Why change?

June 13, 2017 08:31 by Gill Kelley

Why change? CC0 Public Domain

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Change is the only constant in today’s business environment. The development of a marketing oriented culture takes a long time, and when developed it becomes a measure of the value it receives from its employees, relative to other organisations.  Equally, innovation often means change, a potentially uncomfortable position for many employees. Managers have an important role in encouraging ideas and experimentation, fostering sound internal communications to keep their staff in contact with what is happening in the business, and facilitating change.

Changing environments are making the achievement of a market orientation even more difficult.  Marketers have to balance the following issues (to name but a few) with the need to satisfy the customer.

  • New political scenarios are emerging which may change allegiances of trade blocs.
  • Globalisation and deregulation are increasing competition
  • Customers are becoming more sophisticated. As supply exceeds demand in many markets, so customer choice increases and the customer gains in power. Customers’ expectations are therefore increasing
  • Governments and people are becoming increasingly aware and concerned over the impact of our actions on the environment. They are bringing pressure and legislation to bear on organisations that are forcing them to redefine their products, services and activities
  • Demographics are changing. People are living in smaller units, living longer and living in mixed-race societies and cultures. There are new opportunities for organisations but, at the same time, certain activities that are no longer required or socially acceptable
  • Technology has changed our lives. The pace of change is exciting for some, bewildering for others. Organisations have to decide what they want to adopt, make the investment and execute their plans, all before the next generation of technology wipes out their investment
  • Shareholders’ expectations for steadily increasing returns on their investment, coupled with changes in corporate governance, are leading to increased emphasis on measuring organisations’ performance in the market across a range of criteria, not just financial. Increasingly, marketing assets such as brands are coming under scrutiny and marketers have to measure and justify expenditure on marketing activities


Change and internal marketing

Many people feel threatened by change and the difference it might make to their lives, especially if they are not in control of the changes that are being made.  For example, what will happen if they cannot do the job they have in the changed organisation?  Will there be redundancies?  Will their status change within the organisation?  To overcome some of these issues, internal marketing is necessary to make sure that productivity does not drop due to employees’ fears and the feeling that it is not worth putting as much effort in to work as they may be applying for other jobs or discussing the situation with other employees. Internal marketing has been proposed as a philosophy that focuses on a firm’s employees with the aim of rendering them more effective in delivering superior customer service (Lings and Greenley, 2009). Valuing staff and ensuring that they embrace change is a key role of internal marketing and some of the internal marketing actions that can help to avoid barriers to change include:

  • Making sure there is open communicationand fostering employee involvement both before and during the change.
  • Making sure that the change is communicatednot just through words but also through behaviour.  Champions of the change should demonstrate new ‘behaviour’ and lead by example.
  • Encouraging the right attitudeto the change by understanding and removing the fear factor.
  • Developing a culture that is based on creativity and innovation, and extending the boundaries within which people are empoweredto work gradually, so that they are able to make minor mistakes.
  • Using a framework for implementing change can help support the organisation’s efforts as there will be elements that favour change and others that incite barriers to change.

Serious consideration needs to be taken about how many resources you will invest in the change programme. The influencers in the organisation need to be identified so that they can become part of the positive messaging about the change that is taking place.  It may be impossible for your staff to do their day-to-day jobs and help implement a change and so a change steering group or a change champion may need to be heralded as a new interim role until the change has been completed. Kotter (1996) suggests an eight-step model that helps frame a change programme. It starts with establishing a sense of urgency, discusses clear vision and open communication and finishes with the anchoring of the new values in to the corporate culture.

Want to learn more? Contact +44(0)1628 427240 to find out about our Marketing Leadership Programme starting in July 2017.

Tags: Change management, Leadership, Marketing Leadership Programme, Level 7

Categories: CIM Qualification


November 1, 2016 11:25 by CIM Academy

Competition Competition time! Photograph: 186789 © A-papantoniou

Win the opportunity to study for CIM Academy’s Executive Marketing Leadership Programme with nothing to pay until the start of the second module.

Submit 2500 words on the following topic by the end of November 2016 to, with your name, address, and email address

'The way customers think and behave today will drive more change in the way organisations create and deliver value in the next five years than over the last twenty years.'


Terms and conditions

1. There is one prize available. Your entry is limited to one unique and original entry per person.

2. Your entry must be sent to

3. The competition is open worldwide, but all entries must be in English.

4. By entering you agree to your entry being promoted by CIM and to participating in any relevant PR or promotional activities arranged by CIM with no recompense, either by CIM or any partners, either during or after the competition.

5. Employees of CIM and their immediate families are not permitted to enter the competition.

6. Entries must be received by Wednesday 30 November 2016 (midnight GMT). Incomplete or late entries will not be accepted.

7. Entries will be judged by a panel consisting of Course Directors from the programme and senior members of CIM. The ideas will be judged on the following:
• Demonstration of exceptional understanding of marketing.
• Demonstration of creativity, innovation and inspiration.
• An innovative, original and creative approach that includes consideration and an in-depth understanding of the challenge outlines in the Brief.

8. CIM will contact the winner by email not less than one calendar month after the closing date. CIM will make every endeavour to contact the winner. In the event that the winner does not respond within four weeks, an alternative winner will be selected.

9. The intellectual property in all entries will be owned by and be vested in CIM and by entering this competition you agree to assign all intellectual property rights in your entry to CIM.

10. CIM and its partners will not be held responsible for any losses, injury or property damage as a result of this competition.

11. The winner will receive:
• Attendance at Module 1 (Contemporary Challenges) of the CIM Academy L7 Marketing Leadership Programme at Moor Hall taking place in 2017. The prize represents the equivalent of a 33% reduction in the cost of the full programme equating to £2,000. The remaining fee of £4,000 plus assessment fees will become payable on the 31 March 2017).
• Free CIM membership for 12 months. If you are already a CIM member, your free membership will commence at your renewal date. If you are not currently a CIM member, your membership will be activated at an appropriate grade not less than one month after the results are announced.
• Free entry to the Assessment for this module of the Award.
• Media exposure at CIM’s discretion.

12. The prize does not include any travelling, accommodation or other supplementary expenses that may be incurred by the winner in undertaking the prize.

13. CIM and its partners are not responsible for obtaining Visas for winners. If an individual is refused entry into a country and unable to receive their prize they will forfeit that prize.

14. There is no cash alternative, the prize is non-transferable and can only be taken by the prize winner.

15. The judge’s decision is final.

16. CIM reserves the right to refuse entries that we consider to be offensive, or contain inappropriate/illegal material.

17. Should the winner already be undertaking a CIM qualification, there will be no refund of any moneys paid.

18. Once booked on the qualification programme, should a winner choose to withdraw from the course, there will be no reimbursement of fees or payment in lieu of fees.

19. CIM has no liability or responsibility to the winner except as set out in these Terms and Conditions.

20. The name of the winner is available from CIM one calendar month after the closing date.

21. Entrants must be over 18 years of age, and must meet the entry criteria for the L7 qualification programme. (See ‘Do I qualify?’

22. CIM reserves the right to cancel, amend, withdraw, terminate or withhold the prize or temporarily suspend this competition in the event of any unforeseen circumstances outside of its reasonable control, with no liability to any entrants or third parties.

23. This competition is being run by the CIM, Moor Hall, Cookham, Berkshire, SL6 9QH.


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Tags: Win, CIM Academy's Executive Marketing Leadership Programme, Customer behaviour, Level 7

Categories: CIM Academy | Competition