Monthly Archives: June 2017


London, United Kingdom, 26th June 2017

 

CPM first set up office in the UK in 1936 as an over-the-counter marketing agency and has continued to evolve and grow to become today’s global leader in integrated field sales, contact centre and digital sales services; representing over 200 blue chip global brands across a multitude of sectors.

 

Following its momentous 80 year anniversary in 2016, and with a strategic focus on expanding its new and existing client portfolio, CPM is delighted to announce the launch of a new logo, brand identity and website.

 

The new image signifies CPM’s continued growth and culture for innovation, whilst retaining the heritage and trust it has developed with its clients over the past 80 years through its brand promise: Using the power of insight to create influence and drive sales for our clients.

 

The new brand identity and logo is an evolution of the former visual elements with a modernized typeface, injection of colour and a revamped, powerful image library.

 

“The colours of the new logo (blue, green, and red) have been linked to each element of our brand promise of Insight, Influence, and Sales. We hope this will convey an image of confidence whilst offering energy and excitement.  As sales specialists this aligns perfectly with our company culture.”

 

Tom Preece, Group Chief Executive Officer.

 

To coincide with its fresh new image, CPM have also launched a new website to showcase its new brand identity using a responsive and easy-to-navigate menu design so that users can find their way around the site on any operating platform.

 

CPM will be rolling out the new identity to all assets as of 26th June 2017.

 

Speaking about the new brand entity, Group Chief Development Officer of CPM, Joost van de Ven remarked:

 

 “On the back of a significant year in 2016 celebrating 80 years in business, and to reflect our expanding client and service portfolio, this new brand identity and website reflects our client centric focus and commitment to technology and innovation, not only in the field but also in our contact centres and online. This is one of the core reasons our clients and employees alike choose to work with us! While we have developed ourselves as a global leader in outsourced sales over the past 80 years, we are always thinking outside the box and looking for fresh, high tech solutions which not only deliver a true competitive advantage but also drive incremental sales for our clients.”

 

CPM is the leading partner for outsourced field sales and contact centre solutions, with impressive global clients spanning FMCG, Retail, Technology, Automotive, and Financial sectors, to name a few.

 

To discover CPM’s new brand image, please see visit www.cpm-int.com.

 

CPM is a UK registered company, employing over 34,000 people across the globe. It is also a part of the Omnicom Group.

 

For queries, please contact CPM Group @ international@cpm-int.com

Web: www.cpm-int.com | Tel: +44 20 3481 1020

CPM International Group, 85 Strand, London, WC2R 0DW, UK

 

About CPM

CPM is an award-winning international outsourced sales agency specialising in field sales, contact centre and digital sales solutions working alongside our extensive portfolio of clients to deliver long-term strategic programmes and shorter term tactical campaigns.  CPM forms part of CPM Group, one of the world’s largest outsourced field marketing and sales companies. CPM is a part of the DAS Group of Companies.

 

About Diversified Agency Services

Diversified Agency Services (DAS), a division of Omnicom Group Inc. (NYSE:OMC) (www.omnicomgroup.com), manages Omnicom’s holdings in a variety of marketing communications disciplines. DAS includes over 200 companies, which operate through a combination of networks and regional organizations, serving international and local clients through more than 700 offices in 71 countries.

 

About Omnicom Group Inc.

Omnicom Group Inc. (www.omnicomgroup.com) is a leading global marketing and corporate communications company. Omnicom’s branded networks and numerous specialty firms provide advertising, strategic media planning and buying, digital and interactive marketing, direct and promotional marketing, public relations and other specialty communications services to over 5,000 clients in more than 100 countries.

Veronique Motte, CPM France CEO discusses Sales Outsourcing in our latest CPM Expert Speak. The obvious choice for some but less well-known to others, sales outsourcing lets brands be more agile and keep ahead of the pack.

To adapt to situations, seasonality and new trends…
The modern consumer is multichannel. Their new needs and new ways of consuming are prompting brands to adapt, revise or even recast their marketing and sales strategies. This is having an impact on the efforts required of their salespeople in the distribution networks. Or rather it should. When a manufacturer’s sales force is given the task of concentrating on the French hypermarket network, it remains focused on the relationships it has built and maintained with each store. These sales representatives, who drive for miles along the roads of France for early morning appointments with department managers, do not have the “bandwidth” to absorb what we in our lingo call a new sales front. So, for a manufacturer who fully intends for its strategy to include the new network that is so popular with consumers, the convenience stores – Carrefour City, Franprix, G20, Intermarché Express, etc. – there is an alternative: the outsourced sales force.

