialized e-learning content. By increasing brand recognition, myDigiLearn can differentiate itself from competitors and gain a stronger market position.

Additionally, establishing strategic alliances and partnerships with pertinent parties, like other corporate colleges, IT firms and governmental organizations, can aid in raising brand awareness. Through these collaborations, myDigiLearn's services may be able to reach a wider audience and engage in joint marketing initiatives.

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