Category Archives: Insights & whitepapers


Aus über 10.000 Werkstattbesuchen in den letzten drei Jahren haben wir eine repräsentative Studie über die Anregungen und Wünsche freier Kfz-Werkstätten in der Beziehung zur herstellenden Industrie erstellt. Den kostenlosen Link für den Download finden Sie hier.

 

Hierzu starten wir eine begleitende Videoserie. Heute das erste Video: “Heiko Rogge stellt sich vor!”

 

Seit über 25 Jahren dreht sich sein berufliches Leben um das Thema Automobil…..

 

 

Seit Mai 2015 ist er bei CPM tätig und startete als Projektleiter für unsere Federal Mogul Außendienstmannschaft. Heute verantwortet er als Vertriebsleiter Automotive die Kundenakquise und -betreuung in dieser Branche.

 

„Als Herausforderungen des IAM und freien Kfz-Werkstätten, sehe ich die aktive Kundengewinnung und -bindung auf beiden Seiten, das Erlangen detaillierter Marktinformationen sowie die zunehmende Digitalisierung der Werkstattprozesse.“

 

Im nächsten Video sprechen wir über die Struktur im deutschen Aftermarket.

 

STAY TUNED!

Welcome to our latest edition of Expert Speak, ”How about we tell you how much we can accelerate your sales?” which comes from Véronique Motte, President CPM Group of Companies in France

 

How about we tell you how much we can accelerate your sales?

 

sales demonstrations

A few weeks ago, our teams organised a conference during the 2018 edition of the MPV trade show which took place in Paris. The title of this conference was “The 4 drivers which really influence sales demos performance”. CPM France teamed up with L’Oréal France to present real-life feedback from this innovative approach.

 

True fact: sales demonstrations are a sell-out driver for brands

Deployed on a large scale over 40 years ago, at the same time as mass-market retailing, demonstration days are one of the most popular marketing drivers for brands and also one of the most outsourced. Interestingly, according to a study done by EY in France, it is also one of the most preserved media spends:

 

  1. Because it is easier to cut incrementally into a demonstration days budget
  2. Brands want and need to stay connected to the field and their shoppers.

For a long time in France, sales demonstrations were a sell-in incentive. Nowadays, being a media in its own right, it is therefore central to the concerns of marketing and sales departments.

 

Measuring sales demonstrations performance: an innovation on the market

Using sales data provided by L’Oréal and a mathematical equation defined by CPM France’s Business Intelligence team, we were able to build a robust statistical model based on linear regression. That’s how the ROI-focused approach for L’Oréal Consumer Products Division came into life.

 

We found out that in order to achieve a specific ROI, four drivers that can influence performance must be taken into account: the product display, the store environment, the promotion and the ambassadors themselves. This proved that when all the right drivers are aligned, the sales demonstrations performance can be accelerated by over 300%.

 

Reaching new heights…

I cannot express how proud I am of the teams at CPM who have made this possible. We are reaching a brand new level: we were famous for the quality of the field work execution we provided, which has never and will never be easy, but the right people with the right tools help… we are now able to measure for our clients the performance of the activities they outsource with us.

 

In other words: at CPM, we make demonstration days work. Oh, and by the way we also measure the performance of our other solutions too…

 

Véronique Motte

President CPM Group of Companies in France

 

Contact us to find out more 

sales demonstrations

 

Leadership #IWD2018 by Lorraine Butler

 

International Women’s Day creates time in our busy lives, for awareness and reflection on women’s efforts and achievements. It reminds us to stop and reflect on the progress women have made, our contribution and our successes.  In turn, it reminds us to continue our future strides to create future success both individually and collectively.

 

Personally, I have very seldom been comprised in my career because of my gender. That is not to say that I have not seen others (of both genders) who have been less fortunate.  I have always taken the approach of the ‘best person for a role’. However as I have matured through business and life, I see that personal circumstances have to be considered  and accommodated in order to help the best person be the best they can be. My management team live by this philosophy and I ask that we seek out leaders in all layers of our business who will embrace this philosophy. This philosophy doesn’t happen by accident, it takes time to nurture, develop and appreciate.

