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.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
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.
2014 study from Kornferry (the world’s largest executive search firm) shows, European Chief Communications Officers’ roles are moving above and beyond traditional responsibilities.
According to the report, leadership skills have taken on more significance for CCOs over the past few years. By far, ‘understanding the business’ is the single biggest requirement for a successful CCO.
There are lots more insights on what it takes to take your career to the ultimate level in the Kornferry report.
Why not start making headway today?
Get to grips with some of the most pertinent issues in becoming a communications leader by joining us at EuroComm 2015 — where we will address these, and more strategic communications issues courtesy of leading speakers from Royal Dutch Shell, MORI, and more.
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.
Brunswick Future of Stakeholder Engagement Report February 2013Brunswick Group
Conventional wisdom holds that “Stakeholder Engagement” is important and organisations should be doing it.But there’s very little data available about what “it” is, or about the benefits and risks organisations see from engaging in new ways with groups they may not have dealt with in the past.
The purpose of this survey was to explore what stakeholder engagement looks like with those who are closest to the front line: senior European communicators at large corporations, government bodies, NGOs, associations and other organisations.
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.
2014 study from Kornferry (the world’s largest executive search firm) shows, European Chief Communications Officers’ roles are moving above and beyond traditional responsibilities.
According to the report, leadership skills have taken on more significance for CCOs over the past few years. By far, ‘understanding the business’ is the single biggest requirement for a successful CCO.
There are lots more insights on what it takes to take your career to the ultimate level in the Kornferry report.
Why not start making headway today?
Get to grips with some of the most pertinent issues in becoming a communications leader by joining us at EuroComm 2015 — where we will address these, and more strategic communications issues courtesy of leading speakers from Royal Dutch Shell, MORI, and more.
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.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Cada vez más organizaciones necesitan para medir su cobertura de los medios de comunicación a nivel mundial, pero ¿cómo pueden hacer esto rentable? Este trabajo tiene un enfoque muy granular para ayudar al lector a definir las metas y objetivos de negocio, determinar las medidas adecuadas, analizar las necesidades de los medios de comunicación de contenidos, evaluar los sistemas de tablero de instrumentos, determinar los procesos del lenguaje y el análisis, desarrollo de cuadros de mando de medición, seleccione los servicios de proveedores, vender las soluciones internamente, y , evaluar su éxito. Pros y los contras claras a todas las opciones se ofrecen, lo que permite al lector a un equilibrio entre los tres elementos esenciales en competencia: la calidad, velocidad y costo.
Largest empirical study on status quo and trends in communication management and public relations worldwide with more than 2,200 participants from 43 countries. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
The study is based on responses from 1,200 communication professionals in 23 countries. It surveys the status quo and trends of strategic communication, public relations and communication management across East, South and South-East Asia, Australia and New Zealand. Topics covered include the future relevance of mass media, communciation channels, social media skilles, measurement and evaluation, job satisfaction, and characteristics of excellent communication departments.
Living up to highest academic standards, the Asia-Pacific Communciation Monitor has been conducted by a research team of professors from leading international universities, headed by Jim Macnamara (Sydney), May O. Lwin (Singapore), Ana Adi and Ansgar Zerfass (Leipzig).
The Monitor is jointly organised by the Asia-Pacific Association of Communication Directors (APACD), Quadriga University of Applied Sciences and the European Public Relations Education and Research Association (EUPRERA), supported by PRIME Research International, a global leader in strategic communication research.
The Asia-Pacific Communication Monitor uses a similar methodology as the European Communication Monitor and the Latin-American Communication Monitor, making it part of the largest study in the field of strategic communication worldwide. More resources, including a web video hightlighting the results, are available for free at www.communicationmonitor.asia.
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.
Lean Communications: Process Improvement in PR and Corporate Communications U...Annie Eissler
PR and corporate communications programs are critical to the success of your business. However, there is frequently a lack of clarity around the implementation, measurement, and success of many communications programs. Some believe it’s all about having a relationship with a few reporters or sending out the occasional well-written press release, but with the
fragmentation of the media, everyone is now a consumer and producer of “media.”
Is there a way to create innovative, clutter-busting programs with focused and quantifiable business results without wasting time and money?
This paper examines the application of Lean Six Sigma in the development and improvement of communication programs by showing that the processes involved result in data that can be measured and analyzed to deliver more insightful, targeted efforts with more impactful outcomes. Innovative companies can benefit from growth, adaptability and success while enhancing their brands and reputations with the faster and better results that emerge from improved
communications programs.
