Benhart Associates/DMA Employment Outlook Report

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Direct Marketing EmploymentOverview Report

In partnership with:

Bernhart Associates Bernhart Associates Executive Search, LLCExecutive Search, LLC

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Direct Marketing Employment Overview ReportCopyright © February 2009 by Direct Marketing Association, Inc.

All rights reserved for all DMA’s reports and publications. No part of any report purchased from DMA may be reproduced, stored in retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the copyright owner.

DISCLAIMER: DMA does not make any warranties, express or implied, as to results to be obtained from the use of this report data. In no event shall DMA, its affiliates, or any other entity involved in providing the data herein have any liability for lost profits or for indirect, special, punitive, or consequential damages, or any liability to any third party arising out of the use of this data, even if advised of the possibility of such damages or liability. All disclaimers herein shall not be applicable to liability that cannot be waived under State or Federal law.

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Table of Contents

About Our Marketing Partner …......…………...……………………………...… Page 4Executive Summary…………………………...……………………….…............. Page 5

Chapter 1: Staffing Needs.……..……………….... ..………………..…………… Page 11Chapter 2: Employee Compensation…………………………………………..… Page 28Chapter 3: Recruitment of Direct Marketing Employees………….................... Page 38Chapter 4: Hiring Incentives.…………...………...………………….......…....…. Page 45Chapter 5: Respondent Profile…..…...………...………………….......…....…… Page 64

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About Our Marketing Partner

Bernhart Associates Executive Search, LLC is a nationally recognized and leading direct marketing recruiting firm, concentrating for nearly two decades in senior level direct marketing positions, including E-Commerce, Database Marketing, Customer Relationship Management, Quantitative Analysis, and Sales/Business Development.

A sought after speaker and viewed as a leading authority on issues related to direct marketing recruiting and talent management, Jerry Bernhart's articles, features, and interviews appear frequently in all leading offline and online direct marketing trade publications and newsletters including DIRECT (Contributing Writer), DM News, Multichannel Merchant, Target Marketing, Catalog Success, Marketing Sherpa, BtoB, EM + C, DMA’s 3D, the American Marketing Association, and many more.

In 2005, Jerry Bernhart was featured on the cover of Target Marketing Magazine about the trends shaping the way direct marketers do business. Hundreds of prominent direct marketing companies, including end-users, agencies, and service providers, participate in the Bernhart Associates Direct Marketing Employment Survey. Since 2001, it has been the most widely followed and quoted employment survey for direct marketing. Jerry speaks frequently for direct marketing organizations throughout the United States and is currently writing a book on career opportunities in direct marketing.

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Executive SummaryDMA is pleased to have worked with Bernhart Associates Executive Search, LLC on this new report that focuses on the current state of hiring within the direct marketing arena. A special “thank you” is in order for Jerry Bernhart, Principal, Bernhart Associates for his invaluable contribution to this report. He provided extensive input on the survey document as well as commentary based on his knowledge of the nuances regarding direct marketing employment patterns. We are very grateful for his assistance and hope that readers of this report will benefit from his insights.

Objectives:•This study builds upon a quarterly hiring practices study conducted by Bernhart Associates since 2001. The intent of the Direct Marketing Employment Overview Report is not only to complement this existing research, but to provide a broader look at hiring and compensation issues facing direct marketers in this turbulent economy.•This report has two main objectives:

– First, this research intends to provide current benchmarks on direct marketing hiring and compensations issues.

– Second, this report seeks to convey best practices. Bernhart Associates Executive Search, our partner in this research study and an expert in direct marketing hiring practices, provides their insight into the findings presented in these pages by drawing on their expertise and experience. Where relevant, their comments can be found in the chapter highlights sections, as well as throughout the chapters themselves (note that Bernhart Associates did not contribute any commentary to the chapter that describes the survey respondents). We maintain that the experience of Bernhart Associates provides a guide into those practices they find to be most successful and therefore may be viewed as best practices in this discipline.

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Executive Summary (Continued)

Methodology:• This report expands upon a quarterly employment study that has been

conducted by Bernhart Associates Executive Search, LLC for the past eight years.

• The questionnaire for this report was deployed through email invitations sent in January 2009 to two lists: approximately 13,000 direct marketers were invited by DMA, and another 5,000 invitations were sent by Bernhart Associates to a separate group of marketers.

• Survey respondents answered the survey online, with the average respondent taking about 10 minutes to complete the questionnaire. Respondents were offered a free summary of some key findings as an incentive to take the survey.

• In all, 264 responses were received.

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Survey Responses:• Not all of these respondents answered every question. The number of respondents

answering a particular question or providing a set of responses can be found by referring to the “n” on that page.

• The base may change from question to question. Some questions can only be logically asked of some subsets of respondents. For example, respondents who indicate that their companies were planning to add to staff were not asked questions relating to a reduction of staff. Further, not all of those who completed the survey answered every question, in part because while some questions were mandatory, others were optional.

• Some questions allow for only a single response, while others allow for multiple responses. In cases where the respondents can only provide one answer, the total response should equal 100%, although in certain cases the responses may not exactly equal 100% due to rounding. For those questions where multiple responses are allowed, the total number of replies will typically exceed 100%.

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Key Findings:Chapter 1: Staffing Needs• Under half (43.2%) say that their company will employ about the same number of DM staff in the first quarter of 2009 as in

Q4 2008.• Half of the companies surveyed (48.5%) expect to make no changes in their hiring in Q1 2009. • Many of those companies that plan to add to staff in the first months of 2009 report that these jobs will be new positions only

(43.6%).• Two-thirds (66.0%) of those companies that plan to reduce staff in the first months of 2009 report that such reductions will be

made through a combination of layoffs and attrition. • Just under half (47.9%) of respondents report that their company has a hiring freeze in place.• Three-quarters (74.0%) of those surveyed say that the average tenure of their direct marketing staff is at least three years.

Chapter 2: Employee Compensation• Most (55.8%) of the companies surveyed pay their entry-level direct marketing staff between $30,000 - $44,999.• Most companies (59.4%) will sometimes break compensation ceilings when recruiting or to keep direct marketing talent.• Two-thirds (66.2%) of those surveyed expect no change in their salaries for new direct marketing hires over the next

12 months.• 31.2% of the companies surveyed did not award bonuses in 2008, while 28.1% gave bonuses consistent with those given in

2007.

