The survey results showed:
- Over 500 planners completed the survey, more than last year.
- Most common company types were large agencies and most common department sizes were 5-10 planners.
- The majority of planners felt the quality of planning had increased or stayed the same over the past few years.
- Most planners reported liking their current jobs.
- Salary results were provided broken down by role, experience, and company size. The average salaries remained steady compared to previous years.
SIFTLY is committed to adding value to the agency community. This salary report is designed to bring transparency to one of the largest disciplines in advertising: Media.
Whether you work for a Media agency or in a Media department, this report will empower you for your next salary negotiation.
Imoveis na Barra da Tijuca Peninsula Rio de Janeiro Imoveis Barra da Tijuca RJrealestatebrazilcompany
Imoveis na Barra da Tijuca Peninsula Rio de Janeiro Imoveis Barra da Tijuca RJ,apartamentos na Barra da Tijuca de 3,4 quartos para venda no Rio de Janeiro. Lancamentos imobiliarios na Barra da Tijuca,Rio de Janeiro, Brasil
Apartamentos na Barra da Tijuca em Condominio Fechado,apartamentos na barra da tijuca com 1,2,3,4 quartos, coberturas na barra da tijuca em condominio fechado
Apartamentos na Barra da Tijuca Compra Venda Apartamentos na Barra da Tijucarealestatebrazilcompany
Apartamentos na Barra da Tijuca Compra Venda Apartamentos na Barra da Tijuca. A Real Estate Brazil Company vende apartamentos na Barra da Tijuca. Apartamentos no Rio de Janeiro. Compra Venda de Apartamentos no Rio de Janeiro
How to keep and develop the best lawn care technicians Chuck Bowen
Brad Johnson, CEO and founder of Lawn America in Tulsa, Okla., shares his 30-plus years of experience on how to retain and develop the best employees at a lawn care company.
SIFTLY is committed to adding value to the agency community. This salary report is designed to bring transparency to one of the largest disciplines in advertising: Media.
Whether you work for a Media agency or in a Media department, this report will empower you for your next salary negotiation.
Imoveis na Barra da Tijuca Peninsula Rio de Janeiro Imoveis Barra da Tijuca RJrealestatebrazilcompany
Imoveis na Barra da Tijuca Peninsula Rio de Janeiro Imoveis Barra da Tijuca RJ,apartamentos na Barra da Tijuca de 3,4 quartos para venda no Rio de Janeiro. Lancamentos imobiliarios na Barra da Tijuca,Rio de Janeiro, Brasil
Apartamentos na Barra da Tijuca em Condominio Fechado,apartamentos na barra da tijuca com 1,2,3,4 quartos, coberturas na barra da tijuca em condominio fechado
Apartamentos na Barra da Tijuca Compra Venda Apartamentos na Barra da Tijucarealestatebrazilcompany
Apartamentos na Barra da Tijuca Compra Venda Apartamentos na Barra da Tijuca. A Real Estate Brazil Company vende apartamentos na Barra da Tijuca. Apartamentos no Rio de Janeiro. Compra Venda de Apartamentos no Rio de Janeiro
How to keep and develop the best lawn care technicians Chuck Bowen
Brad Johnson, CEO and founder of Lawn America in Tulsa, Okla., shares his 30-plus years of experience on how to retain and develop the best employees at a lawn care company.
Atrium's Guide to Getting Hired - Interview PrepAtrium Staffing
In today's competitive job market, just landing an interview is an accomplishment in itself. How you present your story and how well you communicate your experiences, however, is what will differentiate you from other equally-qualified candidates. We've put together some of our most valuable tips to help you take the right steps before, during, and after a job interview to maximize your chance of landing the job.
Special report finding budget for your leadership training - your questions a...Tom Cooper, PMP
This report covers the benefits of a leadership training program and provides you with the essential questions that your boss will ask about training - ROI, costs, and how to find the right provider for your leadership development training program.
Deck developed over the duration of my career in Human Capital/Talent Acquisition/Career Coaching. Combining industry leading tips along with a personal perspective of screening hundreds of thousands of applicants.
Week 3 Research Paper Proposal AssignmentDue Date Sunday 500 .docxmelbruce90096
Week 3 Research Paper Proposal Assignment
Due Date: Sunday 5:00 p.m. - Week 3
Assignment Instructions:
Complete this assignment using the following memo format:
MEMORANDUM
To: John Smith, Joseph Stevens, and Robert Morris, Partners
From: Xxxxxxx Xxxxxxxxx
Date:
Subject:
· Write no more than two pages of words but include relevant illustrations.
· The illustrations are in addition to the no more than two pages of content.
· Single space within the paragraph and skip a space in between paragraphs.
· Use a Size 12 Times New Roman or Calibri font.
Description:
Scenario:You are the intern coordinator for an IT consulting company that specializes in working with entrepreneurial global clients. Although the partners have been impressed with the internship program you set up this year, an international incident in one country cost the firm substantial money and generated negative publicity. Upon your return from that country, the partners informed you that your intern program may be eliminated, and they don’t have another position to offer because you are not an IT consultant. The company needs to have more insights about conducting business in a particular country before they proceed any further. The challenge is to provide details that will let them see how much risk is involved in doing business in this country. There is a mix of opinions on this topic. Some in the audience believe doing business could be profitable. Some are against the idea because of negative stories they have heard about the country and customs.
Your task is to convince the partners that you can train the employees and interns before they travel to a particular foreign country. The audience expects a factual report that sheds light on the economic, political, and social environment in that country to help them make an informed decision about doing business or sending employees or interns there. John Smith is enthusiastic about your proposal to write an informative report about customs in the country and subsequently set up a cultural training program for interns and employees, but Joseph Stevens is not. Of course, John is retiring, so his vote counts less. However, Robert Morris recommends that you write a proposal to describe the audiences for the report and the content that would subsequently be taught. He is asking for a research paper on one nation with respect to how its culture differs from ours to help the executives decide whether to do business in the country.
Top level executives who are responsible for devising strategies and formulating policies to ensure that all goals and objectives are met include John Smith, Chief Executive Officer; Joseph Stevens, Chief Operating Officer; and Robert Morris, Chief Information Officer. This group consists of motivated readers who are in need of the report to make important business decisions. The company contains 500 employees, 20 of which would be slated to go overseas. Ten employees would c.
