The document outlines the PRCA Communications Management Standard (CMS) for PR agencies. CMS covers 8 key business areas including leadership and communication, business planning, business improvement, financial management, campaign management, client satisfaction, new business, and people management. It is designed to enhance agency efficiency and assure clients and employees that audited firms are properly managed. To achieve CMS certification, agencies must score at least 75% in each standard area during an independent audit process. The document provides details on the requirements and scoring criteria for each of the 8 business areas.
Phalanx Consulting Group provides assistance to organisations in applying for various federal and state government grants. They can explain the different grant schemes available and eligibility requirements. Phalanx also helps clients through each step of the application process to maximize the benefits obtained. Some of the grants mentioned include Enterprise Connect programs, Grow Your Business Program, Skills for Growth, COMET, export grants, and sustainability funds. Clients can contact Phalanx to discuss their needs and receive a complementary business review.
The LiTMUS Group is a strategic international partnership of 2000+ consultants in 40 offices worldwide that provides full-service consulting to the largest organizations. They specialize in turning client strategies into great performance through a hands-on approach and take responsibility for implementation and bottom line results. The document provides details on their services, capabilities, industries served, and examples of clients in the financial services, life sciences, and energy/utilities sectors.
The document describes an assessment center called the BPM Assessment Centre that evaluates employees' potential. It uses advanced techniques like simulations, testing, and evaluation over multiple situations to assess leadership skills, management potential, and suitability for roles or promotions. The assessment center provides benefits to both the company in identifying talent and potential, and to employees through objective feedback and customized training plans.
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
SmallBizWorks provides free business consulting services to small businesses in Southwest Colorado, including strategic planning, marketing, finance, and operations assistance. They offer rapid response teams to provide tailored advice, and strategic, marketing, and operational audits to assess businesses and suggest improvements. SmallBizWorks also runs a profit improvement program and workshops to help businesses stabilize finances and boost growth.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Phalanx Consulting Group provides assistance to organisations in applying for various federal and state government grants. They can explain the different grant schemes available and eligibility requirements. Phalanx also helps clients through each step of the application process to maximize the benefits obtained. Some of the grants mentioned include Enterprise Connect programs, Grow Your Business Program, Skills for Growth, COMET, export grants, and sustainability funds. Clients can contact Phalanx to discuss their needs and receive a complementary business review.
The LiTMUS Group is a strategic international partnership of 2000+ consultants in 40 offices worldwide that provides full-service consulting to the largest organizations. They specialize in turning client strategies into great performance through a hands-on approach and take responsibility for implementation and bottom line results. The document provides details on their services, capabilities, industries served, and examples of clients in the financial services, life sciences, and energy/utilities sectors.
The document describes an assessment center called the BPM Assessment Centre that evaluates employees' potential. It uses advanced techniques like simulations, testing, and evaluation over multiple situations to assess leadership skills, management potential, and suitability for roles or promotions. The assessment center provides benefits to both the company in identifying talent and potential, and to employees through objective feedback and customized training plans.
The document summarizes key aspects of talent management within finance functions. It discusses how effective talent management requires a holistic approach that identifies, develops, deploys, and retains talent. It also highlights that talent management is important for finance functions to meet various pressures and challenges, and help maximize people power. The report provides examples of how leading organizations take integrated approaches to talent management that include competency frameworks, learning and development opportunities, and structured career paths.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
SmallBizWorks provides free business consulting services to small businesses in Southwest Colorado, including strategic planning, marketing, finance, and operations assistance. They offer rapid response teams to provide tailored advice, and strategic, marketing, and operational audits to assess businesses and suggest improvements. SmallBizWorks also runs a profit improvement program and workshops to help businesses stabilize finances and boost growth.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
FutureAfrica aims to help African organizations build operational excellence in fast moving consumer goods (FMCG) and mobile telecom industries. They provide strategic planning, organizational transformation, leadership development, capacity building, change management, and process improvement. FMCG and telecom operators face challenges from increasing competition and changing customer preferences. FutureAfrica can help operators transform their organizations to meet these challenges through roadmap analysis, change implementation, and ensuring sufficient capability for transformation. They offer consulting services or interim management to deliver diagnostic phases and execution plans. Fees are based on daily rates plus expenses, billed monthly.
Mykpis Real Time Web Based Performance Indicator Systems For Boards, Busi...Network 4 Leaders
My KPIs is the only web-based performance system available that allows you to visualize and appraise individual and organizational performance at all levels in real-time.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
KPMG's Restructuring Services helps companies facing financial stress through advisory services. They work with management, lenders, and other stakeholders to develop restructuring options addressing cash flow, profits, and balance sheet issues. Their services include strategic reviews, business restructuring planning, performance improvement, lender assistance, and financing options to stabilize the business and enhance profitability. KPMG aims to provide a flexible, global, and experienced approach drawing on audit, tax, and advisory skills.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
Times are hard out there. But whatever the realities
of our current economic climate, sales leaders are still
accountable for the results of the selling organization.
In this current do-more-with-less environment, what’s
a CSO to do?
The document is a resume for Saed Miston that summarizes his experience and skills. It includes over 20 years of experience solving problems and implementing solutions to grow revenue and profit. Miston has a proven track record of leading teams, developing marketing plans, and improving business performance. He has experience turning around underperforming businesses and setting sales records.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Instantis resource management maturity model (white paper)Vladimir Ivanov
The Resource Management Maturity Model (RMMM) defines five levels of maturity for resource management processes. Each level is described across seven dimensions including assignment granularity, project roles, resource cost, resource approval, capacity planning, governance, and business value. The model provides organizations a framework to assess their current maturity, determine an optimal target level, and identify steps to improve their resource management strategy. While higher levels enable more sophisticated resource deployment, most organizations find level 3 is sufficient and level 5 is rarely needed due to complexity. The RMMM helps align resource information and process maturity with business needs.
Dr Jason Carter CV Chief Executive Officer And Global Programmes DirectorJason Carter
Dr. Jason Carter has over 25 years of experience leading complex global programs for blue chip corporations. He has successfully led programs worth €3 billion delivering world class solutions, strategic initiatives, and business transformations. Dr. Carter seeks an executive leadership position to lead teams, strengthen international credentials, and drive business performance through outstanding results.
The document summarizes the Chief Sales Officer Agenda Assessment from Critical Path Strategies. The assessment identifies key initiatives for CSOs by analyzing an organization's sales strategy, structure, and processes. It focuses on five levels of selling organization support: coverage strategy, deploying the selling organization, developing the selling organization, supporting the selling organization, and delivering client value. The assessment then prioritizes investments and initiatives to improve sales performance and bridge the strategy-to-results gap.
Ariba Knowledge Nuggets: Technology Alone is not a Silver BulletSAP Ariba
This document discusses driving adoption and maximizing value from business commerce initiatives. It notes that technology alone is not enough and that successful commerce requires a combination of technology, capabilities, and community. It then lists several critical success factors for driving adoption and maximizing solution value, including developing executive sponsorship and change management, creating a category roadmap, and establishing an organizational structure centered around specialized skill sets. Finally, it presents a model for the journey to best-in-class spend management that progresses from launching and leveraging early on to specializing and sustaining capture of more complex areas over time.
