EMR UK Digital Marketing Salary Report 2013

8/12/2019 EMR UK Digital Marketing Salary Report 2013

http://slidepdf.com/reader/full/emr-uk-digital-marketing-salary-report-2013 1/31

2013

DIGITAL

MARKETINGSALARYREPORT



I N T R O D U C T I O N

E M R D I G I T A L M A R K E T I N G

S A L A R Y R E P O R T 2 0 1 3

M A R K E T T R E N D

S

S A L A R I E S

A B O U T U S

T A B L E

O F C O N T E N T S

About EMR .................................. 30

Acknowledgements

& Disclaimer ................................30

Current Employment............ 8

Career Motivators .............. 12

Headcount ........................ 14

Job Search Channels ........ 16

Benefits ............................. 17

Bonuses............................ 18

Market Outlook .................. 20

Salaries overview ...............25

Salaries in London .............26

Salaries in the regions ........27

Introduction ................................. 3

Respondent profile ...................... 4



EMR is delighted to present the

2013 Digital Marketing Salary

Report, focused entirely on the digital

marketing profession within the UK.With responses from almost 400

industry professionals across all

sectors and salary analytics from our

own extensive database, the report is

one of the most comprehensive of its

kind.

This report aims to help digital

marketing professionals gain insight

into what their true value is from

both a job seeker’s and employer’s

perspective, and to have a clearer

understanding of where the profession

is heading.

We highlight industry trends to provide

you with the information and context

that you need to help plan either your

own career development or indeed

your own staffing requirements.

We delve into the motivators ofthe UK digital marketing industry;

remuneration packages by gender,

location and sector as well as drivers

for changing employers.

Salary tables in the second half of

the report will help provide you with

graded pay ranges accompanied by

further trend insights from some of ourown practice leaders.

Whether you are looking for a new role

or planning to recruit, this report offers

clear insight into key compensation

trends and drivers. We hope that

you find the information and results

produced useful.

I N T R O D U C T I O

N

From 6 August to 30 August 2012,

EMR conducted an online survey

focused on the demographics, length

of tenure, working week, job security,

career motivators, department

changes, job search channels,

reward and bonus trends of UK

marketing, communications and digital

professionals.

The data presented in this report

represents the 392 of 1,625 total

respondents who completed the

survey and answered that their main

specialism was digital and online

marketing.

METHODOLOGY

Simon Bassett

Managing Director

+44 (0)207 850 6200

E M R D I G I T A L M A R K E T I N G S A L A R Y R E P O R T 2 0 1 3


M A R K E T T R E N D S

S A L A R I E S

A B O U T U S

mailto:simon.bassett%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/simontbassett



RESPONDENT PROFILE

CAM

CIM

IDM

A Levels

Diploma

Degree

Postgraduate

Masters

MBA

56%27%17%Large

(250+ employees)

Medium

(50-249 employees)

Micro-small

(1-50 employees)

2%

35%

7%

61%

21%

80%

14%

14%

4%

London (Greater)

London (Central)

South East

South West

Midlands

East Anglia

Yorkshire & Humberside

North West

Scotland

Other

Ireland (Republic)

North East

Wales

12%

49%

11%

3%

5%

2%

5%

6%

2%

2%

1%

1%

1%

Finance, Banking & Insurance10%

Business Services & B2B

15%

Professional Services

7%

IT & Telecommunications

13%Leisure & Travel

5%

Media

9%

Not for Profit

Construction & Property

4%

3%

Creative & Agency

6%Pharmaceuticals & Health

3%

Retail5%

Education

4%

Consumer Goods

6%

Energy & Utilities

Public sector

1%

1%

FMCG

2%

Other

6%

QUALIFICATIONLOCATION SIZE OF COMPANY

SECTOR




S A L A R I E S

A B O U T U S



2-3months

less than2 months

3-6months

6-9months

9-12months

1-2years

2-3years

3-5years

6%6% 13% 10% 10% 24% 14% 11% 5% 1%more than5 years

more than10 years

HOW LONG HAVE YOU BEEN

IN YOUR CURRENT ROLE?

RESPONDENT PROFILE

Less than1 year

1-3years

4-6years

7-10years

11-15years

16-20years

21-25years

3% 14% 22% 27% 19% 9% 4% 2%More than25 years

OVERALL MARKETING EXPERIENCE




S A L A R I E S

A B O U T U S



1. SET THE GROUNDWORK The number of online and social channels available to you

is now staggering, but this makes enhancing your personal

brand easier than ever before. Create a blog, tweet andcontribute industry commentary regularly, but always ensure

it’s relevant and current information.

2. MAXIMISE YOUR PROFILESEnsure that regardless of the online footprint you create,

it’s thorough, complete and optimised. Your information,

including work experience, should be current, include

keywords and have all fields filled in.

3. ESTABLISH YOURSELF

AS A THOUGHT LEADERRather than add and accept everyone on LinkedIn, be

selective about who you connect with, as it can be indicative

of your seniority, level of influence and type of role. Contribute

to industry insight and research pieces, and take up speaking

opportunities where possible.

4. RESPECT YOUR REPUTATIONRegardless of the profile you create, never underestimate the

power of word of mouth. If you include empty claims, falsify

skills and experience or simply don’t deliver value in your

current role, it will travel faster than any social media channel

could ever diffuse.

