Marketing and Digital Salary & Sentiment Survey 2016

2016MARKETING AND DIGITAL SALARY & SENTIMENT SURVEY

The People For Market Performance

We’re delighted to share the results of the 2016 Marketing and Digital Salary & Sentiment Survey run

by the Alternatives Group in conjunction with the Marketing Institute of Ireland.

This partnership has been working well for three years now and allows us to reach out to the broad marketing and digital community and get the views of over 1,000

respondents every year.

This annual survey is viewed as the most comprehensive for the Marketing & Digital communityand serves as your ultimate go to guide. It not onlyestablishes salary benchmarks by sector but also provides valuable insight into overall market and marketing sentiment from those that are closest

to customers; the marketers.

We thank you for your participation, we hope you findthe results as interesting as we did and we look forward

exploring these results with you further.

Charley Stoney Managing Director, Alternatives Group

Tom Trainer Chief Executive, Marketing Institute of Ireland

MARKETING AND DIGITAL SALARY & SENTIMENT SURVEY2016


A. SURVEY PARTICIPATION Page 4

B. MARKET SENTIMENT Page 6

C. THE STRATEGIC ROLE OF MARKETING AND HOW IT IS PERCEIVED Page 7

D. THE EVOLVED RESPONSIBILITIES OF MARKETING Page 9

E. MARKETING RESOURCE, BUDGETS AND SPEND Page 14

F. SALARIES, BENEFITS & SENTIMENT Page 16

G. ENGAGEMENT, SECURITY & FUTURE Page 25

H. SECTORAL ANALYSIS 1

CONTENT

MARKETING AND DIGITAL SALARY & SENTIMENT SURVEY 2016

4


The 2016 Marketing & Digital Salary & Sentiment Survey is the largest of its type in Ireland and provides in-depth, reliable information on the salaries & benefits for key current and emerging marketing and digital roles.

It provides insight into how marketers and digital practitioners think; their sentiments and their strategic focus. The survey was conducted between June and August 2016, amongst the Alternatives marketing and digital community plus members of the Marketing Institute of Ireland.

A. SURVEY PARTICIPATION

SNAPSHOT

1,091Participants

61% 39%Female

RespondentsMale

Respondents

79%Located in the Dublin area

60%Working in Irish owned companies

40%Working inmultinationals

Over 25 different industry sectors represented

Spread across small, medium & large businesses

(7% increase vs 2105)



5

RESPONDENTS BY SECTOR

RESPONDENTS BY LEVEL

Gaming

AgriGovernment/Political

Pharma & OTC

Logistics & Transport

E-commerce

Construction/Property

Travel/Airlines

Manufacturing

Healthcare & Medical

Motor

Education

Hotel/Leisure

Drinks

Professional/Business Services

Utilities/Energy

Retail

Media & Publishing

Other

Telco/ICT

Not for profit/Charities/Arts

IT/Tech

Agency

FMCG

Financial Services

0.6%

0.7%

1%

1.1%

1.2%

1.6%

1.8%

2.4%

2.4%

2.4%

2.5%

2.7%

2.8%

3.2%

3.5%

3.8%

4.1%

5.6%

5.7%

5.7%

6.3%

8.2%

9.2%

9.5%

12.2%

70% of survey participants are at mid to senior level, and have some level of budget and people responsibility.

First to second role in career -1 to 4 years’

experience typically eg Marketing Executive

SUPPORT

12%

5 to 9 years typically eg Brand Manager

PRACTITIONER

18%

Typically with budget and people responsibility eg Marketing Manager

MANAGER

35%

With budget and people responsibility eg Commercial Director, Head of Marketing

HEAD OF/DIRECTOR

35%

A. SURVEY PARTICIPATION CONT.


6


B. MARKET SENTIMENT

There is less confidence in future trading performance compared with last year, with 54% stating it will improve compared with 69% in 2015. This drop in confidence has undoubtedly been impacted recently by the Brexit decision. And while three times the number of respondents expect trading conditions to deteriorate, this is still relatively low at 11%.

However, this does differ considerably by sector with FMCG, Pharma and Utilities respondents expecting deteriorating trading conditions next year, while IT, Professional Services, Retail, Ecommerce and Agri sectors feeling more buoyant about the future.

This slight decrease in future confidence has not hugely impacted role security with 71% still feeling secure or very secure in their roles (only 4% less than in 2015).

How do you expect trading conditions to improve over the next year?

0% 100%50%

Financial Services

FMCG

Hotel/Leisure

IT/Tech

Manufacturing

Motor

Pharma & OTC

Prof. Services

Retail

Telco

Travel

Utilities

Agency

Drinks

Agri

eCommerce

Improve

Stay the same

Deteriorate

For the third year running, Customer sentiment in themarketplace is cited as predominantly better than lastyear at 68%.However, this has fallen from 73% in 2015. One quarter of people feel thatthe status quo hasn’t reallychanged.

How is Customer Sentiment in your Marketplace? (Over the last 3 years)

A lot better

2014 2015 2016

A little better

The same

A little worse

A lot worse

26% 22% 20%

47% 51% 48%16% 21% 24%

9% 5% 7%

2% 1% 2%


7


C. THE STRATEGIC ROLE OF MARKETING AND HOW IT IS PERCEIVED

Drinks

FMCG

Travel/Airlines

Agency

Pharma & OTC

Gaming

Agri

Retail

Telco/ICT

IT/Tech

Hotel/Leisure/Entertainment/Sport

Financial Services

Ecommerce

Manufacturing

Motor

Professional/Business Services

Utilities/Energy

79%

60%

56%

54%

50%

50%

50%

49%

48%

43%

39%

39%

35%

35%

35%

31%

31%

Last year, for the first time, we asked about the strategic role of marketing within respondents’ organisations and found that 43% of marketers perceived their function as being a strategic, revenue generating partner in their business. This year it has increased slightly to 45%.

However, 24% of respondents feel they are perceived as just a support function, with 31% saying they lie somewhere in between. Clearly there remains work to be done here.

The strategic role of marketing remains fairly consistent across company size, however, when looking at the sector comparison, it becomes more obvious that the industry type impacts the role of marketing. The Drinks and FMCG sectors appear to be leading the way in terms of marketing’s strategic role, while within the Energy & Utilities sector is seems that marketing is onlyseen as strategically important by less than a thirdof respondents.

STRATEGIC, REVENUE DRIVING PARTNER WITH A VOICE ONTHE BOARD

Support Function

24%

In between

31%

Strategic/Revenue Driving 45%



8

82%Brand Management

Communications

Digital

Customer Experience

Data Analytics/Insights

CRM

Sales/Lead Generation

Business Strategy

Product Management

E-commerce

UX/UI

Pricing

77%

68%

45%

45%

38%

33%

32%

Areas where the Marketing function plays a key role

Areas which fall under the remit of marketing

32%

28%

23%

20%

Outside of the obvious marketing functions of communications andbrand management, it is encouraging to see that Marketing is also taking a leading role in other key areas of business.

This is very much in keeping with the evolving role of Marketing as this key function is having an impact upon all the “Customer Facing” areas of business.

It is also of interest to note thatcompared to last year, Marketing has increased its leading role in Digital (68% vs. 53% LY); Data Analytics (45% vs. 33% LY); Product Management (32% vs. 28% LY) and CRM (38% vs. 28% LY).

Conversely, respondents indicated a decrease in the role of Marketing across overall Business Strategy (32% vs. 49% LY).

For the first time this year we asked respondents to identify areas that now fall under the remit of Marketing. Again, theareas identified show the move away from the traditional view of marketing towards a much more customer focused function, responsible for a number of different business areas.

E-commerce

47%Product

management

51%UX/UI/

creative design

51%Innovation

60%

Proposition Development

62%Data analytics

67%Customer Experience

70%Digital

communications/strategy

90%

C. THE STRATEGIC ROLE OF MARKETING AND HOW IT IS PERCEIVED CONT.


9


Which digital areas does the marketing function take lead responsibility for?

Marketing Departments who take the lead on Customer Experience

D. THE EVOLVED RESPONSIBILITIES OF MARKETING

Last year we discussed the distinction between the business of digitising an organisation and the digital marketing function and in most organisations this distinction still exists.

The digital function, often set up as a separate division and run by a CDO (Chief Digital Officer) or Head of Digital, operates alongside, but closely with marketing and has a broad ecommerce/ channel, web and business delivery remit.

However, the lines are becoming blurred as integration across functions is becoming more commonplace. And if we examine the areas of business now where the marketing function takes lead responsibility we can see how much the marketing remit has broadened and changed but also how much further it has to go to gain back its’ lead position as customer champion.

With less than half of marketingfunctions taking the lead in CustomerExperience; only 23% for UX/UI and45% for Data Analytics, there is cause for concern that the voice of the customer will no longer sit withmarketing if we don’t see an increasenext year on these results.

