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Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.

Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.

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The State of Our Art: Latest Trends in the Field of European Communications The State of Our Art: Latest Trends in the Field of European Communications Presentation Transcript

  • The State Of Our Art:
    Latest trends in the field of European
    communications
    CASE Europe Annual Conference 09
  • David Willows
    Director of External Relations, International School of Brussels
    Member of the Board, European Association of Communication Directors
    Member, CASE Commission on Marketing and Communications
  • Key Questions
    What is the EACD?
    A brief introduction
    What is the state of our art?
    Identifying the key trends and challenges we face as communications professionals in the educational field
    What can we learn by looking over the fence towards European Corporations and Organisations?Innovation as Cross-Pollination
    How can we keep the conversation going?
    How to get involved in the EACD and future CASE-EACD collaboration
  • Introducing
    The European Association of Communication Directors
  • Why did I get involved?
    A professional development and networking opportunity
    Supporting the work of Communications Directors in Education at a European Level
    Highlighting the pedagogical nature of many communications tasks
  • What is the state of our art?
    Identifying the key trends and challenges we face as communications professionals in the educational field
  • Group Activity
    Which of the following issues and themes are most important in your stratetgic plans for next year? Which do you see as being most relevant over the next 3-5 years?
    • Policy issues, public affairs or lobbying
    • Market and socio-demographic shifts
    • Impact of the recession, budgetary and financial concerns
    • Social media and online communications
    • Salaries, qualifications, recruitment and training issues
    • Use of data and empirical evaluation tools
    • The role of communications in the hierarchy of the organisation
    • The role of mass media
    • Crisis communication
    • CSR and sustainability
    • Internal communications
    • Marketing and branding
  • What can we learn by looking over the fence towards European Corporations and Organisations?
    Innovation as Cross-Pollination
  • What can we learn by looking over the fence towards European Corporations and Organisations?
    Innovation as Cross-Pollination
    These are the people who look over the fence, explore other industries and cultures, bringing back ideas and solutions that are relevant on home soil.
    The Ten Faces of Innovation (Tom Kelley)
  • Key facts
    European Communication Monitor 2009
    Most comprehensive analysis of the European market until now with morethan 1,850 participating professionals from 34 countries
    Annual research project conducted since 2007 by renowned universitiesfrom 11 countries, organised by the European Public Relations Education andResearch Association (EUPRERA)
    Partners: European Association of Communication Directors (EACD),Communication Director Magazine; sponsored by Cision
    The research highlights:
    _ Challenges for communication management in the recession and media crisis
    _ Strategic issues, developments of disciplines and instruments
    _ Trends in internal communication, measurement/evaluation and interactive communication
    _ Communication executives‘ influence on management decisions
    _ Salaries and qualification needs
  • Academic task force
    Research team
    _ Ansgar Zerfass, Prof. Dr., University of Leipzig (GE) – Lead Researcher
    Angeles Moreno, Prof. Ph.D., University Rey Juan Carlos, Madrid (ES)
    Ralph Tench, Prof. Ph.D., Leeds Metropolitan University (UK)
    Dejan Verčič, Prof. Ph.D., University of Ljubljana (SI)
    Piet Verhoeven, Ass. Prof. Dr., University of Amsterdam (NL)
    Advisory board
    Emanuele Invernizzi, Prof. Dr., IULM University, Milano (IT)
    Valerie Carayol, Prof. Dr., University of Bordeaux (FR)
    Francesco Lurati, Ass. Prof. Dr., University of Lugano (CH)
    Sven Hamrefors, Prof. Dr., Mälardalen University (SE)
    Øyvind Ihlen, Prof. Dr., BI Norwegian School of Management, Oslo (NO)
    Ryszard Lawniczak, Prof. Dr., Poznan University of Economics (PL)
  • Research design andsocio-demographic analysis
  • Research framework and questions
    E
    Person (Communication Manager)
    Organisation
    A
    B
    Selfperception
    Education
    Jobstatus
    Demo-graphics
    Country
    Culture
    Structure
    European homebase, Q17
    Professionalrole, Q7Optimism, Q16
    Age, Q17Gender, Q17Association Member, Q17Social NetworkMember, Q17
    Experience, Q17Hierarchy, Q17
    Academic, Q17Communicative, Q17
    Characteristics of organisational culture, Q15
    Type of organisation/agency, Q17
    Situation
    Perception
    C
    D
    Future
    Present
    Disciplines and fields of practice, Q4Communication channels, Q5Strategic issues, Q6Impact of the media crisis, Q2Emerging interactive channels, Q10Online communities, Q11Internal communication, Q12, Q13Needs for training and qualification, Q14
    Communication objectives, Q8Evaluation practice, Q9Economic recession, Q1
    Position
    E
    Advisory/executive influence, Q3Personal income, Q17
  • Sample: 1,863 participants from 34 European countries
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 17
  • Professional roles, influence and contribution to organisational objectives
  • A clear majority of practitioners execute communication basedon business strategies, but only 6 out of 10 try to define them
    84,8%