 

In France, the new “convenience” sector accounts for over 8,500 outlets and 30% of growth in consumer products in 2015, according to Nielsen. In recent years, consumers have been using them with increasing frequency and in response, retailers have increased the number of outlets and thus the number of possible points of contact with these consumers.

 

In 2014, when French manufacturers were asked about the new challenges facing their sales force in 2016, they cited the improvement in coverage of the new distribution territories – corner shops, drive-thru, etc. When they were asked if they were using or planning to use outsourced sales forces, 55% of them answered “yes!”(PBMO study). The figures published by our French professional association, SORAP, also speak volumes. The outsourced sales force market grew by 9% between 2014 and 2015. Outsourced merchandising grew by 18.5%. This growth phenomenon is expected to continue.

 

Manufacturers measure the value that outsourced sales or merchandising forces sales teams can create as backup to their employees, by targeting stores that are not visited by them, such as neighbourhood or village mini-marts, but also beachside supermarkets and mountain grocery stores on a more seasonal basis. The importance of the phenomenon transcends our borders, with the same trends being observed in the United Kingdom, Germany and Italy. Outsourcing one’s sales force, or its merchandising or activation – the three main business lines of sales and field marketing agencies – is nothing new. What is new is the discovery of the many opportunities that this offers to brands in the current consumption environment, which many might describe as “complex” or even “confusing”.

 

… and to try new things, innovate and stay competitive

In order to benefit from a qualified sales team whose activities adapt to the year’s various high points, the brands are ready to team up with partners specialising in sales and field marketing campaigns, and try out new and original, even radical, commercial solutions. Like the outsourced shared sales force: shared between two manufacturers, these sales representatives can better and more efficiently cover a sales front in a more economical manner for each of them. In this case, the external service provider makes the relationship between the two companies much easier: part arbitrator, part advisor, it acts as a genuine facilitator while the brands retain complete freedom in defining their strategies.

 

Because in 2016, the sharing trend is bigger than ever! This is plain to see in the consumer services sector. On the B to B side of things, start-ups are increasingly taking it on board, with fab labs and co-working spaces. Sharing is thus becoming a true entrepreneurial philosophy that major manufacturers are embracing on their own scale with growing enthusiasm.

 

Other innovative mechanisms, such as e-merchandising (optimising product visibility on e-commerce or drive-thru sites) or crowdsourcing (data collection micro-tasks assigned to paid private individuals) also complement more traditional sales strategies.

 

For in addition to our local trends, players from further afield – Amazon, Alibaba, Costco, etc. – these names that are used to proclaim that competition is healthy, are transforming the distribution landscape. The status quo is definitely not an option.

 

For further information on this topic, please Contact Us today.

As we celebrate 80 years in sales and CPM being in business it is worth reflecting on what has changed and what has not and I would sum it up by saying “everything and nothing”!!

Everything has changed because we have gone from being one business with one office in one country; to a global business operating in most continents of the world with revenues or around $600million! It’s an impressive journey and one of which we should all be proud. Everything has changed too in as much as in 1936 we were a field marketing business using face to face field teams to execute our work – today we sell our clients products not only face to face but also on the telephone and increasingly digitally and we are proud to have one the world’s leading experiential marketing businesses, TRO, within our organisation. And everything has changed in that our heritage was in the FMCG industry and we know serve clients in the technology, automotive, utilities, energy, apparel sectors and many more besides.

 

But why do I say nothing has changed?

When J Bede Egerton set up CPM he did to so to solve a problem namely “it can’t be bought if it isn’t there” and the challenge of product availability and visibility is as real today as it was eighty years ago – in fact the challenge is more acute because all those years ago “there” was much easier to identify as we only called on physical shops, whereas today the range of places our customers can buy our clients products’ is much more diverse.

 

To meet this increased diversity our product range has evolved too and the diagram below neatly sums up the way we see the world now.

 

Everything we do involves a core sales team but the way that core team operates and is supplemented is very sophisticated. Using our multi lingual call centres we supplement our regular sales calls with telephone account management, allowing us to reach a broader base of our clients customers than would otherwise be possible; our technology business, OmniISG, maintains “mental availability” between regular sales calls through the deployment of their retailer app which allows us to send targeted messages and offer between regular sales calls; and we monitor customer websites on behalf of our clients to make sure their products are available and visible to purchase in the digital world.