Doing some specific analysis of the Customer Experience remit by sector, it is interesting how this differs according to industry. Especially when you see how far the Financial Services industry has come in recognising the voice of the customer with more than half respondents stating that Marketing take the lead in this function.

Digital

Customer Experience

Data Analytics/Insights

42%Utilities/Energy

44%Travel/Airlines

28%Telco

40%Retail

43%Professional Services

42%Motor

43%IT /Tech

64%Hotel / Leisure

33%Gaming

43%FMCG

56%Financial Services

44%E-commerce

41%Drinks

68%45%

UX/UI

23%45%

Ecommerce

28%



10

Which emerging functions formpart of the Marketing remit?

Who in the Marketing Departmentdevelops digital marketing plans?

What percentage of your marketing budget will you spend on digital in 2016 - 2017?

It is reassuring to note though that while Marketing doesn’t necessarily take the lead in these areas, at least half of all the marketing respondents are involved in these emerging functions of the business.

This question is aimed at establishinghow integrated marketing departments are across the digital skill set. While there has been a small improvement in the number ofteam who involve the entire department in digital planning, it still has some way to go.

The percentage of spend dedicated to digital marketing has not changed significantly when comparing 2015 to 2016.However, those spending more than 50% of their budgets in this area has increased.

90%

70%

67%

60%

51%

47%

Digital communications/strategy

Customer experience

Data analytics

Innovation

UX/UI/creative design

E-commerce

Entire Marketing

Team

DigitalPerson/ DigitalTeam

AgencyCollaboration

Outsource to Agency

No Digital Plan

37%

26% 25%

9%

3%

2015 201643%

29%

22%

4%2%

2015 2016

2%

0% 0-10% 11-20% 21-30% 31-50% 51-70% 70%+ Don’t know

17%

23%24%

11%

5%4%

14%

2%

17%

20% 20%

12%

7%6%

16%

D. THE EVOLVED RESPONSIBILITIES OF MARKETING CONT.



11

The current salary range for an Online Director/CDO across all sectors is very broad from €133k on average to a maximum of €220k. Based on placements made throughout the year, Alternatives’ view is that the best talent in this space are being paid between €140k-€180k.

As digital disruption and transformation becomes ever more engrained in everything we see and do, the question we’re constantly being asked by

clients is “what is it that makes a great a digital leader?” In response, here are some common traits which seem to resonate time and time again…

A RISK TAKER Whilst it is true that leaders of the corporate world are not completely risk averse, the dawn of the digital age has produced a whole new breed of risk takers. And not just someone who isn’t afraid to fail, but to a certain extent, welcomes it. Living by the mantra - the more you fail, the quicker you succeed. And succeed they do. As if they shied away from taking these leaps of faith, if they were too afraid to make the occasional blunder, then their desire to get ahead in the digitisation of their business may never be realised. And that would be the biggest injustice of all.

BARRIER BLASTERS As well as challenging the boundaries, skirting around them or ignoring them completely - when it comes to implementing a new plan or process, digital leaders should be incapable, or at the very least reluctant, to see any potential barriers which could hinder their plans.

For them, obstacles, which could easily put off the most

experienced executive, willswiftly become put aside. In fact, this is often as a direct result from their penchant for risk-taking.

And an almost romantic yet somehow rationalised notion that nothing, no matter how inconceivable, should stand in their way. All in the name of digital progress.

THEY ASK LOTS AND LOTS OF QUESTIONS Curiosity may have killed the cat but it can be the making of a great digital leader. Asking questions, searching for insights, being open to all possibilities enables them to not only identify problems, but seek to solve them through digital. And when they do, it can completely transform the many debilitated processes and procedures which still exist within a business. Recognising that even the smallest of changes can revolutionise things for the better.

SPEED WINS If there is one thing a digital leader is never guilty of, it’s

standing still. A mind-set that thrives on innovation and consistently embraces the need for change. Unlike their more traditionalist counterpart who tends to opt for a much more considered approach, a digital leader is constantly adapting themselves and their practices, ensuring they remain one step ahead of the competition at all times.

I’M SO EXCITED!! Throughout our careers, we’ve all experienced varying forms of leadership styles.While passion and positivity are qualities thankfully many senior executives do possess, when it comes to a digital leader, it’s without doubt one of the most crucial.

To be a great digital leader they also take on the role as a mentor. Someone who naturally positions themselves as an influencer. And above all, their enthusiasm for digitalisation needs to be contagious. If they’re not excited by the endless possibilities of digital - then why should anyone else in the business be?

WHAT MAKES A GREAT DIGITAL LEADER AND WHY ARE THEY WORTH PAYING FOR?




12

Data Analytics continues to grow as a major priority for hiring managers. Demand for data analysts and data scientists, particularly those sitting in the marketing function continues to increase. Behind this trend is an increased appreciation for the value and strategic insights of consumer data across retail, utilities, financial services, insurance and telecommunications. Given the demand and lack of these skillsets globally, it will come as no surprise that the attraction of international talent to Ireland is more and more crucial in 2016.

We have seen a marked demand for quantitative qualifications (economics, statistics etc.) particularly where data science roles are concerned indicating a rise in appreciation for the power of predictive analytical applications such as data modelling in risk analytics & machine learning in online retail and digital channels.

In response to the lack of highly qualified candidates in pure data science qualifications e.g. a Masters, Diploma or PhD in data science; there has been an increase in the learning and development demands on organisations. Alternatives predicts that hiring managers will need to hire more flexibly and develop high potential, less experienced analytics talent for management opportunities.

Salaries continue to rise in data analytics & data science with those with a minimum of three years’ experience reaping major rewards. As data visualisation experience in particular rises in demand, employers will need to be prepared to handle counter offer negotiations.

New roles are emerging in the area of data monetisation and analytics driven business intelligence roles are evolving to include an increase in the need for ‘Business Intelligence Developers’ – talent that respond to real-time business questions. Increased demands in data security mean that roles at senior level such as such as Chief Information Officer and Chief Data Scientist will continue to appear throughout 2016-2017. Alternatives noted a marked increase in insights driven roles such as that of ‘Customer Analytics Manager’ also.

Overall, demand data analytics and data science will continue to increase and organisations will need to recognise that securing permanent talent will become more and more difficult as many professionals in this space show a preference for variety in projects. As such utilising contract resources will become more and more necessary.

Top talent in the data analytics field (Director/Head of Analytics) are commanding salaries of between €140-160k.

FOCUS ON DATA ANALYTICS




13

2016 has certainly seen an increase in demand for talent in this area. Product managers have traditionally been required to manage technical products within telecommunications and IT but we’ve seen a move towards product marketing within financial services, gaming and utilities over the past year. And those with core product marketing skills are proving highly transferable between industries.

As Ireland’s next generation of CEO’s could potentially be drawn from the ranks of Product Managers, expectations of employers are extremely high and these multiple skills will be imperative to the success of any product or business in the future.

Key product marketing skillsets required from employers are:

This trend seems set to continue for the foreseeable future with product marketing being one of the most sought after skillsets in 2016-2017.

1. Influencing Skills This is the no.1 skill that is at the heart of every product management role. The ability to influence others without any direct authority.

3. Tenacity This has come up time and time again when speaking to any Product Manager. A good product manager doesn’t fall at the first hurdle but rather jumps over it!

10. User Experience A great Product Manager must be passionate about the user experience.

9. Organisation This is a fast paced role with a number of different elements so good organisational skills are vital.

8. Analytical Skills A good Product Manager doesn’t make decisions based on gut instinct alone. They make decisions by analysing data and making decisions based on fact.

Key roles in demand include:

Head of ProductProduct Development ManagerProduct ManagerPropositions ManagerProduct SpecialistProduct Owner

Top industries for Product Management roles:

TelecommunicationsFinancial ServicesSaaS / I.TUtilitiesGamingEcommerce / Retail

7. Execution Ultimately, Product Managers need to be able to get things done!

6. Crisis ManagementEvery Product Manager worth his/her salt has learnt through crisis management.

5. Leadership Skills A Product Manager needs to inspire, motivate, negotiate and communicate.

4. Commercial Acumen Product Managers have had to change their paradigm from thinking that their role is ‘delivering successful products / projects’ to understanding that their purpose is to turn business vision into commercial reality.

2. Strategic ThinkingDespite what we hear about technical knowledge, in reality most product managers bring in a unique set of strategic skills to the table.

FOCUS ON PRODUCT MANAGEMENT



14


E. MARKETING RESOURCE, BUDGETS AND SPEND

Given that the respondent profile (regarding size of company), is similar to that of last year, it appears that there has been a boost in Marketing Resources across the board. This reflects both the growth in the market and the extended remit of marketing.

13% of respondents have a marketing team of over 40 people compared with 7% last year.

When asked whether the estimated spend for next year represents an increase or decrease vs. this year, 45% foresee an increase and 12% a decrease in spend, with theremainder (43%) predicting the same levels as this year.

