The results from the World Economic Forum on the Gender Equality Gap 2020 remind us there’s still a long way to go to true gender parity.
99.5 years they estimate.
Luckily companies like CPM have been championing equality and diversity for decades.
Owned by the Omnicom group, they’ve been a global force in the outsourced field sales and marketing landscape for the last 85 years, now operating within 35 countries across the globe.
Creating an inclusive culture is nothing new to the CPM Teams, it’s in their DNA, reflected in the fact that 50% of the group’s senior leadership is female.
Step inside this progressive organisation and see how they’re actioning the change we need to see.
CPM has supported #IWD since 1997.
Mike Hughes, CPM’s CEO says: “CPM has always been a gender-diverse business but like many things, there is more we can and will do.
Supporting IWD allows us to celebrate the achievements of the thousands of women who work for CPM throughout the world and I would like to thank all of you for what you do for CPM, for each other, for our clients and for our and your communities.
Through our owners Omnicom, we are fortunate and happy to be able to actively participate in global initiatives such as OPEN and Omniwomen; this makes our company a more diverse, equal and inclusive environment which in turn allows us to do the best job for our clients by reflecting the societies in which we live and work.
I really like this year’s IWD theme ‘Choose To Challenge’. A challenged world is an alert world and I would like to think all our colleagues feel able to call out gender bias and inequality and to be treated seriously and with respect when you do, but if you don’t, this is the year for that to change and I would encourage you all to exercise your ability to choose to challenge”.
Michelle Tugwell, CPM’s new Chief People Officer says over the coming years they’ll harness a global strategy. Currently, a lot is done at local level albeit with joined-up initiatives through OPEN & Omniwomen and its annual summit.
Michelle’s passionate about creating a truly diverse and inclusive culture whilst challenging traditional stereotypes in the workplace.
She states how important it is that people feel they can be themselves and benefit from an inclusive, supportive team around them.
Having never been overtly ‘ambitious’ and being open about sometimes lacking in confidence herself, she learnt she was capable of doing increasingly more senior jobs from the confidence others (both female and male bosses) had in her.
“As a company, we’re big on mentorship. I’ve seen from personal experience when others have confidence in you, you believe you’re capable too”.
Mentoring and leading by example comes naturally to CPM.
Karen says it was CPM’s investment in sponsorship and mentoring that made a big difference to her self-belief.
“I was very lucky to have 2 great female sponsors at CPM. They encouraged me, championed me, and gave me the confidence to believe I could take on more senior leadership roles”.
Luci Beaufort -Dysart – Director of Hyphen is joining Karen on the Omniwomen committee this year and is excited to help shape the events and 2021 year-long programme. For Luci, investing in a company’s culture is only ever a good thing.
“I had a couple of female bosses in my former career who really championed me and taught me how important it is to: treat everyone with respect, not to dwell on the inevitable things that go wrong and to build relationships with people at every level”.
She believes getting along with your colleagues is key to getting the most out of your work.
“I’m one of the senior leads on our internal sports and social committee. Driving this forward is something I feel passionately about”.
Kirstin Knight –General Manager of Cosine, joined CPM’s subsidiary company just 18 months ago. Whilst she’s keen to point out she’s enjoyed working with inspiring male and female colleagues since joining the CPM family, she says it’s refreshing to be part of a company with so many women in senior roles.
“One of the most challenging things for me to overcome as a female leader has been balancing my career with raising my kids; especially as one of my children has special needs. In my former career, I had to tell a few white lies to attend medical appointments (there were so many!), which I’m ashamed to admit.
Because of my experiences, I want to commit to being as supportive and flexible as I can be so no other parent – male or female feels they can’t cope anymore”.
How brilliant is it to hear this sort of honest dialogue?
“CPM has been a part of my life for 18 years and as CEO of the French Group the last 13 years, there have been challenges.