I think J Bede Egerton would be proud of the way we have built on his legacy.

 

Please see the CPM Timeline for more information on how CPM has evolved since 1936. IF you would like to find out more about how CPM can help drive sales for your business, please visit Our Services or Contact Us today.

Our latest CPM Expert Speak comes from Martin Ryan; Chief Development Officer at CPM Group of Companies Asia Pacific. Martin has worked for CPM for sixteen years and has over twenty five years industry experience.

 

Martin discusses the positive aspects of an overseas assignment and comments on the cultural and personal behaviours and strategies to demonstrate when conducting business in Asia.

Hands up all of those who have dreamt of expanding their horizons to experience life and business in a very different part of the globe to the one they were born in? In an ever-shrinking world, an overseas placement is now less of a dream and more of a mandatory move, especially if your ambition is to forge a senior role in the modern global landscape. Forcing yourself out of your comfort zone and into a culturally unfamiliar environment gives you the opportunity to blend information and communication styles and elevate your understanding of people and yourself. People buy from people and building your experience of diversity will undoubtedly contribute to your success.

As the Asian arm of the CPM business started to develop at a fast pace I was fortunate enough to be transferred to the region. I duly began my Asian journey in 2013 as interim CEO for China based in Shanghai. In 2014, I became Chief Development Officer at CPM Group of Companies Asia Pacific, with a brief to accelerate and coordinate business and help execute regional sales and marketing activity across Asia for clients such as Apple, Agilent, HP and P&G. Based in Singapore with offices and partners in India, Indonesia, Malaysia, Vietnam, Thailand, Hong Kong and Australia, my role requires me to travel extensively throughout the ASEAN region.

 

Relishing the opportunity to immerse myself, the first lesson I had to learn in Asia was patience. Anyone in sales instinctively knows that success lies in building meaningful relationships based on trust and honesty, which are robust enough to thrive in the good times and endure when the road is rocky. Business in Asia is no different, but you have to build relationships patiently over time. Generally, Asian culture is reserved and formal when it comes to business. Time is needed to establish credibility and to navigate the nuances of respect and hierarchy. It is also prudent to carefully research who you are considering partnering with. There is a marked reluctance to say ‘no’ in Asian business culture so it can appear on the surface that everyone is able to cater to your every business need. Hard experience may prove that this is not necessarily the case.

 

Meetings in Asia tend to be formal and can also be fraught with opportunities to cause unintended offence as I have all too frequently discovered! Be especially careful with introductions. There is an established etiquette when you exchange business cards. Your business card is integral to identity and represents your “face” in the world, so when you receive a card, treat it with respect, read it carefully and never put it in your back pocket as this is perceived as being very rude. Always have a supply of business cards with you as they are also exchanged on social occasions.

 

Be cautious with physical contact. A big hearty handshake is out as is a playful slap on the back. Although many Asian cultures have large urban populations making it necessary to stand very close together in queues or on public transport, they tend to stand farther apart than many other cultures when engaged in business. A light handshake and slight bow is sufficient and only shake hands with an Asian woman if she offers her hand first. Also age and seniority is important. Always greet the most senior person first and wait to be offered a seat if you are in a client’s office. Never point and don’t stand with your hands in your pockets. Don’t ask direct questions such as ‘How’s business?’ As this may cause the other party some discomfort which is to be avoided at all costs.

 

Vital to establishing a genuine partnership is physically going out and meeting people. Networking is important in any culture, but it is crucial in Asia. You need to get out from behind the computer screen, attend events and be seen. Socially, eating is central to all Asian cultures. Food is not something to be mindlessly consumed at your desk. I eat with my teams and treat food with respect. A common greeting is “Have you eaten?” which is similar to saying “How are you?” A formal lunch hour is observed and people actually leave their desks to go out to eat. If you organise a team get together or a long meeting, make sure there is enough food and refreshments. You risk being a social and business pariah if you neglect this. Note that sufficient food at company events is always more important than copious amounts of alcohol! Don’t eat or drink before your host and always leave a little food in your bowl.

Something I was not expecting is how difficult it can be to move a negotiation forward. Small details can become major sticking points and information can be difficult to extract.

Again, patience and understanding is required as you build up enough trust to get beneath the surface. Business is conducted on a hieratical basis so be careful if you go above an individual’s head as this upsets the status quo. Also, when posing a solution, resist the temptation to automatically use people as a quick fix, as labour costs are cheaper, and persevere to introduce business efficiencies.