BRAND YOU

More about maximising your personal brand

WHICH SOCIAL MEDIA CHANNEL/S

DO YOU USE AT LEAST ONCE A WEEK?

91%82%

61%

7%

4%

1%

1%

Facebook was the most

commonly used social

media channel amongstthose aged under 30.

Over 90% of those aged

40+ are active Linkedin

users.

Overall, digital marketers

are more active on social

media than the average, with 17% more using

Twitter at least once a

week and 5% more using

Google+.




S A L A R I E S

A B O U T U S

http://www.emrrecruitment.co.uk/emr-career-suite





M A R K E

T

T R E

N D

S

Current Employment............ 8

Career Motivators .............. 12

Headcount ........................ 14

Job Search Channels ........ 16

Benefits ............................. 17

Bonuses ............................ 18

Market Outlook.................. 20



S A L A R I E S

A B O U T U S



There’s no doubt that hiring

levels and remuneration

trends in the UK marketing

industry have shown a

strong correlation with

business confidence and

what’s been happening inthe broader market over

the past 12 months.

We’ve seen a range of market

forces change the way our industry

operates; how talent is sourced,

developed and retained has been

influenced as a result.

In the broadest sense,

many businesses

have been hiring to

replace headcount

rather than to grow

teams, and digital is

becoming far more

of a strategic focus.

Specialists in the digital space -

specifically eCommerce and CRM

- are in increasingly high demand as

businesses recognise the gains of

investing in digital to drive business

growth. Mobile marketing has

followed this trend, where demand

has significantly outweighed talent

supply, creating a localised war fortalent and salary inflation which is

radically different to the norm. This is

something we expect to continue.

A ‘try before you buy’ trend has also

emerged where employers chose to

hire new talent on a temp-to-perm

basis, initially bringing someone

on board on a temporary basis

then employing permanently. While

visibility is still limited for a number of

market sectors, this can often be a

suitable solution that offers greater

flexibility. The result of this has been

a marked increase in demand for

temporary workers and fixed term

contracts across the industry.

Having said this,

it’s certainly felt like

there has been more

confidence in our job

market than perhaps the

business press suggest. There has

been more movement at the senior

end of the market than we have seen

for some time, as specialists becomemore highly sought-after.

All in all, the trends we see suggest

that hiring demand remains strong

for marketing professionals within the

UK, but the uncertainty and lack of

visibility in the economy is a constant

obstacle in most sectors.

MARKET UPDATE

LOOKING

B A C K

“Specialists inthe digital space- specificallyeCommerce andCRM - are inincreasingly highdemand.”

Simon Bassett

Managing Director, EMR+44 (0)207 850 6200




S A L A R I E S

A B O U T U S

mailto:simon.bassett%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/simontbassett



“Marketing is still very rarely genuinely

understood by many directors. Professional

bodies like the CIM have a very big job cut

out for them in educating people about

the contribution marketing makes to a

successful business.”

“As the Global Head of my

department, it wouldn’tsurprise me to discover if

my role was divided and

fed out to local heads to

save costs.”

“Mentoring should become

more topical, especially if

the industry wants to see

more women in top jobs.”

“Corporate sign-offs slowdown the department’s

ability to adapt quickly

and only limits creativity

and enthusiasm.”

“Marketing is still

seen as a cost

rather than an

investment by

many companies.”

11%Somewhatinsecure 19%

Very secure

48%Somewhat

secure

18%Neutral

4% Very insecure

OVERALL, HOWSECURE DO YOUFEEL IN YOURCURRENT JOB?

Job security wasconsistent betweenmales and females,

with 67% reportingfeeling secureor very secure.

JOB SECURITY


CURRENT EMPLOYMENT



S A L A R I E S

A B O U T U S



5% Very dissatisfied

19%Dissatisfied

22%Neutral

43%Satisfied

11% Very satisfied

28%Increased

14%Decreased

58%Remained the same

Almost one third ofrespondents are

working more hoursper week than they

were 12 monthsago.

Over one third (38%) of respondentsreport working more than 45 hours per

week.

20-30hours

30-35hours

35-45hours

45-50hours

50-60hours

More than60 hours

2% 6% 54% 25% 10% 3%

OVERALL, HOWSATISFIED ARE YOU IN

YOUR CURRENT JOB?

ON AVERAGE HOW MANYHOURS A WEEK DO YOU WORK?

HOW HAS THE NUMBER OFHOURS YOU WORKED CHANGED

IN THE LAST 12 MONTHS?

JOB SATISFACTION

WORKING HOURS


CURRENT EMPLOYMENT



S A L A R I E S

A B O U T U S



Get interview advice

Get CV tips

2%

17%

23%

19%

10%

13%

9%

1%

6%

Less than £20,000

£20,000-£29,000

£30,000-£39,000

£40,000-£49,000

£70,000-£89,000

£50,000-£59,000

£90,000-£129,000

£60,000-£69,000

£130,000+

WHAT IS YOUR

CURRENT BASIC

OR PRO RATA SALARY?[...]

