Empirical study reporting on the expertise, structures and strategies of companies, governmental organisations and non-profiut organizations communicating on the social web. Academic research conducted in Germany, Austria and Switzerland. A total of 596 corporate communication managers were surveyed.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
The art of using language for public expression in order to persuade target audience to support development initiatives is a key reason for graphic communication. This requires communication actors particularly, the graphic encoder to know salient input and output variables of communication for effective mediation. However, the prevalence ignorance of these variables, often results in ineffective media production that is counter-productive to development. Therefore, this paper focused on production of practical rhetoric in graphic language for development programmes. The paper employed the critical-historical-analytic examination and content analysis methods. It introduced the reader to the need for practical rhetoric in visual communication. Furthermore, it highlighted the salient input and output variables that the graphic communication actor need be conversant with in order to produce visual rhetoric, using the McGuire’s Communication/persuasion Matrix. And it exemplified graphic media that result from application or neglect of the knowledge of the variables. The paper found that consideration of the variables afforded production of effective rhetoric in graphic language. The paper ended with the need for graphic encoders to internalize knowledge of the input and output variables and utilize it during the process of media production to generate visual rhetoric with desired effect.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Empirical study exploring leadership perceptions and practices among communication professionals and PR managers (n = 1,766) in corporations, nonprofit organizations (including governmental, political, educational) and agencies. The research led by Prof. Dr. Ansgar Zerfaß (University of Leipzig) and Prof. Dr. Ulrike Röttger (University of Münster) is part of a global research project with quantitative and qualitative methods in 8 cultural regions and 23 countries. Focus and research questions: Important issues for leaders in PR and communication management - Conditions for leadership, leadership abilities and qualities - Strategies and actions implemented by leaders to deal with important issues - Development of future leaders - Personal beliefs and perceptions about leadership.
The world's first study on the use of management tools in strategic communication, based on a survey among chief communication officers and communication managers with responsibility for strategy, steering or controlling in leading companies. It identifies the Top 12 tools for practitioners as well as the best-known and least known tools, and the satisfaction with different procedures. The relevance for implementing tools and knowledge gaps are shown, as are drivers influencing the use of management tools in communications. The study organized by Leipzig University and Lautenbach Sass complements research on the most popular management tools conducted by consultancies like Bain for more than a decade.
Communication management tools are methods, procedures, standard processes and frame-works (thinking tools) for the analysis, planning, implementation and evaluation of communication activities in organisations, and for steering those processes. They are implemented according to a uniform scheme and can be used in a wide variety of situations. Management tools provide orientation and make everyday work easier by enabling practitioners to perform frequently occurring tasks in a uniform, routinized and comprehensible manner.
Such tools are widely used in business management and management consulting. But what about corporate communications? To what extent do communicators use tools for analysing, planning, implementing and evaluating communication activities? The results show that there is still room for improvement. In addition to classic, more operational PR tools, more established management tools should be adapted. A toolbox tailored to your own needs is essential for the further development of the communications department – and for being recognized as a trusted partner by top management.
Despite growing investments in and increased use of social media, many companies, non-profit organizations, governmental institutions and associations are far from utilizing the full potential of these communication channels. This is revealed by the study “Social Media Governance 2011”, a joint research project organized by the University of Leipzig, pressesprecher magazine, and Fink & Fuchs Public Relations. The study was conducted for the second time this year, following a pilot study in 2010. A total of 596 corporate communication managers in Germany, Austria and Switzerland were surveyed. The study investigated the status quo of Social Media Governance, i.e. the status of regulatory frameworks for the strategic management of social media activities in organizations, identified the parameters and prerequisites for communicating on the social web, and examined the associated changes in the daily work and the required level of expertise.
This document analyses the role of the social media in communications about a company’s innovations, identifies the most important tools that facilitate this communication and suggests how can innovation generate value for a brand, wondering what is the effective way of identifying innovation assets of a company from the viewpoint of communication.
In Spain reference models in social and professional terms are about search for secure employment in public administrations and large companies. Media in Spain pay less attention to entrepreneurship (especially when it comes to new companies or start-ups)
In order to achieve significant changes in this issue, it is necessary to change the existing paradigm and be able to transform information into knowledge.
This change implies stimulation of entrepreneurship and innovation at the family, school and public levels apart from the corporate level; emphasize close relationship between large, medium and small companies as well as the public and private sectors; provide incentives and financial support for news media that report about innovation; promote traditional and digital journalism specializing in these themes.
Objectives and strategy are the key starting points for planning communication that should conform to the general communication policy of the company. Once this is set, the rest of the key elements are related to creativity and implementation.
Thus innovation objectives should be linked to the company’s strategy and all departments should actively participate in the process of innovation, removing traditional divisional barriers.
Storytelling is vital at the initial stage, and acts as a focal point that determines the rest of communication and content generation tools through platforms developed for co-creation with customers, face-to-face meetings, etc.
In all these media and channels, it is important to control all messages at all stages of the innovation value chain, aligning them with the character of the company and its values, especially those related to transparency, sincerity, the skills to be faster than competitors and be able to keep track of investments.
Managing information and sharing knowledge are key elements for any internal communication policy, and their importance increases when it comes to facilitating innovation and doing it openly, in conjunction with external professionals.
In the world of Internet communication, content is key. But it is also necessary to identify the messages of this content or to know what media and channels are adequate for communications about innovation.
The art of using language for public expression in order to persuade target audience to support development initiatives is a key reason for graphic communication. This requires communication actors particularly, the graphic encoder to know salient input and output variables of communication for effective mediation. However, the prevalence ignorance of these variables, often results in ineffective media production that is counter-productive to development. Therefore, this paper focused on production of practical rhetoric in graphic language for development programmes. The paper employed the critical-historical-analytic examination and content analysis methods. It introduced the reader to the need for practical rhetoric in visual communication. Furthermore, it highlighted the salient input and output variables that the graphic communication actor need be conversant with in order to produce visual rhetoric, using the McGuire’s Communication/persuasion Matrix. And it exemplified graphic media that result from application or neglect of the knowledge of the variables. The paper found that consideration of the variables afforded production of effective rhetoric in graphic language. The paper ended with the need for graphic encoders to internalize knowledge of the input and output variables and utilize it during the process of media production to generate visual rhetoric with desired effect.
La mayor encuesta del mundo sobre comunicación a nivel internacional ha revelado que el desarrollo de los canales de ‘comunicación móvil’ se duplicará antes del año 2017. El estudio plantea, según Ángeles Moreno, profesora de la Universidad Juan Carlos I y coordinadora del estudio en España, que “mientras sigan integradas las plataformas de social media en los planes generales de comunicación, será la comunicación móvil, centrada en la interacción con el consumidor en tiempo real y un contenido visual rápidamente digerible, el área de mayor crecimiento en el sector”.
Declaración de principios de la AMEC (Asociación internacional para la Medición y Evaluación de la Comunicación) para medir y evaluar la Comunicación. En ella se enumeran y explican los siete principios básicos que deben seguir los departamentos, agencias y profesionales de la Comunicación.
Live Communication as value added factor in marketingDagobert Hartmann
Uniplan Live Trends 2008, German marketing managers on the trends and strategies of personal communication — results of a survey of 405 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Knowledge Graphs From the Perspective of Dialogic Marketing CommunicationsTeodora Petkova
Can a knowledge graph be used for dialogic marketing communications? In these slides presented at #KiLKGC21 I share my research on the topic and a call to interdisciplinary exchange for the future agenda of investigating the intersection of marketing communications and knowledge graphs.
Uniplan Live Trends 2006 - German marketing managers on the trends and strategies of personal communication — results of a survey of 398 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Amp Agency - The Psychology of Social - February 2012Steven Duque
Once considered a fad, social media has become the epicenter of online experience. Many social media users express a profound connection to sites like Facebook and Twitter, while others prefer smartphone apps like foursquare. Understanding and exploring why social media has such strong behavioral and psychological connections with users can help marketers better identify strategies for outreach, interaction and content creation. In this report, AMP's Insights Lab has partnered with a team of psychologists and consumers to explore the behavioral and psychological philosophies that bond consumers to social media and then translate those principles into business strategies.
Social Media for Education: Walk before you run - AMA Higher Educatione-storm international
Presentation delivered by William Gaultier, CEO of e-storm and Kendra Losee, Vice Chancellor of Marketing for National University System on develop a strategic social media plan based on research with students, senior management, competitors.
A true way to get more strategic about social media beyond the tactics.
e-storm has developed this strategic framework for ebates.com, sutter home, microsoft, pleo and many other organizations.
Enjoy! and let us know what you think?
Social media and the communication profession eacd en univ of st. gallenMarketingfacts
Social media and the communication profession eacd en univ of st. gallen
Source: http://www.eacd-online.eu/_files/news/eacd_1296806141_4d4bb0fd63614.pdf
via:
http://www.molblog.nl/bericht/onderzoek-social-mediagebruik-onder-communicatieprofessionals/
Corporate Communication & Social Media: A study of its usage patterninventionjournals
Social media helps corporate communication professionals to build and maintain relationships with
all the publics. Nowadays a company’s reputation also depends on the image built by the company in social
media. This study aims to examine; on how corporate communication professionals use social media for
corporate communications. The data for the study was collected from 125 corporate communication
professionals across Bengaluru city through a scientific survey method and sampling procedures. The research
study found that Facebook, Twitter and LinkedIn were extensively used for corporate communication. The most
popular uses of social media for corporate communications were employee communication, customer/consumer
relations, relationship with general public and media relations. Majority of the messages shared on social
media were pertaining to events organised by the company, achievements, news, promotional messages and
corporate social responsibility. Social media is the future; hence, corporate communication and PR
professionals should exploit this media for all their corporate communication uses, needs and campaigns
There are many applications of social media outreach, and this session will look at its application to non-profit objectives such as public relations, constituency building, citizen engagement, health behavioral change campaign, or fundraising.