 

When building sales teams, especially in Singapore, be sensitive to the diversity of faith and ethnicity. The majority of people are devout in their religious practices so be respectful. Also never underestimate the importance of family, in Asia, family always comes first and will trump everything else. Teams are naturally more collective than individual and it is considered very bad form to raise your voice or single an individual out for criticism. The concept of ‘face’ is an important one. In the Asian business culture any act which is deemed to have caused an individual to “lose face” (be embarrassed in front of others) will devastate your reputation. The fear of losing face also means that others do not like to criticise you in person. I recently had a face- to- face meeting with a client in China where no issues were raised. Upon returning to the office, I received an email from the same client detailing many areas where the client was not happy and felt our business was underperforming.

 

It is important that you check that everyone understands deadlines, targets and what is expected. Sending an email directive and assuming everyone is on track is not enough. People may say they understand to avoid losing face, but when you probe further, there may be issues preventing delivery and you have to spend time teasing them out. This is a delicate procedure and one where patience and perseverance is called upon.

Also, expect to be under pretty intense personal scrutiny. My rather florid Irish colouring is sometimes met with “You so red, lah!” It is also not unusual to be asked personal questions for instance, “How old are you?” “How much rent do you pay?” Have a few strategies in hand to deflect the comments without being rude.

 

Watch your language, especially if you like to chat, which I do! Keep sentences short and to the point and avoid colloquialisms. I once asked if some costs were “in the ballpark” and was met by a quizzical look. Another thing to be aware of, especially on conference calls, is you may be met by periods of silence. Asian sentence structure often puts the verb at the end so it can take a little time for translation. Resist the temptation to butt in and instead give people time to respond. Be aware that not everybody will understand your accent so slow things down a little without raising your voice too loudly.

 

In summary, conducting business in Asia is a phenomenal opportunity and one which will enrich your life and the life of your family in many ways. Yes, you have to adapt and will experience moments of bewilderment and dislocation but overall you will learn a great deal about the world and have more to offer when you return to your home country. Asia is a culturally diverse, noisy and colourful experience, at the forefront of innovation and technical development. It is worth persevering and delving below the surface to build real robust business relationships which will be mutually beneficial for the long term.

Ten things to remember when conducting business in Asia
1. Be patient. An agreement can take time and many meetings. You have to build up credibility through face- to- face contact.
2. Food is important. Embrace local cuisine and eat with your team.
3. Ceremony is important, especially in meetings.
4. Learn to tone down the volume and demonstrativeness of your delivery. Don’t overwhelm people.
5. Embrace local customs. It certainly pays to learn as much as possible about the local culture before embarking on any meetings.
6. Learn to respect silence and not rush to fill it.
7. Do not shout or criticise anyone in public. Learn the importance of ‘face.’
8. Never underestimate the importance of family. Family always comes first in Asia.
9. Don’t be sensitive to direct comments.
10. Never forget you are being watched so conduct yourself with restraint.

 

 

Our latest CPM Expert Speak comes from Marco Gualdi, CEO, CPM Italy. Marco is the founding partner of our Italian field marketing business, setting up the company over 20 years ago.
In his article, Marco analyses the tangible benefits to be achieved through outsourcing a field sales team in the new retail environment.

We live in a constantly evolving world and perhaps the desire for innovation and change is best expressed in the retail environment. The omnichannel presence and the ‘phygital’ approach of many brands have shown that offering a coherent and integrated brand experience between online and offline, via a series of technological applications, leads to greater brand loyalty. And , it’s also the winning strategy to confront the growth of online retailers.

 

Indeed, today the brand experience starts with pre-tail – or online – to conclude with post-tail, that no longer merely represents post-sales but the extension of the brand experience to the period following the purchase. And technology undoubtedly plays a leading role in this process.

Such a scenario therefore calls for the rapid reinvention and reengineering of sales strategies, to be supported with skills and know-how that are in step with the changes imposed by the technology made available for the customer experience. Consequently, it is also necessary to reassess the position of the seller, that regains value and once more takes on a central role in the sales process.

The persons representing the brand in a retail environment today must not only be in a position to answer all questions regarding the product, but must also be able to guide potential customers through the brand experience and, where necessary, modify the purchasing processes of individuals. They must be focussed and prepared to follow the changes to be seen in the market in an effective and efficacious way. In this context, the decision to pursue a strategy for the outsourcing of sales resources may prove to be a successful one.

