This document summarizes the results of an annual survey of account planners. Some key findings include:
- Over 1200 planners completed the survey, up from 798 last year. 53% were men and 47% were women overall, with more women responding in the US.
- The majority of respondents worked at large agencies, with a growing number at small or solo shops. Unemployment remained low at 3%.
- Digital skills were increasingly important. While many digital planners saw their role as similar to traditional planning, others took a more integrated approach.
- Career progression depended more on skills like research, presentation, and management abilities rather than fixed titles. Connection planning overlapped with media strategy but remained less
Knowledge Management: Putting Information to Good UseSlideShop.com
Organizations and companies can significantly benefit from their people using, sharing and updating information. Here's a presentation about knowledge management and its life cycle.
More presentations: https://slideshop.com/Themed-Slides/
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
We live in a marketing world of explosive change: new channels, newly empowered consumers and a new commitment by brands to re-write old rules. So why is it so much still hasn’t changed about how brands engage their own employees?
But isn’t it all one brand? And isn’t it all dependent on creating a distinctive and great experience—with employees at the core? We think so. It’s time for new words to describe employee engagement—words that speak to a new approach to the field. Instead of employee engagement, how about Brand Experience Alignment?
Knowledge Management: Putting Information to Good UseSlideShop.com
Organizations and companies can significantly benefit from their people using, sharing and updating information. Here's a presentation about knowledge management and its life cycle.
More presentations: https://slideshop.com/Themed-Slides/
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
We live in a marketing world of explosive change: new channels, newly empowered consumers and a new commitment by brands to re-write old rules. So why is it so much still hasn’t changed about how brands engage their own employees?
But isn’t it all one brand? And isn’t it all dependent on creating a distinctive and great experience—with employees at the core? We think so. It’s time for new words to describe employee engagement—words that speak to a new approach to the field. Instead of employee engagement, how about Brand Experience Alignment?
The War for Ideas: Five Years of the Creativity in PR StudyPRovoke Media
Co-author Claire Bridges explores findings from five years of the Holmes Report's landmark study, analysing what they mean for the future of the PR industry.
Engage & Listen: Activating Your Brand Across Digital TouchpointsOne North
Collaborative. Responsive. Client-focused. Innovative. These are some of the most commonly used go-to-market messages for B2B organizations. Nearly identical value propositions like these create a dangerous "sea of sameness" for this industry.
As marketers, we must dig deeper. We need to find a point of view that is authentic to the character of our organization and unique to our competitive set and vertical. Without this, it's impossible to separate from the pack and present your clients and customers with a brand experience that is more than just your snappy color palette or slick logo.
John Simpson (CEO & Founder) and Ryan Schulz (Director, Brand) discuss how to differentiate your brand, avoid the sea of sameness and activate Brand across all of your digital touchpoints.
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
#IPASocialWorks Social Media Measurement GuidesThe_IPA
The IPA, The Marketing Society and the Market Research Society (MRS) have launched a groundbreaking #IPASocialWorks joint initiative, with Facebook and Twitter sponsorship, to identify good practice in social media effectiveness and measurement. The short and expert guides to measuring not counting are now available to view. Learn more here http://www.ipa.co.uk/news/industry-publishes-social-media-measurement-guide
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
Negotiation expert Victoria Pynchon shares how you can get what you want at work with the members of Connect: Professional Women's Network. To continue the conversation or join the LinkedIn group for free, visit www.linkedin.com/womenconnect.
The Holmes Report's 2014 Global Creative Index again analyses entries and winners from more than 25 PR award programmes from around the world, to determine the best performing campaigns and agencies.
Thought leadership: winning the battle for attention in B2B technology marketingDamo Consulting Inc.
Thought leadership is the fastest growing spend category in content marketing today. Here are some best practices to get the most out of your investments in thought leadership marketing.
How can you compete with best-in-class companies for standout talent? This employer branding infographic outlines what it takes to climb your way to the top. It also reveals the Fortune 500 top 5 employer brands as ranked on WilsonHCG’s Fortune 500 Top 100 Employment Brands Report.
Rapport sur le Sales Development (SDR/BDR) 2021Elric Legloire
Rapport écrit par The Bridge Group.
1. La structure des équipes
2. Ramp & Retention
3. Métriques et quota
4. Rémunération et technologie
5. Leadership
6. Notes sur le COVID-19
We have all heard about turning the marketing funnel upside down, but how do you have both traditional awareness needs combine with engaging influencers and advocates as wants? Propagation Planning might be the answer to that as we explore the meld of two schools of communication practice.
The War for Ideas: Five Years of the Creativity in PR StudyPRovoke Media
Co-author Claire Bridges explores findings from five years of the Holmes Report's landmark study, analysing what they mean for the future of the PR industry.
Engage & Listen: Activating Your Brand Across Digital TouchpointsOne North
Collaborative. Responsive. Client-focused. Innovative. These are some of the most commonly used go-to-market messages for B2B organizations. Nearly identical value propositions like these create a dangerous "sea of sameness" for this industry.
As marketers, we must dig deeper. We need to find a point of view that is authentic to the character of our organization and unique to our competitive set and vertical. Without this, it's impossible to separate from the pack and present your clients and customers with a brand experience that is more than just your snappy color palette or slick logo.
John Simpson (CEO & Founder) and Ryan Schulz (Director, Brand) discuss how to differentiate your brand, avoid the sea of sameness and activate Brand across all of your digital touchpoints.