CPM has become my second family, my second pillar. I’m able to do this role by putting in a lot of work, being tenacious and with thanks to tremendous relationships (both male and female), which enable me to achieve a good balance between personal and professional life, because the time devoted to my two daughters is the most precious to me”.
On the issue of achieving that elusive balance (family + career), it’s worth talking about flexibility in the workplace.
CPM is a People business, offering a wide variety of career opportunities in an array of disciplines, some of which are part-time or tactical/project-based. So, there’s always been a degree of flexibility ingrained within their culture.
While many commentators have spoken about their hope that the post-pandemic world will begin to reset many of the imbalances in society, CPM are in a brilliant position to catapult off the back of the great work they’ve already done.
Michelle says that everyone has adapted so well to working from home, they’re reviewing their working practices to see how elements of this can remain in the future.
Diversity & Flexibility
Within a world of increasing diversity, accelerated by globalisation and the ability to remote work (thanks COVID), we expect work expectations to change, from both employees and employers alike.
CPM are committed to embracing diversity and flexibility.
Lorraine Butler – MD of CPM Ireland says she wants CPM to challenge themselves to consider the diversity of how family units are created and aligning support for employees around this, as a means to helping create concentrated change.
“At CPM Ireland, we’re currently looking into how we can implement incremental support(s) for families going through fertility treatment, ensuring people have the bandwidth and freedom to go through this challenging experience without the additional challenges of worrying about keeping this hidden from work”.
Lorraine also points out another issue of huge importance here:
“Given people are our greatest asset, we need to be mindful of ageism”.
As far as both diversity and inclusivity go, this couldn’t be more poignant today.
The female workforce aged 50-64 has grown 50% in the last 10 years.
The outdated view that women of a certain age just want to wander off into a menopausal fog or coast their way into retirement, is completely off the mark.
CPM value equality and diversity and develop staff throughout their careers.
CPM works hard to understand the challenges that women face in their careers, not just around family but as the gender more likely to suffer from imposter syndrome (or admit to it anyway), and be judged by their age and the conditions that can accompany these life stages.
Veronique says gender equality is part of CPM’s DNA.
“Every year we ensure we make changes and one example is with our gender equality index. Last year we increased our score by 9 points (97/100). The fact our Executive committee is 50% female spreads inclusivity into the whole company. This year I’m committing to even more involvement, Co-Chairing Omniwomen France.”
Recruitment and attraction
With an understanding of the importance of finding new talent, from more diverse backgrounds and via more diverse sources, CPM has established a new recruitment strategy in the UK and are looking at replicating this across the group.
They work hard to ensure their advertising and selection process is free from gender bias. By decoding ad copy to eliminate words with unconscious bias and using creative containing more balanced representation from all walks of life. Plus, they’re placing increased emphasis on ‘will versus skill’. Focusing more on behaviours and attitude versus direct experience, they’ve seen an increase in the diversity of applications.
And finally, CPM is choosing to challenge old-fashioned stereotypes common in the workplace.
Michelle is a huge advocate of being open, honest and genuine.
CPM has been focused on supporting employee’s mental wellbeing, making a variety of tools and resources available, and have recently trained a team of Mental Health First Aiders.
They also operate a menopause policy, looking to protect their employees’ wellbeing in whatever way they can.
By speaking out and encouraging honesty, CPM hope the future of work will alter unconscious behaviours and attitudes for the better.
And as Lorraine Butler reminds us, Anita Roddick had some excellent advice:
“If you think you are too small to make an impact, try going to bed with a mosquito”!
With CPM #ChooseToChallenge and taking action week in week out, it might be less than 99.5 years until gender parity is in touching distance.
Watch this CPM space
Follow us on social to see the changes we action this year and all that happens at Omniwomen2021
The speed required to respond to events has made companies more flexible, leading them to adopt more agile, rapid and dynamic approaches. In this landscape the sales outsourcing represents a strategic solution, as it allows businesses to establish, manage and monitor the direct relationship between costs and results in a flexible, scalable way.