As always however there is a direct correlation between the marketing spend and whether the business is a multi-national or Irish owned with more budgets available to multi-nationals.

ESTIMATED MARKETING BUDGETS FOR 2016-2017

31%

71%

64% 16%

13% 9%

7% 5% 8%

4% 3%

1-10 11-20TEAM SIZE

2016

2015

21-40 41-60 60+

20%

10%

19%

9%11%

0 -

€100K€100K

- €500K

€500K -

€1m€1m

- €5m

€5m -

€10m€10m+

0 - €100K €100K - €500K €500 - €1m €1 - €5m €5 - €10m €10m+

Irish owned 38% 23% 11% 15% 5% 8%

Multinational 14% 16% 12% 24% 14% 20%

TEAM SIZE



15

Top three areas of marketing spend over the next 12 months

What one area of marketing spend in 2015 proved most disappointing in terms of results?

Once again, Digital/Online is by far the top area of spend across the industry.

Interestingly, ATL media spend is projected by 55% of respondents to be their second biggest area of spend which represents an increase of 14% compared to last year.

Projected spend in other areas remains on a par with last year.

MARKETING SPEND BY TYPE

73%Digital/Online

55%ATL: TV/press/radio/outdoor

31%Experiental/Events

Direct Mail/Email Marketing 27%Promotions & PR 23%

Sponsorship 22%CRM 19%

Research 15%Consumer Promotions 14%

Trade Programmes & Support 12%

It is the biggest areas of spend which prove the most disappointing for marketers, perhaps because they are the most visible.

Digital spend seems to be much less of a disappointment to marketers given the high proportion of spend allocated.

15%Events

14%Direct Mail/Email

21%ATL: TV/Press/Radio/Outdoor

12%Sponsorship

10%Digital Online

9%PR

7%Trade Programmes & Support

6%Promotions

5%CRM

2%Research

E. MARKETING RESOURCE, BUDGETS AND SPEND CONT.


16


MOVEMENT IN SALARIES

F. SALARIES, BENEFITS AND SENTIMENT

Despite the fact that we’re seeing an increase in the demand for flexible contracts and the increase (particularly in the digital community) of contractor placements, the majority of those completing the survey are in permanent, fulltime employment.

56% of respondents received an increase in salary in the last year. 61% of Managers saw an increase, with 59% of Directors. 35% received an increase of up to 5% and an additional 11% of up to 10%.

The percentage increases mirror those of last year with similar percentage rises being stated by each level in 2016.

Permanent Contract

Fixed Term Contract/Interim

Short Term Contract

Consulting

Not Currently Employed

2014

80%

11%

4%

5%

n/a

2015

84%

10%

n/a

6%

n/a

2016

83%

9%

3%

3%

1%

LEVEL OF INCREASE / DECREASE

SUPPORT PRACTITIONER MANAGER DIRECTOR/ HEAD OF

TOTAL %

1-5% 26% 33% 38% 38% 35%

6-10% 7% 15% 13% 9% 11%

11%+ 8% 6% 10% 12% 10%

No increase 33% 35% 28% 34% 32%

Decreased 3% 1% 2% 2% 2%

N/A 23% 11% 8% 5% 9%

EMPLOYMENT CONTRACTS



17

DIRECTORS & HEADS OF LEVEL

Directors and Heads of are the most senior respondents and have significant people and budget responsibility. Salaries typically fall in the €110,000-€140,000 range for Directors and €80,000 to €120,000 for Heads of.

As last year, 35% of our survey respondents this year were at Director or Head of level.

This is also the only level at which there are more males than females (53% male, versus 47% female), although female representation is increasing at senior management level. At all other more junior levels it is more female dominated.

The vast majority (87%) are employed on a permanent basis, 6% on fixed term contracts and 5% on consulting contracts.

75% feel secure or very secure in their current role, higher than the levels below them.

Benefits are performance led, as you would expect. In addition to a mobile (82%), two thirds get bonuses. 58% get contributory pensions; half get healthcare, half get a car or a car allowance and a quarter get share options.

39% get 20-24 days annual leave, 47% get 25-29 days and 10% get upwards of 30 days.

The top factor that engages people at this senior level, beyond salary is still a meaningful role, rated by a significant 72%. And as last year flexible hours, a great boss (both 38%) career progression opportunities and great products and services to sell are critical for this group.

They are generally the most engaged of all respondents (72% rating their personal engagement at 7/10 or above). However this is down from 85% last year. Very few are actively disengaged. 72% would also recommend their employer to a friend.

That said, they remain open to new opportunities, with 45% expecting to move on from their current company within two years.

Only a third at this level see their future career in marketing. 37% see their future in general management, 8% in commercial and 7% in senior digital roles.

F. SALARIES, BENEFITS AND SENTIMENT CONT.



18

HEAD OF LEVELWith budget and people responsibility eg Head of Marketing, Head of Digital

Role Survey Min Survey Max Survey Aver Alternatives View

CEO/MD/Country Mgr/Business Owner

€85,000 €250,000+ €135,000 €130,000-€250,000+

Commercial/Sales Director €75,000 €200,000 €140,000 €140,000-€200,000

Communications/Corporate Affairs Director

€95,000 €250,000+ €142,000 €140,000-€180,000

Creative Director €85,000 €150,000 €125,000 €120,000-€180,000

CRM Director €95,000 €130,000 €120,000 €100,000-€140,000

Customer Experience Director €85,000 €140,000 €112,000 €110,000-€180,000

Digital /Online Director/ CDO €110,000 €220,000 €142,000 €140,000-€220,000

Marketing Director/CMO €75,000 €250,000+ €124,000 €120,000-€200,000

Sales & Marketing Director €80,000 €250,000+ €121,000 €120,000-€200,000


Account Director €70,000 €120,000 €91,000 €90,000-€100,000

Commercial/Sales Manager €80,000 €110,000 €93,000 €75,000-€110,000

Head of Brand €95,000 €140,000 €106,000 €90,000-€140,000

Head of Communications/Corporate Affairs

€75,000 €120,000 €90,000 €75,000-€120,000

Head of Data Analytics €85,000 €120,000 €94,000 €90,000-€160,000

Head of Digital /Online €60,000 €100,000 €87,000 €80,000-€120,000

Head of Ecommerce €60,000 €115,000 €92,500 €75,000-€140,000

Head of Fundraising €65,000 €90,000 €72,000 €55,000-€75,000

Head of Innovation €120,000 €160,000 €145,000 €95,000-€160,000

Head of Insights €85,000 €150,000 €106,500 €80,000-€120,000

Head of Loyalty €85,000 €110,000 €94,000 €90,000-€120,000

Head of Marketing/Controller €70,000 €170,000 €102,000 €90,000-€160,000

Head of PR €70,000 €100,000 €78,500 €70,000-€100,000

Head of Product €110,000 €140,000 €122,500 €95,000-€140,000

Head of Proposition/Segment €85,000 €160,000 €116,000 €95,000-€140,000

Head of Research €75,000 €130,000 €102,000 €80,000-€120,000

Head of Strategic Planning €110,000 €160,000 €132,500 €90,000-€140,000

Head of Web Design - UX/UI €80,000 €95,000 €84,500 €70,000-€120,000

Marketing Manager €80,000 €130,000 €94,000 €80,000-€120,000

Sales & Marketing Manager €85,000 €110,000 €87,500 €80,000-€110,000

DIRECTOR LEVEL With budget and people responsibility eg Marketing Director, Chief Digital Officer




19

MANAGER LEVEL

Managers are typically classed as those with 9-10 years’ plus experience, with both people & budget responsibility.Salaries are typically in the €60,000-€90,000 range.

66% of manager level respondents are female, as women are promoted up into more senior roles.

85% are currently employed on a permanent contract, 8% on a fixed term contract and 3% on interim contracts.

70% feel secure or very secure in their current role.

The top benefits enjoyed by managers are mobile phones (70%), bonuses

(61%), contributory pensions (60%), flexible hours (41%) and healthcare (39%).

51% get 20-24 days annual leave, with 40% at this level now getting 25-29 days.

The top factor that engages them beyond salary is a meaningful role (60%). Flexible hours (48%) and remote working (32%) are key drivers for this group, many of whom are at the early family lifestage. However career progression remains important for them (47%).

60% rate their personal engagement at 7/10 or above, but this is down

from over 72% last year. Over 13% rate themselves as actively disengaged (1-3 out of 10 rating). 63% would recommend their employer to a friend.

However, as per last year over half of current mid-level managers do not expect to remain in their current company for more than 1-2 years, and only 29% expect to be with them for more than three years, a critical factor to be addressed by businesses in our view.

Only 52% see their future careers in marketing. 14% see themselves progress into general management, 12% into other customer oriented roles and 11% into senior digital roles.