 

The principles of leadership can be taught yes, but it takes a person with leadership inherent in their personality and DNA to truly and naturally lead and embrace leadership principles. I believe leadership can be improved upon and learned over time, even for those who don’t have a natural leadership tendencies. But in order to become an effective leader, one has to truly want to lead, for the right reasons and needs to believe in the cause – only then will you win trust of your people, which is an absolute requirement of effective leadership. And of course you have good and bad leadership; The concept of Shadow Of the Leader is something I have always embraced – being mindful of the shadow that your leaderships casts, considering others are likely to follow in the same steps.

 

People skills are critical to any leadership role in our organisation. Our greatest asset is our people and leaders at all levels need to continuously inspire and motivate our employees. Good empathy and intuition are important skills – and knowing when to dial up or down each.  In order to lead teams, you have to build a good team around you, realising that often others on your team are better at certain things than you yourself are. A good leader will show the potential to embrace diversity within a team and take ownership of developing their people – where people grow, business grows.

 

My advice to women today at all stages of their careers  –  Anything is possible ! Whatever you want to achieve, it is achievable, but you are responsible for your own journey and destination. Surround yourself with good people. People you instinctively trust and can learn from. Regardless of whether you realise it or not – every day you are being interviewed! Do what is expected of you in your current role with excellence, but adopt practices and behaviours of the role you want next! Work to identify and secure a mentor who you respect and will learn from – but ensure to take heed of their advice –they haven’t achieved the success they have without learning a thing or two along the way – so listen, observe and action on their guidance, it will speed up your journey to success

 

Welcome to our first edition of Expert Speak for 2018, ‘Storytelling’ which comes from Mike Hughes, Chief Executive Officer, CPM International Group.

 

STORYTELLING

Last year we lost a client – something I am not used to, something I take personally and something that bothers me. Since then I have spent time reflecting on what went wrong and how we need to be better next time.

 

Part of this process led  me to reflect on the current trend for ‘storytelling’. Storytelling, we are told, is the best way to create chemistry with people, to get you more airtime with customers, colleagues and leaders; apparently, that’s because a great anecdote hooks people, takes them on an emotional journey and conveys a memorable message……stories that resonate with people inspire them to take action.

 

I completely buy all this and successful pitch meetings need to do all of those things but I think there is one word that is missing which is particularly important in challenging economic times…and that word is ‘true’….because  stories need to be true stories backed by evidence, fact and testimonials. Donald Trump has introduced the world to fake news and the blurring of fact and fiction and in a world where performance pressure has never been greater, where the sales director’s door revolves ever faster and where experience is at a premium, it is easy to believe the hubris of a new supplier pitch.

 

Ideas are easy but execution is difficult and the stakes are high when execution falls below the required standard. I hear increasing numbers of stories where clients are on the receiving end of over promising and under delivering suppliers, for example, thinking they are getting a state of the art reporting system from day one only to find it doesn’t work or where they are told they should not worry because their sales team will transfer to the new supplier only to find out that they have lost 50% within the early months because promises are not matched by delivery. This matters because poor performance stains the image of our industry as well the individual company delivering it and the short term pressures our clients are under means they can’t afford to lose a single sale.

 

Clients need partners who are going to do what they say they will and this year if you ask CPM to pitch for your work, you can rest assured our stories will be true stories.

 

Contact us to find out more 

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.

Sales of beauty products are booming in Asia, and it’s now one of the most important global regions for growth and development. Competition for lucrative sales is fierce, and CPM’s mystery shopping experience has proved invaluable to leading beauty company Coty, providing vital market intelligence by increasing Coty’s understanding of customers’ buying behaviour.

Hong Kong (HK) was the first Asian market Coty wanted CPM to focus on as it occupies a critical location as the gateway to the lucrative Chinese market. The CPM team began their mystery shopping programme using criteria which was based on the accepted standard of excellence in beauty customer service. It is focused on a European style service flow involving conversation, developing a relationship with the client and tailoring the service to their needs. The HK market however did not always conform to this accepted practise, shoppers fell into two distinct customer types, the HK local and the Chinese customer. Chinese customers did not want to spend time at the counter, they favoured “get in, get out” fast interaction. Yet they were the bigger spenders, bulk buying for family and friends who valued the prestige of buying exclusive goods in HK.