To date, most enterprises do not see the outsourcing of their field marketing or field sales teams as an opportunity for growth in the short and long term, but in effect, it is the only answer to the constant need for reinvention. The advantages of pursuing an outsourcing strategy are diverse and go well beyond a mere “saving on costs”, albeit considerable since the expenditure an organization has to incur for a direct salesperson is about 2.6 times higher than that for a person in outsourcing. The placement of the sales function – or part of it – to an external partner leads to the following benefits:

  • Sales force outsourcing is increasingly based on a close correlation between the costs of operations outsourced and the results expected.
  • Speed of readiness of retail sales teams, necessary at times such as, for example, seasonal sales and the launching of new products.
  • Flexibility and scalability of network dimensions , including Syndicated Sales Team Models, so that a budget can be allocated solely for the skills and positions used in a specific timeframe.
  • Performance based approach with part of the costs correlated to KPIs.
  • Recruitment quality and network training.
  • Control of non-core retail channels for certain markets but which may become significant in the context of a shared brand experience in a non-conventional situation and are consequently more able to influence the purchasing process.

But, to benefit from outsourcing, the management of a company must be willing to review its organizational model. Outsourcing does not simply mean to redistribute your sales workforce, but rather to recreate a sales function so as to bring a new approach into the company in order to achieve results that would be unattainable by following a more traditional sales strategy.

For further insight on the topics discussed in this article, please contact Marco at: info@cpmitaly.com or call: +39 02 831 0111.
To find out more on how CPM Sales Outsourcing Solutions can help drive both cost efficiencies and increased sales for your brand; visit Our Services page or Contact Us today.

Our final Expert Speak of the year comes from Johann-Hinrich Nagel, CEO, CPM Germany Field Marketing.
Johann looks at the latest hot trend in retail, pop up stores and examines why international brands are turning to pop up stores as a way to generate buzz, deliver a sensorial experience and drive increased sales opportunities.

Online retail is part of a consumer’s daily shopping habits; that is a fact. Without laboring on the numerous facts and figures available on online retail behaviours; I want to touch upon a few highlights when it comes to German consumer shopping habits. German consumers say that they have purchased more than 40% of their clothing and shoes online, whilst more than 50% of all domestic electrical devices have been purchased via this channel. Conversely, food and beverages are still showing the lowest online shopping rate of just 7%.
More and more retailers – independent from whether their primary channel is online or offline – are investing in multichannel concepts combining the multitude of information opportunities online with the sensorial experience that only physical presence in brick and mortar stores can offer. As my Australian colleague, Andrew Potter stated in a previous Expert Speak: “The in-store experience is paramount,” and this statement remains valid on a global scale.

Crowded cities on shopping Sundays, especially during the holiday trading period are first-hand proof: Consumers love to go shopping in city centers and malls.
This consumer mode of behaviour opens the door for a new type of shop, the Pop-up-Store. This store type pops up, where shop space is available for a limited period of time on the high street. Reasons for using a pop-up-store are varying from selling overstock (i.e. Lidl discount has run a store in Hamburg to sell their fashion brand and is currently operating one in Brussels to sell skiing fashion and accessories), to online retailers using the pop-up-store to have physical presence, to an increasing number of brand icons presenting their brand world in pop-up-stores (e.g. Jaguar, Blackberry, Desigual, Adidas, Replay, Oakley, Nescafè Dolce Gusto…).

What drives these brand owners to open a pop-up-store?

All the aforementioned brands have a strong store presence, both offline and online, but, they all realized that their brand could benefit from an intimate engagement with consumers that a pop-up-store is able to deliver in an unparalleled way. Our experience from setting up the conceptual design, through to building and running pop up stores for our clients has identified the following tangible benefits:
Brand Extension: The individual brand focused design of the store creates a “brand temple” having only one focus: the brand icon. Consumers entering the store are getting a deep dive into the world of the brand. This is a very emotional moment where they experience the brand with all their senses.
Engage and Educate: Highly trained brand ambassadors are helping them to better understand why and how the brand icon will enrich their life. This directly leads to the desire of being part of this world by owning a product of this brand.

Sensory experience encourages spontaneous purchase: Consumers can touch, test, feel, taste the product, learn how to use it and can directly complete their purchase in the store. Even direct to consumer purchase cannot deliver the same memorable moment with the brand in the heart of the consumer. This is a huge opportunity for every brand!
If any of you want to know more about this fantastic way of generating an emotive, highly engaging and consumer get in contact with us. CPM knows how to manage the whole process from location/shop scouting through to engaging and selling your product and will be more than happy to assist you and your consumers on their customer journey.