MANAGER LEVELTypically with budget and people responsibility eg marketing manager

Role Survey Min Survey Max Survey Aver Alternatives ViewAccount Director €65,000 €120,000 €67,000 €75,000-€100,000

Account Manager €50,000 €80,000 €65,500 €40,000-€80,000

Brand Manager - Senior €60,000 €100,000 €76,500 €65,000-€90,000

Campaign Manager €45,000 €85,000 €60,500 €55,000-€75,000

Category Manager €55,000 €90,000 €67,000 €60,000-€80,000

Communications Manager €50,000 €70,000 €59,000 €50,000-€70,000

Content Manager - Senior €70,000 €100,000 €82,500 €75,000-€100,000

Corporate/Public Affairs Manager €65,000 €120,000 €93,750 €75,000-€100,000

CRM Manager €55,000 €70,000 €61,250 €60,000-€90,000

Data Analytics Manager €50,000 €90,000 €65,000 €60,000-€95,000

Digital /Online Manager €50,000 €90,000 €65,500 €60,000-€85,000

eCommerce Manager €55,000 €120,000 €78,500 €75,000-€120,000

Fundraising Manager €40,000 €55,000 €47,500 €40,000-€55,000

Innovation Manager €65,000 €100,000 €82,500 €65,000-€95,000

Insights Manager €50,000 €75,000 €62,500 €60,000-€85,000

Internal Communications Manager €65,000 €110,000 €78,000 €65,000-€100,000


PR Manager €65,000 €75,000 €70,000 €60,000-€90,000

Product Manager €55,000 €100,000 €75,200 €65,000-€95,000

Programme Manager €50,000 €85,000 €69,000 €65,000-€85,000

Proposition / Segment Manager €60,000 €110,000 €81,000 €65,000-€95,000

Research Manager €55,000 €90,000 €71,000 €55,000-€95,000


Sales/ Commercial Manager €50,000 €200,000 €88,500 €65,000-€120,000

Social/Community Manager €45,000 €85,000 €62,000 €50,000-€85,000

Sponsorship Manager €60,000 €110,000 €81,000 €65,000-€100,000

Strategic Planning Manager €65,000 €110,000 €81,000 €65,000-€100,000

Trade/Channel Manager €45,000 €70,000 €52,000 €50,000-€75,000

Web Designer - UX/UI - Senior/Mngr €50,000 €70,000 €62,000 €50,000-€85,000




20

PRACTITIONER LEVEL

Practitioners are those at an early to mid-career stage with typically 5 to 9 years’ experience. Typically salaries range from €35,000 - €60,000 at this level.

73% at this level are female, creating a function that may be overly female dominated in the future.

The large majority are in full-time employment. 82% are employed on a permanent basis, 13% on fixed term contracts and 3% on interim contracts.

With regard to additional benefits other than salary, the top benefits practitioners receive are contributory pension (50%),

bonuses (50%), mobile phones (42%), access to flexible hours and healthcare (both 39%). Practitioner level employees receive less benefits overall than those at manager to director level, as you would expect.

Two thirds get 20-24 days annual leave, with 31% getting 25 – 29 days.

The top factors that engage people most at this career stage, other than salary, is the opportunity to develop their careers (54%) and for their role to be meaningful (46%). They value flexible hours (40%) and a great boss. They are less motivated by a nice office environment than their juniors.

Levels of engagement have decreased since last year, with only half rating their engagement at 7/10 or higher, a quarter at 5-6 out of 10 and 16% actively disengaged.

Of all levels, they are the least likely to recommend their employer to a friend (only 52%). Although they feel secure in their roles, almost two thirds do not expect to remain in their current company beyond two years.

They see their future careers in marketing (54%), customer oriented and digital roles (14% each).

PRACTITIONER LEVEL5 to 9 years typically eg brand manager, product manager

Role Survey Min Survey Max Survey Aver Alternatives ViewAccount Executive €30,000 €45,000 €32,500 €30,000-€45,000

Account Manager €30,000 €60,000 €43,000 €45,000-€60,000

Assistant Brand Manager €35,000 €50,000 €39,500 €30,000-€45,000

Brand Manager €40,000 €75,000 €54,500 €40,000-€60,000


Communications Executive €35,000 €50,000 €42,500 €25,000-€40,000


Content Manager €40,000 €50,000 €45,800 €35,000-€65,000

Customer Experience Manager €40,000 €60,000 €50,000 €35,000-€55,000


Data Scientist €45,000 €60,000 €52,500 €45,000-€75,000


Digital/Online Executive €40,000 €50,000 €45,500 €35,000-€50,000

Events Manager €40,000 €45,000 €42,500 €35,000-€50,000

Insights Executive €35,000 €50,000 €42,500 €35,000-€50,000


Loyalty Manager €50,000 €55,000 €52,500 €50,000-€60,000

Marketing Executive €30,000 €55,000 €43,000 €30,000-€45,000

Marketing Executive Senior €30,000 €70,000 €47,000 €35,000-€65,000

PR Executive €25,000 €50,000 €35,500 €30,000-€50,000

Product Manager €45,000 €90,000 €63,200 €50,000-€70,000



Social/Community Executive €40,000 €50,000 €42,500 €35,000-€60,000

Web Designer - UX/UI €40,000 €55,000 €52,500 €50,000-€65,000

Copywriter €40,000 €55,000 €52,500 €50,000-€65,000

Copywriter - Senior €40,000 €55,000 €52,500 €50,000-€65,000

Graphic Designer €35,000 €50,000 €42,500 €35,000-€55,000

Graphic Designer - Senior €55,000 €65,000 €60,000 €45,000-€85,000




21

EXECUTIVE - SUPPORT LEVEL

Executive/support level respondents are at the start or early stage of their careers with 1-4 years’ experience.

The salary range at this level is typically between €25,000- €35,000.

The gender split is two thirds female at this earliest career stage, vs one third male-more balanced than last year (72%/28% last year), but at this level it still risks being an increasingly gender imbalanced profession.

As per last year, 69% are on permanent contract 16% on fixed contracts, 9% on interim and 3% on internships.

The top three benefits support/

executive level employees receive are contributory pensions and bonuses (31% each) and healthcare (21%). The large majority (66%) get 20-24 days annual leave.

The top factors that engage executives beyond salary are career progression opportunities (53% rate this as key). More than any other level they value a nice office environment (44%) and a good location. They are also engaged by a meaningful role.

This survey shows relatively low levels of personal engagement with their roles. Only 49% rate themselves at an engagement level of 7 out of 10 or more. 20% are actively disengaged (3 out of 10 or less). And 45% wouldn’t or aren’t

sure if they would recommend their employer to a friend.

Although they feel quite secure in their roles (63%), almost one in two do not expect to remain in their current company for more than a year and an additional 29% for no longer than 1-2 years. This mirrors last year’s results and is influenced by a buoyant marketplace with high demand for early career stage executives in marketing and digital.

54% see their future career remaining in the marketing area, 20% in digital, 8% in other customer centric roles. 11% remain unsure of their future direction at this stage.


Account Executive €20,000 €35,000 €28,000 €25,000-€38,000

Communications Executive €30,000 €40,000 €34,000 €25,000-€40,000

Content Executive €20,000 €45,000 €32,500 €30,000-€45,000

Copywriter - Junior €40,000 €55,000 €52,500 €50,000-€65,000

Data Analytics Executive €20,000 €45,000 €32,500 €30,000-€45,000

Data Scientist - Junior €30,000 €45,000 €36,000 €30,000-€45,000



Insights Executive €25,000 €40,000 €30,500 €25,000-€40,000

Marketing Executive/Assistant €20,000 €40,000 €27,500 €25,000-€35,000

Marketing Executive - Senior €35,000 €50,000 €42,500 €35,000-€50,000

Social Media /Community Executive

€30,000 €45,000 €35,800 €30,000-€45,000

Sponsorship Executive €30,000 €40,000 €35,800 €25,000-€40,000

Web Design - UI/UX €30,000 €40,000 €35,800 €30,000-€45,000

SUPPORT LEVEL First to second role in your career -1 to 4 years’ experience typically eg marketing executive




22

Key benefits remain much as last year. Mobile phone, bonuses and a contributory pension continue to be the top 3 benefits enjoyed by respondents. Multinationals and larger companies offer considerably more benefits than Irish owned and smaller companies particularly in terms of bonuses, pension and share benefits.

Male respondents have a higher level of almost all benefits than females.

The proportionally higher levels of bonuses, share options and cars may be linked to more male respondents in commercial/ sales roles and to more males in senior roles.

Both benefit equally from access to flexible working hours.