Annabel Thurston

Managing Consultant,

Technology | FMCG,

IT & Telecommunications,

Consumer Durables

+44 (0)207 850 6113


IT’S ALL ABOUT

THE MONEY,MONEY, MONEY

Over the past few years,

most marketers have

experienced significant

budget cuts within their

roles. Gone are the days of

push tactics in the vague

hope that something fruitful

will prosper; marketers

now need to be far more

analytical and financially

focused to prove the return

on investment for each and

every activity.

Hiring is no different.

As hiring decisions have become more

business critical over the past year

and the repercussions of making poor

decisions have become more visible,

the need to ‘get it right’ and hire the

right candidate the first time around

has become imperative.

So how should a marketer market

themselves when looking for that next

role, and how can businesses spot agood candidate?

For both candidate and employer, it

centres around showing the return

on investment you can provide. For

an employer, this is about showing

candidates what they’ll be getting

for their time investment over and

above another potential employer.

Digital professionals are in increasingly

high demand and if they’re a quality

candidate, chances are you won’t

be the only business after them, so

remember that you’re selling the

business, culture and role just as much

as they’re selling their expertise.

From a candidate’s perspective, this

is about clearly demonstrating your

skills, experience, knowledge and

understanding the type of organisation

you’ll be buying into. It’s becoming

increasingly important for marketers

to have financial acumen and possess

the skills to work within a budget that’scommercially aligned to the strategy of

the organisation. The way you present

your CV can clearly support or deny

this; back up all key achievements with

supporting figures and data wherever

possible to justify your expected salary.

On top of this, consider your personal

brand. Everyone now has an online

identity, so research what yours looks

like, how you present yourself to the

wider market and how this may reflect

on your career. Develop your personal

brand by positioning yourself as an

expert, contributing to market insight,

being visible in your sector and growing

both your professional and social

networks.



S A L A R I E S

A B O U T U S

mailto:annabel.thurston%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/annabelthurston



PLEASE IDENTIFY THE CLOSESTREASON/S AS TO WHY YOU LEFT

YOUR LAST POSITION.

47%NEW CHALLENGE/ MORE INTERESTINGWORK

42%

HIGHER SALARY

38%

ENHANCED

CAREER

PROSPECTS

27%

MORE

RESPONSIBILITY

16%

REDUNDANCY

15%

BETTER

WORK/LIFE

BALANCE

14%

BETTER LOCATION/

EASIER COMMUTE

10%

CAREER

CHANGE

10%

OTHER

8%

RELOCATION

9%

CONTRACT

EXPIRED

5%

BETTER

TRAINING

5%

JOB TOO

STRESSFUL

6%

TRAVELLING

8%

IMPROVED

BENEFITS

PACKAGE

7%

IMPROVED

BONUS

POTENTIAL

8%

JOB

SECURITY


CAREER MOTIVATORS



S A L A R I E S

A B O U T U S



More about resignationadvice and counter offers

RESIGN

OR RE-SIGN?Counter offers. They’re not

a new concept (in fact they

happen quite often) but why

do so many of us make the

wrong decision when we’ve

already decided to move

on?

Let’s set the scene; after weeks ormonths of interviewing and chasing

your dream job, you finally get an offer.

It meets your salary requirements, is

a step up from your current role and

ticks all the boxes. You accept the offer,

celebrate with friends and family, and

now it’s time to formally resign.

It’s rarely the easiest thing to do but

the new role is a great opportunity

and you’re feeling excited. You pluckup the courage to hand in your notice

or arrange a meeting and deliver the

news, but after a few days you receive

a counter offer. After all, you are one

of their best performers, an invaluable

member of the team, the CEO wants

you to stay and there is a bigger and

better opportunity for you at your

current company. Plus, you’re a digital

expert and they’ve just realised you’re

in high demand.

It all begins to sound easier and you

start considering whether you want to

leave after all. You’ve made some great

friends; the company clearly values youand what if they’re right about there

being bigger and better opportunities

here?

Before deciding, there are four things

you should consider:1 Why you decided to leave in the first

place2 The reasons your employer might be

doing this

3 The research behind counter offers4 The repercussions and potential

consequences of each option.

Let’s look at the first one. Chances are

that the reasons you initially decided

to leave will not simply disappear if

you stay. Salary is often ranked 4th

or 5th in the drivers for looking for a

new role, however when it comes to

counter offers we often accept them

based purely on the promise of more

money. Consider your true reasons for

leaving and whether or not these will

actually change in the next six or twelve

months.

Secondly, consider why your current

employer is only bringing this to the

table now. More often than not it’s

a huge inconvenience for you to

leave; it’s extremely time consuming,

not to mention expensive to find a

replacement. We commonly see

situations where employers will keep

you on until they can put a backup

plan in place to replace you when it’s

convenient. All of a sudden that greatopportunity you were promised isn’t

materialising, you aren’t getting that

extra responsibility you wanted and all

the reasons you had for leaving in the

first place are still there.

Thirdly, the research. Only 6% of

employees are still with their company12 months after accepting a counter

offer, generally for the reasons noted

above.

And finally, consider the pros and cons

of each option carefully. At times, there

can be benefit in accepting a counter

offer, but it is very rare. You may be

getting paid a little more, you may even

be in a new role but in reality your card

has been marked and it’s only a matterof time before you move on, be it your

decision or the business’.