For further information on CPM Germany’s services, please contact Johann- Hinrich Nagel on: +49 (0) 6172 805 – 401 or visit CPM Services page for further insight on our retail services.

Joeri Perneel, Managing Director of KreaSalesCPM and Founder of MySalesRep.be analyses the key trends impacting sales in the next five years, in our latest CPM Expert Speak.

Sales is the business of KreaSalesCPM. Therefore we always look at the trends that will influence our profession in the next years. I read an interesting blog by John Spence, one of the top 100 thought leaders in the US in which he looks at some trends that we are taking already into account at KreaSalesCPM. But it does no harm to recap these trends briefly.

Competence is critical
As products become more and more similar, one of the ways to keep out of the commodity trap is for the salesperson to add real and significant value by being exceedingly professional, prepared, and competent. It is not enough just to know about your products and services, you must be an expert on your products and services, your industry, your competition, your customer, and their business. Customers are more knowledgeable than ever and one of the quickest ways to lose trust (and a sale) is for the customer to know more than you do. The salesperson of the future is going to have to be committed to lifelong learning on sales skills, product knowledge, business acumen, industry awareness and all of the key factors that their customers are concerned about.

Keep up with technology
The velocity of change across every business is only going to increase in the next 10 years. That means you have to keep up with the technologies that change your business, the technologies that change your customers’ business and the technologies that will impact how you perform your job as a salesperson. Many of the top innovation thought leaders have outlined a major areas where there will be massive change in the next 5 to 10 years, they are: computer deep learning, artificial intelligence, robotics, Internet of things, augmented reality, virtual reality, synthetic medicine, and genetic decoding and re-coding.

Social media is the future of referrals
Over the next several years social proof via social media will continue to grow as the major driver of referrals. There is absolutely no stronger marketing then when a satisfied customer tells 100, 1,000 or 100,000 people about how amazing your products and services are. So building strong relationships with highly satisfied customers, who become customer evangelists and tell everyone on their social media platforms that you totally rock, will be the most powerful way to increase your sales success. On the other hand, you must also remember that if you mess something up terribly, you can just as easily create a customer terrorist who goes out to their entire network in an effort to shut you down.

You can’t sell just your product
For the salesperson of the future it will be critical not just to sell their products and services, but have a command of the full array of solutions that can solve a broad set of problems for their customer, even when it means bringing in other vendors who have unique expertise and possibly even partnering with the competition. If you can be the type of salesperson who is basically a “one-stop shop” for your customers, giving them the answers and solutions they need no matter where they come from, you will be a valuable member of their team.

Some things will never change
You also have to understand that there are a handful of things that must never change. These are core elements of being a true sales professional — honesty, integrity, responsiveness, trust, superb communication skills, and always acting in the best interest of the customer. A lot of people say that in order to stay successful in the future you will have to “think outside the box.” I recommend you first figure out the things that must absolutely stay in the box, such as the items I’ve listed above, and then be willing, even eager to change anything else that might need to change.

To find out more on this subject, get in touch with Joeri Perneel on: +32 2 387 33 83 or email: international@cpm-int.com.
Learn more on how CPM Field Marketing, Contact Centre & Digital Marketing solutions can help drive growth for your brand here.

Our latest CPM Expert Speak comes from Joakim Gavelin, Founding Partner of Detail Merchandising Online, brought to the global market by CPM.
Joakim has more than 25 years’ experience of sell out and retail management, and a deep understanding in consumer behaviour.

 


For the past few years, e-commerce has rapidly grown from a fresh idea into a booming billion-euro business. And today we know that most consumers in-store interact with their smartphones during physical store-visits, and check for reviews, competitive offers or just to learn and understand more about the products they aim to buy.

In most cases, this results in the consumer purchasing the chosen product they have already researched online. Exception to this rules lies in instances where the consumer could not locate product information online and therefore venture to alternate product options.

This consumption behavior is rapidly becoming the new norm, merging online and offline retail, and becoming the new way to shop. This is creating a whole new landscape for brands and businesses looking to promote their goods; where the online environment has become just as important to embrace, monitor and merchandise as the physical stores have always been.

To support brands with this conundrum, in 2016 we developed a unique solution for online merchandising called Detail.
Based on new learnings, needs and expectations arising along the way for additional functionality; we have now advanced this online merchandising solution to a level and capability never known or seen before in the online merchandising marketplace.
The newly evolved Detail solution is being launched across all CPM markets as of February 2017.