The future of corporate communications – summary of resultsBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
The future of corporate communications infographicBrunswick Group
Cutting through the noise
Views of senior European communicators on the changing landscape and roles for corporate communicators.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Cada vez más organizaciones necesitan para medir su cobertura de los medios de comunicación a nivel mundial, pero ¿cómo pueden hacer esto rentable? Este trabajo tiene un enfoque muy granular para ayudar al lector a definir las metas y objetivos de negocio, determinar las medidas adecuadas, analizar las necesidades de los medios de comunicación de contenidos, evaluar los sistemas de tablero de instrumentos, determinar los procesos del lenguaje y el análisis, desarrollo de cuadros de mando de medición, seleccione los servicios de proveedores, vender las soluciones internamente, y , evaluar su éxito. Pros y los contras claras a todas las opciones se ofrecen, lo que permite al lector a un equilibrio entre los tres elementos esenciales en competencia: la calidad, velocidad y costo.
Largest empirical study on status quo and trends in communication management and public relations worldwide with more than 2,200 participants from 43 countries. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
The study is based on responses from 1,200 communication professionals in 23 countries. It surveys the status quo and trends of strategic communication, public relations and communication management across East, South and South-East Asia, Australia and New Zealand. Topics covered include the future relevance of mass media, communciation channels, social media skilles, measurement and evaluation, job satisfaction, and characteristics of excellent communication departments.
Living up to highest academic standards, the Asia-Pacific Communciation Monitor has been conducted by a research team of professors from leading international universities, headed by Jim Macnamara (Sydney), May O. Lwin (Singapore), Ana Adi and Ansgar Zerfass (Leipzig).
The Monitor is jointly organised by the Asia-Pacific Association of Communication Directors (APACD), Quadriga University of Applied Sciences and the European Public Relations Education and Research Association (EUPRERA), supported by PRIME Research International, a global leader in strategic communication research.
The Asia-Pacific Communication Monitor uses a similar methodology as the European Communication Monitor and the Latin-American Communication Monitor, making it part of the largest study in the field of strategic communication worldwide. More resources, including a web video hightlighting the results, are available for free at www.communicationmonitor.asia.
Results of the largest empirical study on status quo and trends in strategic communication, corporate communications and public relations worldwide with 2,710 participants from 43 countries. Insights about CEO communication and positioning, crisis communication, digital gatekeepers, social media skills, international communication, status and budgets, and much more. Conducted by 11 renowned European universities, led by Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
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.
Results of the largest empirical study on status quo and trends in communication management and public relations worldwide with almost 2,200 participants from 42 countries. Insights about strategic issues in the field, ethics, integration of communication, social media communications, skills and knowledge, recruitment strategies. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. PDF download and previous versions of this annual survey are available at http://www.communicationmonitor.eu
Studie Social Media Governance 2010 - ErgebnisberichtFink & Fuchs AG
Studiensteckbrief
• Studiengegenstand: Status quo der Social Media Governance, also der Existenz von Ordnungsrahmen für das strategische Management von Social-Media-Aktivitäten in deutschen Organisationen. Identifikation von Einflussfaktoren, Chancen, Risiken und Grundlagen für Kommunikation im Zeitalter des interaktiven Internets.
• Stichprobe: 1.007 Kommunikationsmanager aus börsennotierten und nicht börsennotierten Unternehmen, Behörden, politischen Organisationen oder Verbänden und Non-Profit-Organisationen in Deutschland, darunter 37 Prozent mit Leitungsfunktion.
• Initiatoren: Gemeinschaftsprojekt der Universität Leipzig, des Magazins Pressesprecher (Berlin) und der PR-Agentur Fink & Fuchs Public Relations (Wiesbaden). Ergebnisse via www.socialmediagovernance.eu
Ergebnisbericht der Studie Mittelstandskommunikation 2016Fink & Fuchs AG
Das gemeinsame Forschungsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG knüpft mit Unterstützung des Magazins pressesprecher an die Studie „Mittelstandskommunikation 2015“ an. Die Fortsetzung der Studie fragt, welche Faktoren die Professionalisierung und Digitalisierung der Kommunikation im Mittelstand beeinflussen und welche Rolle dabei das Management spielt.