Matrix Achievement presents a proprietary platform called the Accelerated Revenue Track (A.R.T.) that provides comprehensive sales force solutions through talent diagnostics, selection, development and ongoing training. The platform aims to compress time to effectiveness, protect margins, increase sales and reduce turnover. It provides customized content from industry experts and tools to equip managers to develop their teams.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
BPR (Business Process Reengineering) aims to radically redesign business processes to achieve dramatic improvements in performance. It involves fundamentally rethinking how work is done to better meet customer needs. The document outlines the seven steps of a typical BPR project including documenting current processes, establishing performance measures, developing and testing new processes, and implementing changes. It also discusses why some BPR projects fail and argues that when done properly, BPR can provide significant competitive advantages by better serving customers.
This document summarizes the results of the 2011 PRCA Benchmarking Survey. It provides data on the number of responses received, breaks down the sample size by company size band, and presents findings related to business type, profits, operating margins, staff retention strategies, redundancies, threats faced by businesses, and digital strategies. The key information presented includes response rates, breakdown of responses by role and company size, average profits and operating margins, over-servicing rates, staff retention activities, and perceived threats to the industry.
Beckett Advisors is a business strategy consulting firm that specializes in helping companies identify growth opportunities through analyzing internal and external information. They use quantitative research methods to uncover stakeholder perceptions that clients may miss. This reveals opportunities and strengthens strategies. Clients in various industries have experienced increased market share, profits, and bottom lines through Beckett's strategic planning, branding, pricing, and sales system improvements. Their goal is to provide market intelligence to enable sustainable growth.
FutureAfrica aims to help African organizations build operational excellence in fast moving consumer goods (FMCG) and mobile telecom industries. They provide strategic planning, organizational transformation, leadership development, capacity building, change management, and process improvement. FMCG and telecom operators face challenges from increasing competition and changing customer preferences. FutureAfrica can help operators transform their organizations to meet these challenges through roadmap analysis, change implementation, and ensuring sufficient capability for transformation. They offer consulting services or interim management to deliver diagnostic phases and execution plans. Fees are based on daily rates plus expenses, billed monthly.
Mykpis Real Time Web Based Performance Indicator Systems For Boards, Busi...Network 4 Leaders
My KPIs is the only web-based performance system available that allows you to visualize and appraise individual and organizational performance at all levels in real-time.
VBM Consulting is a London-based consulting firm established in 1996 that specializes in helping companies develop and implement strategies to maximize shareholder value. They focus on growth strategies, cost reduction, organizational change, and executive training. Their proprietary "Five Delta" methodology addresses revenue growth, operations, financial structure, risk management, and investor perceptions. They draw on an international network of associates to staff client projects. Past clients include Barclays, Alliance Boots, and Avon, and feedback has been positive about the impact of their work. The firm is led by Managing Partner Stephen Neill and Partners Juliana Bacon and Peter Clark.
KPMG's Restructuring Services helps companies facing financial stress through advisory services. They work with management, lenders, and other stakeholders to develop restructuring options addressing cash flow, profits, and balance sheet issues. Their services include strategic reviews, business restructuring planning, performance improvement, lender assistance, and financing options to stabilize the business and enhance profitability. KPMG aims to provide a flexible, global, and experienced approach drawing on audit, tax, and advisory skills.
The Performance Conference will be held May 3-5, 2011 in Chicago, IL. It will feature 12 comprehensive tracks on strategies for driving growth, sustaining results, managing organizational performance, and more. Business executives from various industries will gather to explore ways to overcome challenges in business performance, discover innovations in performance management, process improvement, customer experience, and business intelligence. The conference will focus on performance management systems, measures, metrics, employee performance, and customer experience. Attendees will include C-level executives, directors, managers, analysts, and others involved in business planning, corporate performance, and strategy execution from industries such as financial services, retail, healthcare, technology, and more.
Times are hard out there. But whatever the realities
of our current economic climate, sales leaders are still
accountable for the results of the selling organization.
In this current do-more-with-less environment, what’s
a CSO to do?
The document is a resume for Saed Miston that summarizes his experience and skills. It includes over 20 years of experience solving problems and implementing solutions to grow revenue and profit. Miston has a proven track record of leading teams, developing marketing plans, and improving business performance. He has experience turning around underperforming businesses and setting sales records.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Instantis resource management maturity model (white paper)Vladimir Ivanov
The Resource Management Maturity Model (RMMM) defines five levels of maturity for resource management processes. Each level is described across seven dimensions including assignment granularity, project roles, resource cost, resource approval, capacity planning, governance, and business value. The model provides organizations a framework to assess their current maturity, determine an optimal target level, and identify steps to improve their resource management strategy. While higher levels enable more sophisticated resource deployment, most organizations find level 3 is sufficient and level 5 is rarely needed due to complexity. The RMMM helps align resource information and process maturity with business needs.
Dr Jason Carter CV Chief Executive Officer And Global Programmes DirectorJason Carter
Dr. Jason Carter has over 25 years of experience leading complex global programs for blue chip corporations. He has successfully led programs worth €3 billion delivering world class solutions, strategic initiatives, and business transformations. Dr. Carter seeks an executive leadership position to lead teams, strengthen international credentials, and drive business performance through outstanding results.
The document summarizes the Chief Sales Officer Agenda Assessment from Critical Path Strategies. The assessment identifies key initiatives for CSOs by analyzing an organization's sales strategy, structure, and processes. It focuses on five levels of selling organization support: coverage strategy, deploying the selling organization, developing the selling organization, supporting the selling organization, and delivering client value. The assessment then prioritizes investments and initiatives to improve sales performance and bridge the strategy-to-results gap.
Ariba Knowledge Nuggets: Technology Alone is not a Silver BulletSAP Ariba
This document discusses driving adoption and maximizing value from business commerce initiatives. It notes that technology alone is not enough and that successful commerce requires a combination of technology, capabilities, and community. It then lists several critical success factors for driving adoption and maximizing solution value, including developing executive sponsorship and change management, creating a category roadmap, and establishing an organizational structure centered around specialized skill sets. Finally, it presents a model for the journey to best-in-class spend management that progresses from launching and leveraging early on to specializing and sustaining capture of more complex areas over time.
Matrix Achievement presents a proprietary platform called the Accelerated Revenue Track (A.R.T.) that provides comprehensive sales force solutions through talent diagnostics, selection, development and ongoing training. The platform aims to compress time to effectiveness, protect margins, increase sales and reduce turnover. It provides customized content from industry experts and tools to equip managers to develop their teams.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
BPR (Business Process Reengineering) aims to radically redesign business processes to achieve dramatic improvements in performance. It involves fundamentally rethinking how work is done to better meet customer needs. The document outlines the seven steps of a typical BPR project including documenting current processes, establishing performance measures, developing and testing new processes, and implementing changes. It also discusses why some BPR projects fail and argues that when done properly, BPR can provide significant competitive advantages by better serving customers.
