| July
2007 |
 The
Aiming Higher issue...
|
| Aiming
for FCIM? Here’s how… |
|
The
letters after your name speak volumes about your skills and experience.
In marketing you can’t get much more impressive than being
a Fellow of The CIM. We ask three GLR members who have recently
been granted Fellowship exactly what it takes to get there.
|  Kevin
Turnbull, Chief Executive, Spa Finder Europe Ltd
Being invited to become a Fellow is a fantastic recognition
of my commitment to and involvement in this field for 25
years. I’m a passionate believer in the process of
continuous learning. Unfortunately I’ve not been that
great at cataloguing all my activities so being officially
Chartered has escaped me, despite being a very active marketer.
Specifically, I’m looking forward
to The Annual CIM Fellows’ Dinner and any other networking
opportunities Fellowship may bring. I love the idea of having
my brains picked and picking other peoples’ brains.
I also hope that by becoming a Fellow there’ll be
a chance for me to give something back to younger, newer
marketers. I’d be particularly keen on becoming a
CIM mentor.
Being a Fellow is a reward for the
time you put into marketing. I think my CV shows that as
a new graduate from Durham University, once I’d discovered
marketing I never really let it go! I joined The CIM as
a Marketing Trainee in Ford where I worked my way up to
Advertising Director before moving onto positions at Nissan,
Reliance Security and latterly Daimler Chrysler. I’ve
also been driven by a passion for start-up businesses and
Internet marketing. Now I’m heading up Spa Finder
Europe. |
 Leo
Addis, Joint Managing Director, Eurowines Ltd
I was invited to apply for CIM Fellowship a few years
ago but I didn’t manage to submit enough specific
information about my marketing achievements for the panel
to accept. This time I made sure I submitted everything.
The wine sector is notoriously ‘traditional’
when it comes to communications. Some people still think
that unless you can actually sniff out a 1953 Chateau Latour
at 100 yards you’re not worth marketing to. But I’ve
always believed that you can apply all the principles of
marketing to this industry in exactly the same way as FMCG
or finance. I’ve been glad of The Institute’s
support over the last 20 years.
Becoming a Fellow is a recognition
of my belief in marketing. Ever since my first employer,
(Guinness plc) sponsored my Diploma, it’s been really
important for me to be a member of The CIM to keep up-to-date
with the latest thinking and techniques. I’m still
learning, in fact following a recent Internet marketing
event I introduced a registration process on our website
to gather visitor information. I think Fellowship will take
my involvement in events and activities up to the next level.
|
 Pat
Thomas, Director, NUKO Ltd
I wanted to become a Fellow to show my continued commitment
to marketing, gain recognition of my experience and the
expertise I’ve gathered in senior level roles. It
will definitely help me in my work. I hope to be able to
develop new networks and to be able to give something back
through being more involved in CIM.
I’ve been a member of The Institute
for 20 years. My career has largely been split between food-related retail, wholesale and distribution and business
services (outsourcing services to the private, local and
central government sectors). I currently work for myself
as a consultant specialising in Marketing, Sales and Business
Strategy. Having FCIM is important as it recognises in-depth
experience and expertise at a senior level to potential
clients.
I would advise CIM members who want
to aim for Fellowship to network at seminars, events and
short courses – you can never do enough. While you’re
making the effort to get out and about you can also work
towards becoming a Chartered Marketer which also shows you
are serious about marketing.
|
|
Return to contents list
| Do
good, feel good: West London charity seeks Marketing volunteer |
|
Volunteering is a
great way to broaden your experience, get yourself some CPD and
CV points and contribute to a worthwhile cause. We talk to a London
charity Sixty Plus who is looking for some voluntary
marketing expertise right now. Here’s the Charity and the
challenge. Can you help?
Sixty
Plus Volunteer Role Description. Is this you…?