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
#IPASocialWorks Social Media Measurement GuidesThe_IPA
The IPA, The Marketing Society and the Market Research Society (MRS) have launched a groundbreaking #IPASocialWorks joint initiative, with Facebook and Twitter sponsorship, to identify good practice in social media effectiveness and measurement. The short and expert guides to measuring not counting are now available to view. Learn more here http://www.ipa.co.uk/news/industry-publishes-social-media-measurement-guide
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
Negotiation expert Victoria Pynchon shares how you can get what you want at work with the members of Connect: Professional Women's Network. To continue the conversation or join the LinkedIn group for free, visit www.linkedin.com/womenconnect.
The Holmes Report's 2014 Global Creative Index again analyses entries and winners from more than 25 PR award programmes from around the world, to determine the best performing campaigns and agencies.
Thought leadership: winning the battle for attention in B2B technology marketingDamo Consulting Inc.
Thought leadership is the fastest growing spend category in content marketing today. Here are some best practices to get the most out of your investments in thought leadership marketing.
How can you compete with best-in-class companies for standout talent? This employer branding infographic outlines what it takes to climb your way to the top. It also reveals the Fortune 500 top 5 employer brands as ranked on WilsonHCG’s Fortune 500 Top 100 Employment Brands Report.
Rapport sur le Sales Development (SDR/BDR) 2021Elric Legloire
Rapport écrit par The Bridge Group.
1. La structure des équipes
2. Ramp & Retention
3. Métriques et quota
4. Rémunération et technologie
5. Leadership
6. Notes sur le COVID-19
We have all heard about turning the marketing funnel upside down, but how do you have both traditional awareness needs combine with engaging influencers and advocates as wants? Propagation Planning might be the answer to that as we explore the meld of two schools of communication practice.
At the first meeting of the newly formed APG Netherlands, presenters shared how our personal interests outside of work have influenced strategies we have developed for work. This example is work I did for the launch of Gucci Guilty at Tribal DDB.
Exact Drive reaches your customers on premium websites and multiple devices. We develop strong partnerships with our clients, providing them great service, value and return on investment. Exact Drive helps you reach your target audience across a curated portfolio of premium websites using our streamlined digital media planning and buying application. The Exact Drive application enables precise control, so you can easily manage a single ad or multiple campaigns. Changes take effect fast and feedback is available in minutes. Build, review and share your media plans for free. Then when you are ready you are only one click away from turning your media plan into an active media buy.
Audience Expansion for Online Social Network Advertising - KDD 2016Kun Liu
Online social network advertising platforms, such as that provided by LinkedIn, generally allow marketers to specify targeting options so that their ads appear to a desired de- mographic. Audience Expansion is a technique developed at LinkedIn to simplify targeting and identify new audi- ences with similar attributes to the original target audi- ence. We developed two methods to achieve Audience Ex- pansion: campaign-agnostic expansion and campaign-aware expansion. In this paper, we describe the details of these methods, present in-depth analysis of their trade-offs, and demonstrate a hybrid strategy that possesses the combined strength of both methods. Through large scale online exper- iments, we show the effectiveness of the proposed approach, and as a result, the benefits it brings to the whole market- place including both LinkedIn and advertisers. The achieved benefits can be characterized as: 1) simplified targeting pro- cess and increased reach for advertisers, and 2) better uti- lization of LinkedIn’s ads inventory and higher and more efficient market participation.
Today's media world is thrilling, captivating and full of challenges for brands - a revolution in brands and people's behavior in fact. But as in all revolutions, it's sometimes difficult to get a clear view of what's going on. And so, dear readers, TBWA's strategy department was looking for patterns and similarities from different discussions and has attempted to sum up the revolution in 135 slides. Our goal is to explore the different ways of tackling today's communication challenges - and to show how successful brands are switching from brand-centric to audience-centric behaviour. Inspired by many different people and brands, it intends to spark a conversation about the need for Media Arts, and how it is ingrained with the theory of Disruption. Ready? Visit www.mad-blog.com
Brand Archetype | An Introduction + OverviewJohn W. Manley
Nothing original here. Just an obligatory brand archetype overview done in a more visually appealing way, with some more examples, and a deeper dive into the Explorer archetype.
The purpose of persona mapping is to enable you to communicate with different types of personas using language they understand from the way they see the world.
Architects see the world differently that engineers, you have to communicate to them in the world they understand to get your marketing messages across to them.
Give your audience something of value, build trust and credibility, and then introduce your products and services to help them solve their problems. But do this to your target personas communicating in the world they understand.
Get it right and your business will grow from more sales.
UX, ethnography and possibilities: for Libraries, Museums and ArchivesNed Potter
These slides are adapted from a talk I gave at the Welsh Government's Marketing Awards for the LAM sector, in 2017.
It offers a primer on UX - User Experience - and how ethnography and design might be used in the library, archive and museum worlds to better understand our users. All good marketing starts with audience insight.
The presentation covers the following:
1) An introduction to UX
2) Ethnography, with definitions and examples of 7 ethnographic techniques
3) User-centred design and Design Thinking
4) Examples of UX-led changes made at institutions in the UK and Scandinavia
5) Next Steps - if you'd like to try out UX at your own organisation
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.
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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 ...
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics?
In this webinar, workforce analytics experts Dave Weisbeck and Ian Cook will explore:
HR’s evolving role, from tactical to strategic player.
Key drivers of the “datafication” of HR.
Connecting the dots between strategy and analytics.