This document summarizes the results of the 2011 PRCA Benchmarking Survey. It provides data on the number of responses received, breaks down the sample size by company size band, and presents findings related to business type, profits, operating margins, staff retention strategies, redundancies, threats faced by businesses, and digital strategies. The key information presented includes response rates, breakdown of responses by role and company size, average profits and operating margins, over-servicing rates, staff retention activities, and perceived threats to the industry.
The document appears to be a summary of findings from the 2015 PRCA Industry Benchmarking Survey. It includes charts showing the over-servicing rate for financial directors has decreased from 27% in 2014 to 22% in 2015, and most employees who left marketing and PR consultancies in 2013 and 2014 moved to another consultancy or an in-house position.
Calculating the return on investment (ROI) of your talent management project is one of the best success metrics you can show - but how to do it?
Join this webinar to discuss the fundamentals of calculating return on investment for your talent management project. This webinar will:
Help you understand the key things to think about when calculating ROI.
Discuss how ROI can help your talent management project succeed.
Show the key components that make up ROI calculations.
Enable you to create an ROI model for your talent management project.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
The document outlines the PRCA Communications Management Standard (CMS) for in-house PR and communications teams. The CMS covers 7 key areas that teams must demonstrate proficiency in to achieve certification: 1) Leadership and Communication, 2) Business Planning, 3) Business Improvement, 4) Budgetary Management Systems, 5) Project Management, 6) Monitoring Satisfaction, and 7) People Management. To attain the standard, teams must pass each area and score at least 75% overall. The standard is designed to enhance the efficiency and practices of in-house teams and demonstrate they are run to high standards.
This document discusses improving management consultancy in Sweden. It argues that the definition of a management consultant needs clarification to define what the profession entails for both the industry and the market. As a certifying body for management consultants in Sweden, they promote excellence and ethics through certification, education, and resources. To practice as a certified management consultant, one must have at least three core competence areas to guarantee reliability and credibility in management practice. The management consultancy competence framework builds on the competencies required to gain an international certification and defines leading standards for the profession.
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
This report discusses the importance of integrated talent management for finance functions. It finds that less than 20% of organizations have a talent strategy that fully integrates talent identification, development, deployment, and retention. The report emphasizes that developing talent is vital for finance leaders and their organizations to thrive in complex environments. It provides examples of how organizations have used strategic talent management approaches to boost finance functions and generate competitive advantages.
Capibility Maturity Model for Finance - OpenView Venture PartnersOpenView
The Capability Maturity Model for Finance is a comprehensive program that includes both immediate exercises and activities, and guidance for long-term success and continual improvement. Participating companies receive:
* An in-depth two-day workshop, under OpenView's guidance, that establishes the fundamentals of the program and serves as its launch point
* A 12 - 18 month development outline that sets objectives, prioritizes initiatives and guides progress
* Individualized check-ins and assessments to help CFOs overcome obstacles, monitor results and make adjustments, as needed
kurt salmon-the finance function as value-driver-m.mercusot-m.leonKurt Salmon
The document discusses three recommendations for transforming the finance function into a strategic value driver:
1. Create a client service team within finance to provide business analysis and support to internal clients, embracing a service orientation. This involves implementing a matrix organization with the client service team serving as the liaison between finance and business units.
2. Consolidate routine accounting tasks into a production team or "factory" to improve efficiency and flexibility. This separates transactional work from business analysis.
3. Consider outsourcing transactional, labor-intensive activities to improve productivity and costs, allowing investment in new capabilities and strategic business support. Offshoring is one option for further cost optimization.
The document discusses how contact centers can leverage performance optimization tools to help achieve corporate objectives. It outlines how contact centers are shifting from being seen as cost centers to competitive differentiators. It recommends that contact centers synchronize people, applications, and processes to reduce costs, enhance service levels, and align operations with strategic goals. It also discusses cascading objectives from corporate level to contact center level and using tools and metrics to ensure alignment across levels.
This document first appeared in Defying the Limits: The CRM Project, A Thought Leadership Project from Montgomery Research, Inc., Sponsored by Accenture.
It includes an executive overview of the makeup of a CRM system, as well as advice for choosing a system, Key Benefits and Best Practices for successful implementation.
This 3-day program is designed to provide field staff with the critical strategic and retail process knowledge to support automotive dealers. The program covers understanding basic accounting principles, dealer financial analysis models, benchmarking, and calculating key dealer performance ratios. Participants will conduct case studies to assess parts, service, new vehicle, and used vehicle performance at a dealership. The goal is to help field staff build meaningful relationships with dealers by providing skills to analyze dealership finances and recommend performance improvements.
UHY Advisors provides quality and process improvement consulting services to help clients implement business and quality management systems. Their services include quality management system implementation, environmental management system implementation, process improvement workshops, and special engagements focused on areas like manufacturing optimization, root cause analysis, and lean manufacturing. UHY Advisors has helped over 220 clients achieve their process improvement goals.
Get this How-To Guide and access over 350 premium-quality tools & templates for business at https://www.demandmetric.com/user/register JOIN FREE to get practical on-the-job resources and training plus all of our guides, methodologies, webinars and featured tools & templates.
CharterMason was recognized by APAC CIO Outlook magazine as one of the top 25 most promising project management solution providers in 2016. CharterMason provides business transformation solutions to clients and was founded in 2004 with a unique operating model. The company aims to deliver tier-1 level expertise without a tier-1 agenda by focusing on execution management. CharterMason has over 120 consultants with experience in areas like project management, business analysis, and change management.
Pivotal CRM Whitpapers - CRM for Asset Managers Pivotal CRM
"Client relationship management (CRM) software is the key technology enabler
for asset managers who want to take a strategic approach to coordinated,
profitable business relationships. It offers a compelling opportunity for
asset managers to improve operational efficiencies, build a loyal client base,
capitalize on opportunities to grow assets under management, and gain a
competitive edge."
WQD2011 - Breakthrough Process Improvement - Mashreq Bank - Improving Sales, ...Dubai Quality Group
Breakthrough Process Improvement case study submitted by Mashreq Bank during 3rd Continual Improvement & Innovation Symposium organized by Dubai Quality Group's Continual Improvement Subgroup to celebrate World Quality Day 2011.
BPM provides value in three key ways:
1. For BPM consultants by focusing on business issues and value creation through technology, operations, and human capital expertise.
2. For customers by improving processes, productivity, time to market, costs, and customer relationships.
3. For managing BPM projects through assessing the current situation, defining requirements and goals, designing and implementing improvements, and continually monitoring and improving processes.
This document discusses a sustainability framework for outsourcing relationships. It begins with an introduction and case study of the Commonwealth Bank of Australia's outsourcing of IT operations to EDS. It then outlines key criteria for sustainability, including clear strategy, sound commercial deal, governance structure, and business planning process. The rest of the document provides more details on elements of the framework, including the importance of a sound commercial deal, effective governance and relationship management, and implementing a responsive business planning framework with meaningful key performance indicators.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
The first step in implementing a Customer Quality Environment (CQE) is to understand the current state of the organization and how it views customer satisfaction. It is important for all departments, from product development to sales, to be aligned on prioritizing customer satisfaction. Customer satisfaction champions should be identified within each group to help implement business processes focused on quality customer service. Through understanding gaps between the current and desired states, a plan can be developed and roles defined to strategically align the company around prioritizing customer satisfaction.