Jonathan Fisher

Managing Consultant,

Business Services & B2B

+44 (0)207 850 6131




S A L A R I E S

A B O U T U S



mailto:jonathan.fisher%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/emrjonathanfisher




44%Increased

45%Increasing

4%Unsure

8%Unsure

7%Decreasing

23%Decreased

29%Remained the same

40%Remain the same

1 Company growth

or expansion

2 Increased budget

for the department

3 Increased

workload has

required new roles

Top 3 Reasons

for Headcount Decreases:

1 Redundancies from

budget cuts and costcutting

2 Company mergers,

acquisitions and

restructures

3 Team members have

left and not been

replaced

Top 3 Reasons

for Headcount Increases More respondents

have witnessed

headcount increases

as opposed to

decreases over the

past 12 months.

0-5 employees

6-10 employees

11-15 employees

16-20 employees

21-30 employees

More than 30 employees

48%

29%

11%

3%

4%

5%

HOW HAS THE NUMBER OF STAFF

IN YOUR TEAM CHANGED OVER

THE PAST 12 MONTHS?

HOW DO YOU ANTICIPATE

THE NUMBER OF STAFF

IN YOUR TEAM CHANGING

OVER THE NEXT 12 MONTHS?

HOW MANY PEOPLE

ARE CURRENTLY

IN YOUR TEAM?


HEADCOUNT



S A L A R I E S

A B O U T U S



The saying goes that a

change can be as goodas a holiday and this has

certainly been the case for

the increase in marketing

professionals choosing

an interim career path and

the companies wishing to

employ them.

Over the past few years this trend has

continued to increase so much that it’s

becoming questionable whether it’s atrend at all or in fact here to stay.

Not to be confused with freelancers,

professional interims are generally

highly experienced marketers who

specialise in strategy setting or a

particular skill set at the very senior end

of the market, charging a day rate for

their services.

As the war for top talentcontinues to heat up,

particularly in content

marketing, loyalty, social

media and eCommerce,

interim marketers are

changing the way many

companies approach

their marketing function.

Projects typically last anywhere from

six weeks to 12 months, with the

main attraction for candidates beingto expand their experience across a

variety of sectors and continuously

take on new challenges at different

companies. Many appreciate being

able to focus on strategy setting rather

than office politics and some argue it

provides greater job satisfaction.

For employers, the benefits are

plentiful. The flexibility offered, lower

risk implications and having anoutsider’s perspective have resulted in

a winning formula for many businesses.

As digital channels continue to develop

at an alarming rate, many businesses

are choosing to bring in a specialist in

a specific field rather than outsource to

an agency. The interim marketers are

often charged with setting the strategy

and creating a blueprint others in the

department can then learn from and

work off following their departure.

RISE OF THE INTERIM

• Opportunity to focus on strategic

projects

• Increased flexibility

• Increased pay

• Avoid office politics associated

with a permanent role

• Decreased job security, as you will

be required to continuously source

opportunities

• Lack of benefits and pension offered

through a permanent position

• Lack of feeling part of a long term

team

• Increased flexibility• Gain an expert ‘outsider’s in’

perspective

• Learn from a specialist skill set

• Lower risk than a permanent hire

• Fast acting

• Can be a good catalyst for change

• Cost effective – businesses can set

the budget and time commitment

• Less in-depth understanding

of a brand of business than a

permanent employee

• Can have a short-term view

rather than the long-term success

of the brand

PROS

I N D I V I D U A L S

B U S I N E S S

CONS

Rachel Bowman

Associate Director Temp & Contracts Division

+44 (0)207 850 6151




S A L A R I E S

A B O U T U S

mailto:rachel.bowman%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/rachelbowman



HOW LONG DID IT TAKE FOR YOUTO FIND YOUR CURRENT POSITION?

HOW DID YOU FIND YOUR CURRENT POSITION?

A recruitment consultancy or headhunter was the most common way for digital andonline marketing professionals to find theircurrent role. This was especially the casefor senior level roles.

1-3months

Up to1 month

4-6months

7-9months

10-12months

1-2years

Over 2years

38%32% 18% 4% 6% 1% 1%

43%RECRUITMENTCONSULTANCY/HEADHUNTER

9%

PERSONAL

CONTACT

19%

ADVERTISING

(ONLINE)

7%

INTERNAL

PROMOTION

10%

DIRECT

APPROACH

2%

ADVERTISING

(PRINT)

2%SOCIAL

NETWORK

5%

PROFESSIONAL

NETWORK

3%

OTHER


S A L A R Y R E P O R T 2 0 1 3

JOB SEARCH CHANNELS



S A L A R I E S

A B O U T U S



25 days

holiday

or more

Company

pension

scheme

75%

64%

53% 51%

43%

36%

20%22%25%

16%20%

13%16%

10%6% 6%

WHICH OF THESE BENEFITS ARE INCLUDED

IN YOUR CURRENT PACKAGE?