5 days ago Elizabeth Montgomery Retirement Savings Collapse.docxpriestmanmable
5 days ago
Elizabeth Montgomery
Retirement Savings
Collapse
Top of Form
Elizabeth Montgomery
Friday April 17, 2020
Math 115
Andrea Smith
I knew I wouldn’t reallly be working until I am out of school. By delaying my income by just one year I will need to save an extra $500 a month approximately 22% more. I also changed the monthly income based on different salaries and different jobs. That number really changes the amount of time I need to work in order to meet my retirement goals. I have determined the less debt I incur now while going to school will significantly impact my future savings. I guess I will be driving my 18 year old car for ten more years.
What I learned by doing these calculation is that you need to learn how to save money. Ways that you can save money is by not spending your money on junk. Another example would be not to go shopping. Use your money on things you actually need for example paying for your house, buying food, paying the electricity bill, and paying for your car. Maybe another way to save money is put your money in the bank so you are not tempted to use your money. Major in something in college that you can actually get a job right away. Also just save your money. Don’t go out to eat because that can be a waste of money and expensive. Instead cook a meal at home so you are saving money. Maybe go to community college and save money so you will have enough money for graduate school if you want to go. Or go to college instate so it will not be expensive. Just be careful on what you spend your money on and you will have a succefull life.
Word Count: 307
Bottom of Form
DISCUSSION:
In the last week of class, we are going to complete a reflection activity.
This discussion topic is to be reflective and will be using your own words and not a compilation of direct citations from other papers or sources. You can use citations in your posts, but this discussion exercise should be about what you have learned through your viewpoint and not a re-hash of any particular article, topic, or the book.
Items to include in the initial thread:
· “Interesting Assignments” - What were some of the more interesting assignments to you?
· “Interesting Readings” - What reading or readings did you find the most interesting and why? “Interesting Readings”
· “Perspective” - How has this course changed your perspective?
· “Course Feedback” - What topics or activities would you add to the course, or should we focus on some areas more than others?
Make sure to cover 300 words.
Hello,
Great job!
I have been on different committees on my job, we all know the goal that we are trying to achieve, however, some team members let their individual goals get in the way of the goal of the organization. This caused the team to get off track. As you stated, “distractions good/bad arise and depending on the distraction, a person can get totally side tracked and forget the goal.”
I agree with you that when people work t.
College of Business worldwide.erau.eduAll rights are reserWilheminaRossi174
College of Business | worldwide.erau.edu
All rights are reserved. The material contained herein is the copyright property of Embry-Riddle Aeronautical University, Daytona Beach, Florida, 32114. No part of this material may be reproduced, stored in a retrieval system or transmitted in any form, electronic, mechanical, photocopying, recording or otherwise without the prior written consent of the University.Internal Factor Analysis Summary Guidelines
Here are the guidelines for completing the IFAS table.External Factors (Column 1)
· Select five strategic opportunities and five strategic threats facing your selected strategic audit company.
· List each of these factors as either opportunities or threats in the appropriate column in the IFAS table.
· Provide a detailed description of each factor.
· If outside information is used in the comments section, then it must be cited and referenced correctly in APA format. Weight (Column 2)
· The total weight for all of the factors should be 1.00.
· Decide how strategic each of the ten factors is in comparison to each other. As an example, a factor might have a high strategic significance for your company with a weight ranging from .15 to .20. On the other hand, a factor may have little in the way of strategic significance, when compared to the other nine factors, and might have a weight of .05.Rating (Column 3)
· In this column you are to rate how effective the firm has been in meeting the opportunities and threats, with 5 being the top score for any factor. As an example, if you feel a firm is doing a super job of moving into Asia then give a rating of 5.0.Weighted Score (Column 4)
· Now multiple the scores you have in Columns 2 and 3 for each factor.
· This will produce a weighted score for each factor.Comments (Column 5)
· Provide a detailed description reflecting why you gave the rating for each factor.
· If outside information is used in the comments section, then it must be cited and referenced correctly in APA format. Total Scores
· At the bottom of the matrix record the totals of the Weight Score (Column 2), and Weighted Score (Column 4).
· The Total Weighted Score should indicate how effective your firm has been in handling its opportunities and threats.
Page 2 of 2
Print
Riverbend City ® ActivityData Analytics Internship IntroductionIntroductionMentor TalkInterviewsConclusionIntroduction
Welcome to your virtual internship at the Riverbend Community Action Center (RCAC)! Located in Riverbend City, a midsized city in the Midwest, this organization provides a variety of human service functions. In your internship, you will be focused on the Ruby Lake Teen Homelessness Task Force, which is centered in the neighborhood of Ruby Lake. You will be learning about the role of data analytics in a human services setting.
Three years ago, RCAC received a seven-figure grant from the Helping Hands Foundation to help the center's work with homeless teens. Now Helping Hands would like to know what RCAC has ...
I’ve been worried in masses about hit assignment control projects over my career. I’ve been the chief, sponsor or group member, because of this that on every occasion I had extraordinary responsibilities.
What all of them had it not an unusual place changed into the choice to get the assignment accredited fast and effortlessly, with the proper sources of human beings, time and money.
Based on your reading ofThe Best-Performing CEOs in the World, cho.docxikirkton
Based on your reading ofThe Best-Performing CEOs in the World, choose four of the CEOs mentioned in the article to answer the following questions for each CEO and his or her organization.
1. In what ways has each leader proven to be ideal (e.g. performance, leadership, growth)?
2. How has each leader shaped his or her organizational culture?
3. Document and discuss the characteristics in this leader that you see in your own strategic leadership or that you want to add to your strategic leadership. How would these characteristics in you transfer to your organizational culture?
4. What do you believe this leader would do differently than, or the same as, you have done in your Capsim company to ensure positive organizational culture?
Your paper will be 5-6 pages with support from a minimum of two external sources.
at least 2 sources , apa style, 12point font, times new roman, double spaced,
5 or 6 pages, in text citations,
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expand ...
Fallon Brainfood: Lessons About New Digital, Brought To You By Old TVAki Spicer
Fallon's Rocky Novak (@rockynovak) Director of Digital Development, and Aki Spicer (@akispicer), Director of Digital Strategy present 5 lessons about digital marketing as gleened from hours of their childhood hours of "wasted" TV viewing.