    focus on supporting business goals by planning and executing communication
    60,7%
    feel responsible for helping to define business strategies
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 7: In your dailywork, how much do you focus on supporting business goals by planning and executing communication? (1 = not at all; 7 = very much) / … how much do you feel responsible for helping to define business strategies? (1 = never; 7 = always); considered scale points 5-7
  • PR professionals enact different roles - this shapes and reflects the relation between communication and business strategies
    Operational
    Supporters
    29.1%
    Strategic
    Facilitators
    55.7%
    Business
    Advisers
    5.0%
    Isolated
    Experts
    10.2%
    ALWAYS
    HELPING TO DEFINE BUSINESS STRATEGIES
    Scale: 5-7
    NOT AT ALL
    SUPPORTING BUSINESS GOALS BY MANAGING COMMUNICATION
    VERY MUCH
    SUPPORTING BUSINESS GOALS BY MANAGING COMMUNICATION
    Scale: 1-4
    Scale: 5-7
    Scale: 1-4
    NEVER
    HELPING TO DEFINE BUSINESS STRATEGIES
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries;Q 7: In your daily work, how much do you focus on supporting business goals by planning and executing communication? (1 = notat all; 7 = very much) / … how much do you feel responsible for helping to define business strategies? (1 = never; 7 = always)
  • 64% of top level communicators are strategic facilitators,but 6% are not linked to business strategies in any way
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 countries; Q 7; Q 17
  • Communication executives are trusted advisors,but only two-thirds are involved in management decision
    73.0%are taken seriously by senior management.
    64.4%are involved in decision making and planning.
    Appraisal of the profession has risen slightly (+2% since 2008), yet executive influence is still as low as the year before (+0.4%).
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments;Q 3: In your organisation, how seriously are PR recommendations taken by senior management? (1-7); To what extent are PR andreputational considerations factored into strategic decision making and planning in your organisation? (1-7); considered scale points 5-7
  • On average, professionals acting as strategic facilitators and those working in Northern Europe are more influential
    Business Advisors
    Operational Supporters
    Strategic Facilitators
    Isolated Experts
    46.9%
    52.5%
    68.6%
    83.5%
    Advisory influence
    34.7%
    57.4%
    52.8%
    79.0%
    Executive influence
    Southern
    Europe
    Eastern
    Europe
    Western
    Europe
    Northern
    Europe
    67.8%
    63.0%
    74.6%
    76.4%
    Advisory influence
    60.9%
    59.3%
    63.4%
    68.9%
    Executive influence
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • So here’s what I am wondering…
    What’s going on in myorganisation?
    What’s my role?
    Am I taken seriously, or do I prefer to be the lone cowboy?
    Does the organisational chart work for me?
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Impacts of the recessionand the media crisis
  • How the global downturn influences PR practice in Europe
    “Focus on value to the core mission”
    “Projects delayed till things get better”
    “Costs”
    “PR has to be more a tool – more sell than tell”
    “In no way”
    “Delaying important decisions”
    “Reduce travel costs”
    “Enforced focus on internal communication”
    “Budget shift from
    image to marketing”
    “Move to digital”
    “Harder to convince management
    to replace staff leaving”
    “Less big contracts,
    but more small ones“
    “More quality for less money”
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries;Q 1: How has the global downturn influenced your daily work? (open question)
  • PR practitioners face serious budget cuts; focusing activities and evaluating results gets more important
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries;Q 1: How has the global downturn influenced your daily work? (1 = not at all; 5 = significantly); considered scale points 4-5
  • PR professionals face the media crisis and try to adapt belief in the power of journalism and mass media is still strong
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries; Q 2: Publishers and broad-casters face serious difficulties: While commercial revenues are declining due to recession, audiences are switching to internet news and online communities. What does this mean for comm. management? (1=strongly disagree; 5=strongly agree); agreement = scale points 4-5
  • So here’s our story…
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • So here’s our story…
    Focus on the data
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • So here’s our story…
    Focus on the data
    Look at what history was teaching us
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Whatdoeshistoryteach us?
  • Whatdoeshistoryteach us?
    1st Oil Crisis
    Gulf War
    9/11
    2nd Oil Crisis
  • So here’s our story…
    Focus on the data
    Look at what history was teaching us
    See the ‘crisis’ as a real opportunity
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • So here’s our story…
    Focus on the data
    Look at what history was teaching us
    See the ‘crisis’ as a real opportunity
    Reconsider our positioning in the marketplace
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • When school opened yesterday, our enrolment was higher than ever before and significantly higher than our most optimistic projections.
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Development of disciplines and communication channels
  • Most important disciplines in communication management
    In 2012
    Today
    Corporate Communication
    1
    1
    Corporate Communication