Mobile

phone/

Blackberry/

PDA

Annual

bonus

scheme

Insurance

(PMI/death

in service/life

insurance)

Flexible working

(homeworking/

flexitime)

Car or car

allowance

Flexible benefits

(choosing from

a range of

options)

Season

ticket loan

Childcare

arrangement/

vouchers

Share

incentive/

EMI scheme/

option scheme

Leisure

facilities

Travel

benefits/

allowances

Daily

subsidised

meals

Sabbatical Not

applicable

HOW SATISFIED ARE YOU

WITH YOUR BENEFITS PACKAGE?

5% Verydissatisfied

18%Dissatisfied

31%Neutral

38%Satisfied

8% Verysatisfied

Overall, respondents rated theirsatisfaction level regarding theircurrent benefits package as 3.25/5.


S A L A R Y R E P O R T 2 0 1 3

BENEFITS



S A L A R I E S

A B O U T U S



DID YOU RECEIVE A BONUS

IN THE MOST RECENT

FINANCIAL YEAR?

WHAT DO YOU EXPECT

YOUR NEXT BONUS TO BE?

WHAT LEVEL WAS YOUR

LAST ANNUAL BONUS?

HOW DID THIS DIFFER FROM

THE PREVIOUS YEAR’S BONUS?

Yes No

51% 49%

2%40-49%of salary

3%30-39%of salary

10%20-29%of salary

32%10-19%of salary

9%6%

41%29%

15%

Significantly

increased

45%0-10% of salary

32%10-20% of salary

16%20-30% of salary

3%30-40% of salary

2%40-50% of salary

3%More than 50% of salary

Significantly

decreased

Stayed

the same

Increased

Decreased

50%Less than 10%of salary

2%50-59%of salary

1%More than60% of salary

HOW SATISFIED ARE YOU WITH

YOUR MOST RECENT BONUS?

6% Verydissatisfied

19%Dissatisfied

30%Neutral

34%Satisfied

11% Verysatisfied


S A L A R Y R E P O R T 2 0 1 3

BONUSES



S A L A R I E S

A B O U T U S



Does the UK actually have

the potential to become

the next leading hub of

technology innovation?

The area around the Old Street

roundabout in east London, aptly

named the Silicon Roundabout or Tech

City, is home to a growing number

of both large and small digital, media

and software leaders. There are now

more than 500 digital companies in

the area that continues to experience

unprecedented growth, including the

likes of Google, Amazon, Intel and

Cisco, as

well as smaller fast growing start-ups.

However, it’s unclear whether the aim

is to eventually compete with Silicon

Valley as a nucleus for the world’s

leading technology companies, or

simply become the European extension

of it.

If we look a little closer, there are

three key ingredients which make

Silicon Valley what it is today;

links to education, investment

and entrepreneurial confidence.

Unfortunately east London appears to

lack these (not to mention the sunshine

and warm climate).

Given that the British

government has pledged

£400 million in funding for the

area, investment is evidentlyavailable. However, this is

concentrated on developing

the area itself rather than

providing financial backing

and private investment for

the companies who will call it

home. The US are arguably

more proficient in providing

funding of this kind, which

may be the reason why such a high

number of the businesses based in

Tech City began their life on the other

side of the pond.

Similarly, think of successful tech CEOs

and chances are they're not British;

Zuckerberg, Bezos, Jobs, Palmisano,

Cook, Ballmer and Parker to name

a few. Historically, Americans have

always been higher risk takers and

more aggressive in driving businesses

forward than the British. While this

of course is not the be all and end

all, it will be interesting to see how

British leaders grow new techonology

businesses in the years to come

in comparison to their American

counterparts.

On the talent front, the Tech CityInvestment Organisation is dedicated

to driving investment to the area and in

turn attracting marketing professionals

to lead their growth. Kevin Eyres, Tech

City Talent Champion and former UK &

Ireland MD of LinkedIn is quoted on the

Tech City website saying, “One of our

main priorities in Tech City is to attract

and develop the best talent.”

We’ve found them to excel in this area,

with many marketers finding a position

at these companies more engaging,

challenging and creative than other

opportunities. These companies are

generally product and marketing led,

and as such understand the vital role

marketing plays in driving business

growth. Supplemented by the high

number of creative organisations in

the area, including design agencies,

architects, photographers, PR

firms and art galleries, the days

of stereotypically dated software

companies are dying and a new type

is emerging.

You can find them near the Silicon

Roundabout.

James Scholfield

Senior Consultant, Technology& TelecommunicationsConsumer Durables

+44 (0)207 850 6140

OLD STREET VS SILICON VALLEY

There are three key

ingredients whichmake Silicon Valley

what it is today;

links to education,

investment and

entrepreneurial

confidence.


S A L A R Y R E P O R T 2 0 1 3



S A L A R I E S

A B O U T U S

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While visibility in digital and online marketing

recruitment remains relatively limited and

hiring is so closely aligned to business

confidence, market movement is difficult to

predict.

Overall, we expect an element of caution and nervousness toremain in the market until a wider confidence shift happens, at

which point we expect to see a sudden surge in the demand

for skilled digital and online professionals.

Major hiring projects in marketing departments are commonly

aligned to significant changes such as company mergers

or restructures – both of which are likely to be limited in the

short-term. Blue chip hiring will likely remain largely reactive

until overall market confidence grows and Eurozone pressures

reduce.