West London Charity Sixty Plus is looking to add to its
Management Committee a Volunteer Trustee with experience
in marketing. Fundraising, voluntary or charity
sector experience is not essential but some understanding
of the voluntary sector would be helpful. Trustees are responsible
for controlling the management of the charity. The marketing
remit will be to work with charity’s employees to:
- map out marketing activities against marketing
objectives (see right)
- manage and get involved in carrying out
the marketing activities
- attend 10 Board meetings per year (usually
on a Tuesday early evening)
For further information or to submit your
CV, please email Business Manager Emma
Walsh or phone 020 8969 9105. |
|
Sixty
Plus’ marketing objectives. Can you help…?
- To raise awareness among the next generation
of potential users of Sixty Plus’ services (50-60
age group, extremely low income in the target geographical
area)
- To generate £20K from individual
donors, commercial sponsors and corporate donors in Year
1 (2007-2008)
|
Sixty Plus profile
Aims: To support
independence, dignity and choice in the over 60s living in the
Royal Borough of Kensington & Chelsea (RBKC). This area combines
pockets of extreme affluence alongside extreme deprivation. Among
the over 60s living in this Borough, 1 in 3 people live in poverty.
Two wards in the North Kensington are among the UK’s top
10% most economically depressed areas. There are two estates in
the top 5%.
Helps: 2,000
older people in Kensington & Chelsea are currently benefiting
from Sixty Plus’ services. Most are over 75 and frail or
disabled.
 Provides:
Home visiting, escorted group shopping trips, outings, practical
help, telephone befriending, gardening, intergenerational work
(young volunteers act as computer coaches, reading volunteers
for blind people and as English language coaches) health promotion
seminars and road shows, short-term health mentoring, an Annual
Health Fair and New Horizons – an activity centre for older
people.
Staff: 9 permanent
staff, 150 volunteers including 10 Trustees of the Board. None
of these staff has any specific marketing expertise.
Revenue: 40%
of funding currently comes from council/other government funding.
This is dwindling year-on-year. The balance is met by funds from
grant-making trusts. Effort is now urgently needed to increase
income from individual donors, commercial sponsors and corporate
donors
Communications: Partnership
working with other local voluntary and community groups as well
as a good reputation have given the Charity a good profile among
its potential user group (the over 60s living in poverty in Kensington
and Chelsea), among funders and local councillors. Awareness among
the general population is lower. Members receive a quarterly newsletter.
Also produce the Sixty Plus Guide to Services for Older People
in Kensington & Chelsea.
|
Please
help if you think you can. Do good, feel good.
If you would like to apply for the volunteer role or submit your
marketing advice to Sixty Plus, please email Emma
Walsh.
|
Return to contents list
| On
Your Soapbox... What marketing moves should Sixty Plus make first? |
|
We asked three senior marketers from GLR what they
thought of the Sixty Plus case and what recommendations they would
make.
Mazia
Yassim
Marketing Manager, Development
Trust & Visiting Lecturer in Marketing at the University
of Greenwich
Mazia says…
“Since the nine permanent
staff have no real marketing experience, I think that they
need to build some understanding of what marketing is about.
There are various voluntary sector organisations that provide
seminars and workshops on marketing to charity sector staff
and volunteers.
Also, before developing marketing strategies,
they need to clarify their overall purpose and the boundaries
of their activities. In their desperate efforts to raise
funds, charities can attempt to undertake activities and
build partnerships that can dilute the core purposes and
lead them off track.
Charities often find it very difficult
to spend money on marketing as they feel like they are diverting
money away from the people who need their help. However,
you don’t necessarily need to spend a lot of money
in meeting objectives. The most effective marketing communication
strategy for a charity is word-of-mouth.
Then I would recommend that Sixty Plus
start marketing activity on a small scale, without spending
too much and then assess effectiveness. First steps could
include:
- Organising gatherings/social events
for a) service users and b) private donors where they
will be asked to bring in a friend/family who could potentially
become a service user or donor.
- Could service users actively participate
in fundraising and marketing? A few of them could pre-arrange
meetings with local businesses and local groups such as
parent and toddler groups to talk about the charity and
how it has helped them.