A Fortune 50 financial services company was in need of improving the maturity and effectiveness of their operational risk reporting function. This case study shows the approach that Premier Alliance took.
This document discusses a company called MCE and how it helps other companies implement their strategies. MCE provides strategic consulting services, business transformation programs, strategy implementation programs, executive coaching, workshops, and corporate learning and development. It has expertise in areas like strategic leadership, change management, cross-functional management, and specific industries. MCE works with many large international clients to help them achieve measurable performance improvements through strategic implementation.
Future proofing in-house PR teams - 3 monkeys | ZENOPRmoment
Three years ago 3 Monkeys Zeno (3MZ) partnered with PRmoment to conduct qualitative and quantitative research
across senior in-house communications leaders. Our aim was to gain intel and insight into how these sector
leaders were adapting to the ever changing world of PR and comms. What new demands were being made of
them? How were they partnering with consultancies and agencies to support them? In terms of their recruitment,
what new skills were they seeking? Was their scope of work increasing or decreasing? How were they regarded
internally - did they have a seat at the boardroom table or were they still perceived as the poor cousin of other
marketing disciplines?
The findings were significant enough for us to want to revisit this research in 2017 and are discussed in this report.
Changing Channels? How have media priorities changed for communications direc...PRmoment
The document discusses the changing priorities and interrelationships of communications channels for in-house PR and communications teams. It finds that online news sites and print newspapers remain the highest priority channels. While social media priorities depend on budget, Twitter is most prioritized. The value of influencers is complicated by "pay for play" promotions. Stories are broken across multiple channels requiring an integrated strategy. Measurement of outcomes lags adoption of new channels requiring new skills from PR professionals.
This document analyzes consumer purchase behavior across several industries based on a survey of 500 UK consumers. It finds that:
1. Facebook and WhatsApp are the most popular social media networks for sharing content, while word of mouth and search engines are the top sources of information used before purchases.
2. Life stages like starting a first job or getting a promotion are common triggers for upgrading brands, especially in industries like electronics, travel, and automobiles.
3. Consumers do most of their online research for purchases on weekends, primarily Saturday, and in the evenings between 5-9pm on weekdays.
The make-up of modern communications - paid, earned and ownedPRmoment
This document discusses the relationship between paid, owned, and earned media for PR. It contains insights from industry experts on how to balance these different types of media to create successful PR campaigns. Some key points made include:
- PR agencies need to demonstrate how integrated and capable they are of managing campaigns across different media types.
- It is unclear which media type - paid, owned, or earned - presents the biggest challenge or opportunity for the PR industry.
- Experts discuss questions around who decides the media strategy, who pays for it, and who manages the different components.
The document provides insights from regional and sector groups of the Chartered Institute of Public Relations (CIPR) on trends and issues affecting the public relations profession in the UK in 2015. It contains contributions from CIPR groups in different UK regions and sectors that identify common themes across the profession such as content marketing, media changes, strategic integration of PR, and measuring economic impact. The document is intended to provide a snapshot of the current state of the PR industry in the UK.
The PRCA Reputation of PR Report 2012 provides insights into how PR is perceived internally and externally. Key findings include:
- 68% of PR professionals believe PR is valued more than 5 years ago, compared to 48% of non-PR board members.
- PR and communications adds most value through corporate reputation management and customer marketing.
- 54% of organizations have taken responsibility for social media activities, while 35% have engaged agency support.
- 66% of non-PR directors see social media as an opportunity, while 17% don't understand it.
- PR is most commonly perceived internally as a media relations function (68%) and proactive function (55%).
The report
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
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2. PRCA Contents
Communications Introduction 4
Management The Communications Management Standard 6
Standard (CMS) 1 Leadership & Communication 8
for Agencies 2 Business Planning 10
3 Business Improvement 12
4 Financial Management & Systems 16
5 Campaign Management 18
6 Client Satisfaction 20
7 New Business 22
8 People Management 24
Redfin 28
A Guide To The Audit Process 30
Frequently Asked Questions 32
PRCA CMS FOR AGENCIES 3
3. Introduction Communications Management Standard “ MS has now
C Business Planning
The consultancy must prove that its business plan is a realistic, long-term
(CMS) is the mark of communications been adopted by programme based on a clear view of its direction and potential. It must define
business goals that are specific, measurable, achievable, realistic and time-framed.
professionalism worldwide. 15 international The plan must be used systematically by management to run the business.
Created by the PRCA in 1997, it is based on ISO 9001 and Investors In People,
PR professional
Business Improvement
with criteria specifically tailored to the needs of public relations consultancies. bodies...” CMS demands a programme of continuous business improvement,
with evidence of long-term goals and the steps the consultancy is
Independently audited on a regular basis by Redfin Management
taking to achieve them. The standard’s key values are trust, excellence,
LLP (Redfin), CMS is the accepted kitemark of PR excellence and
professionalism, growth, development, enthusiasm, commitment and
professionalism. It helps to enhance the efficiency and profitability of PR
ownership. All of these affect the quality of the consultancy’s service to clients
consultancies, while also assuring both clients and employees that audited
and must measurably be enhanced over a three-to-five year timescale.
firms are properly run, and are accountable.
Financial Systems
Consultancies that wish to be part of The PRCA’s ‘Find A PR Agency’
The consultancy’s systems are evaluated on financial forecasting and
(FAPRA), or ‘Find A PA Agency’ (FAPAA) service need to have passed a
management of financial fundamentals. Checks and balances must be in
CMS Audit within the last two years, in order to benefit from the wide range
place, enabling the consultancy to withstand periods of low or negative
of new business opportunities managed by the PRCA. CMS has now been
economic growth. Key financial information is scrutinised by the senior team
adopted by 15 international PR professional bodies.
to ensure that the consultancy can and does invest in its future.
CMS covers eight key business areas:
Campaign Management
The consultancy must demonstrate systems for planning and managing
Leadership Communication
programmes against agreed targets as well as for measuring and evaluating
The auditors look for evidence that the consultancy is well-managed.
results -where possible- in terms of ROI.
Responsibilities of the senior team must be defined clearly, and
communicated effectively to all employees. The competencies required within
Client Satisfaction
the senior team should have been identified and appraised formally. Effective
Client Satisfaction must be tracked on a consistent and continuous basis to
leadership requires good communications inside and outside the consultancy.
ensure that consultancies continue to exceed client expectations.
Evidence of a communication strategy will therefore be sought.
4 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 5
4. The PRCA Public
Affairs Register:
900 professionals registered
“Ensure that New Business
There must be proof that the consultancy conducts negotiations with new 100 organisations registered
consultancies clients and offers service agreements which reflect the high standards
1200 clients named
expected by the professional Codes of the PRCA, and complies with
continue to current best practise in the public relations profession.
exceed client Agencies
People Management
expectations....” The consultancy must have a clearly defined and universally understood In-house teams
system of appraisal, training and career development for all employees. Freelancers
Evidence must be given that high standards and an appropriate level of
investment are in place at every stage from recruitment onwards.
Accurate
To attain the standard, consultancies must score at least 75% overall.
