This survey provides insight into the salaries, benefits and bonuses commanded by professionals working within the consumer sector across a number of disciplines in The Netherlands.
As businesses endeavour to boost productivity, bolster morale and retain top talent, gamification has proven to be an effective ongoing strategy for managers willing to get creative and implement such a programme in their workplace. Though the buzzword has been trending since at least 2015, surprisingly few businesses have invested time and effort into ‘gamifying’ the office and unlocking the potential benefits of such a programme. Whether that be due to lack of time, funds, knowledge or even interest, our latest research suggests that businesses are missing out on valuable gains by sticking with the status quo.
Some managers may be deterred by the suggestion of introducing games into the workplace, but contrary to the name, the concept has a strong scientific basis. In the context of the workplace, gamification is “the practice of synthesizing the best ideas from gaming, loyalty programs and behavioural economics, with the aim of driving user engagement over indifference.” In essence, gamification transforms your employees’ relationships with their work, producing a more active, goals-oriented and productive workforce.
As a business dedicated to inspiring, motivating and engaging employees, we conducted research to determine just how effective gamification can be in 2019, and to help you decide whether you should implement a gamification strategy in your workplace. Read the report to find out the results of that research.
An examination of happiness levels amongst UK workers in various industries, with focus on which types of businesses have the happiest working environments, how businesses can promote happiness amongst their employees and how to avoid a culture of 'forced fun'.
Brainspotting carried out a research concerning the latest recruitment practices and trends on the Romanian market. Please visit http://talentspotting.com/ to see the latest solution developed by Brainspotting to support companies recruit more efficiently.
2013 Bullhorn North American Trends ReportBullhorn
In December of 2012, Bullhorn conducted its annual trends survey of North American recruiting agency
professionals, seeking to assess the state of the staffing industry from the vantage point of business performance,
recruiter compensation, recruiting technologies, and measurement best practices. In addition to the 2013 North
American Staffing and Recruiting Trends Report, the 2013 EMEA Staffing and Recruitment Trends Report and
the 2013 APAC Staffing and Recruitment Trends Report are also available on the Bullhorn website.
This survey provides insight into the salaries, benefits and bonuses commanded by professionals working within the consumer sector across a number of disciplines in The Netherlands.
As businesses endeavour to boost productivity, bolster morale and retain top talent, gamification has proven to be an effective ongoing strategy for managers willing to get creative and implement such a programme in their workplace. Though the buzzword has been trending since at least 2015, surprisingly few businesses have invested time and effort into ‘gamifying’ the office and unlocking the potential benefits of such a programme. Whether that be due to lack of time, funds, knowledge or even interest, our latest research suggests that businesses are missing out on valuable gains by sticking with the status quo.
Some managers may be deterred by the suggestion of introducing games into the workplace, but contrary to the name, the concept has a strong scientific basis. In the context of the workplace, gamification is “the practice of synthesizing the best ideas from gaming, loyalty programs and behavioural economics, with the aim of driving user engagement over indifference.” In essence, gamification transforms your employees’ relationships with their work, producing a more active, goals-oriented and productive workforce.
As a business dedicated to inspiring, motivating and engaging employees, we conducted research to determine just how effective gamification can be in 2019, and to help you decide whether you should implement a gamification strategy in your workplace. Read the report to find out the results of that research.
An examination of happiness levels amongst UK workers in various industries, with focus on which types of businesses have the happiest working environments, how businesses can promote happiness amongst their employees and how to avoid a culture of 'forced fun'.
Brainspotting carried out a research concerning the latest recruitment practices and trends on the Romanian market. Please visit http://talentspotting.com/ to see the latest solution developed by Brainspotting to support companies recruit more efficiently.
2013 Bullhorn North American Trends ReportBullhorn
In December of 2012, Bullhorn conducted its annual trends survey of North American recruiting agency
professionals, seeking to assess the state of the staffing industry from the vantage point of business performance,
recruiter compensation, recruiting technologies, and measurement best practices. In addition to the 2013 North
American Staffing and Recruiting Trends Report, the 2013 EMEA Staffing and Recruitment Trends Report and
the 2013 APAC Staffing and Recruitment Trends Report are also available on the Bullhorn website.