- The local borough magazine/newspaper
also can be a very effective PR channel. Use email to
send out regular press releases and profiles of key projects
to keep the charity in the mind of local people.
|
|
Colin Linton
Chair of CIM Greater London
Region
Colin
says… “The
first step should be to understand their target market and
I suspect there are more potential sources of income than
perhaps first thought:
- current members
- potential new members now (who are already 60+)
- potential new members future (who are not yet 60)
- (potential) donors:
a. individuals
b. businesses
- (potential) sponsors - businesses.
- I’d start by organising fundraising
activities for current members and I'd urge Sixty Plus
to identify potential business sponsors for these events.
To get new members, the most cost-effective way to raise
awareness is through PR so their first action should be
to identify all existing communications activities within
the Borough, such as local radio, press, Council communications,
Residents Association newsletters etc. They can then use
these to publicise events and activities and to profile
achievements and projects.
- For potential sponsorship, target larger
corporate businesses in the area, such as banks, which
are likely to have published Corporate Social Responsibility
policies. Details can usually be obtained from their websites.
Think about ways that sponsors’ staff could help
– large companies are very interested in 'staff
engagement' and this may encourage them to get involved.
But don't forget to give them the option of just making
a donation, as sometimes they actually prefer to just
write a cheque rather than make a longer term commitment.
- Look to build relationships with key stakeholders
in the community, e.g. the Council, and other charity
groups who may be able to provide support, e.g. Rotary,
Round Table, Lions.
|
|
Dee Twomey
Director, Marketing Zone
Dee says…
“I would question whether
Sixty Plus should be going for the under 60s at all with
their awareness campaign. This is long-term planning and
I don’t think they have the luxury of that right now.
- I would advise them to concentrate on
awareness within the current user target group. This means
that you have to know where your target users are going
to be and get there before them: Post Office on pension
day, day care centres, drop-in clinics, the high street
on market day. Be there, hand out leaflets, talk to people
about Sixty Plus.
- Having such a tight geographical catchment,
Sixty Plus have a huge opportunity to go with a creative
theme of ‘Being a good neighbour’. This could
really help when it comes to getting donations from more
affluent individuals within the region. Selling this feel-good/guilt
factor is a really strong argument when you have such
extremes of wealth and poverty right next door to each
other.
- As for corporate sponsorship, my advice
is to think big. Ask for a lot. Voluntary organisations
are often so good at getting by on such small amounts
of money that they tend to pitch low, but corporates expect
to pay proper money for what they get. Sixty Plus should
create packages of products and services that companies
can sponsor, for example ‘An escorted coach trip
to the London Eye for 50 elderly people’. Break
all the costs down (coach, fuel, entry fee, food, drinks)
so that sponsors know where their money is going and that
they are enabling the entire thing. Offer them PR opportunities
on the back of things they sponsor: photo opportunities,
stories in the press."
|
|
Return to contents list
| Moving
up to the next CIM qualification |
|
 Professional
Diploma in Marketing
If you've just finished your Certificate, you may well be eyeing up
the Professional Diploma as your next move. Here’s a quick
outline of what you can expect. If you’re not that keen
to dive back into the text books so soon, take heart, because
at Postgraduate Diploma level the focus is divided more evenly
between theory and practical application/operational management.
- At this level, The Institute requires evidence of knowledge
to manage the marketing process at
an operational level.
- It builds on knowledge gained at Certificate level or elsewhere
with a future marketing management role in mind.
- Students develop tactical issues at a deeper operational
level.
Professional Postgraduate Diploma in Marketing
If it’s the prestigious Professional Postgraduate Diploma
you’re considering, then bear in mind there’s even
less new theory to pick up at this level. It’s all about
applying the theory you’ve already learned in a business context
as well as making and justifying your strategic recommendations.
- The Institute expects a focus on the strategic aspects
of marketing management.
- The Professional Postgraduate Diploma is aimed at students
who have already gained a significant level of knowledge
(often through Certificate/Diploma) and/or experience of marketing.
- The subjects covered are central to business success,
as the Postgraduate Diploma is increasingly seen as a licence
to practise.
- Students should be focusing on the development
of strategic plans, their implementation
and control.
|
Return to contents list
| Not
quite ready for Fellowship? Try getting Chartered |
 |
get
chartered
for people who are serious about marketing |
Even though you need to be at least an MCIM to be Chartered, you can now start collecting CPD hours at any grade of membership.