In short, Detail maximizes online intelligence about products and brands at online retailers and through that increases their ability to sell online, 24/7.

Detail gathers information about products and brand visibility, availability, prices, exposure compliance, consumer ratings, rankings and share of shelf at each retailer. It also gathers relevant information about competitive products and brands as well as retailers.

The newly added functionalities for 2017 enable us to track in multiple countries, currencies and languages. Moreover, all findings and intelligence are now published in real time in a user-friendly dashboard and a mobile app, has been developed for all Detail users.

In this way, Detail makes it possible for brands to easily embrace their whole online retail environment both on an individual basis or globally, incorporating multiple markets, clusters and regions across the world. This is done in real-time, through a single, 360-view portal. This all-inclusive solution enables brands to make effective sales decisions and drive sales opportunities as well as identify and fix any potential issues found.

To make this even easier, Detail’s dashboard can be operated in English, Spanish, French, German or Italian as default languages for all users.

Detail can also send push notifications about critical happenings or online movements related to key products, categories, competitors or retailers for the users who wish to never miss a sales opportunity.

Detail is a proactive sales solution which brands can utilise for both sales and merchandising online. Its primary purpose is to fulfil the ever-changing retail landscape demands and consumer requirements for omni-channel retail experiences; which brands and businesses will face in the future.
And the future is NOW. A future where retail is still detail. Online more than ever.

If you would like to find out more on Detail, please contact: Joakim Gavelin @ Detail Merchandising Online gavelin@nordicretailgroup.com

For years of working in the Field Marketing industry, I have experienced that Brands utilize merchandising and auditing tactics to actually visualize their products at retailers. However, I always ask myself a question: “Do they really make an efficient investment?”

From the traditional…
In any product visualization project at Point-of-Sale, it is easy for every field marketer to propose a traditional execution plan which includes a two- phase process:

  • Merchandising phase: Basically, this action is done by the Field Sales team with the mindset of saving costs and incidental tasks of daily sales visits. On the other hand, Brands have to acknowledge that they cannot measure the effectiveness of product displays on a daily basis and can sometime be slow to react to the market in order to improve their brand image or share of shelf.
  • Auditing phase: Brands who want to effectively measure with those stores also hire an agency to field judge to ensure the balance between brands’ benefits and stores’ benefits.

Negatively, there were so many cases which Brands found out that there were alignments which had been made and agreed informally among stores, auditors and salesmen. Instead of fully arrange a certain on-shelf shares in stores for paid Brands throughout months, store owners only displayed those products during auditing days, which was only few days in a month. In this stage, Brands’ benefits are put under risks while they are experiencing increasing in cost of both merchandising and auditing, not even mentions to in-store products visibility cost but they still do not have sustainable on-shelf shares.
Solutions? Yes, many Brands choose to outsource merchandising team via their distributors with the hope of putting brands benefits and distributors’ benefits on the same boat. Yet, they are wrong. Distributors in Vietnam are different, and I would say, they are certainty do not care about products’ visibility. Distributors are happy with this model because they have free labor source to leverage daily workload such as delivery, sales for others products, moving goods and less of store’s merchandising tasks. Unfortunately, Brands have no control over these things other than they have to scope with this.

The jump in of technology in retail marketing
In the reign of techniques and developments, many Brands have transferred themselves and threw into field automation. Techniques helps us release stress and a lot of paper works, data transfer and manual analytics and reporting deadlines. Vietnam is not out of this trend. Few agencies, which including CPM Vietnam, have developed Cloud Reporting: field application and web reporting to fulfill Brands’ demands: real-time reports with instant actions, evaluation dashboards, stores’ histories, etc.
How does it work?
Cloud Reporting is a combination of two platforms: field application and web reporting and are synchronized via cloud server.

In-mobility application

In-mobility application

Web report

Web report

  • In-mobility application: Fieldsmen need to install this application into their mobility such as smartphone or tablet. This application acts as virtual office for them to submit every requested report on field such as: display status, in-store promotion’s compliance, stores’ feedback, photos and even capture out-of-stock. Because of out-of-stock report, their sales team now can surge their sales opportunities into stores and reduce no product visibility.
  • Web report: Whenever fieldsmen upload their report into cloud server, Brands can view market’s evaluation at instant. Now, Brands are more than happy to not gain their wished shelf-shares, increase sales volume but also to view market’s situation at-a-time with fieldsmen works and made proper decisions.