This presented the CPM team with an interesting problem as initially they were assessing the service of the staff through the accepted international guidelines which has a definite Western lens and does not take into consideration the habits of the Chinese customer. The rise in income of the Chinese middle class and subsequence increase in their international travel has necessitated an adaptation of the mystery shopping measurement criteria. The CPM exercise led to a better understanding of the shopping experience and needs of these customers. CPM and Coty realised that they needed to understand more about what Chinese customers wanted from their time in the retail store.

The learnings from HK became even more valuable when the mystery shopping project was rolled out from HK to Malaysia. A mixed mystery shopping team made up of Malay, Western and Chinese women was recruited to ensure there was a spread of profiles that were truly reflective of Coty’s customers. This local knowledge was applied to several customer service touch points including the Malay wedding gifting custom “hantaran.” The team noted whether the sales assistant offered specific extras for these customers such as special gift wrapping.

 

The CPM mystery shopping team have skilfully adapted global standards, keeping what is applicable to all markets and modifying where necessary to suit the local market. This is especially important in Asian markets like HK and Malaysia where there is strong customer segmentation. Sharing such useful intelligence gives clients the cutting edge necessary to keep ahead of the competition and has helped Asia to become the biggest contributor to Gucci Beauty sales globally.

 

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Our sense of smell is intimately linked to our emotions, the mere hint of a long forgotten scent can evoke a powerful memory. CPM’s Regional Training Managers educate Beauty Advisors (BAs) in stores across Asia to tap into this emotion and maximise sales of Coty’s impressive stable of iconic perfumes.  Their innovative approach has proved to be hugely effective.

So what are their methods? It starts with immersive coaching, both in the classroom and on the shop floor. Like all of us a perfume has a history, personality and family. The CPM team tutor the BAs so they gain a thorough understanding of these principles. The next step is to develop a feeling and connection to the fragrance which can be translated into language. A good example is the limited edition Marc Jacobs, 2017 Daisy KISS collection, which is inspired by the vibrant and electric emotion of a kiss in the spring season. Translating this essence so customers can picture and feel the emotion takes knowledge and confidence. The BAs trained by the CPM team acquire this skill and are able to actively engage with customers using powerful keywords and images to impart the vision. A BA’s confidence improves immeasurably when she sees an active engagement translating into actual sales.

The CPM team also understand how cross cultural differences can influence perfume sales. An interesting example is the Chinese market. Traditionally perfume is not important in Chinese culture but the millennial generation are actively changing this. They love designer brands and are highly aspirational. The CPM team train the BAs to position Coty’s Gucci perfume as an affordable gateway to acquiring the glamour, attitude and personality of the brand. Sales have subsequently increased across the Chinese and Hong Kong market, with Hong Kong having the strongest global sales of the Gucci brand.

Perfume is a sophisticated and complex category. Using CPM’s highly skilled, regional training team to teach in-store BAs to make sense of it and actively engage with customer’s emotions to impart the magic of scent is a crucial step in the sales process.

TRENDS:
Consumer electronics continues to decline, despite rising consumer confidence
After the fall of the euro in 2015, many retailers increased unit prices to compensate to maintain their profits. This affected consumers’ interest in consumer electronics. In 2016 this changed, as overall disposable incomes grew and the euro revaluated, leading to higher purchasing power, and in turn consumer confidence also increased, due to the more positive outlook for the economy and the increased willingness to buy. Nonetheless, this factor was not sufficient to provide a boost to volume sales of consumer electronics.

Emerging Asian brands are becoming more competitive against the bigger players

Large manufacturers continued to dominate consumer electronics in 2016. These manufacturers generally benefit from strong brand recognition amongst the consumer base, many years of experience and well-established distribution networks. They are well-positioned to maintain their lead through regular new product launches and extensions of existing product lines. However, a number of smaller manufacturers gained volume share during 2016, and significant growth was registered by emerging companies such as Lenovo, which saw a strong increase in its share within laptops in 2016.

Internet retailing is seeing significant growth

Internet retailing is registering growth in all consumer electronics categories in the Netherlands, although in some categories more than others. Nonetheless, the majority of volume sales still come from electronics and appliance specialist retailers. High-ticket items such as televisions are more often purchased via this channel. This is due to the continued need for specialist advice and the need for confidence in purchasing the right product, as higher expenditure is involved. Meanwhile, smaller and lower-priced consumer electronics are increasingly purchased over the internet.