Keynote Address @University of Minnesota Student Advertising Summit (#Ad2SAS), February 2013
Fallon Brainfood: 15 #Winning Ideas for young hopefuls seeking to enter adver...Aki Spicer
Fallon's Rocky Novak (@rockynovak) Director of Digital Development, and Aki Spicer (@akispicer), Director of Digital Strategy present 15 Things You Should Know (but aren’t likely hearing) About Starting Your Career in Advertising. Advice at the intersection of Inspiration and "Scared Straight."
@University of Minnesota Ad Club, November 2011
Atrium's Guide to Getting Hired - Interview PrepAtrium Staffing
In today's competitive job market, just landing an interview is an accomplishment in itself. How you present your story and how well you communicate your experiences, however, is what will differentiate you from other equally-qualified candidates. We've put together some of our most valuable tips to help you take the right steps before, during, and after a job interview to maximize your chance of landing the job.
Special report finding budget for your leadership training - your questions a...Tom Cooper, PMP
This report covers the benefits of a leadership training program and provides you with the essential questions that your boss will ask about training - ROI, costs, and how to find the right provider for your leadership development training program.
Deck developed over the duration of my career in Human Capital/Talent Acquisition/Career Coaching. Combining industry leading tips along with a personal perspective of screening hundreds of thousands of applicants.
Week 3 Research Paper Proposal AssignmentDue Date Sunday 500 .docxmelbruce90096
Week 3 Research Paper Proposal Assignment
Due Date: Sunday 5:00 p.m. - Week 3
Assignment Instructions:
Complete this assignment using the following memo format:
MEMORANDUM
To: John Smith, Joseph Stevens, and Robert Morris, Partners
From: Xxxxxxx Xxxxxxxxx
Date:
Subject:
· Write no more than two pages of words but include relevant illustrations.
· The illustrations are in addition to the no more than two pages of content.
· Single space within the paragraph and skip a space in between paragraphs.
· Use a Size 12 Times New Roman or Calibri font.
Description:
Scenario:You are the intern coordinator for an IT consulting company that specializes in working with entrepreneurial global clients. Although the partners have been impressed with the internship program you set up this year, an international incident in one country cost the firm substantial money and generated negative publicity. Upon your return from that country, the partners informed you that your intern program may be eliminated, and they don’t have another position to offer because you are not an IT consultant. The company needs to have more insights about conducting business in a particular country before they proceed any further. The challenge is to provide details that will let them see how much risk is involved in doing business in this country. There is a mix of opinions on this topic. Some in the audience believe doing business could be profitable. Some are against the idea because of negative stories they have heard about the country and customs.
Your task is to convince the partners that you can train the employees and interns before they travel to a particular foreign country. The audience expects a factual report that sheds light on the economic, political, and social environment in that country to help them make an informed decision about doing business or sending employees or interns there. John Smith is enthusiastic about your proposal to write an informative report about customs in the country and subsequently set up a cultural training program for interns and employees, but Joseph Stevens is not. Of course, John is retiring, so his vote counts less. However, Robert Morris recommends that you write a proposal to describe the audiences for the report and the content that would subsequently be taught. He is asking for a research paper on one nation with respect to how its culture differs from ours to help the executives decide whether to do business in the country.
Top level executives who are responsible for devising strategies and formulating policies to ensure that all goals and objectives are met include John Smith, Chief Executive Officer; Joseph Stevens, Chief Operating Officer; and Robert Morris, Chief Information Officer. This group consists of motivated readers who are in need of the report to make important business decisions. The company contains 500 employees, 20 of which would be slated to go overseas. Ten employees would c.
5 days ago Elizabeth Montgomery Retirement Savings Collapse.docxpriestmanmable
5 days ago
Elizabeth Montgomery
Retirement Savings
Collapse
Top of Form
Elizabeth Montgomery
Friday April 17, 2020
Math 115
Andrea Smith
I knew I wouldn’t reallly be working until I am out of school. By delaying my income by just one year I will need to save an extra $500 a month approximately 22% more. I also changed the monthly income based on different salaries and different jobs. That number really changes the amount of time I need to work in order to meet my retirement goals. I have determined the less debt I incur now while going to school will significantly impact my future savings. I guess I will be driving my 18 year old car for ten more years.
What I learned by doing these calculation is that you need to learn how to save money. Ways that you can save money is by not spending your money on junk. Another example would be not to go shopping. Use your money on things you actually need for example paying for your house, buying food, paying the electricity bill, and paying for your car. Maybe another way to save money is put your money in the bank so you are not tempted to use your money. Major in something in college that you can actually get a job right away. Also just save your money. Don’t go out to eat because that can be a waste of money and expensive. Instead cook a meal at home so you are saving money. Maybe go to community college and save money so you will have enough money for graduate school if you want to go. Or go to college instate so it will not be expensive. Just be careful on what you spend your money on and you will have a succefull life.
Word Count: 307
Bottom of Form
DISCUSSION:
In the last week of class, we are going to complete a reflection activity.
This discussion topic is to be reflective and will be using your own words and not a compilation of direct citations from other papers or sources. You can use citations in your posts, but this discussion exercise should be about what you have learned through your viewpoint and not a re-hash of any particular article, topic, or the book.
Items to include in the initial thread:
· “Interesting Assignments” - What were some of the more interesting assignments to you?
· “Interesting Readings” - What reading or readings did you find the most interesting and why? “Interesting Readings”
· “Perspective” - How has this course changed your perspective?
· “Course Feedback” - What topics or activities would you add to the course, or should we focus on some areas more than others?
Make sure to cover 300 words.
Hello,
Great job!
I have been on different committees on my job, we all know the goal that we are trying to achieve, however, some team members let their individual goals get in the way of the goal of the organization. This caused the team to get off track. As you stated, “distractions good/bad arise and depending on the distraction, a person can get totally side tracked and forget the goal.”
I agree with you that when people work t.
College of Business worldwide.erau.eduAll rights are reserWilheminaRossi174
College of Business | worldwide.erau.edu
All rights are reserved. The material contained herein is the copyright property of Embry-Riddle Aeronautical University, Daytona Beach, Florida, 32114. No part of this material may be reproduced, stored in a retrieval system or transmitted in any form, electronic, mechanical, photocopying, recording or otherwise without the prior written consent of the University.Internal Factor Analysis Summary Guidelines
Here are the guidelines for completing the IFAS table.External Factors (Column 1)
· Select five strategic opportunities and five strategic threats facing your selected strategic audit company.
· List each of these factors as either opportunities or threats in the appropriate column in the IFAS table.
· Provide a detailed description of each factor.