In January, 2009, following years of lobbying by independent bike retailers and SMEs, the Government launched the Cycle to Work scheme, allowing businesses to offer their staff tax savings on the purchase of a new bike and equipment. The scheme was introduced to encourage a shift towards healthy and environmentally-friendly commuting, giving Irish workers a simple and cost-effective way to get into cycling.
Almost ten years later, the Government has stated that it has not examined Irish employees' enthusiasm for the scheme or its effects on the health and wellbeing of the Irish workforce.
Nevertheless, we recently conducted a survey of Irish workers to find out just how beneficial the Cycle to Work programme has been and how it could be improved moving forward.
We are very pleased to share the results of that survey here. Whether you are a business owner considering introducing the scheme into your workplace or an employee keen to know more, we're sure you'll find this report interesting.
Digital Excellence In The Global Pharmaceutical Industry in 2014DT Associates
EXECUTIVE SUMMARY
To determine digital excellence maturity inside the world’s largest pharmaceutical companies, DT Associates surveyed digital leaders and used our Digital Excellence Maturity Model to rank these companies on thirty-two different criteria. The leaders, Johnson & Johnson’s Janssen and Merck, demonstrate the strong change management skills required to drive digital excellence. In contrast, the laggards, AZ and Roche, suffer from a lack of a sharp vision to guide and govern the various digital programs and capabilities. To accelerate their digital transformation, firms should adopt an approach that advances all of the different facets of digital excellence toward maturity at an equal pace.
2013 Industry survey Dgm affiliate survey final chris garnerChris Garner
Nice retrospective on the Australian Market. I was responsible for this paper generating local insights from market intelligence and macro analysing global marketing to predict how the performance marketing would grow over time. Ground breaking for its time
Michael Page - Global Employment Trends - Financial Sector 2013Raquel Kroich
3.800 profissionais do Mercado Financeiro foram entrevistados em Março de 2013. Participaram executivos de 47 países, nas Américas, Europa, Oriente Médio, África e Ásia-Pacífico.
O objetivo da pesquisa é entender como os últimos anos em ambiente de crise impactaram o dia-a-dia dos profissionais do mercado financeiro em termos de motivação, salário, pagamento de bônus, oportunidades e carreira, bem como entender como os profissionais avaliam a atual situação e o futuro do mercado financeiro em todo o mundo.
Publicado em junho/2013
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This document brings together a set of latest data points and publicly available information relevant for Healthcare Industry. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Welcome to the 2014 edition of the Nigel Wright Energy UK Oil and Gas Survey. As a company that is at the core of recruitment in the oil and gas sector, it is essential that we acknowledge market movements and understand the effects these changes have on employment and the overall business environment. Due to the effect that these fluctuations will ultimately have on any company’s recruitment strategy, we see it as essential to provide our clients with the most up-to-date information available.
In January, 2009, following years of lobbying by independent bike retailers and SMEs, the Government launched the Cycle to Work scheme, allowing businesses to offer their staff tax savings on the purchase of a new bike and equipment. The scheme was introduced to encourage a shift towards healthy and environmentally-friendly commuting, giving Irish workers a simple and cost-effective way to get into cycling.
Almost ten years later, the Government has stated that it has not examined Irish employees' enthusiasm for the scheme or its effects on the health and wellbeing of the Irish workforce.
Nevertheless, we recently conducted a survey of Irish workers to find out just how beneficial the Cycle to Work programme has been and how it could be improved moving forward.
We are very pleased to share the results of that survey here. Whether you are a business owner considering introducing the scheme into your workplace or an employee keen to know more, we're sure you'll find this report interesting.
Digital Excellence In The Global Pharmaceutical Industry in 2014DT Associates
EXECUTIVE SUMMARY
To determine digital excellence maturity inside the world’s largest pharmaceutical companies, DT Associates surveyed digital leaders and used our Digital Excellence Maturity Model to rank these companies on thirty-two different criteria. The leaders, Johnson & Johnson’s Janssen and Merck, demonstrate the strong change management skills required to drive digital excellence. In contrast, the laggards, AZ and Roche, suffer from a lack of a sharp vision to guide and govern the various digital programs and capabilities. To accelerate their digital transformation, firms should adopt an approach that advances all of the different facets of digital excellence toward maturity at an equal pace.