The wheel of CPM Vietnam services must keep rolling. I never feel satisfied, if yes, I should have gone behind and lost our competition advantages. Consequently, I think why don’t we combine merchandising and auditing and go beyond consumers’ expectation!

Nevertheless, I must assure that Brands must increase their benefits and maintain fair evaluation for every stores at every month payment. Challenges are how can we convince Brands to change their mindsets of separating merchandising and auditing and how can we gain store owners’ trust from our monthly display judgment?

The innovation…
The concept is as simple: Merchandisers will visit each store four times per month, which is once in every week to support store to display goods as said planogram, record store’s display status, current stock level based on required quantity of each SKU, and take photos of that visit as proofs. Then, these data are process through an auditing team to calculate average stock level, display position, POSM out of four times visits compare with requested planogram, if the percentage is more than 80%, store is considered achieved. Of course, unsuccessful visits such as: temporary closed, store do not wish to continue are also be recorded and be taken into consideration.

Technologies has played an important roles in this concept as it records and keep all data in one place: Cloud server can be able to export into excel files at no efforts. CPM Vietnam can keep its reporting deadline with their clients. More important, Cloud Reporting can be developed and customized follow the needs of every clients and organizations, so that, they do not afraid of not being able of deploy this concept into their business. Come to this point, to be or not to be?

Circle of Myth

Circle of Myth

Benefits, of course, benefits
In any circumstances, concept which is applicable should go along with benefits to our clients. Which benefits would Brands take into consideration by deploying this concept into their benefits? Obviously, in this concept, we eliminate auditing phase and of course Brands can save money spending on auditing. In addition, benefits which Brands can obtain from are:
Enhance their shelf-shares in-stores
Maintain frequent, sustainable and certain display area within stores
Increase brand image and brand awareness in general trade market
Data and historical is controlled and monitored in one platform: Cloud reporting
Increase sales opportunities by out-of-stock real-time reporting directly to sales team
Store is taken care more than ever
Cost effective and can be measured
More market insights gain together with fast market react
Anything else that Brands can wish for?
In Vietnam, currently CPM Vietnam has been successful in launching this concept with some key clients. Our clients are very entertained when they see mass converting in store owners’ displaying habits when they more care about their products and enjoy continuous increase in sales volume.

Act now or never…
By leveraging this concept, CPM Vietnam is able to root our business into clients’ business because we keep our clients’ data safe and secured in one Cloud server. Moreover, by joining with clients’ sales team, and gain a sustainable relationship with stores, we are now eyes and ears of our clients in store to keep them update in this Fast Moving Commodity industry.
I believe other brands will recognize competence of this concept and looking for an agency who is capable to consistent execute and quality maintain. CPM Vietnam currently is leading agency in the market in this field, we are gaining our expertise to improve our services and are ready for next successful clients.

Alex McKay, Chairman – CPM Australia and Co-Author of International Retailing Books , including the latest CPM – sponsored book, Brand Activation: Implementing the Real Drivers of Sales and Profit; is interviewed in Australia’s leading retail magazine, Retail World.

Alex discusses the how the future of retail lies in activating customer and not brands; and mentions that companies need to re-evaluate how to they optimise their resources to create value for both the brand and the end customer.

“The principles of activation haven’t changed. They just needed to be adapted to an evolving environment,” says Alex.

Download the full interview below.

About Brand Activation: Implementing the Real Drivers of Sales and Profit:
The book takes a microscope to the consumer purchase journey, examining the effectiveness of different channels and touchpoints in driving sales. It draws on global insights, our own experience and comprehensive research we conducted in collaboration with the Australian Consumer, Retail and Service Research Unit (ACRS). The research revealed a number of important insights. A key finding is that, confronted with today’s digitally disruptive and over-saturated media environment, more purchase decisions are being made closer to the moment of sale. Our authors and contributors include: Dr. Sean Sands, Managing Director of the Australian Consumer, Retail, and Services (ACRS), Graham Brown, CPM Alumni, and Alex McKay, CPM Chairman, Thailand and Australia.

About CPM:
CPM is an award-winning international outsourced sales agency specialising in field marketing, contact centre and digital marketing solutions working alongside our extensive portfolio of  clients to deliver long-term strategic programmes and shorter term tactical campaigns.  CPM forms part of CPM Group, one of the world’s largest outsourced field marketing and sales companies. CPM is a part of the DAS Group of Companies.



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