    Marketing/Brand and Consumer Communication
    2
    Internal Communication and Change Management
    2

    Marketing/Brand and Consumer Communication

    Crisis Communication
    3
    3
    CSR and Sustainability

    Internal Communication and Change Management
    4
    4
    5
    Public Affairs / Lobbying

    Public Affairs / Lobbying
    5
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,863 PR Professionals from 34 European countries;Q 4: How important are the following fields of practice in your organisation or consultancy? Will they gain more or lessimportance within the next three years? (1 = not important; 5 = very important); important discipline = scale points 4-5.Arrow symbols indicate changes within the ranking of most important disciplines; in general, all disciplines are ascending.
  • Long-term development of communication disciplines:Internal may overtake marketing/consumer in 2012
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,863 PR Professionals from 34 European countries; Q 4;Zerfass et al. 2008 / n = 1,524 PR Professionals from 37 countries; Q 2; Zerfass et al. 2007 / n = 1,087 from 22 countries; Q 3
  • PR professionals expect a tremendous boost for online channels
    Increase comparedto average
    Interactive channels relevant for public relations
    +11.6
    +7.0
    +1.3
    +0.1
    +2.4
    -2.8
    -4.6
    -15.2
    Importance todayImportance in 2010
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 10: Can you indicate the level of importance for public relations today and in the next year of the following communication tools (1= not important; 5= very impor-tant); important = scale points 4-5. All are considered more important in 2010; comparison shows difference to avg. increase (29.28%).
  • 85% of European communication professionals are membersof online communities like LinkedIn, Facebook and XING
    No member (15.0%)
    Professional and private profile (41.3%)
    Private profile only (16.5%)
    Professional profile only (27.3%)
    Most popular social networks: LinkedIn (professional), Facebook (private)
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals; Q 17: Are you a member of one of those social networks? Facebook, LinkedIn, MySpace, Plaxo, XING, Other (With my professional profile/With a private profile)
  • So here’s some key questions….
    How are we using social media to have better conversations?
    How are we using social media to listen to our customers?
    What about internal communications?
    How are we using old media in different ways?
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Strategic issues, evaluationand communication performance
  • Most important strategic issues for PR professionals in Europe(compared to previous surveys)
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 6; Zerfass et al. 2008 /n = 1,524 PR Professionals from 37 countries; Q 6; Zerfass et al. 2007 / n = 1,087 PR Professionals from 24 countries; Q 5: Here are some issues that might become relevant for public relations and communication management within the next three years.Please pick those 3 items which are most important from your point of view.
  • When measuring their activities, communication professionalsfocus on a small part of the overall process
    Outflow
    Outcome
    Value Creation
    Impact onStrategic and/or Financial Targets(Value Chain)
    Impact onTangible and/orIntangible Ressources(Capital Accumulation)
    Output
    46.4%
    Direct Outcome
    PerceptionUtilization
    Knowledge
    Indirect Outcome
    OpinionAttitudesEmotion
    Behavioral DispositionBehavior
    57.6%
    Internal OutputProcess Efficiency
    Quality
    External OutputCoverageContent
    Input
    Resources
    Personnel CostsOutsourcing Costs