 

CPM STRATEGY:
After the economic recession the number of specialized consumer electronics retailers decreased significantly. The remaining physical store chains (especially Media Markt and BCC) are still strong in market share but have to work very cost efficient to remain competitive against the online players (Bol.com, Coolblue). This results in younger, unexperienced store staff. The main brands have to “rent” their SIS locations in the stores and are expected to provide the stores with their own brand promotors.
Besides this, consumers are very well informed nowadays before they visit the stores and in order to prevent them from “showrooming” in the physical store and then buying online we really have to provide them with a great sales experience with tailored information for the consumers’ needs.

CPM is a main player in the CE market and our competitive advantage is in the quality of the store staff that we provide for the main brands. We focus on learning & development of our staff which enables our people to have higher conversion rates than regular store staff and, more important, they are capable of selling the high-end products of our clients’ line-up instead of the basic and mid-range products (that actually sell themselves due to price). This “premium ratio” is always a KPI in our contracts and offers better margins for our clients and the stores.
Our promotors are also coached and trained to make sure that the store staff of the retailers they visit become “brand ambassadors” of our client. We see an increase in sales on non-promotor days versus peer stores that don’t have our promotors.
Next to the best in class training programs that we provide our staff, we also are aware of the fact that the main brands in this sector are very data driven. They have their own sell out data, account manager store reports and we add promotor data. Most clients lose “grip” on their field execution because all this data comes in different reports, files etc. We have developed a tool that brings all field data together and provides tailored management dashboards, in which ROI, KPI status, NPS etc. is provided. It also provides an e-learning environment so that client, agency and promotor pool all access the same environment and all data is centralized (with different levels of access of course).
The combination of the best sales people and the best tools have helped us to maintain a top position in the very competitive Dutch field marketing environment.
We believe that physical stores will remain important in CE sales. We must challenge ourselves to keep investing in keeping and training the best people, innovate continuously in tools that give insight in our ROI, improve our people and connect with all available data. Besides that, we are looking for ways to connect with internet retailing as well (e-merchandising, home installations, etc). The world is changing fast so we have to keep up the pace!

 

Jaap Zeeuwen
Business Unit Director CE
CPM NL
Zaap Leeuwen

Our latest CPM Expert Speak comes from Alberto Almar; CEO of CPM Expertus Spain Field Marketing. Alberto has been working at CPM Expertus for over 16 years and has over 20 years’ experience in field marketing.

Our present purpose for a better future.
There are many trend reviews that talk about the need to observe the world from an Omni-channel perspective. For those of us who are not millennials, this means we must recognize the convergence between what is physical and what is digital (the so-called Phygital), understand that concepts like credibility and reference have moved to the Internet and that the words agility, flexibility and service have taken on different meanings since the arrival of Amazon.
Despite the growth of e-commerce, selling in physical environments continues to be essential. Drivers related to price and convenience (the possibility of free delivery, ease of returns) co-exist with the great battle involving the abandonment of the shopping basket. Unfinished transactions in fear of a hidden cost, lack of information or the need to meditate the buying decision are what confirm that aspects like production presentation and prescription are decisive factors.

What are the challenges in the Spanish market for an outsourcing company focused on retail (not on e-tail)?
Although there is budding economic recovery, job insecurity in the sector coincides with a growing need for professional brand representation profiles: impeccable presence, excellent argumentation capacity, great negotiation skills and long-term service. And given that the buying experience is nearly as important as the actual purchase itself, exceptional representation of the brand values becomes something extraordinary.
The change in our clients’ demands and the evolution of consumer behaviour are obvious and, therefore, it is surprising to see how there has been talk for years about people management without truly committing to talent management.

Being committed to talent means:

  • Driving attraction by generating a value proposal.
    Value for who? Value for all. Teams, company, client and retailers.
    A real proposal that considers the motivational differences among different groups and generations such as the millennials, baby boomers or ‘knowmads’, which expands the possibilities of collaboration such as through cloud working, and which enriches the job market with real career plans.
  • Increasing retention by establishing new management and team leadership methods.
    Commitment and implication do not come free of cost. To create connections between a company and a brand, creating strong ties is necessary. And although this process begins with the outsourcing company, the real success is achieved by getting our clients involved in their development.
  • Joining the digital transformation.
    Although theoretically aimed at serving people, technology can be relentless with companies. It requires reformulating certain work methods we have assumed as unwavering principles of our very functioning. Success lies in integrating operational and relational processes which are relevant and highly useful. Facilitating the employee membership process, their learning, their communication with the company and the completion of their routine activities is key.

