THE AGILE BUSINESS MODEL AND THE SUPPORT OF SALES OUTSOURCING
Pierpaolo Bertocco, Managing Director of CPM Italy
According to the English Oxford Dictionary, the definition of Agile is “able to think and understand quickly” or “relating to or denoting a method of project management, (…) that is characterized by the division of tasks into short phases of work and frequent reassessment and adaptation of plans.” Contrasted with waterfall (adjective)
Today the business community recognise the complexity needs different business models to be adopted for success in business.
Disruptive trends are difficult to predict, along with quickly evolving environments, new technologies and digitalisation are turning the heads of industries and agencies who frequently have to deal with the unknown.
Responding to this level of complexity with one to one relationships, or traditional waterfall processes might be improper at best, and may have a detrimental impact to the success of the project.
“Flexibility” and “agility” are the keywords, and collaboration is the way to make things happen.
How does this match with the outsourcing model?
Today the most common approach to outsourcing is the ‘waterfall’ approach: the client “through a project over the river” shares all their needs and expectations and the supplier will execute at best, giving feedback at defined moments often through traditional reporting. Which works, but the result is just a sum of energies.
Faced with a challenging target often equates to multiplying resources, but to have exponential results can only be achieved using an agile way of working. This relies on having a one team approach, blending both in-house and client teams collaborating side by side to achieve their goals working in a true partnership approach.
Some companies are born agile, others aspire to be, whilst others are forced to become agile. Most companies are able to face market challenges very quickly by innovating products, services and, last but not least, their operational models. In these companies most of their functions, including sales, are outsourced.
Outsourcing can have many meanings, but the real aim should be intended as ‘one is in the shoes of the other’. Sharing this perspective makes a huge difference in achieving optimum results creating a win win for both client and sales agency.
Since 2012, CPM have had up to 14 people working in the office of Cheil which is within the Samsung building to blend the culture and expertise of Cheil. Cheil is the internal communications agency which is owned by Samsung and has the field operation expertise of CPM.
Initally the relationship was based on a waterfall model, where Samsung would brief Cheil, then Cheil would instruct CPM and vice versa. However, due to the complexity and dynamics of the industry the waterfall model hindered performance. This way of working impacted our speed of response, it took too long to react, make informed decisions and execute, it was too difficult to change direction quickly when needed. By implementing an agile model we were able to work in a true partnership approach, all striving to achieve the same goals with fluidity, it changed the direction and performance and the had an almost immediate positive impact on the results. Working in collaboration empowered members of the team and had a positive impact on their morale. The agility model is at the heart of the project with our people.
“As Cheil we share the same values of Samsung. Speed and quality are key success factor as per the brands as per the agencies, not only on deployment but also on catching quickly new opportunities of innovative solutions to grow the business together – adapting to the current context. This is the DNA of true collaboration and it’s up to us to push on it. Working all together in the same space with our different skills allowed us to reach all these goals ” says Isabelle Di Raco, Retail Director of Cheil Italy primary counterpart of Samsung in the Field Force project since 2014.
Improved results were almost instant: improved speed of response, from 2 days to an average of 4 hours, communication improved eliminating any misunderstanding or ambiguity and the knowledge of CPM on the fundamentals of Samsung Operations and culture delivered results never achieved before.
The lesson we all learnt from this process is despite it being tiring, sometimes difficult and restless at the beginning, the agile approach and outsourcing model is worth the investment as it’s often the best solution to the looming complexity companies are facing today.Working in true partnership with an outsourced sales agency will empower both client and agency teams, it not only encourages collaboration but transparency and creative thinking to deliver the best solution to drive sales for our clients.
The merchandising department of CPM France received a Bronze Award for the 2019 edition of POPAI Awards Paris.
The project presented by CPM France and CEWE was selected by the jury in the « Commercial performance of a merchandising operation » category, part of « Merchandising Concept Roll-out ».
For the 2019 edition of POPAI Awards Paris, CPM chose to present a major merchandising operation for a new client, CEWE, who faced a notoriety issue in 2018. Following this merchandising concept roll-out made by CPM France, CEWE’s turnover has increased by 7%!
Two years ago, for the first edition of « Merchandising concept roll0out », CPM France has won the silver award for the Imagine programme at Bricomarché.