2013 Industry survey Dgm affiliate survey final chris garnerChris Garner
Nice retrospective on the Australian Market. I was responsible for this paper generating local insights from market intelligence and macro analysing global marketing to predict how the performance marketing would grow over time. Ground breaking for its time
Michael Page - Global Employment Trends - Financial Sector 2013Raquel Kroich
3.800 profissionais do Mercado Financeiro foram entrevistados em Março de 2013. Participaram executivos de 47 países, nas Américas, Europa, Oriente Médio, África e Ásia-Pacífico.
O objetivo da pesquisa é entender como os últimos anos em ambiente de crise impactaram o dia-a-dia dos profissionais do mercado financeiro em termos de motivação, salário, pagamento de bônus, oportunidades e carreira, bem como entender como os profissionais avaliam a atual situação e o futuro do mercado financeiro em todo o mundo.
Publicado em junho/2013
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
This document brings together a set of latest data points and publicly available information relevant for Healthcare Industry. We are very excited to share this content and believe that readers will benefit immensely from this periodic publication immensely.
Welcome to the 2014 edition of the Nigel Wright Energy UK Oil and Gas Survey. As a company that is at the core of recruitment in the oil and gas sector, it is essential that we acknowledge market movements and understand the effects these changes have on employment and the overall business environment. Due to the effect that these fluctuations will ultimately have on any company’s recruitment strategy, we see it as essential to provide our clients with the most up-to-date information available.
Nigel Wright Group’s 2017 Consumer Sector Salary Survey Report for the UK is specifically designed to provide insight into the salaries commanded by professionals within the consumer sector.
The survey represents a cross-section of respondents with the following profile:
Consumer sub-sector: Advertising and Media; Clothing, Footwear and Accessories; Consumer Electronics; Food & Drink; Health & Beauty; Home Construction / DIY; Retail; Telecommunications; Toys & Games, Travel & Leisure, Sports/Sporting Goods, Warehousing & Logistics Services;
77% of respondents are educated to degree level or above; 20% have a Master’s degree and 1% have a PhD;
34% have been in their current position less than two years, 32% for between two and five years, 29% for between five and ten years and 5% for 10 or more years.
ADLIB are delighted to announce the arrival of their 2015 salary, engagement and benefits survey.
Our objective was to create an informed picture of the current salary, benefits, motivations and sentiment towards permanent and contract employment across the South West creative, digital, marketing, eCommerce and technology sectors. We hope that employers and employees alike find equal value.
And whilst the document provides a comprehensive guide to the permanent salaries and contract rates that are being paid across the region, we've also delved into how secure and satisfied respondents feel, what the factors are that would entice change, how engaged people are against their companies vision and what key factors contribute to choosing a contracting life (to name but a few).
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
This survey provides an insight into the salaries commanded by professionals within the consumer sector across a wide range of disciplines within Spain.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In Q4 of 2012 Specialist Financial Recruitment Marks Sattin conducted a survey with clients and candidates, focused on the demographics, length of tenure, working week, job security, career motivations, department changes, reward and bonus trends of finance professionals.
In this issue, we catch up with senior executives from some of the sector’s most dynamic brands to find out how companies are leveraging opportunities to grow, amidst what is an increasingly complex and challenging trading environment.
Here are some of the key themes and consumer brands that are featured in this edition:
Entrepreneurial careers - Ex Just Eat VP, Rasmus Wolff
Viral win for Petit Bateau - Clever campaign secures new talent
Buoyant Beam Suntory - Great times ahead for US-Japan
alliance
Brewing growth at Taylors of Harrogate - Yorkshire Tea set for global growth
The future of food - KMC reveal diversity of potato starch
Harman consumer lifestyle lift - Audio brand invests in change
Digital transform-action - HR and Digital unite for great
results at Pernod Ricard Spain
eos slips into the Nordics - New division for maker of
spherical lip balms
This brochure provides information on our specialist executive search offering for the consumer sector. It highlights the unique benefits we can offer using our 'no silos' approach.
LG Electronics, the Korean consumer electronics manufacturer, has a long and rich history. The business, known as GoldStar until it changed its name to LG Electronics in 1995, was established in the aftermath of the Korean War, to provide the rebuilding nation with domestically produced consumer electronics and home appliances.