BENEFITS Mobile Phone

Bonus Contributory Pension

Health Care

Flexible Hours

Car Allowance

Share Options

Car Non Contributory Pension

TOTAL % 63% 57% 54% 41% 37% 23% 18% 9% 8%

Irish owned 57% 45% 42% 25% 30% 16% 9% 8% 8%

Multinational 71% 73% 70% 63% 46% 32% 31% 10% 7%

1-50 Employees

51% 43% 38% 33% 36% 15% 9% 11% 5%

51-200 63% 58% 40% 38% 33% 21% 20% 8% 10%

201-500 70% 76% 71% 52% 38% 23% 27% 11% 9%

500+ 72% 62% 71% 46% 40% 32% 23% 7% 8%

Male 67% 61% 53% 44% 37% 30% 22% 15% 7%

Female 61% 54% 55% 39% 37% 19% 16% 5% 8%

WHAT KEY BENEFITS DO YOU RECEIVE?

63%

57%

54%

41%

37%

23%

18%

10%

9%

8%

Mobile Phone

Bonus

Contributory Pension

Healthcare

Flexible Hours

Car Allowance

Share Options

N/A

Car

Non-contributory Pension




23

BONUSES

ANNUAL LEAVE

65% of all respondents get a bonus of some level. 41% of survey respondents (or 63% of those who get a bonus) get a bonus between 10% and 20% of their salary.

Bonuses are more likely to be paid and are also more likely to increase in scale, the more senior the role.

73% of all directors and heads of get some bonus, the large majority potentially getting 10-30% of their salary. 10% of senior respondents can get over 30%, 4% eligible for bonuses greater than their salaries.

• 69% of managers get bonuses, mostly in the 10-20% range.• 56% of practitioners get bonuses in the 5-20% range.• 40% of juniors get a bonus, typically in the 5-10% range.

51% of all respondents have 20-24 days annual leave. 38% receive annual leave of 25-29 days.

51%

38%

6%5%

Up to 19 days

20 -24 days

25 -29 days

+30 days

Respondents from the drinks, financial services, logistics, pharma, government and telco sectors have the highest level of annual leave, with more than 60% of them giving 25 days annual leave plus.

Career level is a determining factor when looking at annual leave with more leave given, the more senior the respondent.

0 - 19 Days

20 - 24 Days

25 - 29 Days

30 - 34 Days

35 – Days plus

Support 18% 66% 16% 0% 0%

Practitioner 5% 63% 31% 1% 0%

Manager 3% 51% 40% 5% 2%

Head of/Director

4% 39% 47% 8% 2%

Again this year we see that multinationals offer a significantly higher number of days leave in general, with half offering 25-29 days, versus Irish-owned companies, where 20-24 days is more the norm.

Up to 5% 40% plus

4.5%

Up to 40%

2.5%

Up to 30%

7%

Up to 20%

19%

Up to 10%

22%

10

No bonus

35%


10%



24

KEY PERFORMANCE INDICATORS (KPI’S)There are a broad range of KPIs in place for respondents.

The top three KPI’s reported by respondents are the same as those in previous years-namely revenue, profit and sales volume, underlining the commercial deliverables of the marketing function. There is no differential as a result of company size. KPI’s relating to customer acquisition increased.

Very Achievable

Slightly Achievable

Not Achievable

Achievable

12% 67% 16% 5%

38%Company or Product / Service Revenue

33%Company or Product / Service Profit

33%Sales Volume

21%Customer Acquisition

17%Brand Metrics

15%Market Share

15%Customer Satisfaction

14%Customer Retention

11%Employee Engagement

8%Conversion

8%NPS

7%Online Conversion Rate

4%Online Footfall

5%Online Revenue

TOP 3 KEY PERFORMANCE INDICATORS (KPI’S)

How achievable are your KPIs?



25


LEVEL OF ENGAGEMENT

G. ENGAGEMENT, SECURITY & FUTURE

Level of engagement in current role & company on a scale of 1-10

62% of respondents rated themselves as personally engaged (7 or higher out of 10), however this is significantly down on the last two years, where the corresponding level was 70% plus.

66% of male respondents rated their engagement at 7 or higher, compared to 59% of female respondents.

The level of engagement is highest amongst directors and heads of, but even this is down from 85% last year to 73%. Engagement declines considerably more the more junior the level, with only half of support and practitioners rating themselves 7 or above, and a quarter at 4 or below-a worrying trend.

(Where 1 is least engaged and 10 is highly engaged)

1-2 3-4 5-6 7-8 9-10

Support 9% 14% 29% 40% 9%

Practitioner 6% 17% 26% 41% 9%

Head of 8% 12% 20% 47% 14%

Director 3% 5% 20% 43% 30%

Danger EngagedMid

1

3.1%

2

2.5%

3

5.5%

4

4.9%

5

8.3%

6

13.6%

7

21.1%

8

22.3%

9

12.2%

10

6.5%



26

Would you recommend your current employer to a friend?

THE TOP 3 FACTORS THAT ENGAGE YOU PERSONALLY, BEYOND SALARY

As last year, almost two thirds of respondents say they would recommend their company to a friend, leaving one in three who would not. This is particularly marked amongst support to practitioner level respondents, just over half of whom would recommend their company. Given the increase in demand for top talent and the movement again in the marketplace, companies need to actively engage with employees to retain them.

63%

YES

2016

2015

64%

2016

NOT SURE

20%

2015

19%

NO

16%

2016

2015

17%

60%Meaningful role

45%Career progression opportunities

39%Great boss

39%Flexible hours

27%Ability to work remotely

24%Nice office environment

23%Good location

22%Great Products / Services

19%Benefits on offer

11%Mentoring/coaching available

8%Access to further education

7%Good training available

2%CSR programme

G. ENGAGEMENT, SECURITY & FUTURE CONT.



27

As last year, a meaningful role, with career progression opportunities continue to be the key motivators for most. However flexibility and the ability to work remotely are increasing significantly in importance and an area in which small businesses in particular may use to compete with larger businesses (although they don’t currently). The importance of a nice office in a good location is also increasing in importance in particular for more junior level employees.

With the continued economic improvement in Ireland respondents feel more secure in their roles versus two years ago. 71% feel secure or very secure in their current roles, versus 65% in 2014. Directors feel the most secure in their roles.

ENGAGEMENT FACTORS

SUPPORT PRACTITIONER MANAGER DIRECTOR

Engagement Factor 1 Career progression opportunities

Career progression opportunities

Meaningful role Meaningful role

Engagement Factor 2 Nice office Meaningful role Career progression Great boss

Engagement Factor 3 Meaningful role Flexible hours Flexible hours Flexible hours

Very Secure

Neither Secure

Insecure Very Insecure

Secure

28% 43% 22% 6% 2%

SECURITY IN YOUR CURRENT ROLE




28

54% of all respondents expect to move on to a new company- not just a new role- within two years and 28% in the next 12 months alone. This is a significant issue and headache for businesses. This trend is highest amongst support level respondents, where almost one in two do not expect to remain in their current company for more than a year and an additional 29% for no longer than two years. This is reflective of the high demand for

talent not just from the international tech giants located in Ireland, but also from professional services and financial services organisations, who are increasingly targeting graduate and early stage careerists.

Directors unsurprisingly have the most long term commitment to their business, although one in five still expect to move on in the coming year.

FUTURE IN ROLE

Total

Director

Manager

Practitioner

Support

28

20

28

33

46

26

26

24

30

29

17

17

19

18

12

29

38

29

18

12

0-1 year1-2 years

2-3 years

3 years +

How long do you expect to remain in your current company?




29

When we looked at where the survey respondents saw their future career the results were as follows:

Only a half of all managers, practitioners and support level respondents and one third of directors/ heads of see their future career in the “marketing” category (brand, comms, marketing management). More females see their future career in marketing (56% total females vs 31% total males).Double the percentage of males (30%) see their future in general management roles than females (14%). Males are also more likely to see their future in sales/commercial roles (12%), versus just 3% of females.

A future in digital and other customer centric roles (10-11% each) were equally selected by males and females.

The most immediately in demand skills required by respondents on a day to day basis, to be successful in their roles, are as follows:

These skill sets are reflected in the roles and opportunities briefed into Alternatives.

Digital strategy remains in no 1 position as the most important skill for next year. There is increased emphasis on strategy, with both strategic planning skills and brand strategy skills to the top of the list.

Digital Strategy

46%Strategic Planning

42%Brand

Strategy

35%Data Analytics

28%Project

Management

21%

Marketing

46%General

Management

21%

Digital

11%Customer Centric

10%

Sales Commercial

7%Don’t Know

6%

Where do you see your future career

SKILLS NEEDED




30

In several criteria such as attitudes to the role of marketing, effectiveness of budgets, there is little difference between male and female responses. Where there is most variation is in company/role satisfaction and benefits.

However, there is a surprising and worrying discrepancy in favour of males in senior positions with females earning 18% less than their male counterparts at Director level.

Likely to be in more senior roles and on better packages in general

• There are more males in Director/ Head of level roles than females as a start point

• 45 male respondents earn €150k+ salary, versus only 14 females

• 61% of males get a bonus, vs 54% of females and get a higher percentage level of bonus too.

• Their KPI’s are more likely to be linked to revenue/profit /other financials.

