The power of communities Roderick E Wilkes – Chief Executive

1. The power of communities Roderick E Wilkes – Chief Executive DipM, Hon FCIM, FIOD, FCMI, FRSA, FCAM, Chartered Marketer

2. The Chartered Institute of Marketing • A not-for-profit organisation incorporated by Royal Charter established in 1911. • We are the leading international professional marketing body, with members worldwide • We exist to develop the marketing profession, maintain professional standards and improve the skills of marketing practitioners • We do this via Membership, Professional Qualifications and providing Training, and a comprehensive CPD programme • Only professional marketing body in the world that can grant individual Chartered Status to practitioners • Associate member of the Association of Business Schools • Member of the European Marketing Confederation • Our qualifications are accredited by Ofqual (previously QCA) and the Open University Credit Rating Service.

3. The Chartered Institute of Marketing • World’s leading professional body for marketers • Approx 50,000 members in 138 countries • 4,500 Chartered Marketers • Offices in UK, Sri Lanka, Hong Kong, Singapore, Malaysia, Kenya, Ghana anda strategic alliance in Cyprus • 52 branches, regions and interest groups across the world • Internationally recognised qualifications in both marketing and sales • 300+ study centres around the world • Leader in the development of the National Occupational Standards • 135+ sales and marketing training courses • Comprehensive conference facilities

4. Our evolution Incorporated Sales Manager’s Association HRH The Prince Philip, Duke of Edinburgh Becomes Patron Correspondence courses - Sales Management 1st Certificate Examinations 1911 Sales Manager’s Association 1921 1928 1939-1945 1952 Founder member of the now European Marketing Confederation The Institute of Marketing and Sales Management 1955 First Industry Interest Group: Construction Industry The Institute of Marketing Diploma introduced Marketing Code of Practice 1960 1968 1961 1971 1975 Royal College of Arms Authorises ‘The World Is Our Market’ Her Majesty the Queen Awards the Royal Charter 1975 CPD programme launched International Operations begin Business Superbrand 1989 1993 1994 1998 2005 1996 First graduation ceremony First Chartered Marketers

5. Our purpose The Institute aims to be the Heart of Marketing. Our mandate is to give the marketing profession a place to: LEARN DEVELOP BELONG

6. Learn To be the first point of call for formal marketing learning. • The Institute has two channels of formal learning • delivery: • We deliver the highest quality practice-based • awards through our UK and International study • centre network • We are a centre of excellence for training and • awards in marketing and sales delivered directly • by The Institute Specialist qualifications Formal tailored training Marketing qualifications HEART OF MARKETING LEARNING Third Party Channel Delivery CIM Delivered Marketing & Sales quals CAM Formal open training Accreditation/ Dual awards

7. World class qualifications • Range of marketing qualifications and training • Our core qualification portfolio • Digital marketing and sales qualifications • Vast range of training courses • Various delivery methods • Virtual classrooms through CIM Academy • Extensive centre network

8. Develop • To be the first point of call for marketing information, knowledge and insight • To develop practitioners • To develop the profession • Promoting the benefits and importance of Continuing Professional Development as an essential personal and professional responsibility • Engaging with Government and other key groups to ensure the promotion of marketing as an essential business discipline • Delivering a wealth of marketing best practice content to the marketing community and business • Delivering information and insight regarding key issues and future considerations to the profession KNOWLEDGE CPD CPD VOICE RESEARCH HEART OF MARKETING DEVELOPMENT VOICE STANDARDS INFORMATION STANDARDS CPD CPD

9. Continuing Professional Development • To date: • Programme has registered 14,954 individuals • Includes 5,062 Chartered Marketers • 34% of members involved in CPD • The CPD portal allows membersto manage and record their CPD viathe CIM website which has 48% take up rate

10. Thought leadership • In search of a strategic role for marketing • A benchmarking study in partnership with Accenture. • Return on Ideas research partnership with CIMA and DMA • Shape The Agenda papers • Marketing and the Olympic Games • Social Marketing • White papers • The Future of Marketing • Metrics and Marketers in the NHS • Marketing in a Recession