Following its successful re-fi nancing in 2014, together with
the creation of the Hovis Limited Joint Venture, Premier Foods
Human Resources Director, David Wilkinson, takes time to tell
Nigel Wright why the business is now a great place for people
looking to develop a rewarding career in the food industry.
Featured interview - John Stapleton, FMCG Entrepreneur and Co-Founder of New ...Nigel Wright Group
John Stapleton, a seasoned FMCG entrepreneur, chats to Nigel
Wright about his experiences growing and then selling New
Covent Garden Soup Company (NCGSC), as well as the learnings he has gained in his career since then, in the USA with Glencoe Inc., and through his current venture, Little Dish.
Featured interview - Jürgen Schmitz, Country Director Consumer Imaging Group ...Nigel Wright Group
Canon, the Japanese multinational corporation, is a leading
provider of consumer and industrial imaging products and
solutions around the world. Its products are diverse and
include optical and medical applications, cameras, camcorders, photocopiers, steppers and printers.
Featured interview - Sarah Doyle, Brand Director at EAT.Nigel Wright Group
EAT. is a leading brand in the £3billion specialist food and
coffee ‘to go’ market. It sells a wide range of soups, hot pots, salads, toasties, sandwiches, baked goods and coffee, which are freshly prepared in-house by EAT. each day.
Featured interview - Chr. Hansen focuses on the consumerNigel Wright Group
Chr. Hansen is a global bioscience company that develops
natural ingredient solutions for the food, nutritional,
pharmaceutical and agricultural sectors. The business was
established in the 19th century and in 2013 celebrated its
140th anniversary.
Beiersdorf AG, the German consumer products manufacturer,
reported its strongest annual sales revenues since 2008
last year. Its portfolio of brands including Nivea, Tesa and
Elastoplast are highly profi table in Europe and North America
but less so in emerging markets.
Featured interview - Miguel Chapa Marketing Director at Bel SpainNigel Wright Group
Bel Group is the French multinational owner of a range of iconic global cheese brands including Babybel, The Laughing Cow, Kiri, Leerdammer and Boursin. We caught up with Bel Spain’s Marketing Director Miguel Chapa Monteagudo to find out how the business has experienced rapid growth in Spain over the last few years despite challenging market conditions.
Sales of organic products in Germany have continued to
increase significantly over the last few years, highlighting a
clear change in German consumption habits.
Featured interview - Paal Hansem, Founder and CEO at Fresh Fitness ASNigel Wright Group
Fresh Fitness is a Norwegian gym franchise and national
success story, boasting 27 centres and over 77,000 members.
We caught up with CEO Paal Hansem, who explains how
his ten year career in the grocery industry has helped him
successfully grow the business to become Norway's leading
chain of discount gyms and why he believes Fresh Fitness's
'low cost high quality' proposition has the potential to make
the company the biggest fitness franchise in Scandinavia.
With over 50 million consumers worldwide, eos – an acronym for Evolution of Smooth – has taken the health and beauty industry by storm. Founded in 2007, its journey began with a desire to avoid the traditional narratives of the beauty industry.
Featured interview - Pedro Diezma, CEO at Zerintia TechnologiesNigel Wright Group
Nigel Wright caught up with Pedro Diezma: author, explorer,
motivational coach and technology innovator, to talk about the
role his firm Zerintia is playing in the development of cutting
edge Wearable Technology. He also chats about his passion
for personal development and his adventures in Mongolia
searching for Genghis Khan's tomb.
Featured interview - Victor Duran, Senior Vice President Direct to Consumer &...Nigel Wright Group
Whether it's Wilson rackets for world number one tennis
player Serena Williams, Salomon shoes for champion ultramarathon runner Kilian Jornet, or Atomic skis and boots for
Marcel Hirscher, the four times alpine ski race world cup gold
medallist, Amer Sports is committed to making sporting goods
products for the world's greatest athletes.
Harman: Revolutionising change in audio equipment marketsNigel Wright Group
In 2012 Carsten Olesen was appointed GM & VP of Harman Lifestyle in Europe, the Middle East and Africa. A dedicated and passionate leader; Carsten had already served the global manufacturer of audio systems across Scandinavia, France, Germany and India during the previous 13 years.