How to develop analytics acumen within HR.
Approaches for accelerating the adoption of analytics.
Becoming a truly strategic business partner.
Turning numbers into action: Case study examples of HR as a strategic partner.
Shravan Shetty , Career Coach Interviews Daksha Ballal .
Daksha Ballal is an Operations professional with 7+ years of success in crafting engagement programs in the areas of employee engagement, campus engagement and customer/community engagement.
Working with clients in sectors like IT, BFSI, Manufacturing, Media, Pharma, FMCG & Government etc to build and execute high growth and high engagement programs through effective use of content and technology across India, Middle East and North America.
His portfolio of clients include companies like IBM, Dell, Microsoft, ACC, Times Group, CNN-IBN, Reliance, Bajaj, Mahindra, Tata Motors, Johnson & Johnson, Ministry of Environment & Forests, CII etc.
He typically interacts with CHRO's, L&D Managers, University Relation Specialists, Talent Acquisition Heads, CMO's, Brand Managers, Corporate Communication Officers, Channel Partner Heads across sectors.
He has helped his company win multiple awards like "Futurism in Talent Management" by People Matters, "Bizlabs" by Aditya Birla Goup, "GENNEXT Hub" by Reliance etc.
As a nonprofit, you have a unique challenge: finding qualified candidates who care about your mission. Job postings are an essential tool for finding those professionals at scale. Check out this deck to find out how you can easily get your jobs in front of the right candidates at the right time. It covers job posting basics, as well as tips and tricks on how to get the best results.
3 things that are covered:
LinkedIn’s mission-driven talent network
Optimize your job posts to get the best candidates
Save money with nonprofit discounts
A roadmap that details key considerations and best practices for employee engagement - which drives worker productivity, loyalty, innovation and advocacy.
Third year results. Special addition of info on bosses and advice for bosses, how we view the quality of planning, if we leave where we'd go, first year to get enough UK planners for some shared results.
The results are in!
While there are a variety of methods to attract and keep talent, it's evident that the most desirable approach is clearly communication. The ability to communicate effectively with employees is the keystone to any successful organization, yet it's often overlooked or not given the attention it deserves.
Open communication allows for a free flow of ideas and information between management and employees, which is essential for developing a productive, positive work environment.
Additionally, regular communication can help prevent misunderstandings
Many thanks to those who took the time to share their thoughts in the comments, Shruti Choubey Stephanie Mauney, PHR, SHRM-CP Madison Massingill, SHRM-CP Mark H. Johnson, Emmalee Amthor, MPA
As well as to all who participated and voted, I'm excited to share these insights with you and my network as well.
Public relations is changing and therefore the skill sets of in-house PR teams are
also changing.
When it is done well, public relations is a vital business tool for today’s
networked world. Public relations practitioners can now have a greater, and more
immediate, impact on their employers’ business than their predecessors. However,
this is an environment of risk and reward. The rewards from good communications
are much greater; but if public relations people get it wrong, the results can be
very serious for their future careers and the organisation they work for.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
In Best Practices in Strategic Planning for A/E Firms, we begin by providing you with the results of a survey that PSMJ did with 75 firms on how they conduct strategic planning.
Next, we provide you with some information on what we have gleaned from the survey. We have mined the data to figure out what works and what doesn’t work in strategic planning.
Then, to help you conduct better strategic planning at your firm, we talk specifically about some things that we have learned over the many years we have been engaged in strategic planning with architecture and engineering firms.
We wrap up with some recommendations on best practices in strategic planning. Our goal is to provide new insight into how your firm can maximize your strategic planning efforts for success in 2016.
Olé Pedersen, Patricia De Luca and Heather LeFevre presented this content at Cannes on June 21, 2011. The workshop was one of 20, selected from hundreds of entries as part of the festival conference. Participants learned the philosophy behind and practiced making cultural movements.
Open-ended responses of planning directors on what it takes to move from assistant planner to planner, from planner to senior planner, and from senior planner to group director.
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!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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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.
[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
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
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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.
2. The 411
• Fi'h year to conduct the planning survey.
• Called upon planners to participate and pass on the survey.
• Bloggers again helped spread the word. Twitter really kicked in this year.
• Topics included the now usual suspects like salary, experience and satisfaction,
along with this year’s special questions around digital and connection planners,
state of the economy, what skills you need to get promoted and most respected
planner.
• 1217 completed surveys (compared to 798 last year) from April 24 – June 12.
– 53% Men/47% Women overall participated
• 44% Men/56% Women in the US
• 60% Men/40% Women outside US
– 532 from the USA/ 685 from Outside the USA
• Compared to last year: 461 from USA/337 from outside USA
• Numbers don’t always add up to 100 percent due to rounding.
3. Where do we work? (in percentages)
Company Types
8% from 2008
First-time to include
unemployed and multi-cultural
as a response.
*Note for non-USA folks: multi-cultural agencies are in the US creating content that more
specifically target Latino, African American or Asian audiences
4. Those hardest hit
Number of months
out of work
(percentages)
I was pretty surprised that only 3% are out of work – that’s still 31 real people, half in the US and half
overseas. But compared with US stats of 18% blue collar unemployment and 5% for white collar,
planners seem to be fairing better than average. Their general consensus is that things are moving slowly
and they are not very optimistic in the short-term, especially those not wanting to move. What can we
do for our fellow planner friends? Have you met someone for an informational meeting recently? Can
you make the time? When jobs do open up, we always need to fill them quickly so why not?