For more information on the services we provide and how we can help you sell more to your customers click here
So that’s it – plenty of reasons to re-think about outsourcing, certainly if it’s not something you have done before. With more than 80 years experience working with brands in Grocery, and an average client tenure of 14.5 years – we like to think we have a pretty good steer on what good outsourcing looks like. We work with our clients to understand what is important to them and create solutions that deliver on their objectives.
For us, a successful outsourcing partnership is:
Doing what we say we are going to do – it sounds simple, but plenty of agencies over promise and under deliver. We believe it is vital to deliver on what has been agreed.
Trust and Transparency – working in partnership means there needs to be trust between brand and agency, and also transparency on both sides to really maximise the opportunity.
Continuously Improve & Evolve – we never stand still, and have continuous improvement imbedded into the way we operate, working with brands to strive for easy to deliver more and keep our clients ahead of their competition
Welcome to our latest edition of Expert Speak,” How does the access to data impact the Sales Force Teams ” which comes from Véronique Motte, President CPM Group of Companies in France.
How does the access to data impact the Sales Force Teams ?
A few weeks ago, CPM France organised a conference in Paris to explore the impact of accessing data on the sales force team’s performance. For the occasion, CPM France teamed up with its partner, Data Impact, a leading analytics and monitoring e-commerce company.
The purpose of the conference was not to put forward solutions, but to create thought provoking discussions and share opinions or beliefs with the thirty sales directors and e-commerce managers present.
The world of retail is changing, making the sales force teams role more complex
In France, consumers are visiting multiple stores for their groceries (7.8 versus 7.1 in 2010) and are increasingly becoming more specific and demanding when it comes to the source and the quality of products, but they still want a good price and a promotion. Faced with a decline in consumption, especially in hypermarkets, the retail industry is seeking to reinvent itself by digitalising stores and focusing more on small traders, new players and e-commerce. On the manufacturers side, sales forces are not immune to these upheavals. The professions are becoming more and more specialised while their attractiveness decreases.
Today, the use of data by the sales teams is not fully optimised
Following a trend to specialise professions in the past 10 years, today we are seeing a change to versatility for reasons of efficiency. The Area Manager is becoming a Store Key Account Manager with different tasks: numerical distribution, promotion, place, price, but also management of resources.
However, the job could be reinvented thanks to a better use of data. Salespeople could regain interest in their business through a cap on the data. It would facilitate certain tasks and reduce the time required to complete them. A better use of the data would reduce the preparation time, the store audit (automatic check availability, price records…), even transport, by removing unnecessary sales calls. Consequently: using data, the time of a visit could be optimised by about 10% to 30%.
How can data help in execution?
Today, visiting a store is still the main way of collecting data for the offline sales team. Tomorrow, the availability of data will optimise the sales team’s actions on three levels without having to make a second call:
CPM France are proud to announce that one of our clients has accepted to test this data approach on its sales force team. It will be a good start and a good reference on the use of optimising data. We will keep you informed of the progress…
President CPM Group of Companies in France
Over the past few months we have undergone a thorough tender process, which has seen us demonstrate our previous campaign experience and operational set-up, as well as high focus on our talent attraction, retention and development approach. People are at the heart of this work – putting our teams into Dixons Carphone stores on behalf of brands – so we were keen to impress with the development we have recently undertaken on our talent journey. In 2018 we launched a brand new careers site www.cpmjobs.co.uk, making it easier for great talent to find us and work for us. We are also accredited by Investors in People, reaching Gold status, which we are very proud of as recognition of the continual focus we have on talent.
As an accredited agency, CPM can play a crucial role in helping Dixons Carphone deliver their vision ‘We help everyone enjoy amazing technology’. We will help customers really understand the technology – and provide an opportunity to see the value in a product, not just a blast of features and benefits. This involves real in-depth understanding of each customer, allowing us to personalise each experience and make it relevant and engaging to that individual.
We are excited for the year ahead, so if you are a brand looking to drive customer experiences and sales in Dixons Carphone, please get in touch – firstname.lastname@example.org
Every year, colleagues from CPM UK are delighted to be invited to attend the Omniwomen Summit, bringing together people from all of the Omnicom agencies. This year, along with other colleagues Michelle Stead attended. We got 15 minutes with her to find out more about the day, and her key take-outs from the speakers…
Michelle, what were your perceptions of the summit ahead of attending?