• More likely to get a car or allowance and to participate in share schemes.

Likely to be more content in their roles

• 34% of males expect to remain with their current companies for three years or more while only 25% of females reported the same (although both less likely to stay than a year ago)

• 69% of males would recommend their companies to a friend, vs 59% of females

• Predominant in the marketing function and are more likely in their long terms plans to want to stay within it. Men are more likely to see themselves in general management and commercial roles in the future

• Get better holidays. 49% of females get 25 days plus, vs. 41% of males.

• Although both males and females value flexible hours as a benefit-both rank it as no 3 motivator- 43% of females rate it vs 34% of men.

There is a high number and proportion of women to men at the lower ends of the career spectrum up to manager level. Although females are working their way up to the most senior positions, they have not yet made it to the extent of their male peers. Although we welcome the progression of females up the ranks, for an industry whose remit it is to represent the customer, this female dominated gender imbalance is far from ideal.

CAREERS: THE MALE/FEMALE DIMENSION

MALES 39% FEMALES 61%

2:1Ratio

:

44

88

Support

2.75:1Ratio

:

52

143

Practitioner

1.95:1Ratio

:

128

250

Manager

0.9:1Ratio

:

203

183

Director/Head of

FEMALES

MALES


AVERAGE SALARY AVERAGE SALARY

Director level €138,000 €117,000 (-18%)

Heads of level €108,000 €100,000 (-8%)

Manager level €74,000 €68,000 (-9%)

Practitioner level €48,300 (-2%) €49,500

Support level €28,400 (-12%) €31,700


31


% RESPONDENTS WHO BELIEVE THAT CUSTOMER SENTIMENT HAS IMPROVED SINCE LAST YEAR

% RESPONDENTS WHO BELIEVE THAT TRADING CONDITIONS LOOK SET TO IMPROVE OVER NEXT 12 MONTHS

H. SECTORAL ANALYSIS

ESTIMATED MARKETING BUDGETS FOR 2017-2017 BY SECTOR

The sectors highlighted in this section represent the largest sets of respondents and include:-Financial Services, FMCG, Utilities & Energy, Agency, Professional Services, Retail, IT & Technology, Telcos

46%Utilities / Energy

60%Gaming

63%E-commerce

65%FMCG

67%Telco (ICT)

68%IT / Tech


73%Drinks

75%Professional /Business Services

76%Motor

77%Hotel & Leisure

78%Travel/Airlines

81%Retail

33%Utilities

43%FMCG

46%Agency

48%Travel

50%Hotel/Leisure

52%Drinks

52%Motor

55%Telco (ICT)


63%Ecomm

64%Prof.Services

70%IT / Tech

75%Retail

66%Drinks 24% 10%

Telco (ICT) 57%20% 23%

Utilities/Energy 51%29% 20%

Travel/Airlines 43%26% 30%

Gaming 40%40% 20%

Retail 36%53% 11%

E-commerce 33%53% 13%

Financial Services 31%44% 25%

FMCG 30%39% 31%

IT / Tech 18%64% 18%

Motor 8%52% 40%

Hotel / Leisure / Entertainment 17%83%

Professional / Business Services 19%81%

Under €1m

€1-€5m

€5m+



32

MARKETING TEAM SIZE BY SECTOR

Percentage by sector spending over 50% of their budget on Digital.

Percentage by sector spending less than 20% of their budget on Digital.

Travel / Airlines16%4%

Telco (ICT)6%3%

Utilities / Energy0%0%

Financial Services6%3%

Motor4%8%

Gaming17%17%

IT / Tech13%17%

Drinks0%0%

Prof. Services 10%3%

E-commerce13%25%

Hotel / Leisure 7%0%

IT / Tech4%24%

Financial Services 5%16%

E-commerce 8%26%

Telco (ICT) 15%15%

Travel / Airlines 15%23%

Retail 17%0%

Drinks 17%11%

FMCG 18%21%

Gaming 20%17%

Hotel / Leisure 25%6%

Motor25%14%

Prof. Services 28%29%

Utilities/Energy 30%25%

51-70% 70% + Less than 10% 11-20%

Less than 20

21-40

41-60

60+

IT / Tech

Financial Services

E-commerce

Telco (ICT)

Travel / Airlines

Retail

Drinks

FMCG

Gaming

Hotel / Leisure

Motor

Prof. Services

Utilities/Energy

0% 100%50%

H. SECTORAL ANALYSIS CONT.



33

Banking and Insurance has remained a very buoyant sector for the recruitment of marketing and customer focused talent over the last 12 months and certainly looks to be maintaining its momentum for the coming year. It is an important sector within our community, with the largest marketing spend (31% with a marketing budget of €5m+ vs. survey average of 22%). Theyare also the second biggest employer of marketing and digital talent with 25% having teams of 40 plus vs. average of 13%. (The largest teams are within the IT/Tech industry, where perhaps a larger number of customer account/sales support roles are classified as marketing roles.) From a digital perspective they spend more than most sectors with 30% (vs. average 25%) spending over one third of their budget on digital, with over one third stating they have a separate digital function.

With 68% stating their belief that customer sentiment has improved since last year this is in line with the average, however, this sector feels

slightly more positive about trading conditions with 58% believing that this will improve (vs. average of 53%).

The big consumer banks are continuing to invest in championing the customer agenda with each of the big brands remaining highly competitive across their product offerings, customer experienceand digital strategies. Only 39% of respondents in this sector believe that the role of marketing is seen as strategic vs. the average of 45%.However, their role as leading the Customer Experience agenda is considerably higher than the average with 55% (vs. 45%) taking a lead role in this area, reflecting the move in the banking community towards customer centricity.

As a result, there is a strong healthy requirement for skilled marketers across a fantastic range of marketing skill sets, most notably digital, social media, content, propositions, product, insights & analytics and brand. It has been great to see how

this sector is now opening their doors more and more to marketers outside of financial services with a need for fresh innovative thinking and ways of working. There are some outstanding marketing teams within financial services and from a marketers perspective, the opportunities to enhance their skill sets and develop their career are a strong attraction.

The role of the B2B marketer has also been a lot more prominent within this sector both for the consumer and corporate banks and there has been a strong integration of strategies across the B2B & B2C segments. Experienced product, proposition and brand B2B marketers are high on the talent acquisition agenda.

The effect of Brexit within the sector will certainly be an interestingone over the next 12-18 months, however, for the time being, Banking and Insurance companies actively continue to seek out Ireland’s top customer, commercial and marketing talent.

FINANCIAL SERVICES


Communications Head Of €80,000 €110,000 €96,000 €80,000-€120,000



Digital /Online Director/ CDO €120,000 €170,000 €137,500 €140,000-€200,000+

Digital /Online Head Of €85,000 €100,000 €92,500 €85,000-€140,000




Internal Communications Manager €65,000 €110,000 €80,000 €70,000-€90,000

Marketing Director/CMO €120,000 €250,000 €175,000 €180,000-250,000+

Marketing Head Of/Controller €85,000 €130,000 €102,500 €100,000-€140,000


Marketing/Communications Executive €30,000 €35,000 €35,000 €30,000-€45,000

Product Head Of/ Group Manager €90,000 €120,000 €105,000 €100,000-€140,000

Product Manager €65,000 €75,000 €71,250 €65,000-€85,000

Proposition / Segment Manager €60,000 €90,000 €74,000 €65,000-€85,001

Segment - Head of €80,000 €110,000 €92,000 €95,000-€140,000

Sponsorship Head Of €80,000 €110,000 €98,500 €100,000-€120,000


Web Design - UI/UX - Senior €50,000 €65,000 €54,000 €60,000-€75,000




34

The FMCG sector remains a large and competitive sector and has been under significant pressure in recent years as the grocery trade has become more competitive and price sensitive. However, in terms of customer sentiment, it is now relatively positive with two thirds stating that trading conditions have improved in the past year. However, and perhaps as a result of Brexit on the agenda, only 43% believe that trading conditions will improve nextyear (vs. average of 53%), with 14% feeling that they will deteriorate.

This sector relies on strong consumer brands and still has sizeable marketing budgets with 30% of respondents having budgets over €5m and 27% with budgets between €1-5m. With only 11% having marketing teams of 40+,

and the majority (80%) with teams of less than 10 people they are still very stretched and have to lean on their international colleagues for marketing support.

Not surprisingly for this sector, where consumer branding and innovation are key, the marketing function is perceived by the majority (60%) of respondents as having a strategic role to play in the business vs the average of 45%.

Although over half this sector currently spend less than 20% of their budget on digital marketing, 60% still believe that Digital will be in their top 3 areas of spend next year. Other areas of spend include ATL (for 55%) and events/ experiential marketing (30%).

Consumer trends around Health, wellness, technology, convenience and indulgence are set to continue in 2016, with many brands and businesses focused on delivering innovations in these areas and recruiting for senior marketers with experience of brand development in same. The focus in 2016 has been finding talent with data, innovation and NPD skill sets as the sector continues to adapt and compete in this changing market.