This case study highlights our work recruiting a CEO for premium sports brand Casall in Sweden. It includes information about the company, the challenge they faced, the solution we proposed and the end result.
Learnings from working in centralised and decentralised organisations: implic...Nigel Wright Group
Nigel Wright speaks to TwiningsOvo International Markets (IM)
HR Director, Annekatrin Ott, about her experiences of operating
in centralised and decentralised business models.
Founded in 1886, C. E. Taylors & Sons, a Yorkshire based tea and coffee merchants, would have faded into history like countless other small regional tea and coffee importers – but for the fact that in 1962 it was purchased by Bettys, the iconic Yorkshire Tea Rooms.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
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* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
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3. Welcome to Nigel Wright Group’s UK Consumer Sector Salary Survey
2015, which is specifically designed to provide you with an insight into
the salaries commanded by professionals within this sector. Nigel
Wright Group has earned a strong reputation within the consumer
sector across Europe for providing a high quality recruitment service
that is built upon our industry knowledge. We consider it important
to continue to bring you relevant, useful information that you can
use, in an accessible format.
Introduction
This survey has been compiled from the responses of over 1,000 respondents who completed
our online questionnaire in the final quarter of 2014/2015 as well as data from our own extensive
database of candidates.
The survey represents a cross-section of respondents with the following profile:
• Consumer sub-sector: Food & Drink, Health & Beauty, Consumer Electronics, DIY, Fashion and
Apparel, Household Products, Luxury Goods, OTC pharmaceuticals, Leisure & Entertainment,
Media and publishing, Retail and E-commerce and Travel;
• Male 71%, female 29%;
• Average age 43;
• 98% of respondents work in full-time employment;
• 64% of respondents are educated to degree level or above;
• 30% have been in their current position less than one year; 45% for between one and three
years, 15% for between three and five years and 9% for more than five years.
The first three sections of the report focus on some general points of interest, such as levels of
satisfaction, respondents’ motivation to change jobs as well as attitudes towards skill shortages
and the qualities needed to succeed in the industry. This is followed by discipline-specific
analyses of salaries.
For further information or to discuss your recruitment requirements please
contact us on 0191 222 0770 and you will be directed to a consultant
specialising in your area. For more information on our services please visit
www.nigelwright.com.
4. 04 UK Consumer Sector Salary Survey 2015
Contents
1. Non-monetary indicators 06
1.1 Job satisfaction by job level 06
1.2 Job satisfaction by discipline 07
1.3 Factors influencing a change of roles 08
1.4 Methods used to search for a new role 09
2. Salaries, benefits and bonuses 10
2.1 Average percentage of salary increase received and expected by level 11
2.2 Average percentage of salary increase received and expected by discipline 12
2.3 Importance of benefits as part of a remuneration package 13
2.4 Importance of benefits as part of a remuneration package by gender 14
2.5 Benefits and bonus entitlement 15
2.6 Bonus rates received and expected 16
3. Skills and attitudes 17
3.1 Skill shortages 18
3.2 Qualities needed to be successful 19
4. Analysis of salaries in relation to discipline 20
4.1 Executive 21
4.2 Marketing 22
4.3 Sales 23
4.4 Operations 24
5. Contact information 25
5. 05UK Consumer Sector Salary Survey 2015
Respondent’s Profile
71%
MALE
BASE:
1000+
PLUS DATABASE
Average age: 43
64%
Are educated to
degree level or above
29%
FEMALE
98%
Work in full time
employment
6. 06 UK Consumer Sector Salary Survey 2015
0
5
10
15
20
25
30
35
40
Level of satisfaction
%ofrespondents
executive
management
non management
very
satisfied
m
oderately
satisfied
satisfied
m
oderately
dissatisfied
very
dissatisfied
1. Non-monetary indicators
1.1 Job satisfaction by job level
The results show a fairly satisfied workforce in the UK consumer sector. Although there are
variations between the strength of respondents’ satisfaction, over 70% of respondents at each
level of their organisations rated themselves as being between satisfied and very satisfied. This is
encouraging for HR professionals and managers alike. The challenge, then, is to find out why the
other 25% is dissatisfied and what can be done to change this, whilst ensuring that the satisfaction
level of the rest of the workforce is maintained.