I’d heard so many great things from colleagues who had attended the Omniwomen Summit before, so knew it was going to be a great day full of energy! I went with an open-mind but was very excited to know I was spending International Women’s Day at an event filled with likeminded individuals from across the Omnicom agencies, who all felt passionate about empowering women in the workplace. I was really looking forward to hearing from women who had been successful in their own careers and taking advice and learnings from their journeys that I could apply to my own.
What was the theme of the day?
The theme was all around supporting and celebrating diverse paths to leadership. We heard from a wide range of speakers including Ruth Hunt Chief Executive of Stonewall, Sophie walker Former Leader of The Women’s Equality Party and Sophia Thakur – Award Winning Poet. Each of them have been on their own really interesting and different journeys – successful in their own right. It was really interesting to hear their points of view, the challenges they have faced on their way to the top and how they overcame these and used them to their benefit.
What breakout sessions did you choose?
I chose ‘Cracking Confidence’ with Alison Chadwick which was an interactive workshop providing techniques on how to crack confidence from the inside out and from the outside in. The session looked to help me use my natural strengths to tackle situations that feel challenging and make friends with the inner critic who can sometimes stop me in my tracks. I left the workshop armed with immediately usable tips and tools that will help me look as well as feel more confident in the future.
The second breakout session I picked was called ‘Making your words work for you’ with Sophia Thukur. After seeing her present on the main stage earlier on in the day, I was super-excited to learn more from the talented artist. This session was aimed at forcing myself to tap into my potential, learn how to approach problems with creative solutions and use confidence exercises specifically looking at posture, tone, pace and poise.
Both of the sessions left me feeling empowered and motivated with key learnings that I can now apply to my day job and support in making me the best version of myself.
What was the session that resonated the most with you and why?
I really enjoyed the ‘Breaking The Silence’ session which included a panel of Lorraine Jennings (Director of Services & Talent, NABS), Sean Betts (MD, Annalect), Jessica Geary (Senior Digital Media Director, RAPP) and Claire Sanderson (Editor in Chief Women’s Health). The sessions focussed on the individual mental health and wellbeing struggles that the panel had faced, and how they had overcome these challenges, and used the experiences to positive effect. The session was really open and honest and it was moving to see such senior colleagues talk about their personal struggles. It demonstrated that the path to success is not easy, and that we all need to do more to drive awareness – and open up about how we are feeling. With mental health being so topical at the moment I found it beneficial that the panel touched on this subject and took away lots of ways in which I can make a difference within my workplace to recognise the signs of any colleagues who may need someone to talk to, and what I can do to create a safe environment for individuals to open up.
After attending such an empowering event, what would your advice now be to your female colleagues?
This is a hard one as there was so much brilliant advice I took from the event but what really struck a chord with me was that it’s important to know and accept yourself, to be confident and comfortable with who you are and stay true to yourself on your journey to success. It’s vital to understand what it is you value, what are your strengths and keep true to them ALWAYS! Lastly and mostly importantly – don’t let the inner critic stop you from putting yourself out there, trying new challenges and getting you to where you want to be.
An introduction to Omniwomen
Omniwomen UK + Allies was initially set up 5 years ago with the goal to look at how as an organisation OMNICOM could increase the number, seniority and influence of women in leadership roles across the company. Since establishing, the Omniwomen Team have supported in getting more women into senior roles with 48% of Omnicom’s senior leadership now being female. But not one to stagnate, the Omniwomen UK + Allies Team want to do more and are making the commitment to enable women from all backgrounds to fulfil their potential and this year, are focussing their efforts on supporting and celebrating diverse paths to leadership. Every year Omniwomen UK + Allies hold a Leadership Summit bringing together around 300 colleagues from across the wider UK agencies all passionate about equality, diversity and inclusion and I was lucky enough to attend this year’s event on International Women’s Day.