On the positive side we do know that the growth strategies

of many of our clients are hugely marketing led – probably

moreso than ever before with the customer, be it business or

consumer, at the heart of business growth. This, coupled with

digital, social and mobile remaining key catalysts within the

industry, mean UK marketing departments will only grow in

size and stature in 2013.

CRYSTAL BALLMARKET PREDICTIONS FOR 2013

OVERALL, HOW DO YOU FEEL ABOUT

THE FUTURE OF THE ECONOMY OVER

THE NEXT 12 MONTHS?

COMPARED WITH THE LAST SIX MONTHS,

HOW CONFIDENT DO YOU FEEL ABOUT

THE ECONOMIC PROSPECTS FACING YOUR

COMPANY IN THE NEXT SIX MONTHS?

2%Extremelypessimistic

38%Pessimistic

24%Optimistic

1%Extremelyoptimistic

21%

56%

23%

More confident

As confident

Less confident

35%Neutral


S A L A R Y R E P O R T 2 0 1 3

MARKET OUTLOOK



S A L A R I E S

A B O U T U S



DO YOU ANTICIPATE CHANGING

JOBS IN THE NEXT 12 MONTHS?

YES NO UNSURE

Almost half (42%) of

all respondents planto change jobs in the

next 12 months.

42% 33% 25%

IF YOU WERE CONSIDERING A NEW ROLE(EXTERNALLY), WHAT WOULD YOU PERCEIVE TO

BE AN ACCEPTABLE INCREASE IN BASIC SALARY?

To justify moving

companies, most

would expect a salary

boost of 10-15%.

However, more thana third (38%) would

expect more than 15%

and only 2% would

consider no increase

acceptable.

2%0%

6%1-5% of salary

24%5-10% of salary

30%10-15% of salary

20%15-20% of salary

12%20-25% of salary

4%25-30% of salary

2%30% or more


S A L A R Y R E P O R T 2 0 1 3

MARKET OUTLOOK



S A L A R I E S

A B O U T U S



Research conducted by

EMR in 2012 showed that

of over 500 marketing

professionals surveyed,

64% believe that

discrimination on the basis

of age is worse now in

the industry than it was

five years ago, mostly due

to the growth of digital.

Marketers also showedthey do not expect the

problem to abate, as 73%

stated they expect the

problem to become worse

in the next five years.

Three quarters of professionals over 50

reported being a victim of or witnessing

discrimination on the basis of their

age, with over 30% of those surveyedproviding details of their experience. By

contrast, the number of professionals

under 40 who said they have

experienced or seen discrimination was

just 32%.

The growth in age discrimination

appears to have been unhindered

by legislation which came into force

in 2006 through the Employment

Equality (Age) Regulations 2006, withone quarter of professionals at Head

of Department/CMO level admitting to

having discriminated against someone

because of their age.

Simon Bassett, Managing Director of

EMR said “Sadly, these are very stark

numbers which show the marketing

industry is one that is progressively

overlooking the value that genuine

experience can provide. As marketing

activities move increasingly into a

digital space, there is misplaced belief

that younger people are better able to

use the new tools on offer – but that’s

simply not an accurate picture.

“This is a particular surprise when

one considers that just over five

years ago the legislation against

age discrimination was beefed up

considerably. We were quite shocked

by the fact that while those agedover 50 experience the most age

discrimination, they’re also the largest

age group doing the discriminating. It’s

no longer acceptable, or indeed legal,

to write job adverts that are pitched

to prospective employees of a certain

age, however many respondents

claimed reasons such as over

experience and cultural fit make this

redundant. Most marketers would like

to think they are aware of the dangersof age discrimination, but the truth is,

it’s a growing problem”

TECHNOLOGY

An increasing reliance on technology

was cited as the main cause of the

bias against older marketers as

almost half of respondents stated

discrimination was increased by the

growing use of social media andtechnology in marketing.

Simon Bassett continues: “It appears

that such rapid changes in technology

have resulted in companies opting for

the perceived dynamism of youth over

the genuine benefits of experience

using traditional marketing channels.

This has led many in the industry to

overlook what marketers over 50 have

to offer.

“But in many cases, older professionals

are the ones who work hardest to

maximise the potential of technological

innovations, using their knowledge

and experience to greater effect

than younger professionals. After

all, technology is only another tool

5 0

A N D F I N I S H E D

?

64% of marketers

think age discrimination

has worsened in the

last five years.


S A L A R Y R E P O R T 2 0 1 3



S A L A R I E S

A B O U T U S



[...]

MARKETERS WHO HAVE

EXPERIENCED DISCRIMINATION

35%

30%

58%

75%90%

30-39 years old

40-49 years old

20-29 years old

50-59 years old

Over 60 years old


S A L A R Y R E P O R T 2 0 1 3

in building a brand, communicating

messages and increasing engagement

– it doesn’t require companies to throw

everything they know about traditional

marketing channels out the window.

Marketing principles still stand true and

the more experienced you are, the more

aware of that truth you tend to be”.

ECONOMIC PRESSURE

While technology was cited as the

most significant reason for growing

age discrimination in the marketing

industry, 30% of professionals felt

the current economic climate has

also served to increase discrimination

against older marketers. The generally

higher salaries expected by older

professionals, as well as pension

benefits were cited as the main reasons

for this.