Simply keep track of all your CPD and within two years you could be a Chartered Marketer. There’s no better way of showing how active and up-to-date your marketing really is.
| Here’s a quick update on the many ways you can now attain or maintain your Chartered status and the maximum number of hours you can claim per year. See the CIM website for the rules, definitions and details. |
- Development events (10 hours)
- Conferences & exhibitions (10 hours)
- In-company development (35 hours with
a maximum of 8 hours for Promotion & Appraisal)
- Qualification studies (35 hours)
- Short courses (35 hours)
|
- Language training (35 hours)
- Imparting knowledge (14 hours)
- Mentoring (21 hours)
- Contribution to the community (8 hours)
- Private study (8 hours)
|
|
Return
to contents list
| Volunteer
your way to success with GLR |
|
 GLR’s
Joanna Orphanou has been an active volunteer member of the North
London team for almost four years now. In that time she has helped
create and organise dozens of member events, including the CIM’s
hugely popular flagship Career Fair – Charter Your Way to
Success.
Joanna speaks to GLR News about why she got
involved with her regional CIM team and explains how volunteering
helps her aim high in her marketing career.
“Getting involved with my regional CIM team
was a natural step after gaining my CIM qualifications: for me
it was part of finally putting all that theory into practice!
I work in marketing (for Orange) but there’s only so much
experience any single job role can offer. I want to stretch my
professional skills as far as possible and the range of activities
as volunteer really allows me to do that.
The variety and relevance of the activities I’m
involved in is fantastic. I attend team meetings with other CIM
volunteers who live or work in North London. We plan events and
communications for the region’s members. I promote and write
copy for events, negotiate with venue suppliers and sponsors,
work out budgets and event break-evens. We’re continually
working to help the GLR Board bring high quality and good value
to members in this area. Being a CIM volunteer complements my
career efforts perfectly and helps me develop my skills in a different
environment.
My volunteer work also gives my status at work a
boost: it’s perceived as a huge positive by my managers
and peers. As in many blue-chips The CIM is well-respected at
Orange and I’ve got a high profile internally. I’m
always the first port of call for any questions from HR about
marketing events or qualifications. I like being an ambassador
for The CIM and enjoy being associated with best marketing practice
– which is what The CIM represents.
From day to day, being a CIM team activist is not
massively time-consuming. In the run-up to an event though it
can be very difficult to fit it all in. The Careers Fair is something
that I’m particularly dedicated to and have built good relationships
with the recruitment companies who attend and the hotel venues
where the Fair takes place. It would be difficult to let that
venture go now and in fact I want to develop it even further into
more specialist careers advice ‘surgeries’.
I would recommend being a volunteer to any CIM
member. I know it’s fuelled my career. If you’ve got
any enthusiasm for marketing, meeting people and pushing yourself
professionally, get involved. It can help you fulfil your potential.”
|
 Cathy
gets kids’ attention with Kate Moss and Big Brother
For the fifth year running, Cathy Jones FCIM has given a marketing
career’s talk to sixth formers at Stowe School. Cathy says
of her recent visit: “They’re a lively bunch with
lots of questions. I keep their attention with plenty of current
examples like Carphone Warehouse and Big Brother, Kate Moss and
Burberry. I also do some kind of blind taste test to show how
marketing research helps the industry, last time I did Diet Coke
and Coke Zero.”
Careers talks are one of Cathy’s favourite
jobs as Team Leader for CIM’s Milton Keynes branch. “It’s
great to see how enthusiastic the kids get once they realise marketing
is relevant to them. Answering their questions and hopefully helping
to inspire them is really rewarding. Plus I get to eat supper
with the careers people in the beautiful setting of Stowe School.
It’s one of the perks!” |
Return to
contents list
| Women in the Boardroom |
“Women who
seek to be equal with men lack ambition” Timothy
Leary |
A new study of senior
women in business explores some of the barriers to success experienced
by women. Researching with top executives in FTSE 100 and Fortune
500 companies, Peninah Thomson and Jacey Graham have identified
some of the reasons why women often struggle to reach the most
senior positions.