The workshop will comprise presentations with case studies, one paper-based exercise, and open question time. We wish to run a needs assessment before the workshop to ensure the workshop meets participants' expectations.
The workshop will provide participants with a brief overview of communication models, social media trends, and a bigger picture view on how social media has changed the rules of online engagement. It will help participants better appreciate social media, assess its pros and cons, and evaluate if their organization should use or expand the scope of their social media activities.
Topics will include background information on social media; how traditional (one-way) communication paradigms no longer work in interactive media; and how two-way communication models operate online.
A key focus will be to help organization evaluate the pros and cons of social media, and then assess if social media offers any benefits to their organization. Participants will be asked to assess how social media can advance their organization's mandate, whether it is a viable channel for their constituents, its pros and cons for their situation, and then to review other relevant assessment criteria. Midway through the workshop, participants will be invited to complete a paper-based form to help them assess if social media offers enough benefits for their organization to adopt or expand the scope of their social media outreach.
The remainder of the presentation will focus on practical guidance for organizations that wish to implement or expand the scope of their social media outreach. Topics covered will include reassessing organizational goals; researching constituents; starting an incremental approach to social media outreach; defining the scope of your social media activities; mainstreaming into institutions; daily operations; responding protocols; institutional policies; tools of the trade; and methods for prioritizing resource allocations.
La mayor encuesta del mundo sobre comunicación a nivel internacional ha revelado que el desarrollo de los canales de ‘comunicación móvil’ se duplicará antes del año 2017. El estudio plantea, según Ángeles Moreno, profesora de la Universidad Juan Carlos I y coordinadora del estudio en España, que “mientras sigan integradas las plataformas de social media en los planes generales de comunicación, será la comunicación móvil, centrada en la interacción con el consumidor en tiempo real y un contenido visual rápidamente digerible, el área de mayor crecimiento en el sector”.
Declaración de principios de la AMEC (Asociación internacional para la Medición y Evaluación de la Comunicación) para medir y evaluar la Comunicación. En ella se enumeran y explican los siete principios básicos que deben seguir los departamentos, agencias y profesionales de la Comunicación.
Live Communication as value added factor in marketingDagobert Hartmann
Uniplan Live Trends 2008, German marketing managers on the trends and strategies of personal communication — results of a survey of 405 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
Knowledge Graphs From the Perspective of Dialogic Marketing CommunicationsTeodora Petkova
Can a knowledge graph be used for dialogic marketing communications? In these slides presented at #KiLKGC21 I share my research on the topic and a call to interdisciplinary exchange for the future agenda of investigating the intersection of marketing communications and knowledge graphs.
Uniplan Live Trends 2006 - German marketing managers on the trends and strategies of personal communication — results of a survey of 398 companies conducted by Uniplan and the HHL-Leipzig Graduate School of Management
CIM/e-Marketing Award-Assignment # 3 and #4 (combined): A Full Fledge e-Marke...Naja Faysal
This plan presents in details why would a school go into the transformation from traditional schooling into an e-business / e-Learning operation and how to best do it within budget and cultural limitations.
As part of the Chartered Institute of Marketing programs, Naja Faysal was enrolled in the Professional Development Award in e-Marketing via Cambridge Marketing College
Amp Agency - The Psychology of Social - February 2012Steven Duque
Once considered a fad, social media has become the epicenter of online experience. Many social media users express a profound connection to sites like Facebook and Twitter, while others prefer smartphone apps like foursquare. Understanding and exploring why social media has such strong behavioral and psychological connections with users can help marketers better identify strategies for outreach, interaction and content creation. In this report, AMP's Insights Lab has partnered with a team of psychologists and consumers to explore the behavioral and psychological philosophies that bond consumers to social media and then translate those principles into business strategies.
Social Media for Education: Walk before you run - AMA Higher Educatione-storm international
Presentation delivered by William Gaultier, CEO of e-storm and Kendra Losee, Vice Chancellor of Marketing for National University System on develop a strategic social media plan based on research with students, senior management, competitors.
A true way to get more strategic about social media beyond the tactics.
e-storm has developed this strategic framework for ebates.com, sutter home, microsoft, pleo and many other organizations.
Enjoy! and let us know what you think?
Social media and the communication profession eacd en univ of st. gallenMarketingfacts
Social media and the communication profession eacd en univ of st. gallen
Source: http://www.eacd-online.eu/_files/news/eacd_1296806141_4d4bb0fd63614.pdf
via:
http://www.molblog.nl/bericht/onderzoek-social-mediagebruik-onder-communicatieprofessionals/
Corporate Communication & Social Media: A study of its usage patterninventionjournals
Social media helps corporate communication professionals to build and maintain relationships with
all the publics. Nowadays a company’s reputation also depends on the image built by the company in social
media. This study aims to examine; on how corporate communication professionals use social media for
corporate communications. The data for the study was collected from 125 corporate communication
professionals across Bengaluru city through a scientific survey method and sampling procedures. The research
study found that Facebook, Twitter and LinkedIn were extensively used for corporate communication. The most
popular uses of social media for corporate communications were employee communication, customer/consumer
relations, relationship with general public and media relations. Majority of the messages shared on social
media were pertaining to events organised by the company, achievements, news, promotional messages and
corporate social responsibility. Social media is the future; hence, corporate communication and PR
professionals should exploit this media for all their corporate communication uses, needs and campaigns
There are many applications of social media outreach, and this session will look at its application to non-profit objectives such as public relations, constituency building, citizen engagement, health behavioral change campaign, or fundraising.
The workshop will comprise presentations with case studies, one paper-based exercise, and open question time. We wish to run a needs assessment before the workshop to ensure the workshop meets participants' expectations.
The workshop will provide participants with a brief overview of communication models, social media trends, and a bigger picture view on how social media has changed the rules of online engagement. It will help participants better appreciate social media, assess its pros and cons, and evaluate if their organization should use or expand the scope of their social media activities.
Topics will include background information on social media; how traditional (one-way) communication paradigms no longer work in interactive media; and how two-way communication models operate online.
A key focus will be to help organization evaluate the pros and cons of social media, and then assess if social media offers any benefits to their organization. Participants will be asked to assess how social media can advance their organization's mandate, whether it is a viable channel for their constituents, its pros and cons for their situation, and then to review other relevant assessment criteria. Midway through the workshop, participants will be invited to complete a paper-based form to help them assess if social media offers enough benefits for their organization to adopt or expand the scope of their social media outreach.
The remainder of the presentation will focus on practical guidance for organizations that wish to implement or expand the scope of their social media outreach. Topics covered will include reassessing organizational goals; researching constituents; starting an incremental approach to social media outreach; defining the scope of your social media activities; mainstreaming into institutions; daily operations; responding protocols; institutional policies; tools of the trade; and methods for prioritizing resource allocations.
An in-depth social media study conducted by FedEx and Ketchum of more than 60 well-known companies has found that significant changes are on the horizon for the way companies will use social media tools to communicate internally. The study also examines programming, team structure and budgeting trends, including how companies are increasingly working across functions to ensure collaboration on social media projects. Interviewees also discuss why some are eager to take a leadership role in social media while others are comfortable in a more general participatory mode.
This report looks at data from CASE/mStoner/Slover Linett survey of social media in advancement. This data provides a compelling view of what has changed — and what has remained the same since 2010 in the way institutions use social media for advancement. One big change is that some 50% of institutions surveyed use social channels as part of a multi-channel campaign. Contains six case studies of how seven colleges and universities used social media in campaigns.
How to Use Online Intelligence As Part of a Total Media StrategySocial Strategy1
"How To Use Online Intelligence As Part of a Total Media Strategy ”
The webinar explores the importance and growing influence of not only social media, but total media –including traditional publications, virtual communities, multimedia, blogs, message boards, and opinion sites–and how organizations can leverage total media intelligence to inform and track marketing programs including product development, advertising, and competitive analysis.
Sponsored by Social Strategy1 and Write2Market
Social media in higher education and business – what can we learn?Miia Äkkinen
Social media in higher education and business - what can we learn? Presentation on November 24, 2011 at seminar "Future challenges in learning and knowledge transfer" organized by project Nordic Knowledge on the Web, a co-operation project between universities in Vaasa, Finland, Umeå/Sweden and Bodö/Norway.
Das Berufsfeld Kommunikationsmanagement und Public Relations hat sich in den letzten Jahrzehnten dynamisch entwickelt. Das hat zu einer intensiven Diskussion über neue Aufgaben, innovative Rollenmodelle und veränderte Kompetenzprofile geführt. Doch es ist wenig über die Talente bekannt, die erst seit wenigen Jahren im Berufsfeld tätig sind. Dabei sind sie es, die der Wandel in der Branche am stärksten betrifft. Sie sind es auch, die sich von bisherigen Erfolgsmustern lösen und auf neue Arbeitsweisen, Rollenerwartungen und Führungsmodelle einstellen müssen.
Viele von ihnen werden als „Macher von Morgen“ die Zukunft der Profession gestalten. Die Forschung zeigt allerdings, dass sie vergleichsweise oft mit mangelnden Entwicklungschancen, hoher Aufgabenlast, Konflikten zwischen Beruf und Familie sowie Problemen mit Kollegen und Vorgesetzten konfrontiert sind. Dabei blieben viele Fragen offen.
Die vorliegende Studie bringt Licht in diese Zusammenhänge. Sie ist als Kooperationsprojekt der Universität Leipzig mit der Initiative #30u30 und dem Branchenmagazin PR Report entstanden.
Die weltweit erste Studie über den Einsatz von Management-Tools in der strategischen Kommunikation, basierend auf einer Umfrage unter Kommunikationschefs und Kommunikationsmanagern mit Verantwortung für Strategie, Steuerung oder Controlling in führenden deutschen Unternehmen. Es werden die Top-12-Tools sowie die bekanntesten und am wenigsten bekannten Tools und die Zufriedenheit mit verschiedenen Verfahren identifiziert. Zudem beschreibt die Studie die Relevanz der Implementierung von Tools und Wissenslücken, ebenso wie Treiber, die den Einsatz von Management-Tools in der Kommunikation beeinflussen. Die von der Universität Leipzig und Lautenbach Sass durchgeführte Studie ergänzt die seit mehr als einem Jahrzehnt von Beratungsunternehmen wie Bain durchgeführten Erhebungen zu den bekanntesten Tools für die Unternehmensführung.