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Key Findings:Chapter 3: Recruitment of Direct Marketing Employees• The large majority of companies surveyed fill a direct marketing job within four months.• 64.5% direct marketers surveyed report that it is at least somewhat difficult to identify qualified candidates for their open direct

marketing jobs.

Chapter 4: Hiring Incentives• Incentives that involve flexible work schedules or time off are among the most commonly used to attract direct marketing job

candidates, including flexible hours (76.0%), ability to telecommute (70.0%), and more time off from work (62.0%).• Financial incentives are also key, with half or more offering higher bonuses (67.5%), earlier reviews (58.5%), or more help with

relocation costs (49.5%).• The hiring incentives involving financial incentives such as special bonuses, stock, or help with relocation, as well as those

offering more flexibility in work schedules or paid time off, are viewed as being the most effective in attracting direct marketing talent.

Chapter 5: Respondent Profile• 62.9% of survey respondents hold a job title of vice president or above.• About two-thirds of those surveyed say that their companies derive most of their revenue from direct marketing.• Just over a third (37.6%) of those surveyed indicate that their organizations market primarily to consumers, while a slightly

smaller number market mainly to businesses (32.9%). • Just under half (46.2%) of the respondents say that their organizations are Marketers. • Three out of five (60.8%) survey respondents work for a company with no more than 200 full-time staff members. • Annual revenue is under $50 million for just over half of the respondents’ companies.

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Acknowledgements:• DMA would like to offer its thanks to the hundreds of survey respondents who took the time

to complete the questionnaire. This report would not have been possible without their contributions.

For More Information:• To learn more about DMA research, please visit our website:

www.the-dma.org/bookstore

• If you have any questions about this report, please contact the author:Anne B. FrankelSenior Research ManagerDirect Marketing [email protected]

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Chapter 1: Staffing Needs

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Chapter 1 Findings

• Under half (43.2%) say that their company will employ about the same number of DM staff in the first quarter of 2009 as in Q4 2008.• Half of the companies surveyed (48.5%) expect to make no changes in their hiring in Q1 2009. • Many of those companies that plan to add to staff in the first months of 2009 report that these jobs will be new positions only (43.6%).• Two-thirds (66.0%) of those companies that plan to reduce staff in the first months of 2009 report that such reductions will be made through a combination of layoffs and attrition.• Just under half (47.9%) of respondents report that their company has a hiring freeze in place.• Three-quarters (74.0%) of those surveyed say that the average tenure of their direct marketing staff is at least three years.

Bernhart Associates Key Insights:

• The percentage of those planning to add to staff stands at an all-time low during the eight years that Bernhart Associates has been tracking direct marketing employment, and this number has declined for the past six consecutive quarters.• The fact is, hiring in direct marketing goes on. It appears that in many situations, positions left vacant are being redefined or combined with other roles, sometimes as part of a reorganization, to create new positions with new titles and job descriptions.• The most significant change recorded for Q1 was in hiring freezes. That percentage soared to 48% for Q1 2009. Uncertainty about when the hiring freeze would end can be attributed to the lack of ability to foresee short-term business conditions as direct marketers enter 2009.

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A Minority Say the Number of Direct Marketing EmployeesWill Increase in Q1 2009 Compared With Q4 2008

26.5

1.1

12.5

16.7

43.2

0

10

20

30

40

50

Significantly fewer Somewhat fewer About the same Somewhat more Significantly more

Total Respondents (n = 264)

Perc

enta

ge o

f Res

pond

ents

Source: Direct Marketing Association/Bernhart Associates, 2009

Under half (43.2%) say that their company will employ about the same number of DM staff in the first quarter of 2009 as in Q4 2008.

To put this in perspective, the same number of respondents (43.2%) say that there will be fewer DM employees than in the last quarter, including 16.7% who say that there will be significantly fewer.

While 13.6% of respondents indicate that the number of DM staff will grow, just 1.1% say that there will be significantly more direct marketing workers in the first quarter of 2009.

Number of Direct Marketing Employees in Q1 2009 Compared With Q4 2008

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Direct marketers remain gripped by a very high degree of uncertainty. If you exclude the extremes (significantly fewer and significantly more), more than 80% are expecting no change, or only moderate change, in their staffing levels in Q1 2009.

The fact that only 1% say that there will be “significantly more” direct marketing staff in Q1 2009 compared with Q4 2008 is consistent with the results released in the latest report by the National Association for Business Economics describing the worst business conditions in the US since that report’s inception in 1982.

Direct Marketing Staffing Levels inQ1 2009 Compared With Q4 2008

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About Half of Respondents Expect No Changein Their Hiring Plans for Q1 2009

One in five (20.8%) companies plan to add to staff in the first quarter of 2009, which is comparable with the proportion (20.1%) that expect to reduce staff in that time period.

Half of the companies surveyed (48.5%) expect to make no changes in their hiring in Q1 2009.

Changes Expected in Hiring Plans for Q1 2009

20.8%

20.1%

48.5%

10.6%

We will add to staff

We will reduce staff

No change

Not sure



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The percentage of those planning to add to staff stands at an all-time low during the eight years that Bernhart Associates has been tracking direct marketing employment, and this number has declined for the past six consecutive quarters. The current percentage (21%) is down notably from the 80% recorded when post-9/11 direct marketing employment peaked during Q4 2005.

Staffing Increases Compared With Staff Reductions

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Most Additions to Staff Will Be New Positions

Many of those companies that plan to add to staff in the first months of 2009 report that these jobs will be new positions only (43.6%).

In contrast, 9.1% intend to bring workers into replacement positions only.

Just under half (45.5%) of those firms planning to add to staff say that new employees will be inboth replacement and newpositions.

Whether Additions to Staff Will be Replacement or New Positions

43.6%

45.5%

9.1%1.8%Replacement positionsonly

New positions only

Both replacement andnew positions

Not sure


Will Add to Staff in Q1 2009 (n = 55)

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When those planning to hire were asked whether they would be replacing staff or creating new positions, the number planning to create new positions far outnumbered those planning to hire replacements only. The fact is, hiring in direct marketing goes on, and many of the biggest online job boards list many dozens of open direct marketing-related job openings nationwide. It appears that, in many situations, positions left vacant are being redefined or combined with other roles, sometimes as part of a reorganization, to create new positions with new titles and job descriptions.