A detailed breakdown of the scoring under each section will be provided Transparent
with this briefing document, this will assist in the preparation for the audit. Up-to-date
Following the audit, Redfin will submit a detailed report to the consultancy,
including a full breakdown of their performance in each of the eight areas
against the detailed breakdown of the scoring. The re-assessment period
for CMS is every two years. You need a pretty good
excuse not to be on it!
CMS International
PRCA CMS International has been added in order to audit PR consultancies
for their international capacity. Other elements will also be looked at from an
international aspect e.g. risks, external communication, client satisfaction, To join contact:
people management. To qualify for the CMS international certification, PRCA francis.ingham@prca.org.uk
members need to score 75% in this element. The scope of international T: 020 7233 6026
activities and participating offices will be included in the PRCA member’s www.prca.org.uk
CMS international certificate upon successful completion of the audit.
MAKE THE RIGHT CHOICE
6 PRCA CMS FOR AGENCIES
5. 1
Leadership and 1.1 1.2 1.3 should be communicated,
“All management
Have the management structure What leadership skills do you Is there a system to ensure as well as timescales for its
Communication and responsibilities been look for within your Senior effective communication to communication. External responsibilities
defined and communicated Team. (up to 10 points) internal and external parties?
in a way that the wider team will (up to 10 points)
stakeholders will typically
include: shareholders, the
should be
understand. (up to 10 points) The consultancy should be media, the local community, defined...”
able to list the key behavioural The consultancy should have clients, new business agencies,
All management responsibilities competencies/skills required defined and implemented government agencies, non-
should be defined and for each of the senior team a strategy to cover its government agencies, trade
communicated throughout the roles, and show where they communication to internal and associations, professional
consultancy so that the whole are included within the job external stakeholders. bodies and educational
team understands them. description. They should also be establishments. Internal
A communication strategy is
able to demonstrate the senior stakeholders will
Communication can be defined in Wikipedia as follows:
team’s use of the competencies/ be all staff employed within
achieved through the use of ‘’a communication strategy is a
skills via the individual’s the consultancy.
organograms, management plan that details how information
annual appraisal and personal
structure diagrams, job and role and issues are presented in The communication strategy
development plan.
descriptions etc., and should order for people to understand should document the above
demonstrate the appropriate and respond to them. It is along with the appropriate
1
division of responsibility a selection of appropriate authorisation levels for different
between individual members of communication objectives by levels of communication.
the management team. which information relating to an
The consultancy will need
organisation is communicated
The consultancy should be to demonstrate that the
both externally and internally.’’
able to demonstrate that this communication strategy is
has been communicated and The strategy should include understood and is being
understood by the whole team. the types of issues and followed by the consultancy.
This could be achieved by news information that
carrying out an employee survey.
8 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 9
6. 2
Business 2.1 • ew and existing market
N 2.2 2.4 2.5
Does the consultancy have a opportunities Does the business plan define Is the consultancy’s Is the business plan reviewed
Planning business plan? (up to 10 points) • inancial goals and objectives
F clear goals and objectives? performance compared to regularly for adequacy?
(e.g. target fee income, (up to 10 points) the business plan’s goals and (up to 10 points)
The consultancy must profitability etc.) objectives? (up to 10 points)
demonstrate a business plan • usiness goals and
B The plan should define It is up to the consultancy to
that sets out the short-term and objectives (e.g. ranking in business goals and objectives It is important that the determine the frequency of the
long-term goals and objectives the marketplace, sector and that are SMART: consultancy’s performance business plan reviews, but they
for the consultancy. This specialist offerings etc.) is monitored and compared should be sufficient to cover
• Specific
plan must be the engine that • ny major improvement
A against the goals and objectives the period of the business plan,
• Measurable
drives the search for continual projects established in the business plan. i.e. an annual plan should be
• Achievable
improvement. The business plan • dentification of future
I Depending on the specific goals reviewed quarterly or at least six
• Realistic
is normally produced annually resource requirements as and objectives, this comparison monthly, and long-term goals
• Time-framed
and is developed alongside and well as associated training, can be carried out monthly, (three to five years) should be
reviewed against the consultancy’s recruitment, IT etc. quarterly or annually. reviewed annually.
statement of visions, values and
2.3 To help achieve the plan, At review, it may be necessary
long term improvement activities.
To what extent is the business any deviations in goals and to change the business plan
See section 3.1.
plan communicated to all levels of objectives between current due to external influences (e.g.
2
The business plan will typically the consultancy? (up to 10 points) performance and desired changing market circumstances)
include the following: performance should be or internal influences (e.g.
It may not be appropriate to reviewed, and corrective action change in business direction,
• Summary of market trends
communicate the entire business should be taken where possible. loss of key personnel or loss or
• inancial status of the
F
plan to all employees, but at the Minutes should be prepared gain of clients). The consultancy
consultancy
very least, the consultancy must recording deviations from should produce evidence of
• n analysis of strengths,
A
be able to demonstrate that the the plan, the reasons for the such review processes in the
weaknesses, threats and
key goals and objectives have deviations, and any action taken. minutes of the review meetings.
opportunities
been communicated throughout
the consultancy.
10 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 11
7. 3
Business 3.1 This statement should ideally • resentation of improvement
P other consultancies, in consultancy or within a group
Does the consultancy have a be developed with employee ideas at team meetings/team order to position the company of consultancies.
Improvement clear vision and set of values involvement and signed development workshops consultancy against the rest
• ompetitive – against
C
shaping its purpose and long- by senior management. It • Best practice workshops of the industry e.g. the PRCA
competitors, e.g. other
term goals? (up to 10 points) needs to be underpinned by • ontinuous improvement
C Benchmarking Survey.
consultancies or sector
strategies and policies that groups
• rocess – identifying best
P specialists.
The vision and key values for address proactive, long-term
practice processes, and
the consultancy will typically improvement consistent with the • eneric – against companies
G
comparing the consultancy’s
be expressed as a simple consultancy’s business plan. 3.3 in other industries, e.g.
processes against them, e.g.
statement of the overall Does the consultancy carry out management consultants,
PRCA Best Practice Papers,
aims and objectives of the benchmarking as a means to brand or change consultancies.
or the latest HR industry data
consultancy. They should 3.2 business improvement?
on graduate recruitment.
directly link with the long- term To what extent does the (up to 10 points)
goals of the consultancy. consultancy involve staff at all • trategic – identifying
S 3.4
levels in business improvement Benchmarking is defined in the strategic policies Is there a system to manage
The consultancy’s vision
activities. (up to 10 points) Wikipedia as: of competitors, and major improvement projects?
statement is an important
comparing the consultancy’s (up to 10 points)
component of its brand ‘’the process of comparing
The consultancy should involve strategies against them,
definition and may refer something or someone with
staff in improvement initiatives,
3
i.e. benchmarking your Examples of major improvement
to the following elements: best practice.’’
in order to foster their ownership acquisition or growth strategy projects would include: IT or
client satisfaction, people
and commitment. The consultancy should define against key competitors. capital investment, developing
management, performance, key
clearly what it will compare, and new markets, and the launch of
values, and quality of service. Examples of business With regard to “Whom to
whom to compare against. a new service.
improvement activities are: compare against”, there
Key values may be expressed
On “What to Compare” there are are the following types of The project’s system should
as trust, excellence, • Suggestion schemes
three types of benchmarking: benchmarking: include:
professionalism, growth, • Away days
development, enthusiasm, • Competitions • erformance – comparing
P • Internal – against different • ign off for the preparation
S
commitment and ownership. • Recognition schemes performance levels against teams and division within a of a project plan
12 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 13
8. 3 Business Improvement continued
Make the
right choice
• A project plan to include:
• Defined responsibilities
information is communicated
up and down the consultancy’s
“Trust, We know that PRCA training
is the very best. We offer the best
• Establishment of procedures structure. Key business excellence, courses by the best trainers.