· If outside information is used in the comments section, then it must be cited and referenced correctly in APA format. Weight (Column 2)
· The total weight for all of the factors should be 1.00.
· Decide how strategic each of the ten factors is in comparison to each other. As an example, a factor might have a high strategic significance for your company with a weight ranging from .15 to .20. On the other hand, a factor may have little in the way of strategic significance, when compared to the other nine factors, and might have a weight of .05.Rating (Column 3)
· In this column you are to rate how effective the firm has been in meeting the opportunities and threats, with 5 being the top score for any factor. As an example, if you feel a firm is doing a super job of moving into Asia then give a rating of 5.0.Weighted Score (Column 4)
· Now multiple the scores you have in Columns 2 and 3 for each factor.
· This will produce a weighted score for each factor.Comments (Column 5)
· Provide a detailed description reflecting why you gave the rating for each factor.
· If outside information is used in the comments section, then it must be cited and referenced correctly in APA format. Total Scores
· At the bottom of the matrix record the totals of the Weight Score (Column 2), and Weighted Score (Column 4).
· The Total Weighted Score should indicate how effective your firm has been in handling its opportunities and threats.
Page 2 of 2
Print
Riverbend City ® ActivityData Analytics Internship IntroductionIntroductionMentor TalkInterviewsConclusionIntroduction
Welcome to your virtual internship at the Riverbend Community Action Center (RCAC)! Located in Riverbend City, a midsized city in the Midwest, this organization provides a variety of human service functions. In your internship, you will be focused on the Ruby Lake Teen Homelessness Task Force, which is centered in the neighborhood of Ruby Lake. You will be learning about the role of data analytics in a human services setting.
Three years ago, RCAC received a seven-figure grant from the Helping Hands Foundation to help the center's work with homeless teens. Now Helping Hands would like to know what RCAC has ...
I’ve been worried in masses about hit assignment control projects over my career. I’ve been the chief, sponsor or group member, because of this that on every occasion I had extraordinary responsibilities.
What all of them had it not an unusual place changed into the choice to get the assignment accredited fast and effortlessly, with the proper sources of human beings, time and money.
Based on your reading ofThe Best-Performing CEOs in the World, cho.docxikirkton
Based on your reading ofThe Best-Performing CEOs in the World, choose four of the CEOs mentioned in the article to answer the following questions for each CEO and his or her organization.
1. In what ways has each leader proven to be ideal (e.g. performance, leadership, growth)?
2. How has each leader shaped his or her organizational culture?
3. Document and discuss the characteristics in this leader that you see in your own strategic leadership or that you want to add to your strategic leadership. How would these characteristics in you transfer to your organizational culture?
4. What do you believe this leader would do differently than, or the same as, you have done in your Capsim company to ensure positive organizational culture?
Your paper will be 5-6 pages with support from a minimum of two external sources.
at least 2 sources , apa style, 12point font, times new roman, double spaced,
5 or 6 pages, in text citations,
The knock on most business leaders is that they don’t take the
long view—that they’re fixated on achieving short-term goals
to lift their pay. So which global CEOs actually delivered solid
results over the long run? The 2013 version of the CEO Scorecard
provides an objective answer.
by Morten T. Hansen, Herminia Ibarra, and Urs Peyer
100
The Best-Performing
CEOs in the World
hBr.Org
January–February 2013 harvard Business review 81
The BesT-Performing Ceos in The World
I
t’s no accident that chief executives so
often focus on short-term financial re-
sults at the expense of longer-term per-
formance. They have every incentive to
do so. If they don’t make their quarterly
or annual numbers, their compensa-
tion drops and their jobs are in jeopardy.
Stock analysts, shareholders, and often
their own boards judge them harshly if
they miss near-term goals. And without
equally strong pressure to manage for a future that
stretches beyond 90 or 180 days, CEOs’ behavior is
unlikely to change. Developing a simple yet rigorous
way to gauge long-term performance is crucial; after
all, in business, leaders default to managing what’s
measured.
Five years ago we launched a global project to ad-
dress that challenge. But we wanted to do more than
just devise the right metrics. Our goal was to imple-
ment a scorecard that would not only get people
talking about long-term performance but also alter
the way that boards, executives, consultants, and
management scholars thought about and assessed
CEOs. We wanted this innovation to shine a spotlight
on the CEOs worldwide who had created long-term
value for their companies, and we wanted to give ex-
ecutives around the world critical benchmarks they
could aim for.
Three years ago, in the January–February 2010 is-
sue of HBR, we introduced such a scorecard. It evalu-
ated chief executives on their entire tenure in office.
We used it to rank the performance of nearly 2,000
CEOs. This month we are publishing a new version of
that analysis. We have expand ...
Fallon Brainfood: Lessons About New Digital, Brought To You By Old TVAki Spicer
Fallon's Rocky Novak (@rockynovak) Director of Digital Development, and Aki Spicer (@akispicer), Director of Digital Strategy present 5 lessons about digital marketing as gleened from hours of their childhood hours of "wasted" TV viewing.
Keynote Address @University of Minnesota Student Advertising Summit (#Ad2SAS), February 2013
Fallon Brainfood: 15 #Winning Ideas for young hopefuls seeking to enter adver...Aki Spicer
Fallon's Rocky Novak (@rockynovak) Director of Digital Development, and Aki Spicer (@akispicer), Director of Digital Strategy present 15 Things You Should Know (but aren’t likely hearing) About Starting Your Career in Advertising. Advice at the intersection of Inspiration and "Scared Straight."
@University of Minnesota Ad Club, November 2011
Fallon Brainfood: From Boring to Big BangAki Spicer
...From Boring to Big Bang: How Causes Can Get Interesting And Get Attention From News and Newsfeeds . Presented at Strategy for Good Twin Cities, December 10, 2011.
Aki Spicer, Director of Digital Strategy at Fallon Worldwide, challenges social entrepreneurs and non-profits with a framework for brainstorming their marketing initiatives into bigger, more "social" ideas.
Fallon Brainfood: The Google+ Opportunity for BrandsAki Spicer
Fallon's Director of Innovation Marty Wetherall explains what Google+ is (other than the fastest growing site in history), why Google made it (the real inside sports stuff), why we should care (I mean, do we really need another social network?), and what it all means for brands (it's bigger than you think).