Daniele Castagnini, National Sales Director at FRoSTA and Pierpaolo Bertocco, Managing Director at CPM Italy speak to MarkUP Magazine about the collaboration that brought to the development of an agile organisational model focusing on objectives and results, to achieve greater presence and wider product range and increase FMCG channel monitoring
Watch our video to see how CPM Italy has increased product availability in monitored retail outlets by over 30% in the first year. Working in collaboration at a strategic level to deliver growth plans across Europe, using an agile market and an in-house and outsourced retail field sales force.
Everything changes and evolves. In a world where companies must adopt an increased flexible approach -both on the structure and on the business strategy- and consumers are well-informed and more demanding than ever, it is necessary to have a strong field team made up of qualified professionals with a high commitment on delivering excellent results. It is also essential for companies to be able to provide regular, comprehensive training to in-store sales staff on a range of constantly evolving topics in order to better represent the brand and communicate effectively its value.
With over 80 years of successful outsourced sales experience, CPM is the world leader in delivering and managing B2B and B2C Outsourced Sales Force Teams across multiple markets, sectors and product portfolios. In the video below, Giovanni Bergamaschi, Regional Director Southern Europe at Fitbit and Pierpaolo Bertocco, Managing Director at CPM Italy, talk about the many benefits that an outsourced field team can bring to brands.
Watch the video below to see what Fitbit had to say about the results achieved through their partnership with CPM Italy.
If you would like to find out more about how CPM can help you to drive sales for your brand and products, contact us at email@example.com.
This free guide helps you choose the right solution for your business.
Using technology to monitor your products’ visibility online allows you to discover lost sales opportunities like never before: recurring sold-out issues, misrepresentations of your products, disappearance of hero products, SDA issues, and other lost sales opportunities.
However, with these type of solutions still being quite new, we understand you may have a lot of questions. What should you look out for when choosing such a solution? That and more is what we’re answering in this free guide.
This guide gives you insights into:
We also hope to inspire you with the countless opportunities that come with monitoring online product visibility.
To download the guide click here to visit our partner website
Are you a consumer brand looking to increase online sales? Then this guide is for you. In our KPI guide, we explain which 6 KPI’s successful global consumer brands are using and why.
Download our free guide if you’re looking to:
To download the guide click here to visit our partner website
Discover the most important parameters of e-commerce auditing and get practical advice on how to monitor your product visibility in online re-seller channels.
Download the guide to get insights on:
To download the guide click here to visit our partner website
“Our end of year Expert Speak comes from Mark Ridler, CFO at CPM who captures the essence of Procurement. Mark trained and qualified in paper clip counting too many years ago to remember and since then has held various CFO and FD roles in the entertainment, marketing and communication industries. Most recently he has held positions at the centre within WPP and Omnicom negotiating local, regional and global client contracts focusing on terms and conditions and remuneration models specific to the clients’ engagement requirements. Mark is currently group CFO at CPM, Omnicom’s largest and best in class field sales and contact centre business’’.
Oh yep, it’s that time of year again.
From an outsider’s perspective, the yearly assault of increasingly-glossy Christmas adverts must surely paint a picture of an industry on the rise. After all, with that many celebrities shoved into a 60-second spot, how can marketing budgets be anything but bulging?
The truth is, overspending during the festive season isn’t a bad habit reserved for overzealous gift givers. Self-indulgent clients and self-congratulatory agencies can also be tempted to sprinkle a little magic during the cold dark days of December. The problem is, what happens for the other eleven months of the year?
After 10 years of austerity, it shouldn’t be surprising that marketing directors are increasingly unwilling to cut agencies a decent slice of a dwindling pie. And without a decent slice of the pie, it also shouldn’t be surprising that agencies are struggling to meet client expectations (which incidentally, never seem to dwindle).