Staffing Increases

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Job Functions That Will Be Filled

Those companies that plan to add to staff most often mention filling jobs in analytics, marketing, and sales.

Job Functions That Will Be Filled:*• 23.9%: Analytics• 21.7%: Marketing (general)• 19.6%: Sales• 15.2%: Account Management• 13.0%: Customer Service• 13.0%: Information Technology• 8.7%: Creative• 8.7%: Online/Interactive/Digital• 8.7%: Telemarketing• 6.5%: Accounting/Financial• 6.5%: Marketing Coordinators• 6.5%: Media Management

* Job functions receiving multiple mentions.

Will Add to Staff in Q1 2009 (n = 46)


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Bernhart Associates Key Insights:For as long as Bernhart Associates has tracked the job functions that will be filled, typically two or three categories dominate the list, and this time was no exception with analytics, marketing, and sales mentioned most, in that order. The strong focus on analytics is well-known in direct marketing, and in fact, analytics has led the list of job functions that will be filled more than any other category. Sales has typically been a close second to analytics. This quarter, we saw a marked increase in the number of companies planning to add to their sales staff compared with Q4 of 2008, as direct marketers apparently put increased efforts into adding revenue.

Online and interactive-related positions, which have consistently been among the top three mentions, were further down the list than normal. Customer service and telemarketing are being given more priority, as direct marketers running customer-facing operations apparently are focusing on maximizing the effectiveness of their call centers and looking for ways to generate additional incremental revenue through telemarketing. The relatively strong showing for marketing (#2 on the list this quarter) is consistent with Bernhart Associates’ experience of seeing clients boosting their planned direct marketing spend while reducing budgets for less targeted general advertising. Recessions are a time for re-thinking, re-launching, re-organizing, and re-hiring. Direct marketers are no different, and apparently they are focusing, at least for the short-term, on making sure the right talent is in place in three critical areas — analytics, marketing, and sales — to help them pave the way for the next expansion.

Job Functions That Will Be Filled

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Most Reductions in Staff Will Be Made Througha Combination of Layoffs and Attrition

Two-thirds (66.0%) of those companies that plan to reduce staff in the first months of 2009 report that such reductions will be made through a combination of layoffs and attrition.

Just under a quarter (22.6%) indicate that job cuts will be made in the form of layoffs only. A small percentage of companies planning cuts in staff (3.8%) report that any reductions will come from attrition only.

Whether Reductions in Staff Will Be Made Through Layoffs or Attrition

3.8%

66.0%

22.6%

7.6%

Layoffs only

Attrition only

Both layoffs and attrition

Not sure


Will Reduce Staff in Q1 2009 (n = 53)

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The percentage of those planning to reduce staff remained steady for most of 2008, but began to deteriorate in the Fall. The current percentage (20%) contrasts sharply with the readings of 1% - 2% Bernhart Associates noted when layoffs bottomed out in direct marketing during the Spring and Summer of 2006.

Reductions in Hiring and Staffing for Q1 2009

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About Half of Respondents Say That a Hiring Freeze Is in Effect

Of those surveyed, just under half (47.9%) report that their company has a hiring freeze in place.

Slightly over half (52.1%) state that their company does not have a hiring freeze in effect.

Yes

No



Whether Company Has a Hiring Freeze in Effect

52.1% 47.9%

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Few of the Companies That Have Hiring FreezesPlan to Lift Them in the Next Few Months

7.3 6.5

1.6

14.5

63.7

1.64.8

0

25

50

75

1 - 2 months 3 months 4 - 5 months 6 - 8 months 9 - 11 months 1 year Don’t know

Have Hiring Freeze in Effect (n = 124)

Per

cent

age

of R

espo

nden

ts


Just about one in seven (13.7%) of those firms that have a hiring freeze in effect plan to lift it within the next one to five months.

A comparable number (14.5%) expect the freeze to be lifted in six to eight months, while a smaller percentage (8.1%) think they will be able to hire again in nine months to a year.

Two-thirds (63.7%) of those who work for a company that is not hiring are not sure how long the hiring freeze will be in effect.

When Plan to Lift Hiring Freeze

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• The most significant change recorded for Q1 was in hiring freezes. That percentage soared from 34% in Q4 2008 to 48% for Q1 2009. One year ago, it stood at 13%. The fact that as many as half of all direct marketing companies now have a hiring freeze indicates how the current economic recession is closing the door on job prospects for thousands of direct marketers, particularly those who live in smaller markets where fewer direct marketing companies are located.

• Another key issue addresses the duration of hiring freezes. When those who reported working for a company that have a hiring freeze were asked when they plan to lift it, almost two-thirds said they didn't know and about one quarter said it would be five months or longer. The uncertainty about when the hiring freeze would end can be attributed to the lack of ability to foresee short-term business conditions as direct marketers enter 2009.

Hiring Freezes

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Three Out of Four Direct Marketers Have Been WithTheir Current Employers for Three Years or More

2.6

34.2

39.8

0.4

23.0

0

10

20

30

40

50

Less than 6 months 6 months - 1 year 1 - 2 years 3 - 4 years 5 years or more


Perc

enta

ge o

f Res

pond

ents


Three-quarters of those surveyed say that the average tenure of their direct marketing staff is at least three years, including 39.8% who are on staff for three to four years and 34.2% who are employed for five years or longer.

A minority of direct marketers have been with their current employers for up to two years. A handful have been employed less than six months (0.4%) or between six months to a year (2.6%). A quarter (23.0%) have been with their current employer for one or two years.

Approximate Average Tenure of Direct Marketing-Related Staff

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Average Tenure of Direct Marketing Staff

Bernhart Associates Key Insights:In 2008, Bernhart Associates conducted its own research on average tenure in the direct marketing industry (these results will be published in DIRECT Magazine’s February 2009 issue). We calculated average years per employer at just over four years. The median was slightly less than three years. Those findings were consistent with the results we see here. Bernhart Associates has observed that turnover rates rapidly accelerate after one year on the job.