In their book A Woman’s Place is in the
Boardroom Thomson and Graham present an agenda that they
believe will enable many more of them to fulfil their professional
potential. For GLR News readers who haven’t yet read the
book, here is a selection of reasons and solutions put forward
by the authors:
| 1. Confidence
|
| Problem:
A major reason why women don’t reach senior levels is
because they don’t think that they’re good enough.
Not only are many women awkward about discussing their own
merits, they tend to be more comfortable talking about their
limitations. |
Solution:
Talk about your achievements calmly and quietly, and don’t
be apologetic. |
| 2. Visibility |
| Problem:
Most
women focus on doing the tasks for which they’re accountable.
In corporate life this isn’t likely to be enough to
get you ahead. It’s essential that you’re recognisable.
|
Solution:
Be visible both at work and outside,
put yourself about, be present at events and forums that are
not necessarily tied to your specialist area. This demonstrates
that you can play to the whole spectrum of the board. |
| 3. Risk taking |
| Problem:
Women are less likely than men
to take risks. |
Solution:
Take some. They needn’t be
big ones. Speak at a meeting, don’t worry about honing
the perfect response and miss the opportunity to make your
intervention. Don’t remain silent. |
| 4. Children |
 Problem:
The demands of working at a senior
level in a big corporation are incompatible
with having and raising children. Most women want to put their
children to bed themselves. |
Solution:
To retain senior women, companies
need to create more flexible working options. Keep up the
lobbying. |
| 5. Mobility |
| Problem:
Working mothers are less inclined
than men to relocate or to take foreign postings. This means
that they don’t get the experience boards seek. |
Solution:
Organisations need to look at their
expectations with a critical eye. Unless they make top positions
attractive to women, their boards will remain male. |
| 6. Competition |
| Problem:
Women like to be seen to support
each other because they see themselves as allies: they’re
empathetic, good at building consensus and less egotistical
than men. |
Solution:
Competition may be a word you don’t
like (you probably prefer words such as collaboration and
partnership) but you are in competition with your peers. |
| 7. Career planning |
| Problem:
Men are more inclined to plan their
careers, women are more inclined to let them happen. |
Solution:
Think about the outcome you want,
understand that you can make things happen, have a sense of
purpose and seize opportunities. |
| 8. Ambition |
 Problem:
Another word
that makes women uncomfortable as
they think that it implies ruthlessness.
Women are perceived to be less ambitious than men. This doesn’t
mean that they are, but the impression comes about because
they don’t sell themselves as hard or as consistently
as men do. |
Solution:
Use the word aspiration instead.
Companies need to use language that doesn’t turn women
off, that encourages them to stay in the corporate world.
|
| 9. Networks |
| Problem:
Men have long-established networks
that they can tap in to, women don’t, which means that
women don’t have the contacts they need and have to
try harder to reach senior levels. |
Solution:
As women’s networks continue
to emerge, the process of getting the big jobs is being demystified.
But you do have to engage with the networks. |
A Woman’s Place is in the Boardroom,
by Peninah Thomson and Jacey Graham is available from Palgrave
Macmillan, £25
|
Return to contents list
| How
Did I Get Here? |
|
  GLR
News interviews Nisha Motwani, Direct Marketing Manager of The
Prostate Cancer Charity to find out how and why she went into
Not-for-Profit. Now we know…
I started my marketing career …
Working as a Marketing Officer for a food hygiene consultancy.
From there I went on to Market Research for a doctor who was writing
a book and then working for a TV company, where unfortunately
I became disillusioned by the commercial sector. I first knew
I wanted to move over into not-for-profit when I started looking
round for a new job and realised I was applying for more charity
roles than anything else.
I got into Not-for-Profit by…
Working as a Direct Marketing Executive in a charity called Research
into Ageing before moving on to become Head of Fundraising and
PR at The Migraine Trust. However I really missed the buzz of
DM and moved onto The Princess Royal Trust for Carers as Head
of Individual Giving and set up a new department there which was
really exciting.