Kommunikationsmanagement-Tools sind Denkwerkzeuge, Methoden, Vorgehensweisen und Standardprozesse für die Analyse, Planung, Durchführung und Evaluation von Kommunikationsmaßnahmen und deren Steuerung in Organisationen. Sie werden nach einem einheitlichen Schema umgesetzt und können in verschiedensten Situationen eingesetzt werden. Diese Begrifflichkeit lehnt sich an das etablierte Verständnis von Tools im strategischen Management an. Managementinstrumente geben Orientierung und erleichtern die tägliche Arbeit, indem sie es den Praktikern ermöglichen, häufig auftretende Aufgaben einheitlich, routinemäßig und nachvollziehbar zu erfüllen.
In Unternehmensführung und Managementberatung sind solche Tools weit verbreitet. Doch wie sieht es in der Unternehmenskommunikation aus? Inwieweit nutzen Kommunikatoren Tools für Analyse, Planung, Umsetzung und Evaluation ihrer Kommunikation? Die Ergebnisse zeigen, dass beim Einsatz von Management-Tools in der Unternehmenskommunikation noch Aufholbedarf besteht. Neben klassischen, eher operativen PR-Tools sollten mehr etablierte Management-Tools adaptiert werden. Eine auf die eigenen Bedürfnisse zugeschnittene Toolbox ist essentiell für die Weiterentwicklung der Kommunikationsabteilung – und um beim Top-Management als Partner anerkannt zu werden.
Social-Media-Influencer sind Akteure im Social Web, die durch Contentproduktion, Contentdistribution und Interaktion mit ihren Followern eine relevante Anzahl an Beziehungen zu und Einfluss auf ihre Follower aufgebaut haben. Aufgrund dieser Eigenschaften und Kompetenzen werden Influencer immer häufiger gezielt in strategische Kommunikationsaktivitäten von Organisationen integriert. Die Studie "Management strategischer Influencer Kommunikation" gibt eine systematischen Überblick über unterschiedliche Wege in der Planung, Organisation, Personaleinsatz, Führung und Kontrolle strategischer Influencer Kommunikation. Die Studie wurde von Nadja Enke (M.A.) und Dr. Nils Borchers durchgeführt. Beide sind Mitarbeiter am Institut für Kommunikations- und Medienwissenschaft der Universität Leipzig und im Lehrbereich Communication Management tätig
Untersuchung von Universität Leipzig und F.A.Z.-Institut zum Status Quo und Verständnis von Integrierter Kommunikation in deutschen Unternehmen: Stellenwert und Rahmenbedingungen Integrierter Kommunikation, Integrationsverständnis, Voraussetzungen, Hindernisse, Top-Perfomer der Integrierten Kommunikation, Perspektiven für die Kommunikationspraxis. Methodik: Online-Befragung im November/Dezember 2016, Auswertung mit Methoden der deskriptiven und analytischen Statistik mit IBM SPSS. Unternehmen im Sample: 80,0% Großunternehmen (≥ 50 Mio. €, > 499 Mitarbeiter); 12,5% Mittelstand; 7,5% kleine Unternehmen. Bereinigte Stichprobe: 257 Entscheider aus Marketing(kommunikation) und Unternehmenskommunikation/PR mit Ø 14,5 Jahren
Berufserfahrung in der Kommunikation; Alter Ø 45 Jahre. Position der Studienteilnehmer: 79,0% Gesamtleiter Kommunikation/Marketing oder Abteilungs-/Teamleitung. Autoren des 36-seitigen Ergebnisberichts sind Prof. Dr. Ansgar Zerfaß und Dr. Nils S. Borchers, Lehrstuhl für Strategische Kommunikation, Universität Leipzig.
Für die empirische Untersuchung „Mittelstandskommunikation 2016 – Studie zur Professionalisierung, Digitalisierung und Führung der Unternehmenskommunikation“ wurden im Frühjahr 2016 insgesamt 561 Unternehmen in Deutschland befragt, darunter 270 Entscheider aus mittelständischen Unternehmen. Die Studie illustriert den Status quo der Kommunikation in konzernunabhängigen Unternehmen mit maximal 499 Mitarbeitern und einem Umsatz von bis zu 50 Mio. Euro. Das Gemeinschaftsprojekt der Universität Leipzig mit Fink & Fuchs und dem Magazin pressesprecher schließt an die Vorgängerstudie von 2015 an.
Unternehmenskommunikation im Mittelstand wird zunehmend professioneller und digitaler. Aber es fehlen nach wie vor oft klare Kommunikations- und Digitalisierungsstrategien, übergreifende Kommunikationsziele und fachkundige Kommunikationsabteilungen. Zudem behindert die kommunikative Zurückhaltung vieler Unternehmer oft die notwendige Weiterentwicklung in Marketing und Public Relations.
Der 89-seitige Ergebnisbericht ist hier verfügbar. Weitere Informationen finden sich unter www.mittelstandskommunikation.com sowie www.communicationmanagement.de in der Rubrik "Mittelstandskommunikation".
Die Studie zum Stellenwert und Einsatz von Unternehmenskommunikation im deutschen Mittelstand ist die bislang größte ihrer Art. Sie dokumentiert den fortschreitenden Professionalisierungsprozess der Kommunikationspraxis in mittelständischen Unternehmen in Deutschland Die befragten Unternehmen erkennen zunehmend die Bedeutung von Kommunikation für den Unternehmenserfolg. Dennoch ist Unternehmenskommunikation bei mehr als der Hälfte der Mittelständler noch nicht institutionalisiert, nur unzureichend mit Budgets ausgestattet und erfolgt überwiegend ohne Strategie, obwohl die Stichprobe der Studie eher Best Practices als den Durchschnitt im Mittelstand abbildet.
In dem Gemeinschaftsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG (Wiesbaden) mit Unterstützung des Magazins pressesprecher aus dem Verlag Helios Media (Berlin) wurden Kommunikationsverantwortliche von 310 mittelständischen Unternehmen und eine Vergleichsgruppe aus 262 Großunternehmen befragt. Die Datenerhebung und Auswertung erfolgte im Rahmen eines Forschungstransferprojekts mit Masterstudentinnen der Universität Leipzig.
Die empirische Studie zum wenig beforschten Thema Mittelstandskommunikation illustriert den Status quo der Kommunikation in Unternehmen mit maximal 499 Mitarbeitern und einem Umsatz von bis zu 50 Mio. Euro. Zudem liefert die Untersuchung einen guten Vergleich zu Großunternehmen.
Der Ergebnisbericht (87 Seiten, PDF) ist hier vollständig frei zum Download verfügbar. Eine Übersicht von Publikationen zu der Studie in Fachzeitschriften und wissenschaftlichen Zeitschriften sowie weiteren Forschungsaktivitäten der Universität Leipzig finden sich auf der Website www.communicationmanagement.de unter dem Thema „Mittelstandskommunikation“.
Managing CEO positioning and international communication: Insights from interviews with corporate communication leaders. This follow-up study to the European Communication Monitor 2013 is based on qualitative interviews with 53 global heads of communication of major corporations based in Europe, and on quantitative data from 579 respondents heading corporate communication departments in 39 countries. The report discusses the importance of CEOs for corporate reputation, practices and trends in CEO communication, as well as the impact of international value chains for the communication function and ways to develop new organisational structures and strategic visions. The study is a joint project by an academic research team from several universities within the framework of EUPRERA and Ketchum, a leading global communications firm operating in more than 70 countries.
Empirische Studie zum Qualitätsverständnis und zu Handlungsstrategien deutscher PR-Agenturen. Im Mittelpunkt des 40-seitigen Ergebnisberichts stehen Kundenorientierung, Projektmanagement, Einschätzungen der Zusammenarbeit mit Auftraggebern und Qualitätsmanagementsysteme. Für die Untersuchung haben die Autoren Ansgar Zerfaß und Susanne Thobe eine Grundgesamtheit von annähernd 2.300 PR-Agenturen in Deutschland identifiziert und befragt. Die Ergebnisse stützen sich auf die Aussagen von 229 Geschäftsführern, Vorständen und Inhabern in Agenturen aller Größenordnungen.
Für diese Studie wurden über 600 Entscheidungsträger im Top-Management deutscher Großunternehmen mit über 50 Millionen Euro Jahresumsatz über ihre Einstellungen und Erfahrungen zur strategischen Kommunikation im Zeitalter von globalen Medienmärkten, Internet und Social Web interviewt. Erstmals wird mit Hilfe statistischer Analysen offengelegt, welche Rolle öffentliche Kommunikation und Reputationsmanagement im Alltag von Vorständen und Geschäftsführern spielen. Das Projekt wurde gemeinsam vom Institut für Kommunikations- und Medienwissenschaft der Universität Leipzig mit dem Institut für Management der Humboldt-Universität zu Berlin und mit Unterstützung des F.A.Z.-Instituts und der Akademischen Gesellschaft für Unternehmensführung und Kommunikation durchgeführt. Der 46-seitige Ergebnisbericht zeigt, dass die Auswirkung auf die öffentliche Meinung bei unternehmerischen Entscheidungen heute stärker berücksichtigt als noch vor fünf Jahren. 66 Prozent der Befragten schreiben der Erhebung zufolge den klassischen Massenmedien einen sehr großen Einfluss auf die Unternehmensreputation zu. Aber nur 27 Prozent halten Facebook, Twitter und Co. für relevant. Ein Viertel der Top-Manager geht davon aus, dass die Unternehmenskommunikation bis 2015 deutlich an Gewicht gewinnen wird, weitere 43 Prozent prognostizieren einen leichten Machtzuwachs. Die Befragten beurteilen die aktuelle Performance ihrer Unternehmen bei der internen Kommunikation, Marketingkommunikation und Finanzkommunikation leicht positiv. Für die politische Kommunikation mit Regierung, Behörden und Parteien sowie die gesellschaftsorientierte Kommunikation mit Nichtregierungsorganisationen, Kritikern, Anrainern und ähnlichen Bezugsgruppen fällt das Urteil nur mittelmäßig aus. Die Studie zeigt, dass Vorstände und Geschäftsführer in deutschen Großunternehmen persönlich durchschnittlich 10 Prozent ihrer wöchentlichen Arbeitszeit für strategisch geplante Unternehmenskommunikation aufwenden. Dies ist offenkundig deshalb der Fall, weil der Kommunikationsleistung des Top-Managements durchweg eine sehr hohe Bedeutung für den Unternehmenserfolg zugeschrieben wird. Der 46-seitige Ergebnisbericht der Autioren Ansgar Zerfaß, Joachim Schwalbach und Muschda Sherzada steht zum Download zur Verfügung.