Simon Bassett said: “Especially in

tough times, employers all want the

best possible bang for their buck.

In normal circumstances, older and

higher-salaried workers are able to

demonstrate their worth by raising

revenues for their employers. But

when purse-strings are tightened,many employers have decided to

jettison higher-paid workers in favour of

younger professionals prepared to do

the same jobs for less – short term-ist

maybe but in this climate marketing

plans do become truncated and the

onus is often on delivering quickly and

cheaply”.

“Marketing is experiencing a

huge shift with companies

finally waking up to new

technologies, but not

necessarily changing their

organisations to reflect this,

causing stress, confusion

and inefficiency. Once this

is resolved, marketing willbe a much better profession

to be in, but currently it is

in a state of flux with many

uncertainties.”

“The changes to marketing

functions nowadaysbased on social media

and digital marketing

across any industry is

a big topic.”



S A L A R I E S

A B O U T U S



S A L A R

I E S

Salaries overview ...............25

Salaries in London .............26

Salaries in the regions ........27


S A L A R Y R E P O R T 2 0 1 3



A B O U T U S



DO YOU EXPECT A SALARY INCREASEIN YOUR CURRENT ROLE IN THE NEXT 12 MONTHS?

Yes, 0-5% Yes, 5-10%

25%

3%7%

20%

45%

Yes, 10-20% Yes, morethan 20%

No, I expect it toremain the same

Three quarters of digital

and online marketing

professionals expect a

salary increase in their

current roles in in the next

12 months.

WHEN WAS YOUR LAST

PAY REVIEW?

WHAT WAS

THE OUTCOME?

21%20%

58%

N/A no change

Pay increase

1%Pay decrease

HOW SATISFIED ARE YOU WITH

YOUR CURRENT REMUNERATION?

5% Very dissatisfied

28%Dissatisfied

23%Neutral

36%Satisfied

8% Very satisfied

40%Less than 6 months ago

26%6-12 months ago

14%Over 12 months ago

20%N/A


S A L A R Y R E P O R T 2 0 1 3

SALARIES OVERVIEW



S A L A R I E S

A B O U T U S



L O N D O N

Permanent (annual) Temporary (daily)

Job Title Min Average Max Min Average Max

Head of Digital 75,000 100,000 115,000 350 450 600

Digital Marketing Manager 40,000 50,000 60,000 150 200 250

Digital Marketing Executive 25,000 30,000 35,000 100 150 200

Head of Ecommerce 65,000 80,000 95,000 350 450 600

ECommerce Manager 35,000 50,000 60,000 150 225 300

Ecommerce Executive 25,000 30,000 35,000 100 125 150

Head of CRM 75,000 90,000 105,000 350 400 450

CRM Manager 35,000 50,000 60,000 150 225 300

CRM Executive 25,000 30,000 35,000 100 125 150

Direct Marketing Manager 35,000 45,000 50,000 150 200 250

Direct Marketing Executive 25,000 30,000 40,000 100 150 200

SEO/PPC Manager 40,000 45,000 55,000 150 180 250

SEO/PPC Executive 25,000 30,000 35,000 100 120 150

Customer Experience Manager 35,000 45,000 50,000 150 175 200

Intranet Manager 35,000 40,000 50,000 150 200 250

Web content Manager 35,000 45,000 55,000 150 175 200

Social Media Specialist 35,000 40,000 45,000 150 200 250

AVERAGE SALARY

FOR THE LONDON AREA


S A L A R Y R E P O R T 2 0 1 3

SALARIES



S A L A R I E S

A B O U T U S



There are a number ofadvantages for businesses

to be headquartered

in London, not least

among them that the

city traditionally attracts

some of the most talented

professionals from around

the world.

For employees, the appeal of London

Weighting combined with avoiding

increasing fuel costs have further

contributed to regional employers being

required to pay a premium for top

talent.

So what are your options if your

business isn’t based in a major

city? How do you find the top

talent necessary to drive businessgrowth forward in an increasingly

competitive market?

Many regionally based businesses

have found a lack of consistency from

different hiring methods, finding it

difficult to contend with London based

competitors for the best marketers.

In these cases, partnering with a

professional recruiter with specialistknowledge of your locations and

industry can significantly improve

your chances of finding the right fit by

increasing your pipeline, strengthening

your employer brand and reducing

costs in the long-term.

Three steps are required for this to be

successful:

1

Choose the right recruiter

Who you partner with can make or

break that crucial next hire. Work with

a reputable agency and a recruiter who

can demonstrate in-depth knowledge

of your sector, competitors, required

skill set and business goals. Similarly, a

thorough understanding of the types of

candidates who would be suitable for

the role and a track record of recruiting

in similar locations is essential. While

valuable, knowledge of the specific

location is not necessarily critical, as

they should also focus on uncovering

passive candidates who may not be

actively job hunting. It is however useful

for the agency to have multiple offices

and channels to access candidates

who may consider relocation where

required.

