Kantar Client Development Manager reviews

- On the flip side, management still holds onto ideas that languish or are shown no demand for in the market place which can hamper the ability to innovate further. - Top management seems to be involved in every little decision, and seems to stifle turnaround on key initiatives. - Talent acquisition there can be hit or miss, as in the past most did not come from even a marketing background so the support necessarily wasn't there; it is getting better though as college programs bolster MR related courses. - Salaries can get stalled after awhile with paltry raises while bonuses have dropped off after merging with Kantar/Lightspeed - They still constantly lose top talent in every department (sales, acct management, IT, etc.) due to their lack of compensation over time as well as lack of professional development and opportunities to advance; it's not uncommon for most younger employees to leave after 3-5 years as they plateau when management does not proactively try to employ some sort of development plan.

- inability of innovating market research insights - staff rarely grow as professional manner - thinking of the company itself as an everlasting image - staff ill prepared to becoming professional consultants - too client driven, CS/Account teams are often working till late to please clients - contrary to "cultural awareness" - some local branches in Asia aren't distributed with adequate resources for creating a competitive company profile - no other overtime allowance aside from cab fare (staff constantly overtime) - poor data processing quality