Soziale Medien haben die Kommunikation in vielen Organisationen grundlegend verändert. Sie ist schneller, interaktiver und vernetzter geworden. Während mit den neuen Möglichkeiten anfänglich oft nur experimentiert wurde, werden nun umfassende Strategien entwickelt. Auch steigen die Investitionen in den Aufbau von Kompetenzen und nachhaltigen Strukturen. Doch wie wird sich dieser Prozess in Zukunft entwickeln? Dieser Forschungsfrage geht die Studie Social Media Delphi 2012 nach. Sie kombiniert eine Befragung von 860 Kommunikationsmanagern in Unternehmen,
Institutionen und Non-Profit-Oganisationen mit einer zweistufigen Delphi-Befragung von 32 Experten aus Wirtschaft und Wissenschaft. Darauf aufbauend liefert der Bericht Zukunftsprognosen sowie Handlungsempfehlungen für die Praxis. Das Gemeinschaftsprojekt der Universität Leipzig mit Fink & Fuchs Public Relations (Wiesbaden) und dem Magazin „pressesprecher“ (Berlin) schließt an frühere Untersuchungen an und zeigt Entwicklungsperspektiven im Zeitverlauf auf.
Der Berichtsband kann unter www.socialmediadelphi.de als PDF oder Druckexemplar kostenlos angefordert werden.
Ergebnisbericht einer empirischen Studie zu Rahmenbedingungen und Praxis der Corporate Social Resonsiblity-Kommunikation in deutschen Unternehmen. Befragt wurden 103 Kommunikationsmanager mit Verantwortung für die CSR-Kommunikation. Inhaltlich geht es um Regelungsrahmen und Organisationsstrukturen, das CSR-Selbstverständnis, Strategien und Aktivitäten. Darüber hinaus wurden Kommunikationsstile, tägliche Routinen u.v.m. identifiziert. Die Studie ist Teil eines internationalen Forschungsprojekts der Universität Leipzig mit der Hong Kong Baptist University; sie wurde von der Deutschen Public Relations Gesellschaft und messagepool Nachhaltigkeitskommunikation unterstützt.
Empirical study investigating how corporations in the United States, Germany, United Kingdom, France, and Japan use social media for financial communications, both on their own websites and on external platforms including mobile channels. Global benchmark of 190 companies including the 150 largest firms listed on DJIA (Dow Jones Industrial Average, USA), FTSE (Financial Times London Stock Exchange Index, UK), CAC (Cotation Assistée en Continu quarante, France), DAX (Deutscher Aktien-Index, Germany), NIKKEI (Nihon Keizai Shimbun Index, Japan), as well as the top 10 companies in regard to market cap, and the top 10 companies in regard to performance of the US mid- and small-cap indices Russell Midcap and Russell 2000. As the third annual study in a row, this research provides longitudinal data and in-depth analysis based on content analysis and statistical evaluation. Authors: Ansgar Zerfass and Kristin Koehler, University of Leipzig, Germany
Ergebnisbericht einer Befragung von Privatanlegern in Deutschland: Wie und mit welchen Informationen will diese wichtige Zielgruppe der Finanzkommunikation versorgt werden, welche Rolle spielen Internet und Social Media, wo liegen heute noch Defizite? Eine Studie des Instituts für Kommunikations- und Medienwissenschaft der Universität Leipzig gemeinsam mit der Deutschen Schutzvereinigung für Wertpapierbesitz e.V. (DSW), der Schutzgemeinschaft der Kapitalanleger e.V. (SdK) und der Deutsche EuroShop AG untersucht. Befragt wurden mehr als 500 Privatanleger in Deutschland mit monetärem Engagement in Aktien, Investmentfonds und/oder Unternehmensanleihen. 69 Seiten, PDF, Mai 2012.
Ergebnisbericht der wissenschaftlichen Studie „Social Media Governance 2011 – Kompetenzen, Strukturen und Strategien von Unternehmen, Behörden und Non-Profit-Organisationen für die Online-Kommunikation im Social Web“. Befragt wurden 596 Kommunikationsverantwortliche im deutschsprachigen Raum.
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English version: Social Media Governance 2011 Study - Results
1. STUDY SOCIAL MEDIA GOVERNANCE 2011
Expertise Levels, Structures and Strategies of Companies, Governmental Institutions
and Non-Profit Organizations communicating on the Social Web.
3. I. Over view
topics
u res and ues tions
Key fig research q
ion and
Init ial situat s tu d y
empirical
lts of the
Selec te d resu
3
4. STUDY „SOCIAL MEDIA GOVERNANCE 2011“
Key figures
Survey of communications managers and PR professionals in companies, governmental institutions
and non-profit organizations in the German-speaking part of Europe: Germany, Austria and Switzerland
(no agencies and consultants)
Sample size: 596 fully completed questionnaires
A joint project of the University of Leipzig, pressesprecher magazine (Berlin)
and Fink & Fuchs Public Relations AG (Wiesbaden)
Topics of the survey
Changes in the daily work of communication managers through social media
Expertise levels and qualification offers for communicating on the social web
Tools and applications of corporate communications
Strategies utilized by organizations for social media communication
General requirements for interactive communication (Governance structures)
The correlation of expertise levels, strategies, activities and regulatory frameworks
Development patterns over time: progress and setbacks
(compared to the results of the previous study "Social Media Governance 2010")
4
5. INITIAL SITUATION AND RESEARCH QUESTIONS
During the past few months, many communication departments have increasingly invested in social media and
expanded their activities in this area. The extent of this development and its effect on the daily work of communication
managers, who have to accomplish additional tasks, has not been researched yet. How extensively do PR professionals
use Facebook, Twitter, YouTube and other platforms? Do they have the required skills and expertise? What qualification
measures are offered and utilized? At the organizational level there is the additional question of who is responsible for
social media communication, whether comprehensive or platform-specific strategies are being developed, and which
platforms and applications are applied specifically.
The previous study in the year 2010 identified that the establishment of a comprehensive regulatory framework for
participative communication on the Internet (Social Media Governance) is a significant factor affecting the rooting of
social media activities in organizations. Last year, rules (guidelines, key performance indicators) and specific resources
(budgets, staff, training) were poorly developed in most organizations. The current study examines the recent
developments and determines whether there are again significant correlations between the nature of regulatory
frameworks, the existence of sufficient expertise levels, strategies and activities on the Social Web.
5
6. SELECTED RESULTS OF THE EMPIRICAL STUDY
Social media increase the pressure on the everyday workload of PR professionals. The majority feels pressured to
be "always on", and 30 percent consider it impossible to accomplish the required extra work. Accordingly, they cite
the high effort in terms of finances and personnel (76.0 percent) and potential loss of control (54.9 percent) as the
greatest obstacles to the use of social media.
Even though communication professionals use the social web considerably more extensively than the general
population in their spare time, only 22.8 percent evaluate their own social media expertise as high. There is a lack
of training courses, primarily in the areas of evaluation and strategic planning.
71.3 percent of all organizations currently actively apply social media in their communications. While this is
considerable growth over the previous year (54.3 percent), the development is below the optimistic expectations
of that time. Almost one in three organizations (28.7 percent) is still not active on the social web.
To-date, two-thirds of surveyed organizations have social media communication strategies. However, most of these
only focus on individual platforms (43.8 percent), while only two in ten organizations have strategies that are
related to the entire organization.
Governance structures for social media were developed further at most organizations. This particularly affected
technical resources, the top management support, and social media guidelines. Nevertheless, very little progress
was made in the area of key performance indicators for monitoring success; while even fewer respondents than in
the previous year confirmed that they had a participative corporate culture, the prerequisite for open
communication on the Internet.
6
8. METHODOLOGY
Polling method and sampling procedure
Online survey conducted in May and June 2011 (5 weeks)
Questionnaire containing 22 questions, each formulated based on scientific hypotheses incorporating existing
theories and empirical findings
Personal invitation to participate through the mailing list of "pressesprecher" magazine and the members of the
Bundesverband deutscher Pressesprecher (BdP – German Association of Press officers)
Participants: 596 completed questionnaires
Evaluation
Statistical analyses based on the methods of social sciences (descriptive and analytical statistics), using SPSS
software tools
Statistically significant group differences were tested with variance analyses, and dependencies were tested via
correlations. For this purpose, the correlation coefficient was determined for each instance, either Pearson's or
Spearmans Rho, depending on the data volume. The higher these values, the stronger the correlation – with a
maximum value of 1 with an overall probability value of = 0.05. Significant facts are listed in the footnotes.
8
9. SOCIAL DEMOGRAPHICS OF THE PARTICIPANTS
(596 COMMUNICATIONS PROFESSIONALS)
Position Organization
Head of PR / corporate Employed in the PR / communication department of a
29.9%
communications
joint-stock company 19.3%
PR-Manager / Spokesperson 49.3% private company 42.6%
governmental institution or association 25.8%
Social media manager 9.4%
non-profit organization 12.2%
Trainee 2.2%
Age
Other 9.2% Average age (years) 39
Social Media Governance 2011 / n = 596 communication professionals / Q 22.