The key to employee retention is understanding that managers and supervisors are critical. You can have attractive compensation packages, plenty of perks, and employee-friendly policies, but at the end of the day, people work for people. The immediate manager defines the work environment for the employee. It has been our experience that employees would rather work for a great manager in a stodgy environment, than for a poor manager in a company that offers generous perks and a more employee-friendly environment.

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Chapter 2:Employee Compensation

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Chapter 2 Findings• Most (55.8%) of the companies surveyed pay their entry-level direct marketing staff between $30,000 -$44,999.•Most companies (59.4%) will sometimes break compensation ceilings when recruiting or to keep direct marketing talent.•Two-thirds (66.2%) of those surveyed expect no change in their salaries for new direct marketing hires over the next 12 months.• 31.2% of the companies surveyed did not award bonuses in 2008, while 28.1% gave bonuses consistent with those given in 2007.


• In recent years, beginning salaries for direct marketers have risen only very modestly.• Today, talented managers want to get paid according to their contributions to the organization.• Bernhart Associates has observed that companies that have been willing to stretch the barriers of compensation enjoy a distinct advantage over their competitors in terms of attracting the best and brightest.• Nearly two-thirds of those responding to this question expect to make lateral compensation offers to new hires. Lateral salaries are not uncommon during economic recession, but employers should keep in mind that the most talented and most highly sought-after individuals are generally much more reluctant to accept a pay cut compared with those who are less skilled, unhappy, unstable, or unemployed.• Results seem to indicate that direct marketers are not experiencing bonus cuts as drastic as other segments of the economy. Over the years, direct marketers have been increasingly pegging bonus payments to individual performance. This has helped to control fixed expenses, while at the same time rewarding highly-valued talent.

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Most Entry-Level Direct MarketingPositions Pay Between $30,000 - $44,999

14.610.6

19.0

8.0

22.6

4.07.1

14.2

0

10

20

30

40

Under$25,000

$25,000 -$29,999

$30,000 -$34,999

$35,000 -$39,999

$40,000 -$44,999

$45,000 -$49,999

$50,000 -$54,999

$55,000 ormore


Perc

enta

ge o

f Res

pond

ents


Although most (55.8%) companies pay their entry-level direct marketing staff between $30,000 - $44,999, a third (32.3%) pay higher salaries, including 14.6% who pay $55,000 or more.

A minority of companies (12.0%) pay up to $29,999 to their beginning direct marketers.

Average Starting Salary for Entry-Level Direct Marketing Position

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Average Compensation for Entry-Level DM Staff

Bernhart Associates Key Insights:The response to this question shows a somewhat broad distribution, as there were almost as many respondents in the $50,000 - $54,999 range as there were in the $25,000 - $29,999 range.

In recent years, beginning salaries for direct marketers have risen only very modestly. Entry-level direct marketing salaries in the highest cost-of-living markets, including New York City, Boston, San Francisco, and Los Angeles, are typically 10% - 15% higher than in lower cost-of-living locations.

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Most of the Companies Surveyed Will Change Compensation Caps to Attract or Keep the Direct Marketers They Want

While just a handful (5.9%) of respondents report almost always being flexible about salary limits when recruiting or keeping direct marketing talent, most companies will sometimes break compensation ceilings (59.4%).

A third of the companies surveyed (34.7%) will not bend their rules regarding salary caps when trying to get or keep direct marketers.

34.7%

59.4%

5.9%

Yes, in almostall situations

Yes, in somesituations

No



Whether Breaking Compensation Barriers to Attract/Retain Direct Marketers

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Compensation Barriers

Bernhart Associates Key Insights:Surprisingly, about one-third of the direct marketers surveyed said that they are not willing to break compensation barriers to attract and retain the direct marketers they want.

In the early days of direct marketing, direct marketers were paid largely according to the office they sat in. When they moved up a pay grade, their salary went up accordingly. Today, talented managers want to get paid according to their contributions to the organization. This is consistent with the results we see in the discussion of the effectiveness of various incentives in attracting direct marketing talent, which shows performance bonuses to be the most effective incentive. The fact is, many managers view money as a kind of "scorecard" for how well they are performing and how much the company values their talent.

There is abundant research and many books that address the subject of compensation strategies, but Bernhart Associates has observed that companies that have been willing to stretch the barriers of compensation have enjoyed a distinct advantage over their competitors in terms of attracting the best and brightest.

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Most of the Companies Surveyed Will Not ChangeTheir Compensation for New Direct Marketing Hires

13.1

2.7 2.2

66.2

8.14.53.2

0

25

50

75

Increase, by11%+

Increase, by5% - 10%

Increase, byup to 4%

No change Decrease, byup to 4%

Decrease, by5% - 10%

Decrease, by11%+


Perc

enta

ge o

f Res

pond

ents


In the next 12 months, two-thirds (66.2%) of those surveyed expect no change in their salaries for new direct marketing hires.

One in five (19.0%) expect to raise salaries for new hires, with 2.7% expecting to raise them by 11% or more, 3.2% boosting them 5% - 10%, and 13.1% planning more modest increases of up to 4%.

A smaller number (14.8%) plan to lower salaries for new hires – 8.1% plan to drop them up to 4%, 4.5% plan to reduce them 5% -10%, and 2.2% plan decreases of 11% or more.

Change Expected in Salaries for New Direct Marketing Hires in Next 12 Months, Compared With Previous or Existing Salaries

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Compensation for New Hires

Bernhart Associates Key Insights:Nearly two-thirds of those responding to this question expect to make lateral compensation offers to new hires, and on either side of “no change,” it is fairly evenly distributed between increases and decreases in salary.

Lateral salaries are not uncommon during economic recession, but employers should keep in mind that the most talented and most highly sought-after individuals are generally much more reluctant to accept a pay cut compared with those who are less skilled, unhappy, unstable, or unemployed.