5. Some overview info (in percentages)
Participants by Title
Agency Type
Does anyone have access to some Only 11% of international folks work
How representative is this sample?
industry averages? I couldn’t find any. at a “medium” sized shop.
This is also the first year to include
“Tiny” as a choice – All CEO/Presidents
picked this option showing they’ve
started their own businesses by
themselves or with a few employees
6. Some overview info cont. (in percentages)
What would you say is your company’s How is planning perceived
reputation in the industry?
at your company?
Size of Department
at office location
Among planners from Full-
service shops, only 14%
selected “Leading Discipline”
7. Officers and management (in percentages)
Are you an officer at your company
(i.e. VP, SVP, EVP) ?
Many small businesses
CEO/President
don’t use this system
Heads of Planning
Group Planning Directors
Sr. Planners
Planners
Asst. Planners
Is the Head of Planning at your company part of the executive
committee (i.e. top management)?
8. Are we using recruiters?
Answered “Yes” to Used a recruiter to get my current job.
A
2006
2007
2008
2009
Used a
recruiter 41%
30%
24%
28%
(USA)
Used a
recruiter
N/A
25%
24%
14%
(outside
USA)
As the number of respondents rise, these numbers become more and more
accurate, but I was surprised to see it drop so sharply outside the US this year.
9. Movin’ on up
This year I asked the 206 planning directors to help us tease out the differences in
skills between levels. So in a series of three questions they were asked what skills
they would need to see to promote an assistant planner to a planner (or what they
would look for in a planner hire), a planner to a senior planner (or hire), and a senior
planner to a group planning director (or hire).
The answers alluded to mystical rites of passage… I wish! More an understanding of
what career progression feels like if not pinning down one concrete answer. I
encourage you to read through their answers.
I really like a comment I found on Richard Huntington’s Adliterate from Tony.com
that seems to articulate the progression well:
“I guess its really about making sure that you are working on the business that values
what you are good at, at an agency that you are good at by telegraphing what you are
good and bad at.
Because one’s career as a planner probably goes in three parts>
Part 1) gaining your cra' skills. this is when you have to make sure that you are
passable at all the planning skills from data analysis to presentation.
Part 2) making your name. this is when you get to understand your own planning style
and because you are in the right place on the right business your career explodes.
Part 3) running the show. When you kinda have to be good at everything again
because you look a'er all the agency’s business and though you can be selective in
who gets your efforts you still have to talk a good game across the piece.”
See all the open-ends as separate documents posted on Slideshare (my user ID is hklefevre).
10. Digital Planners
About 100 people who took the survey describe themselves as digital planners. To
the vast majority of them, they are simply taking similar skills and applying them to
new media. The difference o'en is in who drives the overall brand strategy. That
generally is the responsibility of the above the line agency. This also means less
strategic research that the digital folks get to steer.
“As a digital planner, I like to think what I do in the digital space
isn’t any different, at least in approach. I consider a planners job
to understand the intersection of culture, business and creativity
- and I strive for that across the board…
On a down note, not
being AOR means not having full control over your client brands,
which has been a bit of a mental shi' (and struggle) for me.”
Digital planners are also teaching their clients a lot about technology. But money is
swinging their way as TV and print budgets are shi'ed to digital.
This question prompted several people to identify themselves as integrated planners,
confident that they are working across the spectrum.
“I’m not one, but I consider digital in every strategy I work on. I
no longer see the point of uniquely ‘digital’ planners.”
See all the open-ends as separate documents posted on Slideshare (my user ID is hklefevre).
11. Connection Planners
Only a handful of people identify themselves as connection or context planners.
They talk about finding insights to reach the right person and defining the target
more sharply. There seems to be a lot of overlap with media strategy.
“I am a connections planner or what my agency calls a “context”
planner. We do everything that an account planner does
(consumer understanding, insight development, applied strategic
thinking, ideation, facilitation, etc.) but focused on the
development of great connections/media strategies and ideas as
opposed to creative campaigns and ideas.”
I identified with the majority of folks who had some vague notion of connection
with the media strategy. Seems a bit like what we heard (or read) about when
planners first came on the scene. Creative would happen without planners, we just
hope an extra pair of hands make it better. Now I think connection planners are an
extra pair of hands on the media front.
Finally, there was quite a bit of confusion on this one, with people taking a pass with
“I don’t know.” This area is just not as established.
See all the open-ends as separate documents posted on Slideshare (my user ID is hklefevre).
12. Which one agency has the best planning department?
Number of mentions
Very close call between BBH, CPB and WK. Several “new to the survey” mentions garnered a vote or
two and made me curious to know more: Zeus Jones (great blog), Sunshine (India?), Scholz & Friends
(doing cool stuff Europe, HQ in Germany), Brooklyn Brothers (London and NY; love the philosophy on
the site), Bullet (Brazilian promotion agency) and Prophet (McKinsey-like, curious to know what you’re
doing there). I’m familiar with some but have only cursory knowledge. Any planners from these shops
want to point us to commentary on what you’re doing or guest blog for me?
*Note: Strawberry Frog Amsterdam has split off and is now Amsterdam Worldwide
13. Of all the planning directors out there, who would you most like to
be your boss? Or if you are the boss, who is the most respected
planning director in your opinion?