9
10. AGE DISTRIBUTION OF RESPONDENTS
40% 38.1%
35% 32.9%
30%
25%
20% 18.5%
15%
10% 8.9%
5%
1.7%
0%
up to 30 31-40 41-50 51-60 above 60
Age in years
Social Media Governance 2011 / n = 596 communication professionals / Q 22.
10
11. SIZE OF SURVEYED ORGANIZATIONS
< 50 50 to 250 250 to 1.000 > 1.000
employees employees employees employees
Joint-stock company 0.8% 1.5% 2.3% 14.6%
Private company 6.5% 10.2% 9.9% 15.9%
Governmental institution or association 7.0% 6.5% 7.0% 5.2%
Non-profit organization 3.9% 3.5% 2.0% 2.9%
Total 18% 22% 21% 39%
Social Media Governance 2011 / n = 596 communication professionals / Q 22.
11
12. RESPONDENTS‘ HOME COUNTRIES
Germany
6.0% Austria
6.2%
Switzerland
87.4%
Social Media Governance 2011 / n = 596 communication professionals / Q 22 / Another 0,4 percent was registered as „others“.
12
13. COMPOSITION OF THE SAMPLE AND STRUCTURE OF THE QUESTIONNAIRE
The participants of the survey can be divided into three groups. Filters in the questionnaire ensured that parts
concerning the use of social media etc. were only answered by those affected by the relevant issue. All results
were calculated for the overall sample.
Social Media imcurrently applied
Social media Einsatz
42 Part I: Online experience of the organization, demographics
109 Part II: Use of social media, strategies, tools
Part III: Responsibilities in the PR department
Part IV: Expertise levels, use and assessment of social media
425
Social media planned
Social Media geplant
Part I: Online experience of the organization, demographics
Part II: Use of social media, strategies, tools
Part IV: Expertise levels, use and assessment of social media
∑ = 596 respondents Social media neither applied nor planned
Social Media weder
eingesetzt noch geplant
Part I: Online experience of the organization, demographics
Part IV: Expertise levels, use and assessment of social media
Social Media Governance 2011 / n = 596 communication professionals.
13
14. ocial m e d i a in
III. S o r k of
the d aily w
co m mu nication
m anagers
14
15. SOCIAL MEDIA IN THE DAILY WORK OF COMMUNICATION MANAGERS
FOCUS ON CONTENTS, WHILE EVALUATION IS ONLY APPLIED IN A LIMITED WAY
7%
Content management 13% 31% 23% 25%
5%
Dialogue 8% 30% 29% 28%
5%
Building and maintaining relationship
7% 28% 31% 30%
networks
2%
Developing strategies and concepts 7% 30% 38% 23%
1%
Setting up and designing channels 6% 19% 35% 39%
1%
Monitoring and measurement 5% 24% 36% 34%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
> 6 hours 4-6 hours 1-3 hours < 1 hour no time
Social Media Governance 2011 / n = 596 communication professionals / Q 21: How many hours per week do you approximately spend on the
following social media activities? 15
16. THE WORK LOAD OF COMMUNICATION MANAGERS HAS INCREASED
SOCIAL MEDIA REQUIRE ADDITIONAL EFFORTS
The daily work pressure increases 3.7
I feel obligated to be "always on" 3.3
The associated extra work cannot be accomplished 2.9
Social media are integrated into other tasks and there are
2.4
synergies, little additional time is needed
Social media have substituted other tasks 2.1
I have completely delegated the topic and my job is
1.9
limited to strategic management tasks
The topic has no effect at all on my daily work 1.9
1 2 3 4 5
Social Media Governance 2011 / n = 596 communication professionals / Q 20: How do you evaluate the following statements regarding your own experience
on a scale from 1 (do not agree at all) to 5 (fully agree)? 16
17. HOW THE DAILY WORK OF COMMUNICATION PROFESSIONALS HAS BEEN CHANGED
BY SOCIAL MEDIA
Agree Not sure Disagree
The daily work pressure increases 62.6% 19.6% 17.8%
I feel obligated to be "always on" 46.5% 29.0% 24.5%
The associated extra work cannot be accomplished 30.6% 34.7% 34.7%
Social media are integrated into other tasks and there 21.0% 25.1% 53.9%
are synergies, little additional time is needed
I have completely delegated the topic and my job is 15.4% 11.6% 73.0%
limited to strategic management tasks
The topic has no effect at all on my daily work 13.1% 13.2% 73.7%
Social media have substituted other tasks 11.9% 21.0% 67.1%
Social Media Governance 2011 / n = 596 communication professionals / Q 20: How do you evaluate the following statements regarding your own experience
on a scale from 1 (do not agree at all) to 5 (fully agree)? / The category "disagree" is associated with scale values 1 and 2, "not sure" with the value 3, and 17
"agree" with the values 4 and 5.
18. COMMUNICATION MANAGERS WITH HIGHER SOCIAL MEDIA EXPERTISE
COMPLAIN ABOUT ADDITIONAL EFFORTS TO A LESSER EXTENT
Social media expertise index
(skills and experiences of communicators)
Low Average High
The associated extra work cannot be accomplished 3.15 2.98 2.54
Social media are integrated into other tasks and there are 2.17 2.51 2.68
synergies, little additional time is needed
Social media have substituted other tasks 1.96 2.05 2.32
The topic has no effect at all on my daily work 2.12 1.80 1.85
I have completely delegated the topic and my job is limited to 2.12 1.82 1.90
strategic management tasks
Social Media Governance 2011 / n = 596 communication professionals / Q 18, Q 20: How do you evaluate the following statements regarding your own
experience on a scale from 1 (do not agree at all) to 5 (fully agree)? / Variance analysis confirms significant differences between mean values. 18
19. SOCIAL MEDIA ARE CONSIDERED TO BE LESS OF AN EFFORT AND MORE
INTEGRATIVE WHEN AN EXPLICIT REGULATORY FRAMEWORK EXISTS
Social Media Governance index
(regulatory frameworks for social media)
Weak Average Strong
The associated extra work cannot be accomplished 3.12 2.59 2.17
Social media are integrated into other tasks and there are 2.28 2.83 2.86
synergies, little additional time is needed
Social media have substituted other tasks 1.99 2.24 2.50
I have completely delegated the topic and my job is limited 1.87 1.98 2.40
to strategic management tasks
Social Media Governance 2011 / n = 596 communication professionals / Q 12, Q 20: How do you evaluate the following statements regarding your own
experience on a scale from 1 (do not agree at all) to 5 (fully agree)? / Variance analysis confirms significant differences between mean values. 19
20. LARGE ORGANIZATIONS AND NON-PROFITS TEND TO SUBSTITUTE OTHER TASKS
WITH SOCIAL MEDIA, SMALLER ORGANIZATIONS USE SYNERGIES QUITE WELL
Social media Social media Social media
have substituted have are integrated
other tasks substituted (synergies)
other tasks
Joint-stock company 1.97 < 50 employees 1.66 2.79
Private company 2.20 50–250 employees 1.82 2.38
Governmental institution or 1.89 250–1.000 1.85 2.30
association employees
Non-profit organization 2.29 > 1.000 employees 2.17 2.39
Substitution and synergies increase with experience and the feeling of being prepared.
Social Media Governance 2011 / n = 596 communication professionals / Q 20: How do you evaluate the following statements regarding your own
experience on a scale from 1 (do not agree at all) to 5 (fully agree)? / Variance analysis confirms significant differences between mean values. 20
21. ASSESSMENT OF SOCIAL MEDIA BY COMMUNICATION PROFESSIONALS
HIGH EFFORT, LOSS OF CONTROL AND LACK OF CONCEPTS ARE MAIN OBSTACLES
76.0% too much effort required (financial/personnel)
54.9% not controllable
51.9% lack of conclusive concepts
Social Media Governance 2011 / n = 596 communication professionals / Q 16: What do you consider to be the greatest obstacles for the use of social
media? (Choice of three statements). 21
22. SOCIAL MEDIA APPLICATION OBSTACLES IN DETAIL
Too much effort required 76.0%
Not controllable 54.9%
Lack of conclusive concepts 51.8%
Too difficult and complicated to organize 38.9%
Lack of interest among recipients 38.9%
Does not generate enough visitors and interaction on
24.0%
the web
No added value 15.4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Social Media Governance 2011 / n = 596 communication professionals / Q 16: What do you consider to be the greatest obstacles for the use of social
media? (Choice of three statements). 22
24. SOCIAL MEDIA USE BY COMMUNICATION PROFESSIONALS
SOCIAL NETWORKS AND WIKIPEDIA ARE THE MOST WIDELY USED
Private networks/communities 53% 18% 8% 13% 8%
Professional networks/communities 31% 36% 14% 13% 7%
Wikipedia 23% 51% 18% 7% 2%
Twitter 20% 14% 9% 18% 39%
Video portals 16% 39% 21% 20% 5%
Bookmark collections 14% 13% 10% 26% 37%
Blogs 12% 20% 19% 27% 21%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
daily weekly monthly rarely never
Social Media Governance 2011 / n = 596 communication professionals / Q 17: How often do you use the following social media applications in your spare time?
24
25. COMMUNICATION PROFESSIONALS USE SOCIAL MEDIA MORE EXTENSIVELY THAN
THE POPULATION AVERAGE IN GERMANY
Frequently Sporadically Never
Communi- General Communi- General Communi- General
cators population cators population cators population
Private networks/communities 71% 35% 21% 6% 8% 58%
Professional networks/communities 66% 3% 27% 4% 7% 94%
Wikipedia 74% 29% 25% 41% 1% 30%
Twitter 34% 1% 27% 2% 39% 97%
Video portals 54% 31% 41% 26% 5% 42%
Blogs 33% 2% 46% 6% 21% 93%
Social Media Governance 2011 / n = 596 communication professionals / Q 17: How often do you use the following social media applications in your spare
time? / The answers “Daily” and “Weekly” were combined into “Frequently”, “Monthly” and “Rarely” into “Sporadically” / Comparative figures from the cross- 25
German representative ARD/ZDF online study 2011 (data collected through telephone interviews; rounding differences possible).