Did you know?……….
|RETURN ON EQUITY
On average companies with the highest percentages of women board directors outperformed those with the least by 53%
|RETURN ON INVESTED CAPITAL
On average companies with the highest percentages of women board directors outperformed those with the least by 66%
|RETURN ON SALES
On average companies with the highest percentages of women board directors outperformed those with the least by 42%
|Companies in the top quartile for gender diversity are 15% more likely to have financial returns above their respective national industry medians||In the UK greater gender diversity on the senior-executive team corresponded to the highest performance uplift in our data set; for every 10% increase in gender diversity, EBIT rose by 3.5%|
Source: McKinsey, Catalyst
This years theme for International Women’s Day is #BalanceforBetter.
The aim is to build a gender-balanced world.
“Balance is not a women’s issue, it’s a business issue. The race is on for the gender-balanced boardroom, a gender-balanced government, gender-balanced media coverage, a gender-balance of employees, more gender-balance in wealth, gender-balanced sports coverage …Gender balance is essential for economies and communities to thrive.”
The gender ratio for the entire world population is 102 males to 100 females – a very gender balanced world I think!
It is also a fact that there is not a problem with female achievement and women now out-perform men in terms of educational attainment. In addition, as women we are also “leaning in” and asking for promotions and negotiating salaries at the same rates as men and, contrary to conventional wisdom, we are now staying in the workforce – again at the same rate as men.
Therefore, to my very logical brain, it would make reasonable sense that the business world would be made up of a balanced number of equally paid males and females at every level within organisations.
So why are there only 30 women in full time executive roles at FTSE 250 companies (down from 38 last year), which amounts to just 6.4% of the total? And why does the national Gender Pay Gap between males and females currently stand at 18.4%? (OfNS April 18).
I recognise that this is not an overnight fix and actually business and government are more committed than ever to balancing the gender equation.
Therefore, we need to push the agenda even harder and overall companies need to take more decisive action. We all need to start treating gender balance with as much importance as our other key business priorities like business growth and customer satisfaction.
This means holding our leaders and managers accountable for results, identifying and closing gender gaps for both new hires but also for all promotions across the business. This certainly does not mean introducing any form of quota system but by first and foremost, having a talent attraction strategy that actively encourages and attracts gender balanced candidates for all roles within your business. Your recruitment process should be merit based, free from unconscious bias and should create excitement, foster confidence and bring out the very best in each and every candidate.
It also means creating an all-inclusive culture, where everyone feels supported, encouraged and given the confidence to progress their careers and achieve beyond what they thought they were capable of – I know I did!
At CPM we are committed to championing a Gender balanced workplace and recognise and understand that inclusion and diversity leads to greater business success. In our UK business, I am very proud to have a gender split of 42% Male, 58% Female and our UK board is split 50% female and 50% male. This is particularly pleasing for a sales organisation where typically “Women in Sales” usually account for less than 30%.
Having a diverse workforce based on opportunity and meritocracy is something that is deeply important to me and to CPM. As someone who has progressed through the business, I am passionate about creating development opportunities for anyone who wants them, whilst at the same time providing support programmes that give everyone – especially women – the confidence to progress their careers if they choose.
We work closely with our female employees to encourage and support the challenges they face with balancing their career & families, and to also build the confidence they sometimes lack to progress their careers. Our flexible working practices, part time roles, mentoring, support and sponsorship programmes, have not only driven positive gender balance across all roles within our business, but have also brought tangible benefits to both our Female and Male colleagues.
Whilst I recognise that there is always work to do to continually improve our business performance, culture and the diversity of our team, I am hugely proud of our progress to date and the engagement, passion, hard work and commitment from the CPM team.
MD, CPM UK
Are you ready to maximise your Grocery Sales this Easter? Did you know that consumers spent a smashing £900m within Grocery across all categories last Easter? From working with a range of clients across categories, we know just how important it is for brands to maximise sales over the holiday period through increased availability, incremental space and in-store execution. Don’t make it all about the egg this Easter, speak to us today to hear how CPM can help you crack this key selling period.
Calling into grocery, high street and discounters, our FLEX team of Retail Experts are ready to switch on when and where you need them, with as little as 48 hours’ notice. Our army of 300+ Business Development Executives have a wealth of experience within this field which allows them to create an impact in store and drive the highest return for our clients. Being in store every single day, across a range of brands the team have unrivalled relationships with the stores within their territory, acting as an extension of the store team which in turn allows us to influence decisions and drive real change for our clients.