A NOTE
BRAZIL
Lots and lots of people said they don’t know or Our planejador friends were much more likely to
there is no one. A couple of people didn’t like the have an opinion here where Ken Fujioka of JWT
question and refused to play.
and Ulisses Zamboni of SantaClaraNitro got gobs
of mentions. Pedro Cruz from Agencia Africa
appears to be a rising star.
Interestingly, there’s no one person we all idolize,
though Russell Davies and Jon Steel come close
with lots of mentions from around the world.
ALL IN TOTAL
When I look at all 1217 responses at once, Jon and
USA
Russell support bolsters and so too does Richard
Huntington. But a couple others begin to pop
By far, Gareth Kay of Modernista! was
including Guy Murphy who is the worldwide
mentioned the most and was the only person to
planning director at JWT based in London as well
reach double digits in the US. And besides Russell
as Emma Cook, president of BBH in London.
and Jon, Colin Drummond at CPB (I must agree
here – you should all want to work with him!),
Faris Yakob at McCann, and Aki Spicer at Fallon
each had a handful of mentions.
UK
Jon Steel and Russell still have this island locked
down, but Richard Huntington from Saatchi and
Saatchi may be next in line for the thrown.
14. Salary results - USA
532 Americans participated – anyone who didn’t give their salary is excluded in this section
Key to reading salary info
• Salaries are shown as bell curves (ok, bell triangles) – with the mean as well as the 75th
and 25th percentile.
• For example, when you see a number listed under 75%, this is the average of the
upper quarter of the set, the number under 50% is the average for the whole set,
and the number under 25% is the average for the bottom quarter of the set.
• Past years’ averages are in the upper right corner.
• This year I asked people to describe their company as tiny, small, medium or large. Tiny
and Small have been added together except for the CEO/Partner level due to numbers.
• Absolute minimum and maximum salaries are shown next to the “total” curves.
• This year I also asked people if they are unemployed. Their most recent salaries are taken
into consideration in the TOTAL portion for the level, but since they aren’t with a
company right now, they are not included in small, medium or large.
15. 2005 Avg.
2006 Avg.
2007 Avg.
2008 Avg.
$39,580
$39,067
$38,219
$43,036
Asst. Planner results - USA
Years in planning
1.3
1.2
1.5
1.6
Years working
3.5
3.4
2.7
3.3
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=19) (n=18)
$39,852
$46,914
$55,400
$31,000
$41,583
$51,300
Years in planning
1.0
1.4
1.4
Years in planning
1.8
1.7
1.8
Years working
3.8
4.9
4.6
Years working
3.0
2.8
3.2
25%
50%
75%
25%
50%
75%
Small TOTAL
Agency (n=59)
(n=19) Min= $28K
Max = $65K
$32,800
$41,289
$49,900
$33,717
$42,334
$53,333
Years in planning
1.4
1.7
1.8
Years in planning
1.5
1.6
1.7
Years working
3.4
3.6
5.2
Years working
2.7
3.7
4.7
16. 2005 Avg.
2006 Avg.
2007 Avg.
2008 Avg.
$59,145
$60,198
$60,311
$58,476
Planner results - USA
Years in planning
3.2
2.9
2.6
2.6
Years working
5.8
5.5
4.9
5.3
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=32) (n=37)
$47,250
$64,500
$80,625
$43,983
$60,899
$83,167
Years in planning
2.1
3.1
3.6
Years in planning
2.6
3.3
3.7
Years working
4.5
5.6
8.4
Years working
3.4
5.2
6.8
25%
50%
75%
25%
50%
75%
Small TOTAL
Agency (n=118)
(n=46) Min= $36K
Max = $110K
$43,167
$60,522
$79,792
$44,728
$61,684
$81,100
Years in planning
2.5
2.8
3.5
Years in planning
2.4
3.1
3.7
Years working
3.8
5.4
7.5
Years working
4.0
5.4
7.3
17. 2005 Avg.
2006 Avg.
2007 Avg.
2008 Avg.
$83,926
$94,347
$104,084
$96,590
Senior Planner results - USA
Years in planning
5.3
5.9
6.0
5.9
Years working
9.5
9.9
9.7
9.8
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=53) (n=41)
$71,792
$111,075
$162,615
$70,355
$97,928
$134,270
Years in planning
4.8
5.8
8.2
Years in planning
3.8
5.6
7.7
Years working
8.5
10.0
13.1
Years working
5.2
9.0
11.8
25%
50%
75%
25%
50%
75%
Small TOTAL
Agency (n=153)
(n=54) Min= $54K
Max = $220K
$67,950
$95,936
$135,179
$69,207
$101,154
$147,816
Years in planning
6.0
6.1
6.9
Years in planning
5.0
5.9
7.3
Years working
6.5
10.3
14.5
Years working
7.1
9.8
13.1
18. 2005 Avg.
2006 Avg.
2007 Avg.
2008 Avg.
$122,325
$157,310
$163,382
$168,879
Group Planning Director results - USA
Years in planning
8.6
9.9
9.7
9.2
Years working
12.0
13.7
14.2
14.7
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=47) (n=20)
$109,917
$177,832
$250,833
$105,800
$170,200
$246,000
Years in planning
8.3
10.3
12.7
Years in planning
8.0
9.7
9.2
Years working
12.2
15.1
18.8
Years working
13.0
15.2
16.6
25%
50%
75%
25%
50%
75%
Small TOTAL
Agency (n=101)
(n=32) Min= $50K
Max = $280K
$99,875
$148,344
$195,000
$104,720
$166,546
$237,040
Years in planning
6.9
9.4
11.5
Years in planning
7.7
9.8
12.1
Years working
13.6
13.8
14.6
Years working
13.0
14.5
16.8
19. 2005 Avg.