26. TRAINING OF COMMUNICATION PROFESSIONALS IN THE AREA OF SOCIAL MEDIA
ONE IN THREE ARE ALREADY HIGHLY QUALIFIED, BUT MANY TOPICS LACK TRAINING OFFERS
Attended training courses dealing with:
Rules/conventions 14% 30% 23% 33%
Technical concepts 12% 17% 26% 45%
Creation of content 10% 36% 25% 29%
Strategic planning 7% 38% 25% 31%
Evaluation 6% 23% 29% 43%
attended privately attended professionally offered, but not attended not offered
Social Media Governance 2011 / n = 596 communication professionals / Q 19: On which of the following topics have you attended professional training courses?
26
27. SOCIAL MEDIA EXPERTISE OF COMMUNICATION PROFESSIONALS
ONLY AVERAGE OVERALL SKILLS, BUT IMPROVEMENT OVER LAST YEAR
3.27
Knowledge of the social media landscape
3.04
3.29
Knowledge of the Social Web etiquette
3.07
3.01
Skilled in conducting web-based dialogues
2.75
2.61
Knowledge of the technical requirements
2.21
3.11
Knowledge of the legal framework
3.05
2011
Familiarity with the interplay of social media 3.08
and traditional media 3.07 2010
Knowledge in the management of web 2.60
communities 2.38
Knowledge of the prevalent means of 3.15
expression 3.03
Experience in the development of social media 2.69
strategies 2.36
Experience in the evaluation of social media 2.49
activities 2.24
1 2 3 4 5
Social Media Governance 2011 / n = 596 communication professionals / Q 18: How do you evaluate your own expertise in the following areas on a scale from
1 (no experience) to 5 (professional)? / Comparative values from the previous year based on the Social Media Governance 2010 study. 27
28. SOCIAL MEDIA MANAGERS HAVE SIGNIFICANTLY MORE SKILLS COMPARED TO
OTHER COMMUNICATIONS EXPERTS
3.73
Knowledge of the social media landscape 3.25
3.22
3.79
Knowledge of the Social Web etiquette 3.3
3.15
3.45
Skilled in conducting web-based dialogues 3.04
2.9
3.27
Knowledge of the technical requirements 2.56 Social Media manager
Social media Manager
2.49
PR-Manager
PR manager
Knowledge in the management of web 3.11
2.55 Leitungsebene
Managerial level
communities 2.57
Knowledge of the prevalent means of 3.52
3.19
expression 3.04
Experience in the development of social media 3.23
2.68
strategies 2.62
Experience in the evaluation of social media 2.95
2.47
activities 2.43
1 2 3 4 5
Social Media Governance 2011 / n = 596 communication professionals / Q 18: How do you evaluate your own expertise in the following areas on a scale from
1 (no experience) to 5 (professional)? / T-Test confirms significant differences. 28
29. THE SOCIAL MEDIA SKILL LEVEL IS SIGNIFICANTLY LOWER IN GOVERNMENTAL
INSTITUTIONS, POLITICAL ORGANIZATIONS AND ASSOCIATIONS
3.4
3.36 Joint-stock
Knowledge of the social media
company
landscape 3.05
3.25
Private company
3.38
3.38
Knowledge of the Social Web etiquette
3.05
Governmental
3.32 institution or
association
2.68
Knowledge in the management of web 2.68 Non-profit
communities 2.38 organization
2.66
1 2 3 4 5
Social Media Governance 2011 / n = 596 communication professionals / Q 18: How do you evaluate your own expertise in the following areas on a scale from
1 (no experience) to 5 (professional)? / T-Test confirms significant differences. 29
30. EXPERIENCE AND KNOW-HOW OF ORGANIZATIONS CORRELATE WITH THE SOCIAL
MEDIA EXPERTISE OF THE COMMUNICATION MANAGER
Social media Social media
experience of the know-how of the
organization organisation
Experience of the communication manager in the evaluation of social 0.29 0.30
media activities
Knowledge in the management of web communities 0.28 0.27
Experience of the communication managers in the development of 0.27 0.29
social media strategies
The longer an organization has been applying social media and the better it is prepared, the higher the
communications managers assess their own skills.
Social Media Governance 2011 / n = 596 communication professionals / Q 1, Q 2, Q 19: How do you evaluate your own expertise in the following areas on a
scale from 1 (no experience) to 5 (professional)?/ The graph shows the three greatest significant correlation coefficients. 30
31. INDEX OF SOCIAL MEDIA SKILLS
LESS THAN ONE OUT OF FOUR COMMUNICATION MANAGERS HAS A HIGH EXPERTISE LEVEL
High expertise level Low expertise level
(+ 6 % since 2010)
22.8% 31.7%
45.5%
Average
expertise level
The index of social media skills ISMK was calculated for every participant of the survey as the average rating
of ten individual skills in the questionnaire. The index values range from 0 (no experience) to 5 (professional).
Low skill level: 0 ≤ ISMK < 2.5; medium skill level: 2.5 ≤ ISMK ≤ 3,5; high skill level: 3.5 < ISMK ≤ 5.
Social Media Governance 2011 / n = 596 communication professionals / Q 18: How do you evaluate your own expertise in the following areas on a scale from
1 (no experience) to 5 (professional)? / Comparative values from the previous year based on the Social Media Governance 2010 study. 31
32. Social m e d ia
V. : to o ls,
ac t i vi t ie s
networ ks and
appli cations
32
33. SOCIAL MEDIA COMMUNICATION
THREE IN TEN SURVEYED ORGANIZATIONS ARE NOT ACTIVE ON THE SOCIAL WEB UNTIL NOW
45.7%
Currently not planned 10.4%
28.7%
2010
2011
Planned for next year 18.3%
Organizations that are not yet
active on the Social Web.
Since less than 1 year 22.6%
Since 3 to 1 year 39.8%
Since more than 3 years 8.9%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Social Media Governance 2011 / n = 596 communication professionals / Q 1: How long has your organization been using social media applications for
communication activities? This includes in particular Wikis, Microblogging (Twitter), community platforms, social networks (VZ, Facebook, Xing), sharing tools 33
(Flickr, Youtube, Slideshare, Mr. Wong) and geo-tagging tools. / No significant correlation with the organization size.
34. SOCIAL MEDIA KNOW-HOW OF ORGANIZATIONS
ONLY ONE IN THREE IS WELL-PREPARED FOR SOCIAL MEDIA COMMUNICATION
Very poor 1.5%
Poorly 16.1%
Average 45.2%
Good 32.9%
Very well 4.3%
0% 10% 20% 30% 40% 50%
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so /
Q 2: How well is your organization equipped for the application of social media in your opinion? / Strong and significant correlation with the expertise of the 34
organization.
35. SOCIAL MEDIA EXPERIENCE IN DIFFERENT ORGANIZATIONS
JOINT STOCK COMPANIES AND NON-PROFITS HAVE BEEN ACTIVE FOR THE LONGEST TIME
No experience Little Some Large degree
(*) experience experience of experience
(<1 year) (1 to 3 years) (>3 years)
Joint-stock company 20.0% 13.9% 52.2% 13.9%
Private company 26.4% 24.8% 39.8% 9.1%
Governmental institution or association 41.6% 24.0% 30.5% 3.9%
Non-profit organization 23.3% 26.0% 39.7% 11.0%
* Currently not planned; planned for next year.
Social Media Governance 2011 / n = 596 communication professionals / Q 1, Q 22 / Chi-square test confirms significant differences.
35
36. CONTENTS OF SOCIAL MEDIA COMMUNICATION
GENERAL REPORTING, INNOVATION AND PRODUCT-RELATED TOPICS TOP THE LIST
General reporting about the organization 56.9%
New developments, concepts and innovations 48.2%
Product information 42.1%
Human resources/job openings 30.9%
Customer service/customer relations 28.7% The longer an organization has been
applying social media, the better
Advertising 26.3% prepared it feels and the more
applications it utilizes and the more
topics are communicated (strong
Production / services 11.1% correlations). Government agencies,
political organizations and
Financial/administrative services 5.0% associations communicate the least
range of topics.
IT services 4.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Social Media Governance 2011 / n = 596 communication professionals / Q 3: On which topics does your organization provide information via social media?
