July 2007
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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 TurnballKevin 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 AddisLeo 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 ThomasPat 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.

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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…?

  1. 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)
  2. To generate £20K from individual donors, commercial sponsors and corporate donors in Year 1 (2007-2008)

Sixty Plus profile

Sixty Plus logo

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.

Sixty Plus serviceProvides: 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.

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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:

  1. current members
  2. potential new members now (who are already 60+)
  3. potential new members future (who are not yet 60)
  4. (potential) donors:
    a. individuals
    b. businesses
  5. (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."
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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.
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Not quite ready for Fellowship? Try getting Chartered
get chartered icon 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)

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Volunteer your way to success with GLR

Joanna OrphanouGLR’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.”

Careering towards marketing: Stowe students doing a Coke Zero taste testCathy 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!”

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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

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How Did I Get Here?

Nisha MotwaniThe Prostate Cancer Charity logoGLR 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.

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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


  • 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?


  • 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?


  • 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?


  • 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

Speaker Maurizio Catulli with Ildeniz Yagcioglu, Commercial Marketing Exec from the University of HertfordshireOn 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 serviceWin 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 marketing you at your very best.

The Fuller CVAlso 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 McGinleyAustin 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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