2006 Avg.
2007 Avg.
2008 Avg.
$159,091
$172,188
$167,421
$181,159
Head of Planning results - USA
Years in planning
9.6
11.1
9.3
10.3
Years working
14.0
15.3
15.8
15.9
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=17) (n=13)
$128,375
$223,676
$293,750
$126,000
$211,000
$336,667
Years in planning
8.0
10.5
13.3
Years in planning
5.7
10.7
17
Years working
11.3
16.2
18.0
Years working
13.3
17.3
22.3
25%
50%
75%
25%
50%
75%
Small TOTAL
Agency (n=66)
(n=34) Min= $83.5K
Max = $400K
$100,556
$172,912
$274,444
$109,735
$197,643
$287,000
Years in planning
8.9
11.1
13.4
Years in planning
8.8
11.0
14.3
Years working
14.1
17.2
18.4
Years working
14.9
17.2
19.7
20. First year we’ve had enough
CEO/President results - USA
respondents at this level
TOTAL – All in small and 25%
50%
75%
tiny companies
(n=16)
Min= $79K
Max = $1.2million
$102,250
$260,063
$522,500
Years in planning
9.3
13.1
13.3
Years working
14.0
20.6
20.0
21. General salary thoughts - USA
• Though a few of us have taken pay cuts, overall salaries are steady or
rising. Truman Bewely said in his book Why Wages Don’t Fall in a
Recession that the savings from cuts rarely outweighs the dent in
workers’ morale. Here’s hoping.
• This is the first year that a group hasn’t grown in number of
respondents – number of Planner level respondents fell from 130 to 118.
Does that mean there are less out there?
22. Salary results - International
• We had 685 completed surveys from the rest of the world – for the first time
surpassing the US total where the survey (and I) started
• There was a huge increase from Brazil (up from 38 people last year) with strong
increases from Germany and Spain.
Argentina 16 Dom. Rep. 1 Malaysia 5 Spain 57
Australia 8 Ecuador 1 Mexico 28 Sweden 7
Belgium 6 France 16 Netherlands 19 Switzerland 2
Brazil 220 Finland 1 New Zealand 1 Thailand 1
Bulgaria 1 Germany 64 Norway 3 UAE 2
Canada 15 India 19 Peru 1 UK 104
Chile 1 Indonesia 1 Philippines 3 Venezuela 1
China 7 Israel 1 Portugal 7 LatAm 1
Columbia 7 Italy 13 Romania 14 Asia 5
Croatia 1 Japan 2 Russia 1 Middle East 3
Denmark 2 Latvia 1 Singapore 9 Did not specify 5
23. Salary results - International
To use myself as an example, you might be interested to know some of the differences
between the US and my current position in the Netherlands.
First, I’m paid in Euros once per month – generally, in the US we’re paid twice per month.
In May, I’m paid 8% of my annual salary as a vacation bonus (unheard of in the US).
Then in December I’m paid a “13th month” as a guaranteed bonus (also not common in the
US – the most I’ve received is a 3% Christmas bonus there). Separating the payments like
this seems to be a nudge to get you to spend money on holidays/vacations.
As an ex-pat, the Netherlands offers what they call Knowledge Migrants (that’s me!) a 30%
tax ruling that we can apply for. I’ve received this as well as all the ex-pats I know though
it’s not guaranteed. This means I do not pay tax on the first 30% of my income. I figure I
will pay about 30% of my total income in taxes here. My Dutch colleagues pay closer to
40-45%. In the US I was paying just under 20% of my total income in taxes. You begin to
see why we don’t have universal health care in the US and what it might cost to do the job.
Finally, we have approximately 8 bank holidays like Christmas, New Year’s Day, and Easter
Monday, and we receive 25 vacation days. We have to use 4 of those days added to bank
holidays to make 4-day weekends. We chose when to take the other 21 days. In the US, I
typically received 11 bank holidays and 15 vacation days.
24. Salary results – International cont.
Remember, the key to reading the salary info:
• Salaries are shown as bell curves (ok, bell triangles) – with the mean as well as the 75th
and 25th percentile.
• For example, when you see a number listed under 75%, this is the average of the
upper quarter of the set, the number under 50% is the average for the whole set,
and the number under 25% is the average for the bottom quarter of the set.
• Most of the time, there aren’t enough people to break out by company size. Absolute
minimum and maximum salaries are shown next to the “total” curves.
• For Germany and Spain, I’ve shown some ranges and averages to give us an idea of what
they make, but there aren’t enough yet to break out by company size.
• I also write numbers the “American” way – 1,000.00 is one thousand to me whereas
you’d likely think of it as 1.000,00. Sorry.
25. Salary results – Brazil
Some challenges with the responses from Brazil:
• razilians really think of their salaries as per month – luckily some noted “per month” – even though
B
I asked for total annual salary, but many I had to guess.
• o help me guess, I found out that the legal minimum wage is R$465 per month, or R$5,580 per year.
T
Several people claiming to be assistant planners said they made very near this amount. I reached out
to a few folks from Brazil who thought these were likely interns saying they are assistant planners or
planners.