    38.3%
    41.4%
    73.9%
    53.9%
    38.8%
    33.1%
    ORGANISATION
    STAKEHOLDERS
    ORGANISATION
    MEDIA/CHANNELS
    Results ofCommunication Processes
    Communication Processes
    Initiation of Communication Processes
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries;Q 9: Which items do you monitor or measure to assess the effectiveness of public relations / communicationmanagement? (1 = do not use at all; 5 = use continuously; methods used = scale points 4-5)Figures depicted within the DPRG/ICV (2009) framework for communication measurement, www.communicationcontrolling.com
  • Back to the dashboard: A three-dimensional approach to measurementorIt’s not just about the bottom line, coverage or productivity. It is about value creation
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Salary and qualification needs
  • Basic annual salary of European PR practitioners (Euro)
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?
  • Annual salaries of female and male PR practitioners
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?; What is your gender?
  • 60% of EACD members earn more than 90.000 Euro annually
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?; Are you a member of a professional organisation?
  • Annual salaries in Western Europe are significantly higher
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?
  • Training and qualification needs of PR professionals in Europe
    www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 14: Thinking ofyour own skills: if you have the right to choose one area of personal development next year, which of the following would you select?
  • Time to become a corporate, or is education still a vocation?What’s the ‘product’ we sell anyway?
    www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17
  • Disclaimer and copyright
    Preliminary results – not to be re-produced or published
    This presentation contains preliminary results of the European Communication Monitor 2009 survey. Data and interpretations presented here may still be altered due to the ongoing analysis and interpretation of the data by the international research team.
    Due to this fact, these charts are not authorized and may not be re-produced or published.Please refer to the full set of results, to be published in September 2009 as a book by EACD.
    See www.communicationmonitor.eu for updates about the publication and the survey.
    Copyright
    © 2009 by Ansgar Zerfass and the research team for the whole document and all parts, charts and data. The material presented in this document represents empirical insights and interpretation by the research team. It is intellectual property subject to international copyright.
    Illustration licensed by istockphoto.com. Title graphic provided by EACD.
    Acknowledgements
    Special thanks to Stephanie Krahl B.A. and Peter Schmiedgen B.A. (University of Leipzig) for statistical analysis and constructing the charts and to Grit Fiedler (EACD, Brussels) for valuable support and suggestions. Many thanks to all partners and the sponsor CISION.
    Contact
    Please contact any member of the research team or the advisory board in your country/regionif you are interested in discussing the insights of this survey or in joint research projects. Questions regarding the research project itself and future activities may be directed to thelead researcher, Prof. Dr. Ansgar Zerfass, zerfass@uni-leipzig.de
  • How can we keep this conversation going?
    Join the EACD!
    pass me your contact details after this workshop for a welcome pack
    or visit www.eacd-online.eu
    Future CASE-EACD Collaborations
    Let’s design a survey, write an article or simply keep in touch
    willowsd@isb.be
  • Thank you for your attention