1.1 – Job satisfaction by job level
Respondents were asked to rate their level of job satisfaction on the following five-point scale:
1 = very dissatisfied
2 = moderately dissatisfied
3 = satisfied
4 = moderately satisfied
5 = very satisfied
7. UK Consumer Sector Salary Survey 2015 07
Sales people are marginally happier in their jobs with 73% stating they were at least satisfied in
their current role. One in five of those working in operations, however, stated they were ‘very
satisfied’, which was actually more than those in marketing and sales combined.
1.2 Job satisfaction by discipline
1.2 – Job satisfaction by discipline
Respondents were asked to rate their level of job satisfaction on the following five-point scale:
1 = very dissatisfied
2 = moderately dissatisfied
3 = satisfied
4 = moderately satisfied
5 = very satisfied
0
5
10
15
20
25
30
35
40
Level of satisfaction
%ofrespondents
marketing
sales
operations
very
satisfied
m
oderately
satisfied
satisfied
m
oderately
dissatisfied
very
dissatisfied
8. 8 UK Consumer Sector Salary Survey 2015
Respondents were asked to select the top three factors that would motivate them to change jobs,
both within their current company (internally) and to another organisation (externally). In the
consumer sector, although money is important, the opportunity to gain new skills and experience
new challenges are also persuasive factors for employees considering their next move. Achieving
an improved work-life balance is also an increasingly important factor for job seekers today.
1.3 Changing jobs
Factors influencing a change of roles internally
or externally to another organisation.
1.3 – Factors influencing a change of roles
0
10
20
30
40
50
60
70
80
Factors
%ofrespondents
internal
external
new
challenges
prom
otion
gain
new
skills
increased
rem
uneration
achieve
an
im
proved
w
ork-life
balance
different
environm
ent/cultureflexible
w
orking
change
discipline
change
location
9. 9UK Consumer Sector Salary Survey 2015
Respondents were asked to select all methods that they would utilise when looking for a new role.
As the respondents surveyed were mainly people already known to Nigel Wright, it is no surprise
that within the top three methods were our website and using a recruitment consultancy. Social
networking is also an increasingly important method for job seekers. Using Social Networking
sites to identify job opportunities now surpasses the use of traditional media such as newspapers
and magazines.
1.4 Methods used to search for a new role
1.4 – Methods used to search for a new role
0
10
20
30
40
50
60
Methods
%ofrespondents
nigelw
right
w
ebsite
socialnetw
orking
sites
direct
approaches
to
em
ployers
online
job
boards
recruiters
internalbulletin
boards/em
ployer
intranets
other
regionalor
localnew
spapers
trade
m
agazines
11. 11UK Consumer Sector Salary Survey 2015
This section presents information from respondents from all disciplines and levels of the consumer
sector on their salaries, benefits and bonuses.
As part of their last salary review respondents received, on average, a 3.0% increase. Executives
are anticipating a slight decline of 1% next year in their annual raise, while those at manager level
are more confident their raise will increase by 0.6% percent, on average.
2.1 Average percentage of salary increase
received and expected by level
2.1 – Average percentage of salary increase received and expected by level
0
1
2
3
4
5
Level
%ofsalaryincrease
received
expected
executive
m
anagem
ent
non-m
anagem
ent
12. 12 UK Consumer Sector Salary Survey 2015
When we consider salary increase by discipline, on average those working in Operations roles
experienced a slightly lower rate than those working in Sales and Marketing. Despite that, those
working in sales and operations roles are expecting higher annual salary raises next year, while
those in marketing indicated they expect no change.
2.2 Average percentage of salary increase
received and expected by discipline
2.2 – Average percentage of salary increase received and expected by discipline
0
1
2
3
4
Discipline
%ofsalaryincrease
received
expected
sales
m
arketing
operations
13. 13UK Consumer Sector Salary Survey 2015
Respondents felt that the three most important employer benefits as part of a remuneration
package were a personal bonus (53%), employer contributory pension (50%) and holiday
entitlement (36%). Flexible working (35%) is also an increasingly important factor for employees
in the UK.