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Most Companies Awarded Bonuses to Non-Executive Staff in 2008; They Were Usually the Same or Smaller Than in 2007

31.2

2.75.4

15.2

2.7

7.1

0.0

7.6

28.1

0

10

20

30

40

Up, byover 30%

Up, by15% -30%

Up, byunder15%

Nochange

Down, byunder15%

Down, by15% -29%

Down, by30% -50%

Down, byover 50%

Nobonusesfor 2008


Per

cent

age

of R

espo

nden

ts


Just under a third (31.2%) of those companies surveyed did not award bonuses in 2008. A roughly comparable number (28.1%) awarded bonuses consistent with those given in 2007.

One in ten (9.8%) gave bonuses that were larger than in 2007.

Smaller bonuses were more common, with a third of companies reducing payouts (30.9%). One in ten (10.3%) cut bonuses by 30% or more.

On Average, How Bonuses Earned for 2008 Compared With Those for 2007 for Non-Executive Level Staff

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Bonuses for Non-Executive Staff


Bonus payments for direct marketers have been significantly impacted by the current economic downturn. Almost one-third of those responding expect to pay no bonuses for 2008, and less than 10% expect to pay more in bonuses for 2008 compared with the year before. Still, two-thirds of those responding expect to pay, or already paid, a bonus for 2008.

Bernhart Associates has seen a number of published reports indicating that bonuses across all industries in the US economy will be down on average 30 - 40% for 2008. Only about 10% of respondents said they will be cutting bonuses at least 30%; the results seem to indicate that direct marketers are not experiencing bonus cuts as drastic as other segments of the economy.

Over the years, direct marketers have been increasingly pegging bonus payments to individual performance. This has helped to control fixed expenses, while at the same time rewarding highly-valued talent. Bernhart Associates expects this trend to continue as direct marketers realize the benefit of offering performance bonuses in attracting talent (see the section on hiring incentives). Companies also appear to be expanding bonus programs to include more junior-level direct marketing staff, which again is consistent with the results seen in the section on hiring incentives.

Typically, bonus payments for executive-level direct marketers averages approximately 50% of salary.

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Chapter 3:Recruitment of

Direct Marketing Employees

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Chapter 3 Findings

• 64.5% direct marketers surveyed report that it is at least somewhat difficult to identify qualified candidates for their open direct marketing jobs• The large majority of companies surveyed fill a direct marketing job within four months.


• As it turns out, the positions direct marketers are having the most difficulty filling are also among the positions they most often mention planning to fill this quarter: analysts, marketers, and sales reps.• In recent years, demand for analysts has grown on the service provider and agency side of direct marketing, but also among non-traditional direct marketing industries such as pharmaceuticals, automotive, and consumer package goods.• What we’re seeing here is a climate of caution. Hiring decisions are among the most important decisions a manager will make. These decisions are highly visible in the organization and the costs of a bad hire can be significant, particularly during challenging economic times like these. Clearly, direct marketers are taking extra time to make sure they are hiring properly.

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Most Companies Have Some DifficultyFinding Qualified Candidates

Even in this slowing economy, finding qualified direct marketing candidates is not easy.

Two out of three direct marketers surveyed report that it is at least somewhat difficult to identify qualified candidates for their open direct marketing jobs (12.5% say it is very difficult, while 54.0% say it is somewhat difficult to do so).

In contrast, about one-third are not experiencing much difficulty, with 28.6% saying it is not very difficult and 4.8% saying it is not at all difficult to find qualified candidates.

Difficulty of Finding Qualified Candidates for Open Direct Marketing Positions (Across All Levels/Job Functions) Within Organization

12.5%

54.0%

28.6%

4.8%

Very difficult

Somewhat difficult

Not very difficult

Not at all difficult



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Positions for Which It Is Most Difficultto Find Qualified Candidates

By a large margin, companies consider analytics direct marketing positions to be the most difficult to fill, in terms of finding qualified candidates.

Specific Direct Marketing Positions:*• 23.8%: Analytics• 14.3%: Account management• 11.9%: Marketing• 10.7%: Sales• 9.5%: Online/Interactive/Digital• 7.1%: Information technology• 6.0%: Copywriters• 4.8%: Database marketing• 3.6%: Creative• 3.6%: Production• 2.4%: Marketing coordinators• 2.4%: Media management• 2.4%: List brokers• 2.4%: Customer service• 2.4%: Circulation• 2.4%: Operations• 2.4%: Art/design

* Positions receiving multiple mentions.



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Difficulty in Recruiting Qualified DM CandidatesBernhart Associates Key Insights:

As it turns out, the positions direct marketers are having the most difficulty filling are also among the positions they most often mention planning to fill this quarter: analysts, marketers, and sales reps.

Analytics clearly dominates this list. As a recruiter who has focused heavily in analytics for nearly 20 years, Bernhart Associates understands firsthand how challenging it is to recruit and attract these candidates. In recent years, demand for analysts has grown on the service provider and agency side of direct marketing, but also among non-traditional direct marketing industries such as pharmaceuticals, automotive, and consumer package goods. Companies in these industries are increasingly seeking marketing approaches that are based on quantitative facts and actionable data to ensure a high return on every marketing dollar spent. Demand is also being fueled by the need to measure, collect, and analyze vast amounts of data being generated through online and interactive marketing.

At the same, more than just quantitative skills are highly valued. Communication skills, client-facing ability, and management experience are also high on the wish list, narrowing the talent pool even further. Supply is short and demand is long for individuals who possess these combined skills, with the possible exception of managers who are becoming somewhat more plentiful due to growing layoffs.

A handful of direct marketing job categories will remain in demand, at least in the short-term. The current recession notwithstanding, anyone who is looking for analysts, sales reps, marketers, account managers, programmers, anything related to online or interactive, copywriters, database marketers, or call center reps might potentially encounter additional challenges in locating and attracting top talent in these particular job categories, and therefore might consider adjusting their recruiting strategies accordingly.

Page 43Page 43

Most Direct Marketing Positions Are Filled in Four Months

36.9

3.6

9.37.1

43.1

0

10

20

30

40

50

Less than 1 month 1 - 2 months 3 - 4 months 5 - 6 months 7 months or more


Per

cent

age

of R

espo

nden

ts


Most of the marketers surveyed report that it typically takes no more than a few months to fill an open position.

The large majority of companies surveyed fill a direct marketing job within four months. Seven percent fill them in under a month, 36.9% fill them in one to two months, and 43.1% take three to four months to fill these jobs.