I think I’ve progressed quickly in not-for-profit because
you tend to hit the ground running and just throw yourself in
there. There’s no time to lose as it were. The exact same
thing happened here at The Prostate Cancer Charity when I was
asked to pull the DM strategy and forecasts together in my first
week!
Working for a charity makes you …
More creative. Because we do 13 mailings a year, you’re
essentially going back to the same supporters for donations time
after time. You don’t have the sky’s the limit creative
budget either so it really makes you think about what you’re
saying and how to re-sell the call for action each time. Particularly
when we’re asking for money to fund medical research - it’s
so intangible to people. When you work for a charity all you’re
really selling is the feel-good factor.
Prostate cancer: the key facts
- Prostate cancer is the most common form of cancer in
men.
- 32,000 men are diagnosed every year.
- One man dies every hour.
- The risk of getting prostate cancer increases as you
get older.
- Most men are diagnosed over the age of 50, but it can
affect men from the age of about 40.
- You are two and a half times more likely to get prostate
cancer if your father, brother or son has been diagnosed.
- The risk is also higher if you are of African Caribbean
background.
- See www.prostate-cancer.org.uk
for more information on diagnosis, symptoms and how to
help.
|
It also makes you more collaborative: I have found
that charities are immensely supportive of each other and there’s
no real sense of ‘back-biting’ competition although
in essence we’re all competing for attention and spend.
Coming from the commercial sector that takes some getting used to.
I’m still learning about…
How to approach men – marketing to them of course! The Prostate
Cancer Charity attracts mostly male supporters and I’ve
found this really interesting as a creative challenge. Fact-based
copy that presents a logical problem-solution-action sequence
really works with male audiences. It’s more like forensic
science or a business proposal. Very different from most
charity DM where you’re appealing to emotions most of the
time.
Working for a charity is tough because…
The money isn’t there for the great glitzy campaigns
and I don’t have a big marketing team around me. This is
where I really value the external agencies I work with as it’s
great to be with other marketing professionals and experts for
me to bounce ideas off.
The salaries and benefits are lower than in the
commercial sector of course. But having now worked in commercial
and charity marketing I would never go back. You get so much more
in other ways, such as job satisfaction, personal fulfilment and
so on.
What keeps me awake at night…?
Being involved with a charity brings some great highs and some
heart-wrenching lows. For example it’s great fun to attend
fundraising events and gala dinners, meeting volunteers and even
celebs. Then there are other moments, like sitting on a grants
panel, speaking to someone with cancer or talking to young carers
who are taking on adult responsibilities, that make you realise
just how lucky you are or how much we take for granted.
Working for a charity is good because…
Here we go with the clichés… but it truly is great
because I know I’m making a difference. Every single activity
I undertake is geared towards improving someone’s life somewhere
down the line. Everyone’s job has its tedious or frustrating
moments and the ‘What am I doing here?’ questions.
I still get that but my job immediately offers me a great answer.
I can safely say I have total job satisfaction. |
Return to
contents list
| Show
me the money: getting a salary raise |
|
 If
you’re feeling undervalued at work, don’t sit there
and stew. There are some skills that can help you and your boss
win-win-win when it comes to your next salary discussion. So to
aim for a higher pay-check, read on…
1. Know your
worth
Many employers generally know within a pretty narrow range
what your job is worth. Make sure you do too. Consult The
CIM’s salary survey or any number of online salary wizards.
You can also collect competitors' job adverts. Subjective views
need to be backed up by fact or it's difficult for you –
or anyone else – to decide how deserved your claim is. |
2.