In short, committing to talent means offering a tangible benefit to employees that directly impacts the quality of the work done and, thus, improves our clients’ business results.
At CPM, our mission is to have an impact on the sale of our clients’ products. By acting on the Sell-Out or Sell-In; face to face or by phone; permanently or tactically. Through Sales Forces, Sales Reps or Sales Promoters; through teams of Merchandisers, Brand Ambassadors or Specialist Trainers, among other alternatives. Although being results-oriented leads us to wanting to measure the impact of our activity, the generation of Insights and Influence is where value creation resides and this continues to be the driving force behind our business: people.

Alberto Almar
CEO
CPM EXPERTUS FIELD MARKETING
Alberto.almar@expertus.es

This month, it’s over to Bastiaan van Houten, MD from CPM Netherlands, for our Expert Speak. In 2001, Bastiaan started his CPM career with a field job at Diageo and in 2004 moved into CPM’s Dutch head office for a role in direct sales. After various roles and positions, Bastiaan started Cosine Benelux in 2011 and merged this business in 2015 with CPM Netherlands.

 

Changing world
The number of smartphone owners is growing non-stop. At least 80% of the Dutch population owns a Smartphone; more than half of the population have at least one household tablet and just over 40% own a laptop also. And let us not forget about the 34% of Dutch citizens with a Smart TV; with an ever growing market share in the Dutch marketplace. If we look at the number of downloaded apps on a smartphone, this averages at just over 20 apps. All these figures lead to one thing: accessibility. People want to have access to everything, and this access must be easy. The same goes for our clients; they want access to all data and they want it now. And here, we see an opportunity for our newest app, CPM GO. With this app, we are able to serve our clients with a straightforward, efficient and low cost delivery model and most importantly; with the best ROI possible.

How it’s done
We have decided to collaborate with a crowdsource solution which enables us to gain insights from a large group of experienced app users. In addition to offering an affordable solution, it also provides speed and flexibility. Whilst this may not be the first crowdsource model on the market; CPM’s competitive advantage lies in the ability to offer a solution in the quickest way possible and which is only executed by our in-house, expertly trained CPM staff. We use “fire fighters” for controlling situations that need to be controlled.
At the beginning of the process, the client submits a brief and we then analyse the ability to deliver this via crowdsourcing. We look at the complexity of the request and if it’s feasible to carry out using crowdsourcing. Impacting factors include the speed of delivery requirements and delivery location. If the activity can be done through CPM GO, the project is launched directly on the app. App users can register via the CPM GO app and we’re able to conduct the selection process directly through CPM GO. This enables us to provide robust solutions to our clients which deliver the best ROI. When the job is done, the app user receives a compensation for the completed activity. Thereafter, data analysis and intelligence reporting are undertaken with recommendations and a plan of action for the follow up presented to the client.

On the ball
Our main focus is to guarantee the quality of our sales activities. We endeavour to deliver an even better ROI by gathering more data in a more efficient way. In this way, we are able to always be responsive to our client needs and always be on the ball! Results can be used to ensure the quality of previously executed store check activities, but also to eliminate any non –essential activities. We are in control at all times and can offer the client maximum results along with low pricing. A win:win solution all round!
One stop shop for the client

CPM GO is our way to align with a world that is changing so rapidly. We need to keep looking to the future and what the future is asking from us. We need to be flexible in times like this, as that’s how we will be able to continue to serve our clients in the best way. There is a growing demand for crowdsource solutions. Therefore, the client is asking for one stop shopping; customers can get all they need in just “one stop”. Not only can the delivery model be scheduled at the click of a button, but we can also look for possible improvements and solutions through CPM GO users. The call to action will be monitored on an ongoing basis. By integrating this app into our service offering, flexibility is generated for both the client and the app user itself.
If you would like to learn more on the capabilities of CPM GO, please contact Bastiaan van Houten on: +31 (0)20 712 20 11 or email: bastiaan.vanhouten@nl.cpm-int.com



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