•
to fulfil plans
Defined approval stages
information includes:
professionalism,
throughout the project
• usiness improvement
B
activities
growth, So why don’t you check out what
• Milestones and deliverables we have to offer? What have you
• inal review and sign off of
F
• Review of business plans development, got to lose?
• Management accounts
the plan
• eview of campaign
R enthusiasm,
• Implementation plan Full Day
management activities commitment and PRCA Member £305+VAT
Projects implemented must be • eview of client satisfaction
R
consistent with those included performance ownership...” Non Member £370+VAT
within the business plan. • Service delivery performance
• ecruitment, development
R Half Day
and retention of personnel. PRCA Member £170+VAT
3.5 Non Member £215+VAT
The system should identify
Is there a system for collecting,
clearly what meetings are Online Training
reviewing and utilising key
held, and detail their scope, PRCA Member £95+VAT
information to increase
frequency, agenda and
management control and Non Member £120+VAT
attendance. It should ensure
maximise business efficiency?
that the information is of
(up to 10 points)
appropriate quality, on time
and communicated to the T: 020 7233 6026
Management should identify
necessary personnel. training@prca.org.uk
and manage all key business
information, and define the
www.prca.org.uk/training
system to ensure that necessary
14 PRCA CMS FOR AGENCIES
9. 4
Financial 4.1 4.2 4.3 4.4 4.5
Does the consultancy prepare Does the consultancy have a Does the consultancy have Does the consultancy have Does the consultancy have an
Management adequate monthly management consistent and effective process effective client billing and effective systems and processes effective system for control of
and Systems accounts? (up to 10 points) for calculating fees for client credit controls systems? to manage staff time and to capital? (up to 10 points)
work? (up to 10 points) (up to 10 points) report on utilisation and over/
The consultancy should produce under client servicing? It is recommended that every
regular relevant financial The consultancy should The consultancy should (up to 10 points) consultancy maintains a cash
management information, demonstrate that there is a demonstrate that is has effective balance equal to at least 3
for example: profit and loss standard process for preparing systems to ensure accurate The consultancy should months of the monthly overhead
accounts, balance sheets, client fee proposals. This should and regular client invoicing demonstrate systems and cost. Although this is not
debtors, key ratios/indicators include details of how estimates takes place, and that there processes that provide a requirement of CMS, the
and benchmarking. This are made of expected time on is a process to chase client appropriate control over the consultancy should be able
information should compare the client work, which may include payment within the consultancy management of staff resources demonstrate systems for control
actual results with the business for example discussing the work payment terms. The consultancy on client and non-client work. of capital such as: cash flow
plan, to track performance involved in advance with the should make available relevant Plus, that there is a process for controls, investment decisions,
against the business goals (as proposed team or reviewing information, for example: billing regular review and sharing over/ equity management, and
included in 2.4 above), as well past time records on similar and credit control procedures, under-servicing information within currency controls.
as including monthly forecasts work. Proposals should either examples of notes on the consultancy so that action
of fees by client and profitability be prepared by the senior team, outstanding debts, client credit can be taken where appropriate.
4
for the following 3-6 months. or signed off by them prior to evaluations, aged debtor lists
them being sent to the client. and, if applicable, evidence of
provision for bad debts.
16 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 17
10. 5
Campaign 5.1 5.2 5.3 selection, approval and of the campaign plan, so that
Does the consultancy have an Does the consultancy have Does the consultancy have monitoring to ensure adequate clients’ requirements are met,
Management effective system for capturing an effective planning system effective information control? and consistent of service. An and that the consultancy’s
client requirements? to ensure delivery to client (up to 10 points) effective system may include reputation is maintained or
(up to 10 points) expectation? (up to 10 points) the following: enhanced. The consultancy
The consultancy should should identify and agree with
• rocesses for evaluation,
P
From receipt of the client’s The consultancy must have effective systems for the client the most appropriate
approval and review (to
brief (whether an existing client demonstrate use of planning the identification of critical forms of performance evaluation
include credit checking,
or a new business enquiry), activities such as: information, for example: such as setting the key
professional indemnity
the consultancy should have electronic and manual filing, performance indicators, critical
• Pre-campaign research insurance etc.)
systems in place to capture handling, back-up, retrieval, success factors, milestones and
• Campaign planning • Approved lists of suppliers
client requirements covering: disposal and security. Critical deliverables. (See 5.1)
• llocation and availability
A • Performance monitoring
information will include:
• easons for the client
R of appropriate resources: • vidence of partnering and
E
email/ paper correspondence, Where performance falls short
changing consultancy time, competent personnel, building relationships with
approvals, photography, logos, of expectations, appropriate
• Client’s objectives and budget preferred suppliers.
proposals, plans, complaints, corrective action should be
• ritical success factors – the
C • Development of strategy
reports and invoices. identified and taken. Significant
key activities necessary to • ommunications processes:
C
failures should be investigated
ensure a successful campaign points of contact, feedback 5.5
fully to identify the root cause,
5
• Key performance indicators on progress and meetings. Does the consultancy monitor
5.4 and system improvement
• Milestones and deliverables campaign performance and
Does the consultancy ensure activities initiated to prevent
• Client approval processes take appropriate actions?
the consistent delivery of re-occurrence. Evidence
(up to 10 points)
services by suppliers? of campaign performance
(up to 10 points) monitoring will include: status
The consultancy should
reports, minutes of internal
demonstrate regular campaign
The consultancy must meetings, and minutes of
performance measurement to
demonstrate that its suppliers client meetings.
ensure effective implementation
go through a process of
18 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 19
11. 6
Client 6.1 The system should indicate • nderstanding the client’s
U consultancy, and action points
“Ensure that
Does the consultancy have the frequency of the review expectation agreed with staff as appropriate.
Satisfaction a system to measure client activities, the forms of • eeting the client’s
M It is important that results of the client’s
satisfaction? (up to 10 points) measurement being used and
it should set key performance
expectation
• Communication with the client
the surveys are communicated
back to clients, and individual
perception
The consultancy should indicators for client satisfaction. • Market knowledge feedback may be appropriate of the
have a system for measuring • Creativity with particular clients.
client satisfaction, which
The consultancy must
• Strategic thinking consultancy’s
document the outputs from its
encompasses all clients. This
client review system.