2.3 Importance of benefits as part of a
remuneration package
2.3 – Importance of benefits as part of a remuneration package
0
10
20
30
40
50
60
Benefits
%ofrespondents
flexible
w
orking
bonus
-personal
em
ployer
contributory
pension
com
pany
car
and
petrol
bonus
-com
pany
perform
ance
health
insurance
holiday
entitlem
ent
share
options
car
allow
ance
non-contributory
pension
career
breaks/sabbaticals
com
pany
car
w
ithout
petrol
childcare
allow
ances
14. 14 UK Consumer Sector Salary Survey 2015
For men and woman, an employer contributory pension and personal bonus are considered to be
the most important benefits in an overall remuneration package. Men tend to value car allowances
and share options as important factors in their overall benefits package. Woman value flexible
working and holidays more so than those factors.
2.4 Importance of benefits as part of a
remuneration package by gender
2.4 – Importance of benefits as part of a remuneration package by gender
0
10
20
30
40
50
60
%ofrespondents
male
female
Benefits
flexible
w
orking
bonus
-personal
em
ployer
contributory
pension
com
pany
car
and
petrol
bonus
-com
pany
perform
ance
health
insurance
holiday
entitlem
ent
share
options
car
allow
ance
non-contributory
pension
career
breaks/sabbaticals
com
pany
car
w
ithout
petrol
childcare
allow
ances
15. 15UK Consumer Sector Salary Survey 2015
Overall 88% of those surveyed receive some form of benefit or bonus. The most common being a
pension (87%), a company performance related bonus (73%) and healthcare (69%).
2.5 Benefits and bonus entitlement
2.5 – Benefits and bonus entitlement
0
10
20
30
40
50
60
70
80
90
Benefits
%ofrespondents
car
allow
ance
pension
com
pany
bonus
personalbonus
healthcare
guaranteed
bonus
16. 16 UK Consumer Sector Salary Survey 2015
Those respondents that received a bonus last year gained, on average, 11.3%. There was a slight
degree of positively about this years’ bonus, with respondents indicating, on average that their
bonus would increase by 0.2% to 11.5%. Guaranteed bonuses were generally expected to rise this
year. With regards to company and personal bonuses, respondents were less inclined to express
confidence that their bonus would rise this year.
2.6 Bonus rates received and expected
2.6 – Bonus rates received and expected
0
2
4
6
8
10
12
14
%ofbonus
guaranteed
bonus
com
pany
bonus
personalbonus
received
expected
18. 18 UK Consumer Sector Salary Survey 2015
This section presents information from respondents on skill shortages and what qualities they
believe are needed to be successful in their industry.
Respondents were asked to select which skills they thought were lacking in the consumer industry.
Overall, commercial acumen (51%) and having the right attitude and personality (51%) were the
most commonly selected skills, followed by communication (40%).
3.1 Skills shortages
3.1 – Skills shortages
0
10
20
30
40
50
60
Skills
%ofrespondents
industry
know
ledge
and
experience
com
m
ercialacum
en
right
attitude/personality
professionalm
anner
com
m
unication
skills
professional/industry
qualifications
literacy
and
num
eracy
skills
none
19. 19UK Consumer Sector Salary Survey 2015
Again, respondents were asked to select what qualities they felt were the most important for those
working in the consumer sector. Being an excellent communicator (76%) and Flexible/adaptable
(70%) were considered the most significant, followed by Action oriented (65%).
3.2 Qualities needed to be successful
3.2 – Qualities needed to be successful
0
10
20
30
40
50
60
70
80
Qualities
%ofrespondents
professionalknow
ledge
excellent
com
m
unicator
flexible/adaptable
confident/self-assured
action
oriented
self-sufficient/independent
self-starter
cope
w
ellunder
financialinsecurity
great
netw
orker
20. Analysis of salaries in
relation to discipline
UK Consumer Sector Salary Survey 2015
21. 21UK Consumer Sector Salary Survey 2015
The Nigel Wright UK Consumer sector salary review is based on the details we hold on our
database and is supplemented with the information we have collected as part of this survey.
Whist we make every possible attempt to ensure the data we provide is accurate it should
be noted that salary levels can vary depending on company size, industry sector and the
availability of candidates in a specific discipline.