11. Belong To be become the home of marketing communities • Wewill facilitate the largest community of marketing professionals in the world • The Institute will evolve to develop a range of communities that allow us to engage with the marketing profession on a number of levels. • Professional Membership is still core to our business, but there are many other opportunities to develop additional communities to widen our reach. Studying Member Community Opinion Formers Learners (HEI) Communities Chartered Marketer Community HEART OF MARKETING COMMUNITIES Linked Communities Our Communities Other Professional Communities Members (practitioner) Community CAM Accreditation/ Dual awards Wider Business Communities Corporate Community

12. Communities • In the last year.... • Professional membership growth currently 1% • Strong growth in professional membership overseas (7% growth) • Kenya 23% growth • Sri Lanka 16% growth • Ghana 13% growth • 18,000 student members • Through our contact centre we engage with over 110,000 individuals • Information Services team recorded 284,000 information downloads last year • In 2008/09 the website received 1.3m hits (715k unique) • 1,664 positive mentions in the media (EAV £2m) • 80,000+ online readers of the marketer • Attendance at Regional and Branch events rose from 10,000 to 12,000

13. The future of marketing... • Key questions for the profession: • With the increasing availability of information, how do marketers ensure that they are using the right information to gain the right results? • With the increasing subtleties involved with the practice of marketing, do marketers increasingly become stakeholder managers? • How does the advancement of technology change a marketers role? Is it simply ‘old rules, new tools’?

14. The future of marketing... • Key questions for the profession: • Does technology enhance good marketing or simply hide the defects of bad • marketing? • Why is marketing still not taken seriously as a boardroom discipline? • Why are there so many books about marketing and so few about selling? • Is the future of marketing one where we focus on behavioural change instead of • encouraging consumption?

15. The future of The Institute... • Key questions for us: • What does a 21st century Institute look like? • How do we continue to represent/support both the profession and our members? • How does the advent of social media change the approach that Professional Bodies take?

16. Marketing in a recession

17. Frame of reference - marketing? • Right offer • Right customer • Right message • Right channel • Right time • Measured Marketing Marketing communications Good business practice!

18. Audience participation! Are you... 1Optimistic about new opportunities for growth, innovation and customer acquisition for 20010-11 2Pessimistic and worried about what 2010/11 holds and how long this will last 3On the fence - going to wait and see how the next six months pan out

19. Turbulent times

20. 7 Key principles to help marketers and their organisations Applicable to public and private sector, across industry verticals and firm size

21.  Alasting legacy

22. 1. A lasting legacy Challenges • ‘Back to normal’ just won’t be back • Key hallmark of this recession • Capital/credit less available • Individuals and businesses • Customers now refocusing on a new definition of what constitutes ‘value’ • Customers still spending, but... • Now in need of more compelling, persuasive reasons to do so Responses • Embrace re-using rather than consuming • Added benefit of a more responsible, sustainable approach • Don’t wait for ‘normal’ to return • Use short term tactics to inform your future • Seek out opportunities to align with a redefinition of value • Redefine the core of your offering

23.  Visibility

24. 2. Visibility Challenges • Reducing spend risks invisibility • Short term silence/reduced activity can have a long term impact • A silent brand risks further malaise by word of mouth • [Unfounded?] perceptions of failure • Cutting marketing investment today can provide competitive vulnerability • If your activity reduces, competitors’ will increase in relative terms, even if they don’t increase spend Responses • Revisit and prioritise core objectives • Retention? Awareness? Market share growth? • Are your marketing plans aligned? • Are other media options available? • Can you renegotiate rates with marketing services suppliers?