The 2016 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,710 communication professionals from 43 European countries. Conducted by an international research team from renowned universities, the research provides insights about big dat, algorithms and automation in communication, social media influencers, stakeholder engagement, strategic issues and development of communication channels over a decade (2007-2016), skills and competency development of communicators, characteristics of excellent communication departments and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA), the European Association of Communication Directors (EACD) with partner PRIME Research. Lead researcher: Prof Dr Ansgar Zerfass, University of Leipzig, Germany, & BI Norwegian Business School, Oslo.
PDF downloads and previous versions of this annual survey are available at http://www.communicationmonitor.eu.
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.
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
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.
Kompletter Studienbericht Social Media Delphi 2012 Fink & Fuchs AG
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.
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.
Studie Mittelstandskommunikation 2015 – ErgebnisberichtFink & Fuchs AG
Mittelstandskommunikation 2015 – Studie zum Stellenwert und Einsatz von Unternehmenskommunikation im deutschen Mittelstand, ein Gemeinschaftsprojekt der Universität Leipzig und der Fink & Fuchs Public Relations AG (Wiesbaden) mit Unterstützung des Magazins pressesprecher aus dem Verlag Helios Media (Berlin).
Die Studie mit 755 Teilnehmern illustriert den Status quo der Kommunikation in Unternehmen bis 499 Mitarbeiter und liefert einen Vergleich zu Großunternehmen.
--> Kommunikation, Public Relations, Online-Kommunikation, Employer Branding, Arbeitgeberkommunikation, Internationale PR
The State of Our Art: Latest Trends in the Field of European CommunicationsDavid Willows
Presentation given at the CASE Europe Annual Conference 2009 (Liverpool, UK) in collaboration with the European Association of Communication Directors.
ComGap 2014 Report: Mind The Gap - How the public and public relations profes...Communication Monitor
The ComGap 2014 study explores communicating leadership and social media communications from the perspectives of communication / public relations professionals perceptions and the general public in 10 European countries. It is based on thorough academic standards, combining a representative poll among the general public in those countries with a survey of 1,346 communication professionals in the same markets. The public poll samples the views of 4,054 citizens and is weighted for age and gender. The survey of communication professionals looks at the trends of communication management across Europe.
The study has been authored by Professors Ansgar Zerfass (Leipzig / Oslo), Ralph Tench (Leeds), Angeles Moreno (Madrid), Piet Verhoeven (Amsterdam), Dejan Vercic (Llubljana) and Joachim Klewes (Düsseldorf), supported by Markus Wiesenberg (Leipzig).
ComGap is a joint project by Ketchum, London, and EUPRERA, the European Public Relations Education and Research Association, Brussels, delving deeper into issues explored by the European Communication Monitor (ECM) 2014 survey.
Details results in national languages are available for Austria, Denmark, France, Germany, Italy, Netherlands, Norway, Spain, Sweden, United Kingdom upon request. Contact: info@communicationmonitor.eu
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”.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities within the framework of EUPRERA, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
Tendencias y estado de la comunicación estratégica y relaciones públicas en E...Laura Vanessa Munoz
Presentación de la videoconferencia que ofrecio la Doctora Ángeles Moreno, profesora e investigadora de la Universidad Rey Juan Carlos y miembro del equipo de investigación de European Communication Monitor y co- directora del grupo de investigadores del Latin American Communication Monitor.
Participa la Comunidad Profesionales en Medios.
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by 11 renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu
Based on responses from more than 1,500 professionals from 37 countries, this is the most comprehensive analysis of the European market until now. It identifies new challenges for the field of communication 2008-2011.
Some of the insights are:
- communication management plays a major role in European organisations, but its decision-making power is weaker in Europe than in the USA;
- professionals expect that by 2011 corporate communication will succeed today`s forerunner marketing/consumer communication as the most important field of practice;
- internal/change communication and sustainability/CSR are predicted to be the fastest-growing disciplines within communication management in Europe;
- professionals see three major challenges for the future: linking their function to business strategies, dealing with sustainable development and social responsibility, and coping with the digital evolution and the social web
The study has been coordinated by Prof. Dr. Ansgar Zerfss, European Public Relations and Research Association (EUPRERA), University St. Gallen, in association with EACD and Communication Director magazine..
Annual empirical study on status quo and trends in communication management and public relations in Europe. Conducted by renowned European universities, led by Prof Ansgar Zerfass, U of Leipzig, Germany. Download the PDF and other editions of this annual survey at http://www.communicationmonitor.eu.