A minority of companies find that it takes them longer to recruit direct marketers, with 9.3% saying it takes them five to six months and 3.6% saying it takes seven months or more.

Average Length of Time to Recruit Direct Marketers Into Available Positions

Page 44


You might think that it would be taking direct marketers less time to fill open positions because of the growing supply of available talent due to layoffs. But according to results, most direct marketers tell us that it takes them three - four months to fill an available position, with one - two months a close second.

If you were to draw a bell curve of hiring times during periods of economic growth, the top of the bell would be approximately 60 - 90 days, and rarely would it take more than four months. Currently, nearly 10% of respondents report that it takes as long as six months. What we’re seeing here is a climate of caution. Hiring decisions are among the most important decisions a manager will make. These decisions are highly visible in the organization and the costs of a bad hire can be significant, particularly during challenging economic times like these. Clearly, direct marketers are taking extra time to make sure they are hiring properly.

Length of Time to Fill an Open Position

Page 45Page 45

Chapter 4: Hiring Incentives

Page 46Page 46

Chapter 4 Findings

• Incentives that involve flexible work schedules or time off are among the most commonly used incentives, including flexible hours (76.0%), ability to telecommute (70.0%), and more time off from work (62.0%).• Financial incentives are also key, with half or more offering higher bonuses (67.5%), earlier reviews (58.5%), or more help with relocation costs (49.5%).• The hiring incentives involving financial incentives such as special bonuses, stock, or help with relocation as well as those offering more flexibility in work schedules or paid time off, are the most effective in attracting direct marketing talent.


• When making employment offers to top candidates where salary range limits have been reached, this data gives direction into which incentives might help influence a candidate to accept an offer.• The results indicate that by not considering more of a performance incentive or sign-on bonus, you could put yourself at a competitive disadvantage in attracting best of breed. Over the years, sign-on bonuses have become much more commonplace among direct marketers as the supply of talent in certain sought-after job categories has tightened, most notably for analysts and harder-to-get technology workers.• The ability to work from home and more flexible work hours tend to succeed only in those organizations whose culture is strongly supportive of arranging work hours and location according to need.

Page 47Page 47

Flexible Hours Is the Incentive Most Often Usedto Attract Direct Marketing Talent

68.076.0

49.5

67.562.0 58.5

70.0

0

20

40

60

80

100

More flexiblehours

Ability to workfrom home

Additionaltraining andeducationbenefits

Higherperformance

bonus

Additionalvacation or

paid time off

Earlierperformance

review

Additional helpwith relocation

expenses


Per

cent

age

of R

espo

nden

ts


Incentives that involve flexible work schedules or time off are among the most commonly used incentives, including flexible hours (76.0%), ability to telecommute (70.0%), and more time off from work (62.0%).

Financial incentives are also key, with half or more offering higher bonuses (67.5%), earlier reviews (58.5%), or more help with relocation costs (49.5%).

Two-thirds of companies (68.0%) entice potential employees with more training and education perks.

Types of Hiring Incentives Used to Attract Direct Marketing Talent (page 1 of 2)

Page 48Page 48

Fewer Companies Offer Sign-on Bonuses, Equity, and Bigger Retirement Plan Contributions to Attract Direct Marketing Talent

About four our of 10 companies surveyed offer financial incentives in the form of sign-on bonuses (39.5%), more stock/stock options/equity (39.5%), or increased retirement plan contributions (38.5%).

14.5

39.539.5 38.5

0

20

40

60

80

100

Sign-on bonus Additional stock,stock options, or

other equity

Bigger retirementplan contributions

Other


Per

cent

age

of R

espo

nden

ts


Types of Hiring Incentives Used to Attract Direct Marketing Talent (page 2 of 2)

Page 49Page 49

Over Half of Companies Offering Flexible Work Schedules Report That It Is Effective in Attracting Direct Marketing Talent

More Flexible Hours: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, with 1 = Not Effective at all, 5 = Extremely Effective)

15.8

22.4

32.9

2.6

26.3

0

20

40

60

Not effective atall (1)

(2) (3) (4) Extremelyeffective (5)

Use Incentive (n = 152)

Perc

enta

ge o

f Res

pond

ents


55.3% say that more flexible hours is effective in helping them to attract direct marketing candidates, including 22.4% who find it to be extremely effective.

A minority (18.4%) say that it is not effective.

Page 50Page 50

Six in 10 Companies Offering Telecommuting Find ThatIt Is Effective in Attracting Direct Marketing Talent

Ability to Work From Home: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

22.9

2.1

33.629.3

12.1

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


62.9% say that offering the ability to work from home helps them to recruit direct marketing talent, with 29.3% finding this incentive to be extremely effective.

A small minority (14.2%) say that it is not effective, and just 2.1% say it is not all effective.

Page 51Page 51

A Minority of Those Offering Additional Training and Education Benefits Find It Effective in Attracting Direct Marketing Talent

Additional Training and Education Benefits: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely

Effective)

43.4

6.6

17.6

5.9

26.5

0

20

40

60




Per

cent

age

of R

espo

nden

ts


One out of four (23.5%) companies offering additional training and education benefits as a recruitment incentive find them effective – and just 5.9% find them very effective.

In contrast, one in three (33.1%) respondents say that this is not an effective recruitment incentive.

Page 52Page 52

Two-Thirds of Companies Offering a Higher Performance Bonus State That It Is Effective in Attracting DM Candidates

Higher Performance Bonus: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

24.4

1.5

48.9

20.0

5.2

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


The majority (68.9%) of those surveyed find that a higher performance bonus aids them in recruiting direct marketing talent, with 20.0% saying it is an extremely effective incentive.

Just 6.7% say it is not an effective tool, and only 1.5% find it not at all effective.

Page 53Page 53

Half of the Companies Offering More Vacation or Paid Time Off Find That It Effectively Attracts Direct Marketing Applicants

Additional Vacation or Paid Time Off: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely

Effective)

33.1

3.2

29.0

19.415.3

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


Although offered by a majority of companies, just about half (48.4%) of those respondents who entice applicants with extra paid days off say that it is an effective incentive.

Few (18.5%) find it ineffective, with just 3.2% reporting it as not at all effective.