Fallon Brainfood is a monthly all-agency lunch conducted by Fallon Planners. Wide-ranging topics explore trends, business issues, and actionable opportunities for our brands. Moreover, Brainfood offers us a chance to come together, share a beer and some pizza, and engage in a stimulating discussion on a variety of interesting topics that affect our business.
Fallon Brainfood: TV 2.0 – Scenarios for the Future of TelevisionAki Spicer
What happens when the television we've all come to know and love begins to embrace the audience expectations wrought upon it by the Internet, mobile and social participation? You get TV 2.0: a more personal, social and participatory engagement.
Fallon's Aki Spicer, Director of Digital Strategy, Rocky Novak, Director of Digital Development, and Jacob Abernathy, Creative Technologist will reveal their hopeful vision for television's future, and outline 5 scenarios that demonstrate how TV 2.0 will evolve the ad model and commercial creativity.
*Originally presented to Minnesota Broadcasters Association in Dec 2010.
Fallon Brainfood x Planning-ness 2010: How To Plan AppsAki Spicer
Aki Spicer, Fallon's Director of Digital Strategy will reveal some learnings and tips for account planners trying to operationalize the process of concepting, selling and building applications and digital tools.
Learn some pitfalls to avoid, shortcuts for bridging the gap between "start-up" culture and agency culture, guidance for selling apps to clients who are "bottom-line" or "ad message" minded, and shifting your teams from campaign thinking to service mentality.
http://planningness.com
September 30th – October 1st at Denver’s, Space Gallery.
Gain relevant insights from Fallon attendees of the Mashable Media Summit 2010 about Creating and Choreographing Engaging Content in the Modern Age, enjoy a lunch of mashed potatoes and food for thought.
Presenters: Chris Campbell, Erin Simle, Marty Wetherall, and Julianna Simon with Aki Spicer as Moderator.
*Brainfood is Fallon agency food for thought that stimulates lively discussion and provides valuable insights and applications for you and your clients.
Previous Brainfoods: http://www.slideshare.net/group/we-are-fallon
Fallon Brainfood x VCU Brandcenter: The Engagement OpportunityAki Spicer
Aki Spicer, Fallon's Director of Digital Strategy conducted a workshop at VCU Brandcenter's Executive Training Program for account planners.
"The Engagement Opportunity" outlines the evolving role and function of strategic planning in this age of digital and social technologies and proposes a methodology for integrated creative ideation.
Being Digital: 5 key tactics towards modernizing your organization and ideas
Fallon co-sponsored presentation event with MN AMA (American Marketing Association)
With so many rapid-fire changes in the digital landscape, how are agencies and marketers adapting their strategies and creativity to engage and connect with people?
Join Aki Spicer, Director of Digital Strategy at Fallon, as he shares insights on driving creativity in the age of digital and social media. Learn how his team is broadening its bench strength and skill sets; embracing the user over the viewer mindset; evolving measurement and ROI; building a process for experimentation; and planning for social content strategy. As a marketer, discover new ways to encourage investment in small experiments that can lead to bigger results.
A few of us at Fallon attended SXSW Conference and we want to share what we saw, what is breaking, what is trending, and what is likely to impact your brands and communications within the next year. Austin comes to Minneapolis. SXSW meets SX35W.
Expect to view a series of short, lively, engaging, approachable presentations (no presentation longer than 5 minutes and 5 slides, with a mimimum of "geek-speak") that will showcase the conference highlights and outline the important things that you need to know now.
Fallon Brainfood: Skimmer @The Social v0405d2Aki Spicer
On March 24, Fallon launched a free, downloadable tool, called Skimmer (http://www.fallon.com/skimmer), for lifestreaming user social media updates.
We’ve been mining the social web for conversations and mentions about Fallon and Skimmer.
We will look at: a) Volume, Momentum, Reach, Linkage and Passalong, b) Sentiment and Insights, c) Conversion at Week 2 after launch.
Fallon Brainfood: Agency Blog Secrets Revealed!Aki Spicer
Its been 2 years since we launched the Fallon Planning Blog. So what has it gotten us? What have we learned from blogging and Brainfooding and Tweeting and social networking?
Fallon strategic planner Aki Spicer explores the latest social media metrics of the "Kittens Inspired By Kittens" phenomenon (created by Fallon ECD Al Kelly) as well as the 5 actionable lessons we can apply to our brands.
How Fallon and SciFi Network are using Twitter to turn TV audiences into social web advocates.
Fallon strategic planner Aki Spicer and producer Marty Wetherall presented to Social Media Club Twin Cities their learnings from @_S_A_R_A_H_, a character from SCIFI Network's Eureka who Twitters to over 3600+ loyal followers. They reveal some of the rewards and pitfalls of maintaining a live, ongoing, public conversation with fans.
Video Addendum: http://www.youtube.com/watch?v=4mmW1_8t-LA
Fallon Brainfood: Latin America in the Age of ParticipationAki Spicer
Fallon strategic planner Aki Spicer, explores Web 2.0 and Mobile Trends In Latin America.
Brainfood is a monthly all-agency lunch conducted by Fallon Planners. Wide-ranging topics explore trends, business issues, and actionable opportunities for our brands.
Fallon strategic planner Aki Spicer, explores 10 Trends Marketers Should Know About Social Networking.
Brainfood is a monthly all-agency lunch conducted by Fallon Planners. Wide-ranging topics explore trends, business issues, and actionable opportunities for our brands.
Fallon strategic planners Aki Spicer and Alyson Heller explore the 360° influence that modern design has on the experience of our brands.
Brainfood is a monthly all-agency lunch conducted by Fallon Planners. Wide-ranging topics explore trends, business issues, and actionable opportunities for our brands.
Fallon strategic planners Aki Spicer (Aki Octagon) and Avin Narasimhan (Desi Stoneage) have come back from the future to offer their POV about Virtuality and it’s implications for brands.
One of the hottest debates in marketing circles today is the viability of virtual worlds like Second Life. What are they? What do people do there Why? What’s in it for me—if anything? We’ve seen companies flooding these worlds, and some are finding it difficult to translate their virtual world presence into real world gains.
The truth is, we traverse virtual dimensions every day without even thinking about it. From financial transactions, to games, to our daily Facebook interactions with friends, Virtuality is a new normal and it impacts many facets of our lives. It is through this lens that we explore what Virtuality means now and in the future, and what our agency needs to know to extract the most from it.
*Brainfood is an monthly digest of Fallon Planner’s strategic intelligence and bridges the gap between trends, business issues, and actionable opportunities for the agency and clients.