But before you start placing the blame squarely on the shoulders of procurement, think again. A multitude of factors are at play here, and there are as many victims of budget decimation as there are villains. Every shareholder, CEO, CFO, consultant, and creditor has had a say in the matter. Add that to a volatile macroeconomic environment straining under the weight of red tape and legislation, and it soon becomes obvious that absolutely nobody has escaped unharmed, and that absolutely everybody is trying to do more for less.
Given the fact we’ve had over a decade to improve the situation, you’d think some progress would have been made. But in fact, the client-agency relationship seems to have remained paralysed, despite the clear paradigm shifts taking place in the background. Digital marketing has subsumed traditional advertising, fintech companies have broken apart established services industries, and big data has finally proved its capability to provide real-time, intelligent and predictive insights.
Yet these profound changes in the economic, commercial and product landscape seem to have had a disproportionately low effect on our business model. Agencies are not doing more for less, nor are they appearing ‘smarter’ to their clients. Relationships have not been forged based on trust and mutuality, interactions have failed to be open and transparent, and agencies have yet to become an indispensable part of the client DNA.
So how can we overcome this persisting desire to hold the agency relationship at arm’s length, and how can we start more effectively meeting client expectations?
Payment by Results seemed like a possibility, but to date it has failed to yield dividends for either party. And why would it? As a client, you want to see real value for what you pay for. That means if you pay a colossal day rate for a £500k creative director, you don’t expect to pay an additional bonus if he or she achieves the results their substantial salary would predict. As an agency, you don’t want to take the chance of achieving the same results with a far less experienced and inexpensive hire, since you can’t risk anything beyond the margin. Basically, everyone’s hands are tied, and neither party wants to stomach the unpredictability of the outcome. In summary: nice idea, but it’s never going to happen.
So what could happen?
Firstly, agencies could stop pining for that illusive 20% they are sure clients are hiding up their sleeves, and start acknowledging the reality of the situation. CFOs hand down budgets based on predicted business performance, and smart agencies should concentrate on ensuring that procurement doesn’t reduce that figure further. Basic logic.
Secondly, agencies could stop pretending they are experts at everything, and start collaborating with partners or appropriate third parties when the project requires it. A little bravery and honesty can go a long way here: the goal of the channel neutral agency is not to constantly showcase their excellence in all areas, but to help the marketing team achieve high quality and cost-effectiveness across the full scope of work. A win-win.
Thirdly, agencies could add in some nice to haves. Clients may not be hiding an extra 20% up their sleeves, but it never hurts to show them a few tempting possibilities that a more generous budget would allow. Worse-case scenario, these go straight into the procurement bin. A more optimistic scenario is that they decide to include some of these elements, but here comes the golden rule: if you add something in, don’t take something out that you’ll end up having to deliver for free anyway. Admittedly, this can be a hard conversation to engineer, but if you’re not brave and honest enough to have it, be prepared to wave goodbye to that agency margin.
Fourthly, agencies could spend far more time planning and preparing the ‘agreed’ scope of work and the inevitable procurement conversation. After all, a little work now can avoid a whole lot of pain later on. Don’t fool yourself into thinking that each and every line won’t be scrutinised by procurement: if you don’t have detailed and justified answers to their queries, that’s trust and transparency straight out the door. Put yourself in their shoes and crunch the figures – just how many hours, days or third party costs are truly needed to deliver the project? Why are there 30 days of account manager time down rather than 26 or 27? Be ready and willing to explain exactly what elements of the delivery will suffer if they cut out a cost: if they know the consequences, then they also must assume the risk.
Lastly, agencies could act savvier when it comes to ‘free’ work. It’s an unescapable part of the model, but that doesn’t mean it shouldn’t be shared and celebrated. Create precise logs of what the client has received in the past, and what they can expect to receive moving forward. It’s a safe bet that the value of these complimentary services far exceeds that magical 20% both parties have been searching for. Now that’s a good measure for a good relationship.