Page 54Page 54

One in Four Companies That Offer Earlier Performance Reviews Find It Effective in Recruiting Direct Marketing Talent

Earlier Performance Review: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

28.2

18.016.2

6.8

30.8

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


A minority (23.0%) of those who offer an earlier performance review to entice applicants report that it is effective, and just 6.8% view it as being very effective.

In contrast, about half (48.8%) say that it is ineffective, with 18.0% finding it not effective at all.

Page 55Page 55

Nearly Half of Companies Offering Additional Help With Relocation Expenses Say It Helps Attract DM Talent

Additional Help With Relocation Expenses: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

15.210.1

36.4

4.0

34.3

0

20

40

60




Per

cent

age

of R

espo

nden

ts


46.5% report that offering added assistance with relocation costs does help them to recruit direct marketing candidates, although just 10.1% find it an extremely effective inducement.

Just one in five (19.2%) say that it is not effective, with only 4.0% finding this extra assistance to be not at all effective.

Page 56Page 56

Three Out of Five Companies Offering Sign-On Bonuses Report Viewing Them as Effective in Attracting Direct Marketing Talent

Sign-On Bonus: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

13.9

27.831.6

2.5

24.1

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


The old saying that money talks seems to hold true here. Most (59.4%) of the firms offering sign-on bonuses report that they work well in attracting DM candidates, and over a quarter (27.8%) say that they are a very effective recruitment tool.

Relatively few (16.4%) say that this incentive is not effective, including a handful (2.5%) who report that it is not all effective.

Page 57Page 57

Half of Companies Offering Additional Stock, Stock Options, or Other Equity Find This to Effectively Attract Direct Marketing

TalentAdditional Stock/Stock Options/Other Equity: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely

Effective)

13.9 13.9

35.5

11.4

25.3

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


49.4% say that more added stock, stock options, or other equity is valuable in helping them to recruit direct marketing candidates.

At the other end of the spectrum, one in four (25.3%) say that it is not effective, with 11.4% saying it is not effective at all.

Page 58Page 58

One in Four Companies That Offer Larger Retirement Plan Contributions Find It Effectively Attracts Direct Marketing Talent

Bigger Retirement Plan Contributions: Rating of Effectiveness in Attracting Direct Marketing Talent

(Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

32.5

9.1

15.6

7.8

35.0

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


A quarter (24.7%) of those offering bigger retirement plan contributions say that this is effective in helping them attract direct marketing candidates.

In contrast, 40.3% say that this is not effective, although just 7.8% find it not at all effective.

Page 59Page 59

A Third of the Companies Offering Other Incentives FindThem to Be Effective in Attracting Direct Marketing Talent

Other Incentives: Rating of Effectiveness in Attracting Direct Marketing Talent (Scale of 1 to 5, w ith 1 = Not Effective at all, 5 = Extremely Effective)

27.6

6.9

27.6

3.4

34.5

0

20

40

60




Perc

enta

ge o

f Res

pond

ents


Just over a third (34.5%) say that other incentives are effective in helping them to acquire direct marketing candidates.

A similar proportion (31.0%) say that other incentives are not effective.

Page 60Page 60

Bonuses and a Flexible Work Schedule Are the Most Effective Types of Incentives in Attracting Direct Marketing Talent

59.4

68.9

46.555.3

49.4 48.4

62.9

0

20

40

60

80

100

Higherperformance

bonus, n=135

Ability to workfrom home,

n=140

Sign-onbonus, n=79

More flexiblehours, n=152

Additionalstock/stock

options/otherequity, n=79

Additionalvacation or

paid time off,n=124

Additional helpwith relocation

expenses,n=99

Use Incentive

Perc

enta

ge o

f Res

pond

ents


Those companies participating in the survey report that hiring incentives involving financial incentives such as special bonuses, stock, or help with relocation, as well as those offering more flexibility in work schedules or paid time off, are the most effective in attracting direct marketing talent.

Effectiveness of Hiring Incentives Used to Attract Direct Marketing Talent: Incentives Rated as Somewhat or Very Effective, “4” or “5” on a 5-point Scale (page 1 of 2)

Page 61Page 61

Fewer Companies Find Retirement Plan Contributions, Additional Training, or Earlier Reviews to Be Effective in

Attracting Direct Marketing Talent

The minority (about one out of four) of companies surveyed find that bigger retirement plan contributions, more training or education benefits, or earlier performance reviews are especially effective as incentives when trying to attract direct marketing applicants.

34.5

23.524.7 23.0

0

20

40

60

80

100

Bigger retirementplan contributions,

n=77

Additional trainingand education

benefits, n=136

Earlier performancereview, n=117

Other, n=29

Use Incentive

Perc

enta

ge o

f Res

pond

ents


Effectiveness of Hiring Incentives Used to Attract Direct Marketing Talent: Incentives Rated as Somewhat or Very Effective, “4” or “5” on a 5-point Scale (page 2 of 2)

Page 62

Other Incentives Offered

Companies offer a number of other types of incentives in order to attract direct marketing talent, including travel perks and monetary incentives.

Other Types of Incentives Offered to Attract Direct Marketing Talent:*

• 19.2%: Travel incentives• 15.4%: Extra salary/bonuses/commissions• 11.5%: Merchandise discounts• 11.5%: Employee-friendly environment• 7.7%: Free workplace meals• 7.7%: Desirable location• 7.7%: Technology/electronics (free or

as incentives)

* Multiple mentions.

Offer Other Incentives (n = 26)


Page 63Page 63

Hiring Incentives Overview


The effectiveness of increased relocation assistance has been of particular interest to employers in light of the current housing crisis. Only 10% rated it being "very effective." That's largely a result of the depth of the housing crisis itself. For many direct marketers who are homeowners and whose home values have sharply declined, almost no amount of "standard" relocation assistance would keep them whole if they sold their homes. According to the survey results, relocation has a more or less "average" impact for attracting talent compared with other incentives on the list, given the current economic climate.