The 15th annual edition of the European Communication Monitor - the largest academic study worldwide on the strategic communications and PR profession - is based on interviewing 2,644 communication professionals from 46 European countries, providing valuable insights for public relations, corporate communications and public affairs.
As well as digital transformation of communications as the main topic, the survey explores the use of video-conferencing for stakeholder communications and changing roles of communicators when helping to create value for their organisations or clients. Salaries, key strategic issues as well as the characteristics of excellent communication departments have all been researched with more detailed analysis for 22 countries.
The study reveals that digital transformation is in progress, but few communication departments or agencies have reached maturity – 39.2 per cent of practitioners across Europe describe their unit as immature in both digitalising stakeholder communications and building digital infrastructure. Nonetheless, video-conferencing is here to stay – it is more frequently used for communication with employees and clients than with journalists and less valued by stakeholders in Eastern and South-Eastern Europe. Communication practitioners take on different roles simultaneously in their daily work – a trend to watch is the Advisor role who helps top management make better business decisions. Last but not least, professionals working in excellent communication departments are more engaged in coaching or advising executives and colleagues at all levels of the hierarchy
The strict selection of participants, a unique research framework based on established theories and statistical analyses fulfilling academic standards are key features of the ECM studies. Lead researchers Professors Ansgar Zerfass (Leipzig), Dejan Verčič (Ljubljana), Ralph Tench (Leeds), Ángeles Moreno (Madrid) and Alexander Buhmann (Oslo) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2021 has been organised by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Communication Directors (EACD), supported by premium partner Cision Insights and digital communications partner Fink & Fuchs. National partners are The Nordic Alliance for Communication & Management (#NORA) hosted by BI Norwegian Business School. Norway, and the Center for Strategic Communication (CECOMS) at IULM University in Milan, Italy.
ESOQ is the European Survey on Quality, developed by GEYC and PRISMA Network, in the frame of EQYP Project.
EQYP Project is a mobility of youth workers under Erasmus+, co-financed by European Commission.
Based on responses from almost 3,100 senior professionals from 48 European countries, this years’ edition of the European Communication Monitor (#ECM18) reveals that despite the persisting debate about fake news across Europe (agreed upon by 55.8% of the respondents), this does not filter into the day to day experiences of communication practitioners (24.4%). The most affected by fake news are government-owned, public sector and political organisations (44.6% have been affected at least once in 2017/2018). Professionals based in Russia report the strongest impact of fake news on their organisations (53.2%), followed by Serbia, Slovenia and Poland (all more than 40%). The sources of fake news follow the origins of the debate with social media being the main source of misleading content (81.3%), but mass media (59.6%) can also originate this form of information. Most communication departments and agencies are not sufficiently prepared to identify fake news: Only 12 per cent of affected organisations have established advanced routines.
Besides key trends like fake news, the survey explores communications’ contributions to organisational success as well as the work environment for communication professionals in Europe. Work engagement and stress, job satisfaction and its drivers as well as the status of leadership in communication units are explored with additional detailed analyses for 22 countries.
Even though the information provision to decision-makers through different kinds of monitoring, surveys or news briefings is a common practice for most communication units across Europe (89.1%), only 28.4 per cent of the communication departments and agencies in Europe prepare advanced types of reporting with edited or curated content that delivers deep insights for decision-makers on a daily basis. Communication professionals are often expected to be high performers in a hard-working culture. No wonder that four out of ten communication professionals (39.0%) in Europe feel tense or stressed out during their working day. At the same time 25.0 per cent do not have the appropriate resources to manage this experience. Overall, 27.9 per cent has serious stress problems (reporting stress and not being able to manage it). Longitudinal comparison with the monitor surveys in 2010 and 2014 reveals a slow decline in overall job satisfaction among communication professionals in Europe. 28.9% of the surveyed practitioners would like to change their current employer within the next twelve months. However, three quarters of the communication professionals in Europe are happy in their job – overall satisfaction is the strongest in consultants or agencies (79.0%).
More information available online at http://www.communicationmonitor.eu
As the old saying goes, if you don’t communicate, you don’t exist. Today, inorder to bring this idea up-to-date, we may say that we don’t exist if we don’t communicate internationally. Internationalization as well as the digital world and management of risks associated with these environments, are fundamental for a new communication that professionals are facing today.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and contains references to the 2013 European Communication Monitor, drawn up by the European Public Relations Education and Research Association (Euprera), the European Association of Communication Directors (EACD), and sponsored by Ketchum-Pleon.