• recruiter I spoke with there says many agencies have recently started planning departments and
A
that she’d expect salaries to vary widely, though she guessed these averages based on placements she’s
made:
• Asst: R$2,500 per month (R$30K per year)
• Planner: R$7,000 per month (R$84K per year)
• Senior: R$11,000 per month (R$132K per year)
• GPD: R$18,000 per month (R$216K per year)
• HOP: R$30,000 per month (R$360K per year)
• here are two option in Brazil – become a full-time employee and receives a 13th month like I do in
T
Holland plus 1/3 of their salary as a holiday bonus and 30 days including weekends of vacation
(sweet!) OR it is possible to be hired as a contractor and receive all or none of this. Perhaps some
people didn’t add up everything.
• ased on this information, I arbitrarily labeled 18 people with annual salaries less than R$15,000 per
B
year as interns. Please email me if you are truly a full-time, salaried assistant planner or planner
making in the R$6,000-15,000 per year range and help me understand your situation. I’ll write about
it on the blog.
26. Intern and Assistant Planner results – Brazil
(remember – this is $R per year)
25%
50%
TOTAL 25%
50%
75%
75%
TOTAL Asst.
Intern Planner
(n=18) (n=33)
Min= R$6K
Min= R$15K
Max = R$14.4K
Max = R$40K
R$6,550
R$10,352
R$13,524
R$16,475
R$23,763
R$33,053
Years in planning
1
1.4
1.8
Years in planning
1.5
1.8
1.8
Years working
2.3
2.9
4.5
Years working
5
4.2
3
I created an intern group because these
salaries seem to be too low
27. Planner results - Brazil
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=17) (n=10)
R$26,103
R$60,623
R$108,000
R$56,100
Years in planning
3.0
3.2
3.3
Years in planning
4
Years working
3.5
6.2
7.5
Years working
7.5
25%
50%
75%
25%
50%
75%
Small Tiny
Agency Agency
(n=33) (n=13)
R$21,031
R$42,691
R$71,242
R$29,373
R$54,780
R$88,500
Years in planning
1.8
2.4
2.6
Years in planning
2.3
3.6
6.0
Years working
5.5
6.3
7.3
Years working
5.0
8.0
10.0
28. Planner results – Brazil cont.
25%
50%
75%
TOTAL Note: Here too, I had 2 people say
(n=73) they are a planner level making less
that R$15K – I put these in the intern
Min= R$15K
group. Plus 11 people are making less
Max = R$130K
than R$30K but I le' them in. Are you
really at the planner level?
R$24,247
R$49,500
R$85,339
A few people are paid in US dollars,
Years in planning
1.9
3.0
4.3
Euros or Pounds. I converted these
Years working
4.8
6.7
8.7
amounts based on these exchange
rates:
1 USD = R$1.8
1 Euro = R$2.6
1 Pound = R$3.0
29. Senior Planner results - Brazil
25%
50%
75%
25%
50%
75%
Large Medium
Agency Agency
(n=16) (n=9)
R$61,500
R$125,906
R$205,500
R$120,800
Years in planning
2.8
5.3
5.8
Years in planning
5.2
Years working
9.3
10.0
12.0
Years working
10.2
25%
50%
75%
25%
50%
75%
Small+Tiny TOTAL
Agency (n=48)
(n=23) Min= R$19.2K
Max = R$300K
R$36,628
R$76,994
R$126,983
R$43,439
R$101,512
R$173,833
Years in planning
3.2
4.9
8.3
Years in planning
3
5.1
5.8
Years working
7
11.2
17
Years working
7.3
10.6
12.1
30. Group Planning Director, Head of Planning, and CEO
results - Brazil
25%
50%
75%
TOTAL 25%
50%
75%
TOTAL Planning
Group Planning Director/Head of
Director Planning
(n=20) (n=22)
Min= R$35K
Min= R$70K
Max = R$300K
Max = R$840K
R$72,860
R$156,880
R$279,660
R$101,454
R$283,427
R$550,131
Years in planning
4.8
6.9
10.0
Years in planning
5.8
7.5
10.3
Years working
7.0
11.1
15.0
Years working
14.7
15.3
17.8
25%
50%
75%
TOTAL Note: I had to make some guesses on
CEO/ whether you told me your monthly
President salary or yearly – hope I guessed right.
(n=5)
Again, I converted a few salaries based
Min= R$120K
on these conversion rates:
Max = R$300K
R$220,000
1 USD = R$1.8
Years in planning
7.0
1 Euro = R$2.6
Years working
13.6
1 Pound = R$3.0
31. Salary results – UK
OK, UK, it’s your turn.
I did not link back to last year’s numbers because they were so different from this year.
Last year I asked everyone to convert to US dollars and I don’t think everyone did. This
year we’re starting fresh and using pounds.
32. Salary results – UK
Asst. 25%
50%
75%
25%
50%
75%
Planner
Planner
(n=25)
(n=9)
Min= £15K
Min= £25K
Max = £33K
Max = £54K
£24,072
£28,383
£36,584
£46,833
Years in planning
1.6
Years in planning
2.2
3.2
3.7
Years working
2.8
Years working
2.3
4.9
8.8
25%
50%
75%
25%
50%
75%
Group
Senior Planning
Planner Director
(n=31) (n=14)
Min= £30K
Min= £60K
Max = £100K
Max = £110K
£39,750
£56,081
£79,750
£71,000
£87,857
£102,375
Years in planning
4.1
5.3
7.0
Years in planning
5.6
9.9
11.3
Years working
7.8
9.5
12.9
Years working
11.3
17.7
22.5
33. Salary results – UK cont.
25%
50%
75%
Thoughts on the UK:
Head of
Planning
With 101 people providing
(n=20) their salaries across all
Min= £50K
levels, these numbers are
Max = £175K
still pretty directional.