2 Partner with one recruiter

Unfortunately the old saying ‘don’t put

all your eggs in one basket’ doesn’t

apply in this case. It is far more

beneficial to invest in one recruiter

who you work with exclusively and

can develop a lasting relationship with,

than many recruiters who haven’t been

given the time to fully understand your

business goals or culture. Finding the

right fit for your business can take time,

but working exclusively with one good

recruiter will actually provide better

market coverage than releasing your

brief to a number of agencies. If you’re

still not convinced, try briefing the role

to one recruiter on a one or two week

exclusive basis, then widen to other

agencies if you’re not satisfied with the

results.

3 Provide all the necessary

information

A craftsman is only as good as his

tools, and finding top talent for your

business is no different. A clear briefing

with the hiring manager, thorough

overview of the company culture

and an understanding of the desired

background and personality of the

ideal applicant are essential to achieve

a positive result. A good recruiter is an

extension of your internal hiring team

and should be working to improve

your employer brand by delivering aseamless and transparent process.

The only way this can be achieved is if

the recruiter understands your business

thoroughly.

Similarly, provide as much information

to the candidates you meet during the

interview process. Remember that they

need to buy into you and the business,

so give them the full picture, be honest

with what they can expect and ensurethey have a good understanding of the

opportunity and strategic direction of

the organisation.

LOCATION, LOCATION

Submita regional vacancy

Ian Jenkins

Consultant,Insurance

+44 (0)207 850 6139


S A L A R Y R E P O R T 2 0 1 3

SALARIES



S A L A R I E S

A B O U T U S

http://www.emrrecruitment.co.uk/registeravacancy.aspx


mailto:ian.jenkins%40emrrecruitment.com?subject=

http://uk.linkedin.com/in/ianjenkinsemr




R E G I O N

A L

Permanent (annual) Temporary (daily)

Job Title Min Average Max Min Average Max

Head of Digital 60,000 75,000 85,000 300 500 650

Digital Marketing Manager 30,000 40,000 50,000 150 185 220

Digital Marketing Executive 25,000 30,000 35,000 100 150 200

Head of Ecommerce 55,000 70,000 80,000 300 500 650

ECommerce Manager 30,000 40,000 45,000 150 225 300

Ecommerce Executive 20,000 25,000 30,000 100 125 150

Head of CRM 55,000 60,000 70,000 300 500 650

CRM Manager 30,000 40,000 45,000 200 250 300

CRM Executive 20,000 25,000 30,000 100 150 200

Direct Marketing Manager 30,000 40,000 45,000 150 185 220

Direct Marketing Executive 23,000 25,000 30,000 125 150 200

SEO/PPC Manager 28,000 32,000 35,000 150 200 300

SEO/PPC Executive 24,000 26,000 28,000 150 150 200

Customer Experience Manager 35,000 45,000 50,000 125 200 250

Intranet Manager 30,000 35,000 45,000 125 200 250

Web content Manager 35,000 45,000 55,000 125 175 200

Social Media Specialist 30,000 35,000 45,000 125 200 250

AVERAGE SALARY

FOR THE REGIONS


S A L A R Y R E P O R T 2 0 1 3

SALARIES



S A L A R I E S

A B O U T U S



A B O U T

U S

About EMR

Acknowledgements & Disclaimer


S A L A R Y R E P O R T 2 0 1 3



S A L A R I E S



EMR is a leading international

marketing, communications

and digital recruitment

specialist, with offices inLeeds, London, Moscow,

São Paulo and Singapore.

With almost 20 years’ experience, we are

passionate about delivering the highest

service levels in the industry through a

tailored approach for both clients and

candidates. With a dedicated team

of experienced consultants operating

across all vertical markets, we are the

recruitment partner of choice to many ofthe world’s leading brands.

We abide by rigorous client and

candidate charters; these demanding

minimum standards ensure our service

remains the best in the industry and

that we’re viewed as trusted advisors.

In short, we keep our promises and

continue to successfully deliver.

As part of FiveTen Group, one of the

fastest growing groups of specialist

recruitment consultancies in the world,

we are able to provide the local expertise

and knowledge you need while being

supported by a global group.

For more information about what EMR

can do for you, please visit our website.

emr.co.uk

@EMRrecruitment

Marketing & Communications Forum

ABOUT US

This research was carried out by

means of an electronic questionnaire

and supplemented with data and

market information that EMR has

access to. The results are provided

as generic market information only.

EMR does not make any warranties

regarding the use, validity, accuracy or

reliability of the results and information

obtained. EMR will not be liable for any

damages of any kind arising out of orrelating to use of this information.

DISCLAIMER

Thank you to everyone who took the

time to complete this year’s survey; we

hope you do the same again next year

and encourage your peers to contribute

as well. We hope that you found the

information and results produced useful

and welcome any suggestions for our

next issue to:

[email protected]

If you require more comprehensive

salary benchmarking tailored to your

business and hiring needs or perhaps

would like to discuss your own career,

please do get in touch.

ACKNOWLEDGEMENTS


E M R S A L A R Y & M A R K E T T

R E N D R E P O R T 2 0 1 3


S A L A R I E S

A B O U T U S

http://www.emrrecruitment.co.uk/

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CONTACT US

322 High Holborn

WC1V 7PB London

+44 (0)20 7850 6200

emr.co.uk

@EMRrecruitment

Marketing & Communications Forum


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EMR UK Digital Marketing Salary Report 2013

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