There is also a demand for brand marketers with a deep understanding of off and on-line integrated, experiential marketing as the need to immerse consumers in the brand is an imperative. And, as always, there is continuous demand for those with digital, strategic planning and classical brand management skills.

FMCG (Consumer food, beauty, household goods etc.)


Brand Manager €45,000 €70,000 €55,000 €45,000-€65,000

Brand Manager - Asst €35,000 €40,000 €37,500 €30,000-€45,000





Corporate/Public Affairs Manager €100,000 €120,000 €110,000 €80,000-€110,000


Head of Innovation €75,000 €130,000 €101,500 €85,000-€110,000

Insights Head Of €90,000 €110,000 €102,000 €90,000-€110,000


Marketing Director/CMO €95,000 €160,000 €128,000 €120,000-€160,000



Marketing/Communications Executive €25,000 €40,000 €30,500 €25,000-€35,000

Sales/ Commercial Director €100,000 €150,000 €128,000 €90,000-€250,000+






35

As the providers of marketing creativity, strategy, planning and project management, this sector is under a lot of pressure to maintain thought leader status and lead the way for their clients. The traditional agency model has therefore undergone huge change over the past number of years as technology has enabled in-house solutions and online marketing has become an imperative. However, it remains a buoyant and optimistic sector with 71% stating improved client sentiment vs last year and over 90% predicting that trading conditions will remain the same, if not improve next year.

With the introduction of digital strategy, data skills, CRM expertise and in-house production facilities you can no longer definitively distinguish between agency services - what was a digital agency yesterday is now full TTL and what was a

media planning and buying agency has now added data analytics and digital consultancy. This is borne out by our survey results with agencies now stating that they have responsibility for a number of differing services in addition to brand and communications. Over half state they have responsibility for business strategy, customer experience, digital and sales/lead generation for their clients. One third have responsibilities in data analytics and insights; 22% work on product management.

And they are taking on all this extra responsibility with very small teams - over 70% of the agency sector sill have teams of less than 10 reflecting the constant fragmentation of the marketing services sector. Although 8% do have businesses with over 40+ employees.

The key trend within this sector

from an employment perspective is the rise in freelancers across all disciplines. Previously the only area for freelance (contracting) workers was within the creative departments, however, now there is high demand for freelance account management, data analysts, digital strategists, UX/UI designers, content writers/managers. This model reflects the ‘project’ based nature of a lot of this sectors’ work and enables the agencies to flex up and down on resources as clients needs also fluctuate and protects them from high resource overheads that has been the downfall of a number of agencies over the past decade or so.

We have certainly seen high demand for our Digital Creative Contracting panel as a result and see continued demand for strong account management and business development talent.

AGENCY


Account Director €55,000 €110,000 €76,000 €80,000-€100,000

Account Executive €20,000 €35,000 €29,000 €25,000-€38,000

Account Manager €35,000 €75,000 €48,000 €50,000-€80,000

Business Development Manager €35,000 €70,000 €56,000 €45,000-€65,000

Client Services Director €70,000 €100,000 €89,000 €80,000-€120,000

Content Executive €20,000 €45,000 €32,500 €30,000-€45,000

Copywriter €30,000 €55,000 €34,500 €30,000-€45,000

Copywriter - Senior €40,000 €65,000 €52,500 €45,000-€85,000

Creative Director €120,000 €150,000 €132,000 €90,000-€180,000





Graphic Designer - Senior €55,000 €70,000 €64,000 €45,000-€85,000

PR Account Director €65,000 €100,000 €75,000 €70,000-€90,000

Research Head Of €75,000 €90,000 €82,500 €80,000-€100,000


Social/Community Exec €30,000 €45,000 €35,800 €30,000-€45,000


Strategic Planning Head Of €110,000 €160,000 €138,000 €100,000-€140,000

Strategic Planning Manager €45,000 €75,000 €64,000 €60,000-€75,000

Web Designer - UX/UI €40,000 €55,000 €52,500 €50,000-€65,000

Web Designer - UX/UI - Senior €55,000 €85,000 €72,500 €65,000-€90,000




36

The drinks sector is a vibrant sector for Ireland and its marketing community. In addition to strong international and Irish brands in the Irish market and abroad, there has been a resurgence of craft beers and spirits. Sentiment in this sector is very positive. 73% of respondents noted improved customer sentiment compared to last year (vs. average 68%) and 53% believe trading conditions will continue to improve.

These strong drinks brand are built on continued consumer and trade marketing investment and marketing and marketers have a dominant role in this sector. According to respondents, Marketing is seen as a highly strategic player- with 79% stating it plays a strategic, revenue driving role in their business- the highest score of any sector.

They have some of the largest marketing spend- two thirds have budgets of over €5m. In terms of top planned areas of spend for the year ahead, ATL (68%), digital (61%), sponsorship (32%) and trade promotions (29%) will be key.

They are large marketing employers with half having teams of between 20-60 people and in our experience are attractive companies that employees like to work in.

Brand strategy and management, digital, consumer insight, strategic planning and innovation skills are all in strong demand and NPD experience will remain critical over the next few years.

DRINKS


Brand Manager €40,000 €75,000 €52,500 €55,000-€70,000




Corporate/Public Affairs - Head of €100,000 €120,000 €110,000 €100,000-€130,000

Innovation Manager €80,000 €90,000 €82,000 €70,000-€90,000

Insights Head Of €75,000 €100,000 €87,500 €90,000-€110,000









37

Utilities remains a highly competitive sector and existing and newer players continue to challenge each other for market share. This sector scores the lowest in terms of customer sentiment and future trading conditions, with only 46% (vs. average of 68%) believing that customer sentiment has improved since last year and only 33% (vs. average of 53%) believe it will continue to improve.

While the marketing function is only perceived by one third of respondents as having a strategic role to play in the business vs the average of 45%, the Utility/Energy sector has the third highest budgets with over 50% of respondents stating budgets of over €5m. With the majority (82%) having marketing teams of less than 20 people, this sector relies heavily on their agency and media partners for marketing support.

There has been a shift from aggressive acquisition in this sector to retention via

customer value management and the development of robust customer programmes to retain their base. The continued evolution of loyalty programmes as well as a focuson sponsorship activity has been very apparent and this has led to the targeting of candidates from various other sectors that have had success in this space - most notably telecommunications and financial services.

Digital skills have been in high demand to focus on engagement with customers as well as to assist in continuing to drive online as the primary channel for communications with their base.

All of the major players continue to seek a diverse skill set from traditional brand marketing, B2B and B2C marketers, topropositions specialists and those with digital and data analytics expertise.

UTILITIES & ENERGY



CRM Manager €70,000 €80,000 €75,000 €65,000-€80,000


Data Scientist €50,000 €60,000 €54,000 €45,000-€65,000




Head of Corporate/Public Affairs €90,000 €110,000 €95,000 €95,000-€140,000






Product/Proposition Manager €45,000 €90,000 €66,000 €60,000-€80,000



Social Media /Community Executive €40,000 €55,000 €45,000 €40,000-€55,000






38

While the vast majority of this sector work with small budgets (80% under €1m) professional services continues to grow its importance with the marketing community. It is a buoyant sector with 75% stating that customer sentiment has improved since last year (vs. average of 68%), and 64% feeling that trading conditions will continue to improve (vs. average of 53%).

A significant uplift continues, with both small and larger corporate professional services organisations seeking marketing talent to assist with their return to growth. Although there is demand for seasoned B2B marketers with traditional skills such as client relationship management, PR, thought leadership and events, there is now also a strong focus on those with digital marketing

expertise, particularly in the area of lead generation and content. Most are also committed to hiring talent for specific roles within CRM and analytics. Many professional services firms are now targeting talent with varied industry experience, and even those with stronger B2C backgrounds to bringin fresh perspectives and to challenge the status quo.

Only 31% of respondents in this sector believe that the role of marketing is seen as strategic vs. the average of 45%, however, as their brand reputations grow and social, content marketing strategies continue to attract business for this sector, and they continue to drive a business generation agenda, we hope that this view will become more positive over the next few years.

