Category Archives: News and Insights


Inizia a monitorare la visibilità online dei prodotti

La nostra guida gratuita aiuta a scegliere la soluzione adatta al tuo business.

 

L’uso della tecnologia per monitorare la visibilità online dei prodotti permette di individuare, come mai prima d’ora, le opportunità di vendita perse.  Sold-out, dichiarazioni non veritiere sui prodotti, mancanza di prodotti di eroi, problemi di SDA… sono solo alcuni esempi di quegli aspetti che possono portare a una mancata vendita.

 

Tuttavia, queste soluzioni tecnologiche, ancora relativamente nuove, suscitano molti interrogativi. Il primo dei quali è “Cosa bisogna aspettarsi da questi strumenti”? La nostra  guida gratuita risponde  a questa domanda e a molte altre.

 

La guida (in inglese) consente di valutare:

  • cosa monitorare
  • quali requisiti considerare
  • cosa aspettarsi da questo tipo di strumenti
  • come scegliere la soluzione adeguata per il proprio business

Speriamo offra anche alcuni spunti di riflessione sulle innumerevoli opportunità raggiungibili attraverso il monitoraggio della visibilità online dei prodotti.

 

Per scaricare la guida e visitare il sito del nostro partner cliccare qui.

 

e-commerce auditing

Tutto cambia e si trasforma. In un mondo in cui le aziende si confrontando con un approccio agile sia in termini di struttura sia di strategia di business e in cui il consumatore è sempre più preparato ed esigente, non solo è necessario garantire un field team formato da professionisti qualificati con un alto commitment al risultato, ma è fondamentale assicurare anche una costante e adeguata formazione agli addetti vendita dei negozi su tematiche diverse e in continua evoluzione. 

Giovanni Bergamaschi, Regional Director Southern Europe di Fitbit e Pierpaolo Bertocco, Managing Director di CPM Italy, parlano a TrendingAround di Mark-up

 

Scopri i parametri più importanti per l’auditing delle attività e-commerce e accedi a una serie di informazioni e consigli pratici su come monitorare la visibilità dei prodotti sui reseller online.

Scarica la nostra guida per:

  • valutare l’importanza dell’auditing online di prodotti e brand
  • individuare i parametri chiave per il monitoraggio
  • scoprire come applicare i concetti di mystery shopping, audit e merchandising al panorama online
  • riconoscere le insidie nei canali di vendita online
  • scoprire e correggere le perdite nei canali di vendita dei reseller online

Per visitare il sito del nostro partner Detail e scaricare la guida (in inglese): clicca qui

 

 

Come si possono incrementare le vendite online di prodotti consumer? Nella nostra ‘KPI guide’ spieghiamo quali sono i 6 KPI utilizzati con successo dai brand consumer globali e perché funzionano.

 

Scarica la nostra guida per:

  • identificare le opportunità di vendita perse
  • scoprire come tener traccia delle opportunità nei canali di vendita indiretta
  • accedere a quei KPI che consentono di ottimizzare i canali di vendita online
  • individuare le opzioni possibili per rispondere rapidamente e in modo continuativo alle problematiche delle vendite online

Per visitare il sito del nostro partner Detail e scaricare la guida: cliccare qui.

 

e-commerce auditing

La velocità con cui si affrontano gli eventi ha portato le aziende a saper agire in modo flessibile, ad avere comportamenti più agili, rapidi e dinamici. In questo scenario l’oursourcing della forza vendita è un approccio strategico, perché  consente di definire, gestire e monitorare una relazione diretta tra costi e risultati, in modo flessibile e scalabile.

Daniele Castagnini, National Sales Director FRoSTA e Pierpaolo Bertocco, Managing Director di CPM Italy parlano della collaborazione che ha portato allo sviluppo di un modello organizzativo agile, focalizzato su obiettivi e risultati per ottenere maggior presenza, assortimento e un più alto monitoraggio del canale FMCG.

 

 

 

“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.

On behalf of the whole business, I am delighted to announce that after a rigorous multi- stage tender process, CPM UK has been awarded an exciting new contract working with Samsung Electronics UK.

 

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.

 

 

Karen Jackson

Managing Director, CPM UK

 

Balance for Better

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 Barcelona, International Contact Centre, was featured in ‘ Enterprise Agility ’, a special report by Raconteur published recently in the centre of The Times newspaper.

 

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://www.cpm-int.com/icc/cpm-enterprise-agility-report

 

 

Mark UP – Leggi l’articolo 



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