The size of the enterprise has no significant effect / Significant differences between the different types of organizations. 36
37. SOCIAL MEDIA TOOLS IN COMMUNICATION DEPARTMENTS
VIDEO SHARING, MICROBLOGGING AND BLOGS ARE MOST FREQUENTLY USED
Video sharing (e.g. Youtube) 5.5% 18.3%
35.3% 10.5%
Microblogging (e.g. Twitter, Friendfeed) 50.3% 14.6%
31.1% 12.6%
Blogs 29.4% 17.3%
18.0% 13.7%
Wikis 27.2% 15.4%
17.6% 10.7%
Photo sharing (e.g. Flickr) 19.3% 10.6%
13.7% 7.0%
Social bookmarks 13.6% 5.5%
Applied in 2011
12.9% 7.4%
Planned by the end of 2011
Presentations 13.4% 10.1%
11.2% 6.0% Applied in 2010
Other 8.2% 3.5% Planned by the end of 2010
10.9% 5.1%
3.7%
Location-based services 6.5%
1.8% / 2.1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Social Media Governance 2011 / n = 596 communication professionals / Q 5: Which tools are currently actively applied by your organization for business
processes and what is planned by the end of 2011? / Comparative values from the previous year based on the Social Media Governance 2010 study. 37
38. SOCIAL NETWORKS: TARGETED MEASURES ARE PRIMARILY APPLIED IN FACEBOOK,
WHILE XING AND OWN COMMUNITIES ARE ALSO RELEVANT
Facebook 56.0% 18.6%
30.3% 15.5%
Xing 38.3% 11.4%
24.1% 9.6%
Own communities on the Intranet/ 26.3% 11.4%
Extranet 21.7% 8.5%
LinkedIn 19.3% 10.6%
7.1% 4.7%
Applied in 2011
Own communities on the Internet 14.3% 7.6%
13.2% 9.9% Planned by the end of 2011
Other 13.4% 10.1% Applied in 2010
1.8% Planned by the end of 2010
4.5%
VZ (e.g. StudiVZ, MeinVZ) 6.5% 4.2%
5.9% 4.9%
2.7%
Myspace 0.8%
2.6% 3.0%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Social Media Governance 2011 / n = 596 communication professionals / Q 7: In which social networks is your organization active with its own presence or
specific measures? / Comparative values from the previous year based on the Social Media Governance 2010 study. 38
39. SOCIAL MEDIA APPLICATIONS IN PUBLIC RELATIONS
FACEBOOK DOMINATES, NEWSROOMS HAVE GROWN BELOW PLAN
Facebook profiles/pages 53.4% 20.6%
31.4% 21.0%
Social media elements on the corporate website 41.4% 26.3%
22.1% 24.0%
Twitter channel of the PR department 39.8% 14.9%
25.3% 15.0%
Branded Youtube channel 39.3% 18.5%
21.4% 14.0%
Issues monitoring 26.5% 24.5%
20.0% 17.0%
Twitter, Blogs or Wikis for internal communication 24.5% 22.1%
15.5% 16.9%
Social media promotions, i.e. competitions 20.0% 22.0% Applied in 2011
17.6% 19.0%
Planned by the end of 2011
Corporate blog 15.3% 21.1% Applied in 2010
10.1% 14.0%
Planned by the end of 2010
Social media newsroom 8.7% 23.8%
15.0%
4.5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Social Media Governance 2011 / n = 596 communication professionals / Q 13: Which specific social media-based applications do you use or are planning to
use by the end of 2011? / Comparative values from the previous year are based on the Social Media Governance 2010 study. 39
40. GREATER SOCIAL MEDIA EXPERIENCE INCREASES THE NUMBER OF USED SOCIAL
MEDIA APPLICATIONS
The average number of social media
applications has grown strongly since 2010
Average number of applied tools, social
15
2011 2010
11.8
12
networks and applications
9.5
9
6.80
6
3.98
3.45
2.87
3
0
Less than 1 year 1 to 3 years More than 3 years
Social media experience of the organization
Social Media Governance 2011 / n = 596 communication professionals / Q 5, Q 7, Q 13, Q 2 / Very high and significant correlation of the variables /
Comparative values from the previous year are based on the study Social Media Governance 2010 study. 40
41. MOBILE INTERNET APPLICATIONS ARE STILL VERY LIMITED IN SCOPE
HOWEVER, ALMOST HALF OF ALL ORGANIZATIONS PLAN AN IMPLEMENTATION
Apps for the iPhone 24% 22%
Mobile webs 18% 20%
Apps for other smartphones 14% 21%
Apps for the iPad 13% 17%
applied
Apps for other tablets 4% 11% planned
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Social Media Governance 2011 / n = 596 communication professionals / Q 9: Mobile Internet applications are currently a booming topic. To which degree are
you currently active in this sector? / Variance analyses show significant variation between different types and sizes of organizations and a significant positive 41
correlation with the social media experience of the organization.
42. MEASURING THE SUCCESS OF SOCIAL MEDIA
TRAFFIC AND REACH ARE THE MOST IMPORTANT METRICS SO FAR
Visitors (traffic) on organizational online platforms 57% 20%
Popularity and reach (fans, likes, followers, re-
53% 20%
tweets)
Engagement – dialogues, comments, participants
41% 28%
in online activities
Customer satisfaction and recommendations 22% 25%
Topics (message pickup) and content use on
14% 22%
third-party platforms
Customer inquiries and sales figures 12% 17%
Overall image on the social web (sentiment) 12% 23%
Share of voice on the social web 12% 20% applied
2% planned
Other 4%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Social Media Governance 2011 / n = 596 communication professionals / Q 15: Which metrics do you use to determine the success of your social media
activities, which metrics will be used additionally by the end of 2011 or are not planned? 42
43. INDEX OF SOCIAL MEDIA ACTIVITIES
ONLY ONE IN TEN ORGANIZATIONS IS VERY ACTIVE ON THE SOCIAL WEB
High activity level on the social web
8.9%
32.2%
Medium activity level 58.9%
(+ 11.2% since 2010) Low activity level
The social media index ISMA was calculated as the sum of all social media tools, networks and applications applied by the
PR department. The index values range from 0 to 27. Low activity: 0 ≤ ISMA ≤ 7 (mean value); medium activity: 7 ≤ ISMA
≤ 14; high activity: 14 ≤ ISMA ≤ 27.
Social Media Governance 2011 / n = 596 communication professionals / Q 5, Q 7, Q 13 / Comparative values from the previous year are based on the study
Social Media Governance 2010 study. 43
44. Strateg i es and
VI. i l i t ie s
re sponsib
social m e d ia
for
44
45. SPREAD AND SCOPE OF SOCIAL MEDIA STRATEGIES
17 PERCENT OF ALL ORGANIZATIONS HAVE NOT DEVELOPED ANY STRATEGY YET
No social media strategy present
17.1%
26.4%
Strategies present for 1 to 3 areas*
Strategies present for 4 or more areas*
56.5%
*
for the entire organization,
for public relations/corporate communications,
for advertising/marketing communications,
for distribution/sales/service (CRM),
for other areas
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so /
Q 10: Does your organization have concrete strategies for the launch and application of social media in business processes? 45
46. WHEN SOCIAL MEDIA STRATEGIES ARE PRESENT, THEY ARE USUALLY RELATED TO
COMMUNICATIONS ONLY AND RARELY TO THE ENTIRE ORGANIZATION
Compared to the previous year
however, there was considerable
progress across all kind of
strategies
34.1%
For the entire organization
23.5%
63.1%
For public relations/corporate communications
41.5%
73.8%
For advertising /marketing communications
47.1%
19.8% 2011
For other areas
14.4% 2010
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so / Q 10: Does your
organization have concrete strategies for the launch and application of social media in business processes? 46
47. SOCIAL MEDIA STRATEGIES FOR DIFFERENT TYPES OF ORGANIZATIONS
JOINT-STOCK COMPANIES AND LARGE ORGANIZATIONS LEAD THE WAY
Areas with Areas with social
social media media strategies
strategies (average)
(average)
Joint-stock company 3.05 < 50 employees 2.08
Private company 2.74 50–250 employees 2.47
Governmental institution or 1.79 250–1.000 employees 2.17
association
Non-profit organization 2.18 > 1.000 employees 2.9
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so / Q 10 / Differences
between groups are significant, as confirmed by variance analyses. 47
48. STRATEGY AND EXPERIENCE WITH SOCIAL MEDIA
GREATER EXPERIENCE OF ORGANIZATIONS RESULTS IN THE INCORPORATION OF MORE AREAS
4
Average number of areas with
2011 2010
social media strategies
2.98
3
2.68
2.28 2.27
2.16 2.07
2 1.74
1.62
1
0
Planned for next year Less than 1 year 1 to 3 years More than 3 years
Social media experience of the organization
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so /
Q 1, Q 10 / Significant correlation / Comparative values from the previous year are based on the Social Media Governance 2010 study. 48
49. INDEX OF SOCIAL MEDIA STRATEGIES
TWO IN THREE ORGANIZATIONS HAVE STRATEGIES FOR USING SOCIAL MEDIA IN PR
Social media strategy for PR /
corporate communications present
(+ 19% since 2010)
66.1%
33.9%
No strategy present
The index of social media strategies ISMS was calculated as a dichotomous value (0 or 1) based on the statements of the
surveyed communication managers regarding the existence of specific strategies for the launch and the utilization of
social media for public relations / corporate communications within their organization.