• Team work service
system should be appropriate • Timeliness of delivery 6.4
to the size of consultancy and • Quality of service delivery Does the consultancy matches their
the complexities of the client
6.2
• lient’s overall perception of
C periodically compare client expectation...”
relationships. the service provided satisfaction across accounts?
Does the client satisfaction
(up to 10 points)
The system will typically include measurement address all
some of the following activities: elements of the service?
6.3 The consultancy should conduct
(up to 10 points)
• Regular review meetings Is the client satisfaction regular management reviews
• egular informal meeting
R measurement implemented of overall client satisfaction
In order to ensure that the client’s
or lunches effectively? (up to 10 points) performance through the
6
perception of the consultancy’s
• ormal annual or six
F consultancy. This should be
service matches their
monthly reviews The consultancy must at least every six months
expectation, it is important for
• erception surveys/
P demonstrate that client and include trend analysis
the consultancy to understand
questionnaires satisfaction is measured against of satisfaction levels across
all aspects that will impact on
• Complaints systems the performance targets set in accounts and account teams.
client satisfaction. The client
• eviews from other account
R 6.1 above, and that actions are It should also address how
review system should measure
directors within the consultancy taken as a result. Results must effective the system is in
the consultancy’s performance
be communicated throughout the monitoring client satisfaction.
service levels on the following:
20 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 21
12. 7
New Business 7.1 The strategy may also include 7.2
“ he consultancy must be able to
T
Does the consultancy have a plan for different sectors. Does the consultancy have
a strategy for business This will be required when an effective system for the demonstrate an effective process
development, to achieve its management of its enquiries
goals and objectives?
target market sectors requiring
different development strategies and sales? (up to 10 points)
for the handling and management
(up to 10 points) have been identified, e.g. where of all enquiries, proposals,
a consultancy has identified that The consultancy must be able
The business development it would like to move into to demonstrate an effective credentials meetings, pitches,
strategy must be derived a new sector or specialist process for the handling and contracts and sales....”
from the goals and objectives service offering. management of all enquiries,
outlined in the consultancy’s proposals, credentials meetings,
business plan. The strategy will pitches, contracts and sales. An
include the following: effective system will include:
• arketing plans (to include
M • ogging, handling, follow-up
L
how leads will be generated and closing of all enquiries
as well as how additional and proposals
work could be obtained from • ssue and signing of the PRCA
I
existing clients) standard consultancy contract
7
• efined responsibilities
D to all new clients
with targets • nalysis of successful and lost
A
• usiness cases, i.e. analysis
B credential meetings and pitches
of the market or sector • riefings to new business
B
opportunities agencies and intermediaries
• Performance monitoring • anagement of prospect
M
• ommunication of the
C relationships including database
strategy to the full team maintenance and periodic review
of lost pitches and accounts.
22 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 23
13. 8
People 8.1 8.2 • Human resources The consultancy will on what training is required to
Are the processes for selection Is a general induction conducted • Health and safety determine the frequency of meet business needs, rather
Management of prospective employees for new employees in their first • Pension and finance issues formal appraisals, but must than what individuals would like
determined according to the week of employment – if so, • P
RCA Professional Charter demonstrate the occurrence of to be trained in.
needs of the position? is it signed when completed and Codes of Conduct appraisals, review of follow-up
A training needs analysis will
(up to 10 points) by the employee, and are exit • RCA Communications
P action and that it feeds into the
include a review of tasks and
interviews conducted when staff Management Standard consultancy’s recognition and
job descriptions and a review of
The consultancy should leave. (up to 10 points) reward systems for retention of
Where exit interviews are carried existing competencies to assess
demonstrate that its recruitment key staff.
out, they should be conducted what technical and behavioural
is determined on the needs The content of the induction
by a person that is independent training is required.
of the position. This can be will vary depending on the
of their line manager.
shown through the use of: position of the new employee 8.4 The consultancy should
job descriptions, role profiles, and may include introduction Does the consultancy conduct demonstrate that personal
competence analysis, capability to the following: training needs’ analysis, and development plans for individual
8.3
analysis, consultancy values and are personal development plans staff match the consultancy’s
• onsultancy background,
C Does the consultancy have a
training and development plans. prepared based on the training training needs analysis. Effective
values and credentials formal appraisal system?
needs? (up to 10 points) personal development plans will
The employee selection • he make-up of the
T (up to 10 points)
contain SMART objectives and
methods used by the team, with individual line
The consultancy should
8
targets for employee training
consultancy may include: management and reporting The consultancy should
demonstrate that it conducts a and development.
structures demonstrate that it has a formal
• Review of qualifications needs analysis to identify the
• Relevant clients appraisal system which is The consultancy should give
• Relevant experience training necessary for specific
• nternal systems and
I designed to review performance evidence through records of
• sychometric/personality
P roles within the consultancy. The
processes against the personal objectives training delivery for both internal
profiling training needs’ analysis should
• Client handling system and targets of each member and external training activities.
• esting of PR and other
T be sufficient to implement the
• riteria and methods for
C of staff. These objectives and
relevant skills business plan at company, team
campaign planning, research targets will include both business
• Structured interviews and individual levels. It will focus
and evaluation and personal development.
24 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 25
14. 8 People Management continued Over the past few years, one PR membership body
has taken the NLA to court. Won the Government
contract and established PR apprenticeships.
Referred around £1m a month in new business
to members. Produced a balanced budget every
year. Introduced modular qualifications. Provided
8.5 8.6 for the individual, a structured interactive training webinars globally. Established
Is training performed in Is best practice followed training plan, as well as exit an Access Commission on diversity in the industry.
accordance with personal for flexible working of staff interviews on leaving. The
development plans and are and employing interns? consultancy’s website should
Published the first PR Census with PR Week. Put
the training courses consistent (up to 10 points) include all internship and on hundreds of completely free member events.
across the consultancy? graduate recruitment policies. Introduced the designatory letters MPRCA denoting
(up to 10 points) Following the recommendations
Interns should also be
adherence to a Code of Conduct. Maintained an
of the PRCA Access independent and accurate Public Affairs Register.
paid at least the National
The consultancy should Commission, consultancies
demonstrate through its training are expected to adhere to
Minimum Wage. Partnered with 12 leading universities. Has trebled
records that there is evidence certain best practice principles in size. Has led our industry.
of the training provided, and for flexible working and
that it is in line with personal employing Interns. That organisation is the PRCA.
development plans. The auditor
The consultancy should be
will ask for verification of
training activities through written
able to demonstrate that best And now you can join us if you’re a consultancy.
practice is being followed in Join us if you’re an in-house team. Or join us if
proof of attendance, provided
these areas, by ensuring there
by training providers.
are flexible working policies in
you’re an individual.