Ed Cotton of Butler Shine + Stern/Influx Insights and Aki Spicer of Fallon Planning Blog presented "Blogging the Agency" at AAAA Planning Conference 2007 in San Diego
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
2. The $%%
• Third year to conduct the planning survey
• Called upon planners to participate and pass on a survey
• This year several bloggers helped spread the word and we opened up responses
to include planners from all over the world
• Topics included salary& experience& satisfaction& and aspects of supervisors
• $'' completed surveys (compared to %)! last year* from March %' + April ,
- .,/ Men0$!/ Women
- 1,/ from outside USA
3. Some overview info (in percentages*
Company Types
Size of Department
at o2ce location
Agency Type
Participants by Title
Avg3 Size of Dept
at o!ce location
Large:
!,/ have
!" or more
Medium:
#3$ planners
Small:
$3! planners
(!,/ are
%+person
departments*
4. Some overview info cont3 (in percentages*
What would you say is your
company4s reputation in the industry?
How is planning perceived at your
company?
I have a foreign accent
(among USA planners*:
Yes: %1/
No: ,#/
1/ increase from last
year
5. Some overview info cont3 (in percentages*
Are you and o2cer at your company
(i3e3 VP& SVP& EVP* ?
Is the Head of Planning at your company part of the executive
committee (i3e3 top management*?
Heads of Planning
Group Planning Directors
Sr3 Planners
Planners
Asst3 Planners
6. The quality of planning (in percentages*
Over the past few years& do you feel the
quality of planning has:
De5nitely read the appendix for texture& but those who think it has increased
credit blogging& generosity of thinking& better de5ned roles& the challenges of
the world pulling us up and better people3 Those who see it in decline cite
dilution of talent& ill+de5ned role& and poor work3 For those who think it has
stayed the same& they mention it4s not better or worse& just di6erent& or they
still see the same things over time3
7. How do we feel about our jobs? (in percentages*
How much do you like your current job?
8. The perfect company?
If you could work at any company in your 5eld& where would
you aspire to work? (number of mentions*
Lots of one and two mentions of places like Naked& Anomaly& and AKQA3 Only
a few mentions of starting own business or getting out of advertising at
Google& Getty Images or EA Games3
10. Our bosses (cont3*
How well does your current boss align with
what you feel is important?
(in percentages*
Looks pretty good out there3 Keep up the good work3
11. Advice for bosses
SPEND MORE TIME
Stop trying to be everyone9s best friend and start managing the
dept3 Be around more o:en3
Talk to us& be more transparent
Give clear direction3 Stop and discuss and be patient3
Have more time for me and stop canceling our meetings
Take the time to be interested
HIRE MORE
Hire more planners& especially junior planners to free me up to
do the thinking I need to do
Hire more planners
Invest in more sta6!
Continue support& approve sta2ng plan for more planners!
INVEST IN TRAINING
Splurge for some formal training& we9re a small agency so ;; is
always a factor3
More training and more people for the department is always
better3
Invest in education0training for much of the group3
Provide training for the Senior0Group Planners so that the
department is more self+su2cient and able to utilize junior
planners better
CREATE A DEPARTMENT
Promote unity/idea sharing among department.
Mix things up, encourage more learning from di!erent
members of the team
More frequent department meetings/outings
More discussion amongst planners
Invest in and give incentives to jr. planners - bad for
everyone to have a lot of turnover.
Work on building team camaraderie. We're so busy, I often
don't feel like we're a team.
CHART THE COURSE WITHIN THE AGENCY
Let's get aggressive as a department - with regard to
internal management leadership. Get planning at the front
of the line, whether it be new biz or brand stewardship.
We should operate as an independent unit within the
agency.
Stand up for our department more within the agency. We
are doing fantastic things with brands that were all but
dead before they came to us and the great strategic ideas
and thinking that is happening in our department is being
overlooked because our leader does not like
confrontation. However, he does a great job of managing
our department.
Take more of a "stand" when it comes to strategic issues.
12. Advice for bosses (cont3*
THOUGHT LEADERSHIP
Focus on bringing thought leadership to our discipline
and to the agency
Understand the changes - in the business and thereby the
communication planning function - better.
Get serious about changing the way we work to be better
at new media vs just talking about it.
There should be a fund/billing# for general research... ex:
trend searching helps all accounts, not just one client...
there should be more room for big-picture, thinking
projects.
Be more aware of developments that a!ect the industry
(neuro science, innovation, consumer generated content)
and use rather than fear change
DELEGATE
Delegate tasks based upon company business objectives
Delegate more
Give young planners more projects to take over on their
own - rather than tasks
Communicate more and delegate more
MENTOR
Train us! impart your award winning wisdom
Be a mentor and avoid the no need/ready to know
approach
Mentor me more! Help me learn!
PAY FAIRLY
Pay a living wage.
Monetize our involvement.
Small compensation says more than public recognition
Align department salaries with the nationwide averages
KEEP IT UP
Does a very good job!
He is doing great.
He's only been here 2 weeks. So far, so good.
Nothing - he is more than I could ever ask for.
OR NOT
Let us do OUR jobs and you worry about your own!
Get the fuck out of the way3
Retire + get out before you are sacked
CHILL
Stop being so paranoid.
Relax. The weight of the world is not on your shoulders.
Chill out.
13. Planners on the move (in percentages*
Number of years at current co3
USA
How likely are you to change
jobs this year?
All planners
1'/
Surprisingly& likelihood to look elsewhere
is steady across job titles3 It4s not just the
junior folks looking around3
Among USA planners& 7very8 and
7somewhat likely8 is down to 1$/ from
1)/ last year3
Number of years at current co3
Outside USA
14. Where will you go? (in percentages*
Among 7very8 and 7somewhat likely8 to change jobs (n<%'!*
Will your next job be:
Those set on or considering leaving planning specify that they don4t know
exactly what they will do or they plan to start their own business& freelance&
go back to school& go to the client side& switch to consulting& research&
innovation& creative& production or media3
15. Ah& recruiters
Did you use one?