PROFESSIONAL & BUSINESS SERVICES


Business Development Director €60,000 €100,000 €74,000 €85,000-€120,000


Content Manager €40,000 €50,000 €45,000 €50,000-€70,000





Research Head Of/Manager €60,000 €70,000 €66,000 €65,000-€90,000

Sales /Commercial Director €80,000 €140,000 €112,000 €95,000-€160,000

Sales & Marketing Director €120,000 €140,000 €125,000 €130,000-€150,000




39

Retail is now the sector with the most positive trading outlook, in contrast to just a few years ago, when it was the lowest. 80% of retail respondents said customer sentiment improved in the past year (vs. a survey average of 68%) and 75% believe that trading conditions will continue to improve next year (vs. an average of 53%). This is encouraging as retail acts both as a barometer of our overall economy and it is also a significant employer. According to Retail Ireland the sector employs almost 275,000 people- the same as the total number of those employed in financial and insurance sectors, IT, agriculture, forestry and fishing combined. There are 42,000 retail and wholesale businesses operating in Ireland, of which 83% are Irish-owned and Irish-operated and 75% are family-owned enterprises. Total consumer spending increased in 2014 and 2015 as the

employment market rebounded strongly. (Source: Retail Ireland)

Our survey includes many of the larger retailers with an established marketing presence or function, with one third of retail respondents having marketing budgets of over €5m and marketing teams of 20+ people. Budgets and teams are highest amongst those in the grocery retail space and competition is fierce. That said, over half of retail respondents still have budgets of less than €1m and over 58% have marketing teams of less than 10 people. The marketing function is perceived by 49% respondents as having a strategic role to play in the business, slightly ahead of the survey average of 45%.

Both Digital and ATL are the two, equally rated, top planned areas of marketing investment for the year

ahead for 66% of respondents. With 55% currently spending 20% of their budget or less on digital marketing, we would expect this to increase considerably over the next few years as the ‘clicks and mortar’ model matures. Consumer promotions and events remain popular too.

The roles most in demand in Alternatives experience are for those in mid to senior marketing management and communications roles. Demand remains high for those in data analytics (data and insights sit within the marketing department remit for 40% of respondents), e-commerce, content and digital managers.

Insight and social media are the two evolving skillsets that will be most needed in the years ahead, according to respondents.

RETAIL


Brand Manager €45,000 €65,000 €49,000 €45,000-€65,000



Content Manager €20,000 €35,000 €27,500 €30,000-€45,000

Content Manager - Senior €85,000 €100,000 €95,000 €60,000-€85,000



Ecommerce Manager €55,000 €110,000 €47,500 €50,000-€95,000

Head Of Brand €95,000 €120,000 €106,000 €95,000-€120,000

Head of Ecommerce €60,000 €115,000 €92,500 €75,000-€140,000

Head of Loyalty/CRM €100,000 €130,000 €105,000 €85,000-€130,000





Sales & Marketing Director €100,000 €120,000 €108,000 €120,000-€200,000+


Web Designer - UX/UI - Senior/Mngr €50,000 €70,000 €62,000 €50,000-€85,000





40

This sector continues to be one the fastest-growing corners of the job market with strong digital, creative, innovation, data, UX/UI skills in huge demand. They are big employers of marketers with 26% having teams of 40 plus (vs. average of 13%) although marketers in this sector (both B2B and B2C) are expected to be highly proficient digital and technology users.

Not surprisingly, this sector has a positive outlook for the future with 70% believing that trading conditions will continue to improve next year (vs. an average of 53%). The rise in online spending, the roll out of faster broadband, and expansions by some of the biggest hitters in the sector – in systems, software, cloud

computing, big data analytics, social technologies and IT security have aided increased employment. (This obviously applies across all sectors). Many jobs being filled in this space did not exist 20 years ago, and it is believed an estimated 60% of the jobs in 10 years’ time have not been invented yet.

The pace of growth and change in IT and technology hiring are the result of new and advanced technology with technological inventions and improvements being introduced every week, almost daily and new software and apps at every turn.Students in colleges, universities and technical institutes seeking careers in this industry will likely be recruited upon graduation with an increase

in corporate graduate programs and attractive starting salaries for digital and front end development specialists at approx.€30,000 per annum. Computer software engineers are in high demand because of their work of designing, building, maintaining, and integrating those digital platforms with increasingly complex systems.

There is healthy marketing spend in this sector with 18% having amarketing budget of €5m+ (vs. average of 22%) although surprisingly they do not index highly on digital spend, with only 6% spending over half their budget online (vs. average 13%).

IT & TECHNOLOGY


Business Development Director €70,000 €110,000 €89,000 €85,000-€130,000

Campaign Manager €55,000 €85,000 €70,000 €55,000-€80,000

Content Manager €40,000 €50,000 €45,000 €50,000-€70,000

Customer Experience Manager €40,000 €65,000 €55,000 €55,000-€75,000

Data Analytics Executive €35,000 €45,000 €42,000 €30,000-€45,000

Digital /Online Director/ CDO €110,000 €220,000 €142,000 €130,000-€200,000+




Marketing Director €85,000 €150,000 €112,000 €90,000-€160,000





Product Manager €65,000 €75,000 €70,000 €65,000-€95,000

Sales & Marketing/Commercial Director

€95,000 €250,000+ €150,000 €120,000-€250,000+

Web Design - UI/UX €25,000 €35,000 €30,000 €30,000-€50,000

Web Design - UI/UX - Senior €50,000 €65,000 €55,000 €60,000-€75,000




41

Respondents in this sector are in line with the average in terms of their positive view of customer sentiment vs last year (67%) and improved future trading conditions (55%).

The competition amongst the main Telecommunication organisations remains as steep as ever with last year seeing significant changes in brands, products and new market entries. Over the last year we have seen a slight dip in recruitment in this sector although the market for specific skills is still highly competitive. If you are a specialist within Data Analytics, Product & Proposition, there are good opportunities for you in this sector.

The numerous specialties within the world of Data are continuing to grow and there has most certainly been high demand on a contract and permanent basis for these

sought-after specialists. Daily-rate contractors with a strong depth of experience in this space, are able to seek very rewarding remuneration. Depending on the organisation, these vacancies can sit either in Marketing or IT, either way, the supply in this space is not matching the demand.

Product, Proposition and Base Management have been regularly sought after throughout this year with a strong focus on a cross-functional skill set and real ability to work at key stakeholder level. The experienced commercial marketer with achievements in segmentation, proposition and acquisition are of significant interest within Telecommunications with a relatively healthy openness to looking outside of the sector experience.

It has been a very quiet year for the demand in Brand & Communications

experts within the sector, however the digital and social media teams continue to grow and interest in daily-rate contractors or interim talent is beginning to become a popular option.

It is an extremely important sector within our community, with the 2nd largest marketing spend (57% with a marketing budget of €5m+ vs. average of 22%) although from a digital perspective they spend slightly less than the average with 22% (vs. average 25%) spending over one third of their budget on digital. They also have larger than average team sizes across marketing and digital with 22% having teams of 40 plus vs. average of 13%. And nearly half the respondents in this sector believe that the role of marketing is seen as strategic, revenue driving partner vs. the average of 45%.

TELECOMS/ICT




CRM Manager €70,000 €80,000 €75,000 €65,000-€80,000


Data Scientist €50,000 €60,000 €54,000 €45,000-€65,000








Product/Proposition Manager €45,000 €90,000 €66,000 €60,000-€80,000

Programme Manager €60,000 €85,000 €72,500 €65,000-€85,000



Segment - Head of €80,000 €110,000 €92,000 €85,000-€100,000




THE SPONSORS

Our purpose is to attract and acquire the best marketing, digital, customer focused and leadership talent that

drives business growth for Ireland Inc.

At a critical juncture in our economic recovery, we know that THE most important aspect of aiding and sustaining growth is the ability to attract and retain the best management and leadership talent across

the marketing, customer focused and digital functions.

Every organisation we work with, both large and small, is currently focused around the growth agenda: they engage with Alternatives

to find them talented people that have the capability to be the leaders and commercial drivers of business, either now or for the future.

Every conversation we’re having with our candidate pool is focusedon helping them to find a meaningful role that not only plays to their

key strengths but critically supports them in the growth of their career.

And, we’ve never stopped pioneering for flexible ways of working for our talented candidates and for ways businesses can use the best

talent at the time they most need it.

We provide our clients with a range of talent solutions including: Consulting, Interim, Daily rate Contracting, Permanent Recruitment,

Executive Search and Managed Teams.

So, if you’re looking for people to drive your Marketing and Digital agenda, or would like to discuss your own career progression, please

contact us.

[email protected] +353 1 661 8889

www.alternatives.ie


THE SPONSORS

The Marketing Institute is the professional body for Ireland’s marketing people, in operation since 1962.

With a mission to strengthen the profession ofmarketing in Ireland, the Institute focuses on three

key areas:

CONTENTThrough the provision of insights and expert

content, we enhance the professional effectiveness of our members.

COMMUNITYWe open the gateway to Ireland’s professional marketing community, and we build it through

access to networks.

CAREERWe help marketers to progress their careers

and to gain advantage inchallenging for positions at the next level.

Content, Community and Career are the three themes that underpin all Institute activities.

If you would like to know more about us, please email [email protected] or call 01 295 2355

2016MARKETING AND DIGITAL SALARY & SENTIMENT SURVEY


T. 01 661 8889 www.alternatives.ie

T. 01 295 2355www.mii.ie

Marketing and Digital Salary & Sentiment Survey 2016

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Transcript of Marketing and Digital Salary & Sentiment Survey 2016