The consultancy should place for staff to request: part-
demonstrate that there is time work, working from home, Make the right choice. Join the PRCA.
consistency of training across and flexibility around paternity
the business, especially in and maternity leave.
client-facing and people- To join contact:
For interns, the consultancy will
management areas. francis.ingham@prca.org.uk
be required to demonstrate that
T: 020 7233 6026
there is full line management
www.prca.org.uk
26 PRCA CMS FOR AGENCIES MAKE THE RIGHT CHOICE
15. Redfin
Management Redfin Management LLP (Redfin) is a PRCA Three Point
business that specialises in advising Quality Promise
PR agencies and a range of other
marketing communications agencies The PRCA three point training Full Day
quality promise: PRCA Member £305+VAT
in business management. Non Member £370+VAT
1 he average feedback score given by
T
Redfin is proud to be involved with the PRCA, and to play an active role in delegates on the course will be publicly Half Day
both the auditing of PRCA members, and in the future development of the displayed on the new PRCA training PRCA Member £170+VAT
Communications Management Standard. website within 24 hours of completion Non Member £215+VAT
2 f any PRCA trainer scores below 8/10
I Online
All Redfin’s auditors have worked within PR agencies, so understand how twice in a year, the trainer’s PRCA PRCA Member £95+VAT
they work and the issues they face. Their background covers a variety of approved status will be reviewed Non Member £120+VAT
disciplines including business management; account handling, finance
and HR. Heather Scales is available to discuss any questions you may 3 e promise to give you a free webinar
W
Get connected
have regarding the Communications Management Standard, she can be course if you are not satisfied by the
@PRCAtraining, join
contacted on the following: learning outcomes of the training*
our growing community
and #haveyoursay
Heather Scales: Get connected at our new and
www.prca.org.uk/
T 0207 060 0242 improved PRCA Training portal
getconnected
heather.scales@redfin.co.uk www.prca.org.uk/pr-training
T: 020 7233 6026 | training@prca.org.uk
* ased on the course not meeting the description
B
on the new PRCA website and training brochure.
Applies at time of publication.
28 PRCA CMS FOR AGENCIES MAKE THE RIGHT CHOICE
16. A Guide To The We suggest that you first go through “Rate your The purpose of the meeting is to explain how the audit will be carried out
and reported, and to answer any questions there might be. You can invite
Audit Process the CMS document and the detail consultancy as few or as many people as you want to this meeting.
scoring template associated with it. against the It is useful to provide the auditor with a room or desk that they can return
This will allow you to rate your consultancy against the criteria. If you are
criteria...” to during the audit, to write notes or plan the next interviews.
satisfied that your company will meet the criteria, and the pass rate 75%
Typically, the day will start with the senior management looking at Business
overall, then please contact Heather Scales on either 0207 060 0242 or
Planning, Financial Management Systems, Leadership, Business,
heather.scales@redfin.co.uk , who will provide you with a quotation and
Improvement, People Management etc. The remainder of the time is spent
book a convenient date for the audit.
sampling the accounts and clients selected, and sitting with the people and
teams involved, usually at their desks as most of the information will be held
Preliminary Gap Analysis (optional)
on their computers.
You can if you wish, opt for a preliminary assessment/gap analysis. This can
range from a few hours to a whole day visit by a Redfin auditor to discuss all
It would be useful to have ready some of your standard documentation at
the elements of the Standard, assess your state of readiness, discuss areas
the start of the audit, for example if applicable:
of interpretation, and generally answer any questions you may have about
the process. This may assist you in your final preparations. It is an optional • The business plan
service at additional cost, and Redfin can provide a quotation on request. • Mission and values statement
• Business strategy documents not included within the business plan
Once you have agreed with the PRCA that you are ready for your first audit, or • M
anagement accounts and other regular management information
that a renewal audit is due, Redfin will contact your nominated representative including aged debtors and aged creditors
and agree a mutually convenient date for the visit. Redfin will agree the date • O
rganogram or list of management, and staff structures and responsibilities
and time for the audit and all of the details will normally be confirmed in writing • Internal process or ‘ways of working’ documents
(including, when appropriate, details of any fees due). The number of audit days • Staff handbook
will depend on the size and turnover of the consultancy. • New joiner induction pack
• E
vidence of regular management and staff meetings, forum and communication
On the day/first day of the audit, the auditor will arrive at the agreed time • L
ist of current staff, with joining dates and leaving dates over the last 6 months
and there will be an opening meeting of approximately 15 minutes duration. • Client list and associated account teams
30 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 31
17. Frequently
Asked Q: Q: Q: fully inclusive of all attributable Q:
How can we best prepare What help and advice can we How do we arrange an audit expenses. Most audits last for Do we need to prepare a folder/
Questions for the Communications get during the preparation when we think we are ready? half or one day’s duration, but portfolio of evidence?
Management Standard audit? phase? larger or multi-site consultancies
A: will require more time. A:
A: A: Contact Heather Scales at Redfin As mentioned above it would be
There is no “off the shelf” solution Redfin are more than happy on 0207 060 0242 or heather. useful if much of the standard
to this question. Consultancies to provide assistance and scales@redfin.co.uk and ask Q: list of information is available
adopt different approaches, answer questions or queries for a quotation. A quote will be When will we know the outcome? at the start of the audit. The
though in our experience, it during the preparation phase. provided based on the size of auditor will also search and
is more effective if someone You can contact Heather the consultancy (by turnover A: ask for the information during
owns the project to achieve the Scales on 0207 060 0242 or and number of office sites) and The auditor will write up the the audit however, bearing in
Standard and drive it through. heather.scales@redfin.co.uk at ask you for an indication of report shortly after the audit, mind the question template, it
Some consultancies appoint any time and she will provide timescales. Please note that lead and advise the outcome of the would be useful to have to hand
“section champions” to take assistance. Alternatively, you times can sometimes be between audit within 5 days. information that you feel may
specific sections and review the can opt for a pre-assessment/ 4-6 weeks. be relevant to the audit. For
question template to look at how gap analysis. clients/accounts, the auditor
the consultancy meets the CMS Q: will sit with the account team
criteria. Others have business Q: What is a typical audit and view documents/electronic
Q
improvement initiatives and How much will it cost? programme for the day? information as necessary.
teams looking at this, or organise
an away day to brainstorm it. A A: A:
lot of what is required will already Redfin and PRCA have agreed You will be contacted prior to the
be happening, but may not be as a scale of charges depending audit and a schedule for the day
evident or formalised as it might on the size of the consultancy. and timescale for the visit agreed.
be, so the task is often not as All quoted prices are subject to Your Redfin auditor will agree
daunting as it first appears. VAT at the prevailing rate, but detail of the audit programme in
the opening meeting.
32 PRCA CMS FOR AGENCIES PRCA CMS FOR AGENCIES 33
18. Frequently Asked Questions continued
Q:
How detailed is the financial
Q:
Who needs to be involved?
“t is more
I
section of the audit? effective if
A:
A: Senior management, people
someone owns
The Redfin auditor is both with specific responsibilities for the project
trained in the requirements of certain sections (e.g. Financial,
CMS and has good experience HR, New Business etc.) and to achieve
of working in PR Agencies. They those people involved in the the Standard
are expected to ask questions management of the client
and review the evidence accounts selected. Other people and drive it
presented with a degree of may well be interviewed during through...”
financial competency. However the audit but it is unlikely that all
the auditor is not necessarily a employees will be involved.
fully trained accountant and is
therefore expected to use their
judgment to decide whether the
evidence presented appears
to meet the requirements. The
finance section of the CMS
should not be compared to the
requirements of a statutory audit
or due-diligence review.
34 PRCA CMS FOR AGENCIES