(in percentages*
Outside USA
USA
Much more likely for Sr3 Planners ($'/* and GPDs (.#/*
than Asst3 Planners ('/*& Planners (!./*& and Heads of
Planning (%,/* to use a recruiter3 (among USA planners*
16. Salary results
Key to reading salary info
•Salaries are shown as bell curves (ok& bell triangles* + averages in addition to the
#.th and !.th percentile
•For example& when you see a number listed under #./& this is the average
of the upper !./ of the set& the number under ."/ is the mean for the
whole set& and the number under !./ is the average for the bottom !./ of
the set
•Past years4 averages are in the upper right+hand corner
•There were enough completes to divide among small& medium and large shops in
the USA
•Absolute minimum and maximum salaries are shown next to the 7total8 curves
•A few people did not include their salary if you4re wondering why the grand total
7n8 of all levels do not add up
17. Asst3 Planner results + USA
Large
Agency
(n<%!*
;1)&$%#
!./ ."/ #./
;!)&''# ;$'&''#
Small
Agency
(n<%!*
;$"&1'$
!./ ."/ #./
;1%&""" ;.%&"""
Medium
Agency
(n<!'*
;1'&#'"
!./ ."/ #./
;1"&,.# ;$1&!,'
Years in planning
Years working
%
!
%3$
13'
%
%31
Years in planning
Years working
%31
%3$
%3#
!3$
!3%
!3)
Years in planning
Years working
%31
%3#
%3$
!3.
%3#
$31
TOTAL
(n<."*
;1,&!%)
!./ ."/ #./
;1"&%'# ;$'&)%#
Years in planning
Years working
%31
%3#
%3.
!3#
%31
!3#
Min< ;!"K
Max < ;..K
;1)&.,"
Years in planning
Years working
%31
13.
!"". Avg3
;1)&"'#
%3!
13$
!""' Avg3
18. Planner results + USA
Large
Agency
(n<!$*
;',&,)'
!./ ."/ #./
;."&",1 ;)%&%'#
Small
Agency
(n<!1*
;.'&.,#
!./ ."/ #./
;1'&!." ;,"&%'#
Medium
Agency
(n<$1*
;.#&.%!
!./ ."/ #./
;1)&).. ;##&,%,
Years in planning
Years working
!31
!3#
!3,
$3.
13,
'31
Years in planning
Years working
!3%
13'
!3,
.3$
13%
#3)
Years in planning
Years working
!
13#
!3$
$3$
1
#3!
TOTAL
(n<)"*
;'"&1%%
!./ ."/ #./
;$"&!%# ;,!&'.!
Years in planning
Years working
!3!
13#
!3#
$3)
131
#3.
Min< ;1"K
Max < ;%"#K
;.)&$%.
Years in planning
Years working
13!
.3,
!"". Avg3
;'"&%),
!3)
.3.
!""' Avg3
19. Senior Planner results + USA
Large
Agency
(n<%.*
;%%!&)'#
!./ ."/ #./
;#'&!." ;%'%&!."
Small
Agency
(n<%'*
;%"!&'."
!./ ."/ #./
;#%&1." ;%1.&"""
Medium
Agency
(n<11*
;%""&#$!
!./ ."/ #./
;#.&!." ;%1'&1#.
Years in planning
Years working
13.
'3.
.3)
)3)
,
%!
Years in planning
Years working
$31
#31
'3!
)3'
#3'
%%3%
Years in planning
Years working
$3.
#3.
.3,
)3)
#
%%
TOTAL
(n<'$*
;%"$&",$
!./ ."/ #./
;#$&.!. ;%$!&,#.
Years in planning
Years working
$3%
#3%
'
)3#
#3'
%%3,
Min< ;..K
Max < ;%).K
;,1&)!'
Years in planning
Years working
.31
)3.
!"". Avg3
;)$&1$#
.3,
)3)
!""' Avg3
20. Group Planning Director results + USA
Large
Agency
(n<%"*
;%#"&)."
!./ ."/ #./
;%%!&!." ;!%.&"""
Small
Agency
(n<.*
;%$1&"""
!./ ."/ #./
Medium
Agency
(n<!1*
;%'$&.!!
!./ ."/ #./
;%%,&111 ;!!1&%'#
Years in planning
Years working
#
%$
)
%13)
)3.
%$
Years in planning
Years working
%%
%$3,
)3,
%$3$
%!3#
%)31
Years in planning
Years working
%"3$
%$
TOTAL
(n<1,*
;%'1&1,!
!./ ."/ #./
;%%%&)." ;!!%&$""
Years in planning
Years working
)31
%$31
)3#
%$3!
%!3%
%,3$
Min< ;%""K
Max < ;!#.K
;%!!&1!.
Years in planning
Years working
,3'
%!
!"". Avg3
;%.#&1%"
)3)
%13#
!""' Avg3
21. Head of Planning results + USA
;%.)&")%
Years in planning
Years working
)3'
%$
!"". Avg3
;%#!&%,,
%%3%
%.31
!""' Avg3
Large
Agency
(n<'*
;%))&%'#
!./ ."/ #./
Small
Agency
(n<!1*
!./ ."/ #./
Medium
Agency
(n<)*
;!",&..'
!./ ."/ #./
;%$#&."" ;1%!&.""
Years in planning
Years working
,3#
%.3,
Years in planning
Years working
,3.
!"=
%%
%)3$
%)
!"=
Years in planning
Years working
TOTAL
(n<1,*
;%'#&$!%
!./ ."/ #./
;)"&."" ;!.,&"""
Years in planning
Years working
.3%
%%3,
)31
%.3,
%1
%,3,
Min< ;'"K
Max < ;1."K
;%$1&"$1;,"&""" ;!!'&''#
$3!
%"3,
,3)
%$3$
%!3.
%.3,
22. General salary thoughts
• Asst3 planners4 average salary has stayed remarkably steady over the past three
years while cost of living has not3 Can we throw them a bone so they can pay
their utilities and set a minimum entry level salary at ;$"K?
• Planners have the most to lose dollar+wise by taking a job with a medium or
small sized 5rm3
• A big increase in small agency HOPs who participated3 Looks like you have to
su6er a little in terms of salary to build a successful shop& but $./ of small
agency HOPs are getting ;.&"""= bonuses and !#/ are getting pro5t sharing3
23. The value of advanced degrees + really?
13!.
%3#.
;1)&!."
Asst3 Planners with Bootcamp
(n<$*
!3'!3,Average years working
%3.%3'
Average years in planning
;1#&1%1;$"&%1.
Average Salary
Asst3 Planners with BAs
Only (n<1!*
Asst3 Planners with
Masters (n<%$*
.3'.3!$Average years working
13%!3#!31
Average years in planning
;'%&#)";.)&,11;.,&)%!