£60,400
£112,425
£165,000
But they do align very
Years in planning
9.2
10.9
11.2
Years working
9.6
14.3
17.8
closely with the US at the
moment with an exchange
rate of $1.66 to £1.
CEO/
President –
too few to
share info
(n=2)
34. Salary results – Germany
Group
Asst. Planning Head of CEO/
Planner Planner Sr. Planner Director Planning President
(n=20)
(n=18)
(n=13)
(n=1)
(n=10)
(n=1)
Minimum
€24,000
€28,800
€45,000
-
€70,000
-
salary
Maximum
€36,000
€50,000
€80,000
-
€190,000
-
salary
Average
€29,337
€38,324
€61,523
-
€109,122
-
Salary
Avg. years in
1.6
3.3
5.3
-
10.8
-
planning
Avg. years
3.2
5.4
9.4
-
13.2
-
working
35. Salary results – Spain
Group
Asst. Planning Head of CEO/
Planner Planner Sr. Planner Director Planning President
(n=5)
(n=14)
(n=13)
(n=3)
(n=17)
(n=2)
Minimum
€13,000
€25,600
€30,000
€47,000
€30,000
-
salary
Maximum
€60,000
€40,000
€80,000
€80,000
€160,000
-
salary
Average
€30,400
€31,815
€52,369
€66,333
€81,344
€110,000
Salary
Avg. years in
1.1
2.9
5.2
8.7
8.3
19.5
planning
Avg. years
4.7
6.6
11.2
10
15.1
24.5
working
€13K seems to be too low –
there were 3 salaries under
€25K – are these interns or
part-time? Or does Spain
really pay this poorly?
36. Bank Holidays and Vacation Comparison (averages)
USA
Brazil
UK
Germany
Spain
Bank
10.1
8.2
7.8
7.1
8.8
holidays
Vacation
15.5
26.2
24.0
25
24.1
days
I think we all knew this, but here it is in black and
white to see. You essentially get two more weeks of life
per year outside of the US. What’s that worth to you?
37. How do we feel about our jobs? (in percentages)
How much do you like your current job?
How likely are you to change jobs this year?
How much we like our jobs is back in line with Have you changed jobs in the past 12 months?
previous years (“don’t like” was a little higher last
year).
And we’re pretty good at estimating our own turnover.
36% say they’ll likely move this year, compared to
39% last year. And for the first time, I’ve asked if we
actually did move. 32% followed through and changed
jobs. I found some stats that say turnover for
Professional and Business Services in the US is around
28% compared to Food Service at 56%. So job-wise
we’re a little sluttier than other white collar jobs, but
not as much as waitresses.
Turnover stats: http://www.nobscot.com/survey/index.cfm
38. Personal info - USA
Which best describes your ethnicity? (percentages)
Compared with the
US population:
66.0%
5.0%
15.1%
13.5%
This is why diversity recruiting programs in the US are still a good idea.
http://www.census.gov/Press-Release/www/releases/archives/population/011910.html
39. Demos by title – all (percentages)
It appears that female planners and senior planners aren’t having kids as soon as
their male colleagues
Asst. Planners Planners Sr. Planners
(n=168)
(n=321)
(n=325)
Male
42
46
53
Female
58
54
47
Have kids at home
Male Avg Female Male Avg Female Male Avg Female
1.4
1.8
2
8.7
5.9
3.5
26.2
23.1
19.6
No kids at home
98
94
77
Group Planning Directors Head of Planning CEO
(n=165)
(n=206)
(n=32)
Male
51
74
63
Female
49
26
37
Have kids at home
Male Avg Female Male Avg Female Male Avg Female
35.7
37.6
39.5
52
51.5
50
40
40.6
41.7
No kids at home
62
48
59
40. Closing thoughts
The survey has gotten too long. Many of you pointed that out in your
suggestions, and I saw your point when it was time to do the analysis!
You’ll see that some analysis isn’t here. I’m going to let it live on in my
blog in the fall and winter. I’ll be posting some additional things there so
stay tuned.
I’ve also decided that it could be better as a team project rather than just
little ol’ me. I’d like to find two people who would like to join in this
project. The perks? Well, I know I got my job in Amsterdam because of the
contacts I had made through this survey. I’ve had rich and rewarding
conversations with lots of planners that has furthered my thinking about
what we do. And I guess it keeps my math skills sharp. As I think this has
the most benefit for younger folks, I’m making it a competition. Make a
one minute video why you want to be on the Survey Team, post it on
youtube and send me the link. Due date September 30, 2009.
41. Closing thoughts
Many of you were cut off when you ran out of space in the “suggestions
for next year” question. Please come to the blog and discuss. Everyone’s
ideas are welcome. I truly love getting to know more and more people
through the survey. That has been the most rewarding part of doing this
each year. So please contact me:
http://illchangeyourlife.wordpress.com Follow me on Twitter: hklefevre
And I’m happy to pass along notes
hklefevre@gmail.com
between contacts on LinkedIn, so
please connect with me
Finally, many thanks to my quality control team: Ana Luiza Santos,
Alex Wipperfürth, Alexandre Galliotto, Cameron Maddux, Cathy Molenda,
Daniel De Tomazo, Davi Cosso, Franziska Luh, and Gareth Kay.