Social Media Governance 2011 / n = 596 communication professionals / Q 10 / Comparative values from the previous year are based on the Social Media
Governance 2010 study. 49
50. SOCIAL MEDIA COMMUNICATIONS STRATEGY
CONCEPTS FOR INDIVIDUAL PLATFORMS ARE PREVALENT
Comprehensive Strategy for cross-
strategy for social platform campaigns
media communication
across the entire
organization
19.3% Strategy for specific
21.5% domains, departments
and stakeholder
15.5% groups
9.2%
43.8%
Evaluation strategy
Strategy for single
social media platforms
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so /
Q 11: Which of the following types of social media strategies does your organization have or is planning to implement by the end of 2011? 50
51. OUTLOOK FOR THE DEVELOPMENT OF STRATEGIES
THE GREATEST PROGRESS IS EXPECTED FOR OVERARCHING STRATEGIES
Types of social media strategies:
Strategy for single social media platforms 44% 28%
Comprehensive strategy for social media
22% 33%
communication across the entire organization
Strategy for cross-platform campaigns 19% 37%
Strategy for specific domains, departments and
16% 28%
stakeholder groups
applied
Evaluation strategy 9% 29%
planned
0% 20% 40% 60% 80%
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so /
Q 11: Which of the following types of social media strategies does your organization have or is planning to implement by the end of 2011? 51
52. RESPONSIBILITY AND ACCOUNTABILITY FOR SOCIAL MEDIA
ONLY ONE IN TEN ORGANIZATIONS HAS A CROSS-DEPARTMENTAL BOARD
Our department is centrally responsible for all social
55.1%
media activities
We collaborate loosely, without any specified guidelines
17.6%
or processes
We have a cross-departmental social media board 11.5%
A different department is centrally responsible 6.4%
No collaboration at all, all departments operate
4.9%
independently
All our staff members can communicate freely and
1.9%
independently
We strongly rely on external consultation and
1.4%
organization
I do not know 1.2%
0% 10% 20% 30% 40% 50% 60%
Social Media Governance 2011 / n = 425 communication professionals in organizations that already utilize social media / Q 4: How does your department
primarily collaborate with other departments within your organization when it comes to social media? Please select the most appropriate answer. 52
53. I. Socia l Me d ia
VI
Go ver nance:
regu lator y
f rame works
nd s tructures
a
53
54. GOVERNANCE STRUCTURES FOR SOCIAL MEDIA
TECHNOLOGIES ARE PRESENT, INDICATORS FOR SUCCESS STILL MISSING
Technical infrastructure for accessing social media 69% 15% 16%
Clear commitment of top management to social 48% 26% 27%
media
Human resources for social media 33% 28% 39%
Person in charge of social media at a departmental 31% 23% 46%
level
Social media guidelines 31% 45% 24%
Monitoring tools for social media 29% 38% 33%
Participative, dialogue-based corporate culture 28% 29% 43%
Social media workshops, seminars or training courses 27% 34% 39%
Strategy paper for social media 23% 47% 29%
Separate budget for social media 17% 23% 60%
Key performance indicators for measuring success 14% 43% 43%
Dedicated social media department 7% 5% 88%
applied planned by the end of 2011 not planned
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so / Q 12: Which of the
following social media-related aspects are already explicitly present in your organization or planned by the end of 2011? (multiple answers possible). 54
55. COMPARISON OF GOVERNANCE STRUCTURES 2010 AND 2011
GREAT PROGRESS, BUT LIMITS OF EXISTING CORPORATE CULTURES ARE IDENTIFIED
Technical infrastructure for accessing social media 23%
Clear commitment of top management to social media 15%
Social media guidelines 12%
Strategy paper for social media 6%
Separate budget for social media 5%
Social media workshops, seminars or training courses 5%
Human resources for social media 5%
Monitoring tools for social media 5%
Person in charge of social media at a department level 4%
Dedicated social media department 2%
Key performance indicators for measuring success 1%
Participative, dialogue-based corporate culture -7%
-10% 0% 10% 20% 30% 40% 50% 60%
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so / Q 12: Social Media
Governance 2010 / n = 691 / Q 9. The chart displays the differences between percentages for various dimensions in 2010 and 2011. 55
56. INFLUENCING FACTORS
THE REGULATORY FRAMEWORK FOR SOCIAL MEDIA IS STRONGER IN JOINT-STOCK
CORPORATIONS AND ORGANIZATIONS WITH HIGH EXPERTISE
Existing structural
elements for social
media (average)
Correlation with
2010 2011 regulatory
frameworks
Joint-stock company 3.83 4.73
2011
Private company 3.38 3.48 Know-how of the 0.595
organization
Governmental institution or 2.52 2.87 Social media 0.444
association experience of the
organization
Non-profit organization 2.86 3.38 Organization size n.s.
Social Media Governance 2011 / n = 534 communication professionals in organizations that already utilize social media or plan to do so / Q 1, Q 2, Q 12,
Q 22 / There are significant differences among the different types of organizations (variance analyses) / The correlation coefficients indicate significant 56
correlations between the variables; n. s. = not significant.
57. INDEX OF SOCIAL MEDIA REGULATION
SEVEN IN TEN ORGANIZATIONS STILL DO NOT HAVE DEVELOPED SOCIAL MEDIA
GOVERNANCE STRUCTURES
Sophisticated regulatory frameworks
(+ 4% since 2010)
Average regulatory
frameworks 7,1%
(+ 9.3% since 2010) 22,3%
70,6%
Weak regulatory
frameworks
The index of social media regulation ISMO was calculated as the sum of all structural elements governing social media,
which are present in the organization. Index values range from 0 to 12.
Weak regulatory framework: 0 ≤ ISMO ≤ 4; average : 5 ≤ ISMO ≤ 8; sophisticated: 9 ≤ ISMO ≤ 12.
Social Media Governance 2011 / n = 596 communication professionals / Q 12: Which of the following social media-related aspects are already explicitly present
in your organization or planned by the end of 2011? / The values of last year's Social Media Governance 2010 study are indicated in brackets. 57
58. Status q uo and
VIII.
devel opment
patterns of
social m e d ia
in PR
58
59. SOCIAL MEDIA IN COMMUNICATION MANAGEMENT
OVERVIEW OF THE STATUS QUO IN GERMAN-LANGUAGE ORGANIZATIONS
Two out of three organizations have already implemented strategies for social media. In terms of expertise levels and
structural requirements (Governance), most still seem to be in early stages of development. Accordingly, only few
organizations comprehensively utilize social media tools, networks and applications. Compared to the previous year,
however, all areas have developed further.
Social media expertise of high medium low
communications professionals 22.8% 45.5% 31.7%
(16.8%) (41.9%) (41.3%)
Social media activity of the intensive medium low
organization 8.9% 32.2% 58.9%
(12.8%) (21.0%) (66.2%)
Social media strategy for PR/ present not present
Corporate communications 66.1% 33.9%
(47.1%) (52.9%)
Social media regulatory sophisticated medium weak
frameworks 7.1% 22.3% 70.6%
(3.1%) (13.0%) (83.9%)
Social Media Governance 2011 / n = 596 communication professionals in organizations / Calculation based on index values for skills (ISMK), activities (ISMA),
strategy (ISMS) and regulatory frameworks (ISMO). See earlier stated calculation details. The values of last year's Social Media Governance 2010 study are 59
indicated in brackets.
60. DYNAMICAL DEVELOPMENT OF SOCIAL MEDIA IN ORGANIZATIONS
Green values: Proportion of respondents with high skill levels, existing strategies, intensive activities and sophisticated
regulatory frameworks (index values) | Yellow values: medium skill levels, medium activities, medium regulatory
frameworks | Red values: low skill levels, no strategies, low activities, weak regulatory frameworks | Blue values:
Correlation coefficient according to Pearsons or Spearman at a significance level of p < 0.05
Social Media Governance 2011 / n = 596 communication professionals in organizations / Presentation of actions and structures based on Giddens 1984,
Zerfass 2011. 60
61. DISCUSSION AND OUTLOOK
The development patterns of social media within organizations can be illustrated by the structuration theory. The
actions of individual actors can only succeed because all involved can resort to structures in the sense of a common
stock of (informal) rules and resources. These structures make individual actions possible and limit their scope, while
their repeated update reproduces and anchors them. The establishment of social media in PR can best be illustrated as
communication professionals first setting up cognitive expertise for the topic, then developing strategies for its utilization
in everyday work, followed by concrete activities based on these strategies. The repeated application ultimately leads to
the emergence of a regulatory framework – from responsibilities and budgets to key performance indicators. The
question, however, is whether this governance is allowed to evolve unchecked or if it is systematically analyzed and
based on overriding organizational goals.
The study indicates that 70 percent of analyzed organizations so far only have weakly developed regulatory frameworks.
At the same time, the presence of a formal regulatory framework has a positive effect on the expertise levels
(correlation coefficient r = 0.281). These in turn affect the development of strategies (r = 0.223) and the activity level
on the social web (r = 0.307).
This means that the establishment of governance structures for social media and the deliberate increase of
communication professionals’ skills in this area – beyond private use – will promote the long-term rooting of social
media in communication management.
61
63. AUTHORS
Stephan Fink
Stephan Fink, born in 1957, is Chairman of the Board of Fink & Fuchs Public Relations AG, Wiesbaden, Germany. After graduating
with a degree in business, he established the PR agency, which is specialized in technology-related topics. With more than 20 years
of experience in communications and management consulting, he advises companies, associations and government agencies on
issues such as the application of new media in business processes. Stephan Fink is an associate lecturer at the University of Leipzig
and a member of the state commission advising media politics in the federal state of Hesse.
» Twitter: www.twitter.com/stephanfink, www.twitter.com/finkfuchs » E-Mail: stephan.fink@ffpr.de
Ansgar Zerfass
Prof. Dr. Ansgar Zerfass, born in 1965, is a Professor for Communication Management at the University of Leipzig and Executive
Director of the European Public Relations Education and Research Association, Brussels. He has published 26 books and more than
140 journal articles and book chapters on corporate communications. Since the 1990s, Ansgar Zerfass has created several online
portals, for which he received the German PR award and the German Multimedia Award. He started to research online public
relations early and published his first book on the subject in 1998.
» Twitter: www.twitter.com/zerfass, www.twitter.com/SocMediaScience » E-Mail: zerfass@uni-leipzig.de
Anne Linke
Anne Linke, born in 1983, is a research fellow at the department of communication management at the University of Leipzig.
After receiving a masters degree in communication and media science and sociology, she is currently conducting research within
the scope of a doctoral dissertation project on social media communications.
» Twitter: www.twitter.com/annelinke, www.twitter.com/SocMediaScience » E-mail: anne.linke@uni-leipzig.de
63
64. PARTNERS AND INITIATORS OF THE STUDY
University of Leipzig, Department of Communications Management and Public Relations
The University of Leipzig is considered to be one of the leading research institutions and think tanks for Strategic
Communication and Public Relations in Europe. Its Communication Management Master's Program (ranked number one
among German PR university programs in 2010) is the first of its kind to consistently integrate corporate management
and communications. The research activities of the department are documented in more than 70 German and English
books and in more than 300 journal articles and book chapters. » www.communicationmanagement.de
Fink & Fuchs Public Relations AG
Fink & Fuchs Public Relations AG is the agency for successful communication of technology-driven change. Established in
1988, the company has around 70 employees in Wiesbaden and Munich and generated a gross income of EUR 5.6
million in the fiscal year 2010. The agency currently handles the PR accounts and social media activities of
approximately 50 customers in the areas of information technology and telecommunications, consumer technology,
energy, the environment and new materials. Within the past few years, the agency received 22 communication awards.
» www.ffpr.de
pressesprecher magazine
pressesprecher magazine is the central platform of the German-speaking communication sector. The magazine reports
on scientific backgrounds, current events, as well as the development of the professional field. pressesprecher is
published by Helios Media, Berlin. » www.pressesprecher.com
64