1. CIM strategy update
7 February 2014

2. Our market
Presentation title
CIM’s Charter sets us a broad brief to represent the whole profession
and yet our membership is less than 5% of the UK profession.

3. Corporate objectives
Presentation title
- To significantly increase the number and variety of marketing
Professionals supported by and engaging with CIM.
- To represent the marketing Profession delivering thought leadership,
professional development and an authoritative voice.
- To be recognised by Business as the ‘first port of call’ for improved
performance through enhanced marketing capability and embedded best
practice.
- To be the champion of responsible marketing practice and trusted voice
for the Public as consumers.
- To reshape CIM’s structure, systems, intellectual and financial capital to
enable the organisation to deliver a market led strategy.

4. Strategic approach
Presentation title
How does CIM adapt for the future without damaging the present.
Improve
existing
offer for
the few
Develop alternative
proposition for the
many

5. Presentation title

6. Financial performance: FY12/13
Income
• Total revenue 0.02% above prior year.
• Education income 1.2% below prior year
• Membership income 3.9% below prior year
• Training income 8% above prior year
Costs
• Total costs 1% above prior year
• Non staffing costs 8% below prior year
• Exceptional costs of £287k due to restructuring
Trends
• Membership decline at 9%
• - 4% professional
• - 16% students
Presentation title

7. FY13/14: performance to end December
Income
• YTD revenue is 2% above budget and prior year.
• Education income is 6.8% above budget
• Training income is 2.5% above budget
• Membership income is 2% below budget
Costs
• YTD costs are 1.3% below budget and 9.7% below last year
• Staff costs have reduced by £108k due to restructuring
Trends
• Membership decline has slowed from 16% to 4%
• Training income in December was the highest since 2007
Presentation title

8. 17,000
Financial performance: 2008 - 2013
Presentation title
16,500
Profit/Loss
16,000
1,500
347
339
238
1,000
14907
2010
1174
15,500
15080
Revenue £000's
91
Surplus/Deficit
Turnover
15,000
2011
2012
14896
2013
14920
14,500
500
339
347
2012
2013
238
14,000
-
2008
2009
2010
13,500
-832
(500)
-510
13,000
-832
(1,000)
Profit/loss £000's
2011

9. Strategy foundation programmes
PROGRAMME AND
CIM PROJECT LEAD
OVERVIEW
KEY COMPONENTS OR PROJECTS
Research and
Insight
Thomas Brown
To create an integrated research and insight
agenda that puts the customer/market into
business decision making, and aligns
stakeholders behind a common set of drivers.
This will also enable CIM to deliver
significantly increased efficiency in research
investments and effectiveness of research
outputs.




Brand Strategy
Thomas Brown
Create and deliver a brand strategy for CIM –
from positioning, spanning brand architecture
and naming, visual and verbal identity, ongoing management and roll-out of a fresh
brand image.




Learning Strategy
Abi Lammas
Radically re-develop and re-purpose the CIM
Learning portfolio to provide the marketing
profession with access to meaningful
programmes of learning, and to re-establish
CIM as the' first port of call' within the
marketing professional qualifications space.
 Re-developed expert delivery
framework.
 Launch revised learning offer.
 Enhanced e-learning offer.
 New CPD portal.
Research development agenda.
Segmentation framework.
Market insight framework.
Customer research
agenda/process.
 Thought leadership agenda.
 Knowledge management system.
Brand and reputation audit.
Brand strategy development.
Brand architecture and identity.
Brand management systems.

10. Strategy foundation programmes
PROGRAMME AND
CIM PROJECT LEAD
OVERVIEW
KEY COMPONENTS OR PROJECTS
Proposition
Development
Michael Dick
Develop product/service value
propositions for all key markets and
segments and a proposition
development mode’ to ensure
ongoing relevancy and market
advantage.




Create clarity around current offering.
Product/service gap analysis.
PDM development.
Proposition development process delivery.
Technology
& Digital Strategy
Stewart Pedler
Create and implement a suitable
Digital Delivery capability to meet
business needs; define a suitable
content and technology roadmap for
the business with the required
technology tools and skills that
support the rest of the business in
delivering on its strategic objectives.








Put in place Digital Delivery Team.
Digital workflows.
Define digital content strategy.
Define technology strategy.
Deploy new main CIM website.
Deploy new internal intranet.
Update of IT policies and procedures.
Select internet stack and ESP.
CRM
Stewart Pedler
Support the on-going deployment and
development of the CRM system to
identify target customers, optimise
sales management, streamline
information, improve relationships
with customers through
personalisation.
 Data schema and mapping.
 Data management and data protection.
 Workflow capture and system
improvement for Membership Mgmt.
 Rollout of event management module.
 Rollout of bookshop module.
 Rollout of campaign management.
 Rollout of CPD module.
 Rollout of MAP module

11. Research and insights
Presentation title

12. Brand & research update
Brand health study
• Quant survey: 150 senior business leaders (YouGov)
• Quant survey: 511 non-member marketers (YouGov)
Brand consultation
• Qual: 66 members and stakeholders
• Quant: 2585 member and non member marketers
Capabilities & competencies
• Quant survey: 251 senior business people
• Quant survey: 443 senior marketers
• Qual discussion group: 8 COMs
Presentation title

13. Research update
Presentation title
Employer needs
• Quant survey: 317 non-member marketers (YouGov panel)
• Quant survey: 673 CIM-sourced marketers (members and non-member
contacts)
Marketer needs
• Quant survey: 553 non-member marketers (YouGov panel)
• Quant survey: 1,413 CIM-sourced marketers (members and non-member
contacts)

14. CIM structure
Chief Executive
Institute Secretary
Corporate
Administration
Corporate Affairs
- Board & committee
support
- Contract management
- Corporate governance
- IP rights
-
-
Audit Committee
Benevolent Fund
Charitable Trust
Fleet management
PA support to Directors
CEO support
Media/Public relations
Public affairs
Standards
Strategic partnerships
Digital Delivery
Finance &
Corporate
Services
Strategy,
Insights &
Learning
Commercial &
Marketing
Customer
Experience
-
-
-
-
- Customer services
- Information
services
- Moor Hall
- Networks
- Operations
CRM
Digital delivery
E-learning
Technology
Web development
Estates
Finance
HR
Risk management
Brand strategy
Learning
Research & insights
Programme
management
- Strategy
Brand management
Communications
Events
Marketing
Sales
Sponsorship

15. Questions?