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World Communication Review 2015


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En este primer número de la revista World Communication Review, editada por World Communication Forum, encontramos un artículo de José Antonio Llorente sobre los nuevos paradigmas de la comunicación.

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World Communication Review 2015

  2. 2. Welcome to the first edition of the World Communication Review. It is an eclectic collection of essays and pa- pers from some of the world’s top thinkers and doers in communications and public relations. The strength of the World Communication Review is its diversity of content encompassing contributions from communications and public relations practitioners all around the world including Brazil, Bulgaria, Czech Republic, Germany, Hungary, India, Italy, Kazakhstan, Malaysia, Morocco, Netherlands, Russia, Slovak Republic, South Africa, Spain, United Kingdom, USA and Ukraine. All of the articles and essays are in English, however many of them have been written by accomplished authors whose first language isn’t English and only minor edits have been made to the drafts. The editorial committee and contributors are all volunteers who have given their time freely to contribute to the development and im- provement of the global communications industry. So please enjoy, analyse and debate the ideas within them. The review is in three parts. First: a series of essays addressing the global communications agenda. Second: a round-up of some of the fascinating panels and debates from the Davos World Communication Forum 2015. And, finally: looking into the future of the new communication world. This is just the start of our journey together. Many of the essays and papers are the result of vigorous and informative debate at the 2015 World Communication Forum in Davos. Why not become part of the debate and shape the future of the global public relations and communications professions? You can join the annual World Communication Forum in Davos or one of the growing-in-number WCFDavos regional editions around the world! INTRODUCTION Stuart Bruce FCIPR Editor, World Communication Review 2015
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  5. 5. The Great Recession, which began in the USA and spread to Europe, caused deep wounds that undermined the health of domestic economies and blurred the tra- ditional concept of the Welfare State. This grim scenario transformed into a crisis of confidence, in which citizens, especially young people, grew bored and weary. In a hostile environment, citizens took it upon themselves to oversee their political representatives, supranational or- ganisations and conduct in the corporate sector. In short, there was a widespread sense of distrust, of everything and every- one, “nobody trusted anybody”. At the same time, the lowering of barriers has marked this century, which com- menced almost two decades ago. Borders have faded on several levels. Geographical frontiers have become blurred, making way for a global, interconnected society sharing concerns, in which the problems of domestic economies have turned into issues of global interest. This has had pos- itive effects, such as those deriving from the possibility of working in countries other than one’s homeland, or getting to know other cultures and learning other languages, which gives people a more open-minded outlook on life. More importantly, the disappearance of barriers has created global information chains, thanks to which knowledge is within everybody’s reach. Consequently, citizens have greater expectations of the systems in which they live and work and demand a coherent, responsible attitude of their leaders. Ethics, Integrity and Transparency are the fundamental pillars on which development and the future of societies to come are now based. Against this backdrop, the corporate and institutional sectors have undergone a far-reaching transformation, entirely changing their management and leader- ship models. The elimination of barriers also affects the business sector, where competitive barriers are not so clear between different sectors, and particu- larly the communication and strategic consultancy sector. Shareholders, investors, suppliers, em- ployees and other stakeholders impose new management practices, which are subjected to constant oversight in all sections of the value chain as part of the new model of control by citizens. Innovation must generally form part of the essence of business activity, as a way of becoming more competitive and not getting left behind in a monotonous commercial offer lacking in differenti- ation. Demand will focus not only on detecting good practices but also on the differential, added value offered by com- panies that invest in innovation and thus become market leaders. Corporate intelligence will be another of the key factors defining business man- agement. Not only must we innovate, but we must also observe what our rivals are doing to go one step further. It is time for intelligent management of our business- WE ARE LIVING TIMES OF CHANGE. TIMES IN WHICH, IF WE LOOK BACK, IN BARELY A DECADE WHAT DEFINED SOCIETIES HAS BEEN TRANSFORMED AMAZINGLY FAST
  6. 6. 112 HOW TO BE PREPARED FOR THE FUTURE? THE NEW COMMUNICATION WORLD World Communication Review es, which require companies to take an active approach to the market.These new business management models in turn af- fect communications management very directly. It is a new working environment, in which communication has transformed into a transparency process where there is nowhere to hide. Whereas up to now the added value of companies revolved around creating hyper-creative advertising campaigns and catchy slogans, the new communication tool for companies in the XXI century is reputation management. In a highly competitive environment, emotional or ra- tional storytelling is not enough; the story must be accompanied by storydoing. Communication is no longer based on the values that the company wants to put across to produce a positive impact on its public image. It is now based, above all, on the opinion that others have of it, i.e. its reputation; and that repu- tation is the added value that must be provided by communication. Apart from the influx of new technolo- gies or the evolution of the media, the new communication paradigm entails reputation management, as a vehicle for companies, organisations and institutions of modern-day society to generate value. But building and managing reputation is no mean feat. It requires time, effort and continuity. In this regard, social networks, characterised by the opportunity of es- tablishing a direct conversation with con- sumers, have become an essential tool for companies and a fundamental part in the process of building their reputation. One of the main reasons why companies need to be present on the Web is that its existing and potential customers will search for information on their activities and who is involved in them before decid- ing to contact or contract their services. Moreover, every citizen is now a voice, which can take a leading role and bear an influence on the reputation of a com- pany. Ten years ago, it took three or four days for a critical issue to come to light, but nowadays a massive, severe crisis can be unleashed in the time it takes to write 140 characters. In this regard, com- panies’ presence in the social networks has ceased to be an option and is now an obligation. However, it is not a question of just being there. Mere presence on the web does not guarantee success. A company’s ac- tivity in social networks must be charac- terised by interaction, participation and the contribution of relevant information that its stakeholders will find interesting, listening, chatting and, in short, building its reputation online through the per- ception that others have of it. Although social networks are now one of the most favourable tools for building a good reputation, we must remember that they also entail certain challenges and threats if they are not well managed. So a company must define a strategy in the social media in keeping with its glob- al strategy. This must be personal, clearly putting across the values, principles and stand of the company with a view to steering messages and ensure that the contents published are not only coherent but also consistent and solid. In short, considering the panorama we face, the company must include in its communi- cation the new values of transparency, efficiency, solvency and responsibility in order to build a reputation based not on words, but on facts that can lead to firmer bonds with its stakeholders, within this context of constant change. ___WCR magazine 10 YEARS AGO, it took three or four days for a critical issue to come to light, but nowadays a massive, severe crisis can be unleashed in the time it takes to write 140 characters.