25. 2. Visibility Example - airline industry • 9/11 attacks brought many airlines marketing spend to an abrupt halt • Assumption that customers would dramatically reduce flight purchases • Ryanair embarked on aggressive (and sustained) marketing campaign • Revenues increased >20% pa since +457% (2001-08) • Pax no’s increased >19% pa since +528% (2001-08) Source: Airline Business Survey on 2009 marketing budgets

26. Lessons from the past

27. Lessons from the past McKinsey study - 1990/91 recession • The companies who increased their spend in a recession were the only ones whose profits rose substantially when the economy recovered • Top quartile of companies overspent peers by 9.2%

28.  We’re on your side

29. 3. “We’re on your side” Challenges • Customer centricity/affinity never more important • ‘Doom and gloom’ • Confidence is low • Trust is under question • Empathy doesn’t have to mean discounts Responses • Speak to key customers • What are they going through? • Explore how you can show sensitivity to build loyalty • Promotions on price/volume • Restructured product/service offers • Retention offers to retain dialogue at lower spend levels

30.  Differentiate

31. 4. Differentiate Challenges • Differentiation always been key in commoditised markets - now even more so • Differentiators require thought from the customers’ point of view • The current market dynamics can be used as an opportunity to establish a stronger position • Also keep track of competitors and their strategies • Avoid the temptation to copy them Responses • Macro issues shaping markets are long term trends, not fads • Revisit what constitutes ‘value’ • Rethink your offer/proposition • Explore solutions across the value chain

32.  Adapt

33. 5. Adapt Challenges • ‘Normal’ won’t be familiar when we emerge from this period • Customers’ are still spending, just in different ways • EG: automotive spare parts retailer • Retention of second hand cars could create new segment • EG: computer hardware supplier • ‘Downsizing’ and office moves create potential new service offering Responses • Avoid ‘marketing myopia’ • Be clear on your competencies • Revisit your definitions of ‘market’ and ‘opportunity’ • Don’t write off defecting or value negative customers/segments • Assuming core needs still exist, what are they trading down or defecting to? • Do your competencies align with these new alternatives?

34.  Don’t count on discounting

35. 6. Don’t count on discounting Challenges • Cutting prices an obvious response • A price reduction today compromises price sensitivity tomorrow • Cost cutting cheaper than investing in marketing? • Short term profit defence only • Past campaign impact undone • Maintaining SOV improves long-term profitability • Maintaining SOV repositions against competitors not doing so Responses • Don’t take your eye off competitor responses to the economy • Seek out low cost/high value augmentation to product/service offerings • Are customers looking to reduce spend, or reduce risk? • How would you approach this? • Talk internally to sales, service, distribution, finance to explore cross-business solutions

36.  Technology

37. 7. Technology Challenges • Technology has transformed marketing over the last decade • Technology a low cost way of communicating in a downturn • Online response more effective • 20% more conducive than average • Telephone response 16% less likely • Personalisation makes response 14% more likely Source: CDMS Examples • Toolkit Websites • E-Marketing SME • Introduced e-newsletters to maintain dialogue in current climate • Drives greater enquiries

38. 7. Technology Responses • Technology a great opportunity • Reduces Direct Marketing costs • Supports a sustainable philosophy • Positions businesses as innovators/ contemporary • Find out what online media your segments are exposed to • Facebook, LinkedIn, Twitter etc • Explore how to leverage and measure! Responses • Measurement is critical • Make sure you know what works first! • Be wary of effectiveness • Avoid wholesale changes to media channels without testing • Don’t be cavalier • Be sensitive to ‘bombarding’ • Be clear on objectives • Maintain an ethical approach - respect data protection and privacy legislation

39. In conclusion

40. Final thoughts Provided marketers can demonstrate how marketing fits in with the broader strategic aims of the organisation, they will have a strong case against panic cuts and for investing in the very people who can prevent the gap between you and your competitors increasing.

41. Final thoughts The most important thing marketers can do during a recession is ensure that every bit of budget is spent wisely. This is true in expansionary times, but becomes critical in slowdowns. By all means, allocate marketing spend differently, but don’t slash it.