Give something to get something
It could be that your role has a limited value. As an individual,
you could have a very high potential value, but if your role
does not enable you to show it, then your reward level will
be suppressed. The most grown-up approach to asking for a
rise is to ask for extra work or responsibility and link this
to a pay rise, if not immediately then in the future. |
3. Work the system
If you don’t understand the organisation's process or
rationale for evaluating ad hoc requests for pay increases,
find out. Then get your boss on side by making it a discussion,
not a demand. Ask what flexibility exists and what the rationale
is for setting pay levels. What would improve your case? What
commitments would the company want from you? |
4. Don’t just
make a request, build a case
Use any evidence of your value to the organisation: KPIs met,
customers gained, customer lifetime value improvements, successful
launches or campaigns, new leads generated, profits generated,
customers retained, problems solved, efficiencies achieved,
positive effect on colleagues/team-members,
customer satisfaction, praise from clients and so on. |
5. Present the facts
Avoid making a case that's wholly centred around what you
feel. Include as much objective information and evidence as
you can. It may be that if the decision has to be referred
upwards by your boss that your boss will agree to present
your case on your behalf, in which the clearer and stronger
it is the greater the chance of success. |
6. Negotiate confidently
Employers will be surprised if you don’t negotiate
and impressed if you do it well. Brush up on some basic
techniques with a CIM
Masterclass. Do your reputation a favour and approach
the matter in a professional, well-prepared and objective
way. People that can handle their own tricky situations
are seen by managers as people who can handle other difficult
situations well too. |
7. Leave the door open
If you’ve made your case and still end up with a ‘no’,
try to at least set a future date for taking the discussion
forward in a few months’ time. Or if you have been offered
no hope for a future increase, you may conclude that your
talent and hard work are not perceived as sufficiently valuable
by your current employer. |
|
Factors
affecting the outcome of your salary negotiation: HOPE
Historical:
- when was the last company-wide salary review and what was
the typical range of % increases awarded?
- were any bonuses or other rewards recently given out?
- what precedent would be set for other employees by giving
you a rise; would it open the floodgates?
Organisational:
- how does your request fit with the organisation's salary
review and budget schedule?
- how valued are you by your boss and company?
- how easy would it be for them to replace you with someone
of similar capability and value at the same or lower salary?
Professional/Personal:
- how well are you performing in line with your targets and
overall company KPIs?
- how much investment has the company already made in training
and developing you (have they already invested in your CIM studies
for example)?
- what extra responsibility and work are you able/willing to
take on?
- are you willing to leave or stay if you don’t get a
salary increase?
Economic:
- how well paid are you at the moment compared to the market
norms?
- what is the rate of inflation and the costs of living associated
with where you live and work?
- how confident is your company in its HR success? (low staff
turn-over, good retention and satisfaction ease of recruitment,
optimum headcount)
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| GLR
Event review: Delivering a marketing footprint |
|
 On
22 May at The University of Hertfordshire, Lecturer Maurizio Catulli
presented the challenges for marketers with regard to their environmental
impact. Following his article in January’s the marketer,
Maurizio described in greater detail the implications of his research
into green marketing.
GLR organiser Cathy Jones said ' We were so pleased
to get a speaker that talked about a complex subject with such
clarity. Maurizio answered lots of questions and had great feedback
from the attendees.'
|
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| Going
for your dream job? Get your CV sorted by an expert for free |
|
 Win
a professional CV Service worth up to £1000!
The
Fuller CV is a leading professional CV Writing service that has
helped many people land the job of their dreams. For our Aiming
High issue, GLR News asked them to offer two readers the chance
to have their CV and cover letter professionally written by one
of their industry-specific expert Consultants.
This prize includes an in-depth telephone session
with CV Consultant who has been matched to your requirements.
Your Consultant will call you at a mutually convenient time and
interrogate you gently to find your skills, talents, achievements
and ambitions.
A few days later your CV will be a document to be
proud of, giving you the leading edge over other candidates and
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 Also
The Fuller CV is offering all GLR News readers a free CV Review.
Just upload
your CV here to find out how it could be improved.
If you don’t win, have a look at The CIM’s
factsheet on Successful
CVs and applications.
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| The
Champneys Spa Break goes to… |
|
 Austin
McGinley is the happy winner of the
Champneys Spa break for 2 we gave away in May’s issue. Austin
is from Fulham and is the Marketing Manager of a design agency.
It looks like Austin’s win couldn’t
have come at a better time: “This is great! My wife will
be pleased especially as she gave birth to our first child 3 weeks
ago!”
Congratulations to Austin and thanks to everyone
who entered the Prize Draw. Congratulations also to the 12 lucky readers who
win a Filofax Professional System. Filofax will be sending your
prize shortly.
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