The contract includes the Television Audio Visual and Digital Appliances field and training teams. CPM are thrilled and proud to have been awarded such a prestigious contract and to be working with this innovative brand that is truly leading the way in consumer electronics. This award further strengthens CPM’s position as the number one sales agency across the globe.
The tender process gave CPM a great opportunity to showcase our ideas, data analytics capability, innovation and above all our award winning talent programmes. The contract includes the transfer of over 350 employees who will support the Samsung brand in 2020 and beyond, and we can’t wait to get started! Our mission for Samsung is clear – to drive sales of the Samsung Electronics brand through amazing, personalised consumer experiences and retail staff training.
We are excited to be working with a premium field, training and promoter team and look forward to transferring and welcoming new employees to our business in 2020. Samsung joins a portfolio of many leading brands across a broad range of sectors including Technology, FMCG, Retail, DIY, Telco and many more. At the heart of our success is our People and our continuous focus on acquiring, developing and retaining the very best talent in the industry. For further information on how we do this and what our people think about CPM then please click here or you can visit www.cpmjobs.co.uk for more information on what it’s like working for us.
Managing Director, CPM UK
Our latest Expert Speak comes from Lorraine Butler, MD at CPM Ireland on ‘Outsource Employee Benefits – Opportunity Cost or Loss?
Why do brands outsource their sales functions? For sure a significant reason is the flexibility, scalability, agility & expertise that outsource companies such as CPM can offer. However, for many brands, cost savings is also a significant driver and often the primary reason organisations look to outsource their sales functions. ‘Sales outsourcing is expected to be cheaper than the fully loaded cost of employing salespeople’ – Wikipedia’s opening answer as to Why Organisations outsource their Sales functions. In many client driven commercial models, costs associated with employee benefits such as health care, pension, maternity leave are often minimised or eliminated. With economic prosperity experienced by most markets across the developed world, comes a war for talent which gets tougher each quarter. Brands partnering with outsource agencies have a decision to make – is the cost of minimising employee benefits costing brand growth in the longer term?
Organisations today have an understandable focus on diversity in the workplace; gender, demographic & ethnic balance. Such movements are admirable and, in many cases, very much needed to create an enriched workplace and a platform for sustainable organisational growth. However, such movements also come with a price – literally. Gender quota’s see a strive for increased levels of females in certain disciplines. Salary levels and often more importantly benefit packages determine the levels of female interest in roles. Mercer’s 2019 Global Talent Trend Survey shows that the No. 1 influencing factor in females applying for roles is the level of family related benefits included in the package. Family benefits such as maternity leave & healthcare are seen as ‘a given’ in an employee market place, yet many organisations haven’t recognised or allowed for the costs of such benefits in outsource budgets. Unless this changes, making progress with gender balance in the workplace will not happen as quickly as the general market expects. And outsource partnerships risk becoming tactical in nature with a vicious talent cycle hindering brand growth.
Competition amongst outsource agencies, coupled with procurement teams expertly focusing on costs doesn’t help this cause. However, outsourcing leaders need to take steps in changing the conversation with customers. Unless it is accepted that there is joint commercial accountability to drive diversity & calibre in the workplace by both brands and outsourcers, brands will never realise the value of a diverse workplace that they could and should. And Wikipedia’s answer to why organisations outsource will never move from Cost to Growth.
CPM collaborated bringing its expertise on ‘Delivering Enterprise Agility in the experience economy’. Fiona Whelan, Managing Director of CPM International Contact Centres, discusses the importance of harnessing digital and human contact strategies to deliver multi-lingual, omni-channel solutions. Particularly, as increasingly hyper-connected consumers are demanding both seamless experiences and greater intimacy with brands.
Check out the infographic below for some fast facts on CPM and our Customer Experience expertise.
For more details, you can read the full report here: https://cpmire.com/icc/cpm-enterprise-agility-report
When you visit any web site, it may store or retrieve information on your browser, mostly in the form of cookies. Control your personal Cookie Services here.