When making employment offers to top candidates where salary range limits have been reached, this data gives direction into which incentives might help influence a candidate to accept an offer. The results indicate that by not considering more of a performance incentive or sign-on bonus, you could put yourself at a competitive disadvantage in attracting best of breed. Over the years, sign-on bonuses have become much more commonplace among direct marketers as the supply of talent in certain sought-after job categories has tightened, most notably for analysts and harder-to-get technology workers. In direct marketing, sign-on bonuses typically range from 5% - 10% of salary. If you are looking for a hard-to-find skill, Bernhart Associates recommends a sign-on bonus with a one-year payback provision.

The ability to work from home and more flexible work hours can indeed be effective, but these policies tend to succeed only in those organizations whose culture is strongly supportive of arranging work hours and location according to need.

Page 64Page 64

Chapter 5:Respondent Profile

Page 65Page 65

Chapter 5 Findings

Respondents represent a cross-section of industries, markets, and company sizes:

• 62.9% of survey respondents hold a job title of vice president or above.• Just over a quarter (27.4%) of those surveyed are in Services, while just over a

fifth (21.2%) are in Retail Trade verticals.• Close to two-thirds (63.5%) of those surveyed say that their companies derive

most of their revenue from direct marketing.• Over a third (37.6%) of those surveyed indicate that their organizations market

primarily to consumers, while a slightly smaller number market mainly to businesses (32.9%).

• Almost half (46.2%) of the respondents say that their organizations are Marketers.

• Three out of five (60.8%) survey respondents work for a company with no more than 200 full-time staff members.

• Annual revenue is under $50 million for just over half of the respondents’companies.

Page 66Page 66

Nearly Two-Thirds of Respondents Are Senior Management

33.3

4.2

8.9

29.6

24.0

0

10

20

30

40

50

CEO/Pres/Partner/

Principal/Owner

VP/Gen Man/SVP/EVP/ Other

Exec

Director Manager Other


Per

cent

age

of R

espo

nden

ts


62.9% of survey respondents hold a job title of vice president or above. One in four are directors (24.0%), while 8.9% are managers.

Respondent’s Job Level

Page 67Page 67

Most Often, the Companies Surveyed Are inServices or Retail Trade Industry Verticals

18.8

0.51.92.4

21.2

16.3

27.4

1.0

10.6

0

10

20

30

40

50

Service

s (incl.

nonp

rofits

)

Retail T

rade (

incl. c

atalog

s)

Inform

ation

/Com

munica

tion/E

nterta

inmt.

Finance

and I

nsuran

ceMan

ufactur

ingTrans

porta

tion

Wholesa

le Trad

eCon

structi

on

Other


Perc

enta

ge o

f Res

pond

ents


Just over a quarter (27.4%) of those surveyed are in Services, while just over a fifth (21.2%) are in Retail Trade.

16.3% are in Information, Communications, or Entertainment, while a tenth (10.6%) are in Finance and Insurance verticals.

Primary Industry

Page 68Page 68

About Half of the Organizations Surveyed Derive NearlyAll of Their Overall Revenue From Direct Marketing

About two-thirds of those surveyed say that their companies derive most of their revenue from direct marketing; 46.0% receive 91% -100% of their revenue from DM, while 17.5% generate between 51% - 90% from DM.

A third (32.7%) generate half or less of their total revenue from direct marketing.

3.8

17.5

32.7

46.0

0

10

20

30

40

50

0% - 50% 51% - 90% 91% - 100% Don't know


Perc

enta

ge o

f Res

pond

ents


Percentage of Organization’s Overall Revenue Generated From Direct Marketing

Page 69Page 69

The Companies Surveyed Are Somewhat More Likelyto Market Exclusively to Consumers

Over a third (37.6%) of respondents indicate that their organizations market primarily to consumers.

A slightly smaller number market mainly to businesses (32.9%), while three out of ten (29.5%) say that they target consumers and businesses about equally.

32.9

37.6

29.5

0

10

20

30

40

50

Consumers only Businesses only Both, about equally


Perc

enta

ge o

f Res

pond

ents


To Whom Organization Primarily Markets

Page 70Page 70

About Half of the Organizations Surveyed Are Marketers

Just under half (46.2%) of the respondents say that their organizations are Marketers.

Three out of ten (30.0%) are suppliers, while 23.8% are agencies.

23.8

46.2

30.0

0

10

20

30

40

50

Marketer Agency Supplier


Perc

enta

ge o

f Res

pond

ents


Whether Organization Is a Marketer, Agency, or Supplier

Page 71Page 71

About Half of Those Surveyed Work on the Eastern Seaboard

11.18.7

15.4

4.3

17.8 18.3

11.1 13.0

0.50

10

20

30

40

50

NewEngland

Mid-Atlantic

SouthAtlantic

East SouthCentral

WestSouthCentral

East NorthCentral

WestNorth

Central

Mountain Pacif ic


Perc

enta

ge o

f Res

pond

ents


Survey participants represent a wide variety of geographic locations.

47.2% are on the East Coast. 19.8% are on the West Coast.

Geographic Location of Office

Page 72Page 72

Most of Those Surveyed Work for a CompanyThat Employs Up to 200 Full-Time Staff

10.013.412.0

13.9

7.2

18.7

6.23.8

14.8

0

10

20

30

40

50

Up to 5 6 - 10 11 - 50 51 - 100 101 - 200 201 - 500 501 -1,000

1,001 -10,000

More than10,000


Perc

enta

ge o

f Res

pond

ents


Three out of five (60.8%) survey respondents work for a company with no more than 200 full-time staff members.

In contrast, just under a quarter (23.4%) work for large companies having 1,001 or more full-time employees.

Number of Full-Time (or Full-time Equivalent) Employees

Page 73Page 73

Annual Revenue Is Under $50 Millionfor Just Over Half of the Organizations Surveyed

7.84.9

7.89.3

22.9 24.9

5.4

10.26.8

0

10

20

30

40

50

Less than$1 million

$1 million -$10 million

$11 million- $50million

$51 million- $100million

$101million -$250million

$251million - $1

billion

$1 - $10billion

More than$10 billion

Not sure


Perc

enta

ge o

f Res

pond

ents


Just over half (53.2%) of those surveyed report that their company’s annual revenue was under $50 million.

At the other end of the revenue spectrum, 15.1% of respondents state that they work for companies with an annual revenue of $1 billion or more.

Annual Revenue