Not sure which stores to call to drive the most impact? Leave that to us! CPM’s insight team can analyse your sales data to identify which stores to visit based on sales potential, footfall and our knowledge on the stores deemed to be the least compliant. We will make recommendations on when to call, where to call and the interventions to make to drive the highest ROI. Want to increase your ROI even further? We have the ability to use Predictive Analytics to deploy our FLEX Team into the right stores to fix issues before they actually happen, protecting chances of lost product sales. Our clients using Predictive Analytics are already seeing up to a 23% sales uplift.
Crack Easter this year by using our FLEX Team and accelerate sales immediately through in-store merchandising, promotional compliance, increase incremental space, stock management plus much, much more.
Ready to smash this Easter? Get in touch – 01844 261777 email@example.com
CPM UK takes GOLD for Best Outsourcing Partnership with Royal Mail
We were delighted to receive this award, recognising a true outsourcing partnership, where our team of 45+ business managers, based in our Warrington Contact Centre, drive business to business sales for Royal Mail.
On the awards evening, there were 1,200 attendees, finalists from 19 countries, and just 28 winners, including CPM UK! The judges called out some specific reasons why our entry was selected as the GOLD winner;
Prior to the awards evening, much earlier in the year we made the decision to enter for Best Outsourcing Partnership for our work with Royal Mail. Nominations were invited from organisations who have a great partnership with their outsourcing partner and can demonstrate results that show how the customer and employee is benefiting from the partnership. With our 10-year partnership, some amazing results and a brilliant story to tell – our Royal Mail work seemed the perfect choice.
We submitted an initial award entry, and were shortlisted to present to a panel of independent judges.
The ECCCSA is highly regarded for the integrity and credibility of the judging process, with high calibre judges that are handpicked for their experience and knowledge. The judges are there to recognise organisations that are leading the way in delivering exceptional service to customers. It’s a tough process, where you are up against the clock to bring to life why your agency/client partnership is award worthy – but the team did an amazing job on the day
About CPM’s Contact Centres.
We offer an international contact centre delivering inbound and outbound customer experience and sales solutions on an EMEA-wide basis. We specialize in the delivery of omnichannel customer engagement solutions for global clients spanning High Tech, Consumer Electronics, FMCG, Retail and Travel industries and currently cover 22+ languages across 65 markets. We have Contact Centres in Thame, Warrington and Barcelona.
In 2016, Harvard Business Review published 5 Ways to boost your resilience at work stating that, according to the Centre for Disease Control and Prevention, a quarter of all employees view their jobs as the number one stressor in their lives, and describes stress as the “global health epidemic of the 21st century”.
With our worlds becoming ever more demanding and the stressors both in and out of the workplace continuing to increase, there is an emergent need to offer support and guidance to the workforce to help build resilience to effectively manage work life. Living in an environment where the overload of information is always present, and the ability to disconnect becoming harder, taking responsibility for our wellbeing is vital. We prioritise putting our phones on charge to ensure they have enough battery to function every day, but can we honestly say we do the same for ourselves?
Making an important skill stick, such as improving personal resilience, can be hard particularly when people may feel that they are too busy to take the time out. This is where the initial challenge begins, providing people with the right tools and skills in manageable bite sized chunks is key. It’s got to feel easy and interesting to the individuals for them to sit up, take note and change their habits.
We have found that engaging our teams with small nuggets of inspiring workshops and providing them with tangible techniques that work is driving a passion for improving mental toughness within the business. Tagging on a short 30 minutes at the end of our quarterly company briefings has become the perfect opportunity to have widespread positive impact that is vastly growing a healthy culture within the business.
One workshop that we hosted, which saw high positive outputs, focused on The Chimp Paradox theory by Prof. Steve Peters. Learning a simple technique of managing any unwanted thoughts or feelings and driving a more resourceful healthy output has resonated with all those who participated, and has driven a positive shockwave throughout our employees.
We are seeing improvements in how our managers manage their teams, in how the sales and field teams deal with resistance and generally higher levels of motivation across our head office and contact centres with some improvements noted in performance measures.
As a business, our dedication to supporting individuals improve resilience is having a positive impact on the performance of our teams, and our business. We believe we have a duty of care to ensure that our employees charge themselves as habitually as they charge their phones.
Nicole Kite, Training Manager