4.1 Executive
JOB TITLE Minimum Maximum Average
CEO £160,000 £500,000 £240,000
Managing Director £100,000 £300,000 £190,000
Commercial Director £90,000 £220,000 £150,000
Marketing Director £80,000 £180,000 £125,000
Sales Director £80,000 £180,000 £125,000
Operations Director £90,000 £160,000 £120,000
Supply Chain Director £90,000 £160,000 £110,000
Procurement Director £90,000 £160,000 £110,000
Engineering Director £80,000 £150,000 £110,000
Technical Director £90,000 £150,000 £110,000
National Account Director £70,000 £120,000 £105,000
22. 22 UK Consumer Sector Salary Survey 2015
4.2 Marketing
The Nigel Wright UK Consumer sector review is based on the details we hold on our
database and is supplemented with the information we have collected as part of this survey.
Whist we make every possible attempt to ensure the data we provide is accurate it should
be noted that salary levels can vary depending on company size, industry sector and the
availability of candidates in a specific discipline.
JOB TITLE Minimum Maximum Average
Marketing Controller £60,000 £80,000 £72,000
Senior Marketing Manager £40,000 £90,000 £62,000
Marketing Manager £30,000 £70,000 £51,000
Senior Brand Manager £30,000 £60,000 £47,000
Trade Marketing Manager £30,000 £70,000 £46,000
Senior Product Manager £30,000 £50,000 £46,000
Digital Marketing Manager £30,000 £50,000 £42,000
Brand Manager £30,000 £50,000 £41,000
Product Manager £30,000 £50,000 £41,000
Assistant Brand Manager £30,000 £40,000 £33,000
Assistant Product Manager £25,000 £35,000 £31,000
23. 23UK Consumer Sector Salary Survey 2015
4.3 Sales
The Nigel Wright UK Consumer sector salary review is based on the details we hold on our
database and is supplemented with the information we have collected as part of this survey.
Whist we make every possible attempt to ensure the data we provide is accurate it should
be noted that salary levels can vary depending on company size, industry sector and the
availability of candidates in a specific discipline.
JOB TITLE Minimum Maximum Average
National Account Controller £55,000 £80,000 £70,000
Senior Sales Manager £40,000 £90,000 £66,000
Senior National Account Manager £50,000 £70,000 £62,000
Commercial Manager £50,000 £65,000 £58,000
National Account Manager £30,000 £60,000 £53,000
Sales Manager £30,000 £80,000 £51,000
Category Manager £30,000 £60,000 £51,000
Business Development Manager £40,000 £70,000 £51,000
Regional Sales Manager £30,000 £70,000 £43,000
Field Sales Manager £30,000 £50,000 £43,000
Key Account Manager £30,000 £50,000 £41,000
Ecommerce Manager £30,000 £40,000 £37,000
Area Sales Manager £30,000 £40,000 £36,000
Account Manager £30,000 £40,000 £34,000
Junior Account Manager £20,000 £35,000 £31,000
24. 24 UK Consumer Sector Salary Survey 2015
4.4 Operations
The Nigel Wright UK Consumer sector review is based on the details we hold on our
database and is supplemented with the information we have collected as part of this survey.
Whist we make every possible attempt to ensure the data we provide is accurate it should
be noted that salary levels can vary depending on company size, industry sector and the
availability of candidates in a specific discipline.
JOB TITLE Minimum Maximum Average
Factory General Manager £70,000 £110,000 £95,000
Operations Manager £50,000 £90,000 £72,000
Engineering Manager £50,000 £80,000 £72,000
Procurement Manager £50,000 £90,000 £65,000
Supply Chain Manager £40,000 £70,000 £60,000
Production Manager £40,000 £60,000 £56,000
Technical Manager £40,000 £70,000 £56,000
Maintenance Manager £40,000 £60,000 £46,000
Logistics Manager £30,000 £50,000 £46,000
Senior Buyer £40,000 £60,000 £45,000
Shift Manager £35,000 £50,000 £41,000
Buyer £25,000 £40,000 £35,000
QA Manager £25,000 £40,000 £30,000
25. 25UK Consumer Sector Salary Survey 2015
For more information on the UK Consumer Sector Salary Survey 2015,
please contact the Marketing department at Nigel Wright Group on
the details below:
Nigel Wright Group
Lloyds Court
78 Grey Street
Newcastle upon Tyne
NE1 6AF
T: +44 (0)191 222 0770
E: creative@nigelwright.com
W: www.nigelwright.com
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