The CIM is celebrating its centenary birthday but is it still delivering on its promises or is it out of touch with the needs of the modern marketer? Maxine-Laurie Marshall investigates
The Chartered Institute of Marketing (CIM) is definitely a heavy weight in the marketing world, or at least it used to be. It was set up in 1911 as marketing became recognised as a profession in the UK. Originally called the Sales Manager’s Association, after a few name changes along the way it was granted a royal charter in 1989 and became the CIM.
Its recent birthday celebrations involved the Centenary Banquet at Windsor Castle in the presence of the institution’s patron The Duke of Edinburgh, Prince Philip.
Though the CIM may be steeped in history, does wisdom really come with age? Is the CIM providing marketers with the leadership they need in the 21st century? And what benefits does it offer B2B marketers?
A successful trade body
Typically, a trade body’s remit falls into three key areas: representation, education and legislation. Conscious of this, the CIM describes itself as ‘playing a key role in training, developing and representing our profession.’ Although they are not the only provider of marketing qualifications, a CIM certificate still holds a certain prestige. Laura Johnson, group marketing executive for Itex, says, “The CIM offers a range of examination styles throughout their courses, making it easily accessible for everyone.” And George Gill, commercial director for marketing agency GGMR, says, “There is no doubt that the CIM still has an important educational role within marketing.”
But what of the CIM’s effort to develop and represent the profession? When compared with trade bodies from other industries, such as RICS, CIPD or CIPS, the amount of noise and support the CIM generates to champion the sector might seem disappointing.
Gill says, “Organisations now expect more from industry bodies – not just access to information or short course opportunities – they want to know that their chosen body is at the forefront of developments and lobbying governments to protect their interest.”
The CIM claims this is what it is doing, “Working with members, UK business, government and alongside professional body peers, we are committed to providing up-to-date research, insights and qualifications that fit the need of the market.” There is obviously a disconnect between what the CIM thinks it’s doing and what its members perceive.
Not delivering on a promise
Another disconnect arises regarding the value of having a CIM membership. The institution claims to be a ‘life-long career partner’, however, it seems that not all members share this sentiment. Rob Baker PR director from Artisan Marketing Communications says he has let his membership slip since moving into PR. “No-one in business cares that you have the CIM Diploma. It never really helped networking-wise, or for jobs or career advice. It is a shame because for years I have wanted it to be important.”
So has the CIM lost touch with its membership? Richard Stephens, MD of agency DirectionGroup feels, “The CIM is resting on its professional status.” And what a status to rest on, it has branched out internationally, has 41,000 members, a royal charter and has just celebrated its 100th birthday. So it has a rich history, but what about the present and future?”
Presently Stephens agrees the CIM is out of step with the marketing industry, “It doesn’t help to provide marketers with practical tools, everything I’ve learned has come through trial and error, it would have been nice for the CIM to connect with me.”
The benefits for B2B
A group of practitioners the CIM also fails to support is B2B marketers. While the institution was never set up specifically for B2B, its apparent lack of support is an indication of it not evolving with the times. The B2B Marketing Insight Report 2009, in conjunction with Gyro HSR, showed B2B marketers’ membership to the CIM was only 34 per cent in 2009.
However, David Murray, MD of The Murray Consultancy and chair of the CIM Merseyside branch, argues, “In the past, the CIM may have had more of a focus on other high profile areas of marketing, but it has made progress in recent years to push B2B higher up its agenda.”
Speaking about his voluntary role with the regional councils CIM Merseyside, Murray describes events run to showcase B2B case studies. While it is nice to see Merseyside taking an interest in B2B, it would be useful for the institution as a whole to focus a little more on this area.
The CIM insists the institute allows B2B marketers to apply skills gained on its courses but these are not tailored specifically to B2B. This highlights the fact that the B2B offering is rather poor.
Room for improvement
The CIM is not the only marketing body, so perhaps marketers are feeling confused about the overlap in services from the DMA, IDM and the AA. For example, the DMA is currently lobbying against the corporate telephone preference service (CTPS). Gill thinks due to the competition, “The CIM really needs to demonstrate its value to
paying members”.
Murray would like to see the institute, “engaging and consulting with members on a more regular basis”. And Stephens thinks, “The CIM needs to embrace new revolutionary practice.”
Most marketers have something good to say about the CIM, but as demonstrated here they also have ideas on how it could improve. In order to see another 100 years, the CIM needs to re-establish itself as more than just an education provider in the minds of its audience.