Average Salary
Planners with BAs Only
(n<!)*
Planners with Bootcamp
(n<%,*
Planners with
Masters0MBA (n<1$*
)3.%"%"3%Average years working
'$3.'3#
Average years in planning
;%"'&).,;,)&""";%"$&)$.
Average Salary
Sr3 Planners with BAs
Only (n<1'*
Sr3 Planners with Bootcamp
(n<,*
Sr3 Planners with
Masters0MBA (n<!"*
24. The value of advanced degrees (cont3*
%$3!
%"3!
;%')&)."
Group Planning Directors with
BAs Only (n<!"*
%$31Average years working
)3%
Average years in planning
;%.'&",1
Average Salary
Group Planning Directors
with Masters (n<%,*
%.3.%'3$Average years working
,31%%3!
Average years in planning
;%.,&111;%,1&"""
Average Salary
Head of Planning with BAs
Only (n<!$*
Head of Planning with
Masters0MBA (n<%$*
25. The New York factor
At the GPD level it begins to matter3 Until that point you can live in a lower+cost+of+living market or
a high one& but salaries tend to stay in the same ballpark3
Not
(n<$1*
NY (n<!!*
Not
(n<'$*
NY
(n<!'*
Not
(n< 1#*
NY
(n<%1*
)3.
.3)
;%"%&1)"
.3!
!3#
;.,&%$%
!3'
%3'
;1'&$)1
%"3%$31!3)Average years working
'31!3,%3.
Average years in planning
;%")&!!#;'.&'.$;$1&"""
Average Salary
Sr3 PlannersPlannersAsst3 Planners
Not
(n<!#*
NY
(n<%%*
Not
(n<!.*
NY
(n< %1*
%'3#
)3%
;%$,&$"#
%.
%"
;%.,&!'"
%13#%!3#Average years working
)3,)
Average years in planning
;!%$&")%;%#1&!1%
Average Salary
Head of PlanningGroup Planning Directors
26. The Male0Female comparison
These cell sizes are still too small to count on& but the trend is not encouraging3
F
(n<1,*
M
(n<!'*
F
(n<$.*
M
(n<$.*
F
(n<!,*
M
(n<!!*
)3)
'3$
;%"%&%',
$3.
!3#
;.#&%""
!3#
%3'
;1,&1!%
)3..3$!3'Average years working
.3.!3#%3$
Average years in planning
;%",&1$';'1&.!!;1#&),)
Average Salary
Sr3 PlannersPlannersAsst3 Planners
F
(n<%,*
M
(n<!"*
F
(n<%.*
M
(n<!1*
%#3.
%"
;%',&%'#
%$3'
)3'
;%$!&#'#
%$3$%$Average years working
,3#.)3#
Average years in planning
;%''&#.";%#'&,!'
Average Salary
Head of PlanningGroup Planning Directors
27. A word on the world
• We had %#! completed surveys from the rest of the world
• There were ', from the UK& but not enough from any other country to do a
separate analysis
Romania
Portugal
Philippines
Norway
New Zealand
Netherlands
Mexico
KualaLumpur
9
2
2
1
1
2
4
1
Japan
Italy
Israel
Indonesia
India
Hungary
Germany
France
3
4
2
1
9
2
9
2
1Asia(did not write country)2Denmark
68UK1Croatia
4Thailand3Canada
2Switzerland1Bulgaria
7Sweden10Brazil
3Singapore5Belgium
1Spain1Austria
2SouthAfrica7Australia
28. UK averages
In US ;;;
Asst3
Planner
(n<,*
;$1&#,!
!./ ."/ #./
Senior
Planner
(n<%"*
!./ ."/ #./
Planner
(n<!,*
;'$&,"$
!./ ."/ #./
;$%&)%' ;)%&#!#
Years in planning
Years working
%31
!3$
Years in planning
Years working
!
!31
!31
$3'
!3'
'3$
Years in planning
Years working
Group
Planning
Director
(n<1*
;%$'&''#
!./ ."/ #./
Years in planning
Years working
'3#
%!31
;%"'&!"";#$&""" ;%1'&.""
'
%!
.3!
%%3,
.3.
%%3.
WARNING + I4m not sure how much we can trust these numbers3 Most salary entries were nice
round numbers + i3e3 )#&""" rather than %1%&%$#3,) (the 5rst would be Euros& the second in dollars*3
I don4t think many people actually used the currency converter3
29. Head of
Planning
(n<%)*
;%,#&$)!
!./ ."/ #./
Years in planning
Years working
)3$
%$3.
WARNING + I4m not sure how much we can trust these numbers3 Most salary entries
were nice round numbers + i3e3 )#&""" rather than %1%&%$#3,) (the 5rst would be Euros&
the second in dollars*3 I don4t think many people actually used the currency converter3
;!'#&"""
%%3'
%.3,
;%%,&.,,
.3$
%%
UK averages cont3
In US ;;;
30. Additional Compensation + USA (in percentages*
Please select each of the additional
elements of compensation that you receive
7Other8 includes health insurance (I forgot that one*& $"%K
matching (forgot that too*& free food0alcohol& working part+
time& >exible hours& technology reimbursement& video
games& bowling& yoga& bring dog to work and weight
watchers
31. Additional Compensation + Outside USA (in percentages*
Please select each of the additional
elements of compensation that you receive
7Other8 includes health insurance& pensions& working from
home& dividends and kindergarten
32. Satisfaction with compensation by title + all
$1/
$#/
.1/
$#/
1./
Fair
%!/!,/%1/$/Head
./1./)/./Group Director
./!!/%#/!/Senior
%/!%/!#/./Planner
$/%./1!/%./Assistant0Junior
Really
Awesome
Somewhat
Better Than
Fair
Somewhat
Unfair
Completely
Unfair
n<$'$
Not all add up to %"" due to rounding
33. Closing thoughts
• There are a lot of factors that go into salaries: education& experience&
geography& gender& ethnicity& and probably appearance and what the
planning director had for lunch the day you were interviewed3 If the
survey gets bigger& I4m hoping to be able to determine some of those
drivers better3 But& we continue to see the trend from last year that
graduate degrees do not in>uence salary and there does seem to be a
gender disparity in this year4s numbers3
• Would love to know your comments and have more of a dialogue& so
please ask questions& suggest new questions for next year or suggest
additional analysis ideas on my blog:
http:00illchangeyourlife3wordpress3com or email me at
hklefevre@gmail3com