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“.
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.
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.
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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European Chief Communication Officers Survey 2013 (ECCOS)
1. EUROPEAN
CHIEF COMMUNICATION OFFICERS SURVEY 2013
Managing CEO positioning and international communication:
Insights from interviews with corporate communication leaders
Ansgar Zerfass, Dejan Verčič, Ángeles Moreno, Piet Verhoeven, Ralph Tench & Joachim Klewes
2. Content
Outline of the study
This report
present s the
most important
findings of the
ECCOS study.
3
Overview and research questions ‒ Qualitative interviews – Quantitative survey
Managing CEO communication
8
Importance of CEOs for corporate reputation – Biggest challenges for CEO
communication – Practices of CEO communication – Positioning the CEO in different
markets – Long term trends in CEO communication – Insights and recommendations
Managing international communication
23
Importance and major issues – Challenges and solutions – International communication
in practice – Understanding stakeholders internationally – Organisation of the
communication function – Strategies to internationalize the communications function –
Long term trends in international communication – Insights and recommendations
Conclusions
38
Research partners – Authors – Contact
European Chief Communication Officers Survey (ECCOS) 2013
2
Additional
information on
the background
of this study and
the cooperation
between
EUPRERA
and Ketchum
is available
on pages 41-43.
3. Outline of the study
European Chief Communication Officers Survey (ECCOS) 2013
3
4. Overview and research questions
Key challenges for corporations in the global media environment
International outreach: More companies operate in more countries than ever ‒
challenges of new markets and new stakeholder demands have to be met.
As a consequence, new approaches are needed to manage communications
along global value chains.
Positioning top executives: Organisational reputation is heavily influenced by the
performance and authenticity of CEOs (chief executive officers) and other leaders
(managing directors, presidents, etc.), both in the media and in social networks.
» Which strategies are used by global heads of communications to master
these challenges? What can be learned from leaders in the field?
» What is the status quo of CEO positioning and communication in European
corporations and what are the challenges of international communication?
Insights based on a qualitative and quantitative study
ECCOS 2013 is research based on thorough academic standards, combining
qualitative interviews with 43 chief communication officers (CCOs) of global
corporations and a quantitative survey among 579 CCOs across Europe.
European Chief Communication Officers Survey (ECCOS) 2013
4
5. Qualitative interviews
Methodology
Logos show
examples of
participating
organisations.
More wellknown global
brands participated, but
chose to stay
anonymous.
Sample: 43 global heads of
communication (CCOs) in
multi-national corporations based
in 12 European countries
Corporations: both listed and private,
active in at least five countries in-/outside of Europe, Ø 67,000 employees
CCOs: 72.1% male; 27.9% female
Questionnaire: eight open-ended
questions, evaluated with inductive
content analysis
Data collection: June ‒ August 2013;
personal invitations based on lists of
the largest corporations in key
European markets
European Chief Communication Officers Survey (ECCOS) 2013
.
5
6. Quantitative survey
Methodology
Sample: 579 chief communication
officers (CCOs) of corporations based
in 39 European countries
Participants
of this study
are based in all
parts of Europe
– with a focus
on markets
with a highly
developed
communications
profession.
Home country of participants
23%
34%
Corporations: both listed and private
CCOs: 45.4% male; 54.6% female;
72.5% with more than ten years job
experience; average age 43.2 years
Questionnaire: nine closed questions
as part of a larger web-based survey,
evaluated with descriptive and
analytical statistics (SPSS)
Data collection: March 2013;
e-mail invitations based on the
largest database of communication
professionals in Europe
European Chief Communication Officers Survey (ECCOS) 2013
26%
17%
Northern Europe
Western Europe
Eastern Europe
Southern Europe
Based on a recoded subsample of the European Communication Monitor
2013 conducted by EUPRERA & EACD, www.communicationmonitor.eu
6
7. Relevance of the sample interviewed
Individuals in this study shape the future
of corporate communications
The quantitative survey analyzed the views not just
of communication professionals, but of those who
are responsible for decision making on strategies
and budgets: Chief Communications Officers both
of listed and private companies.
The qualitative survey made a deep dive to look at
the views of those CCOs who are responsible for
corporate communications of global companies
headquartered in Europe. By the nature of their
professional role, these professionals oversee
communications with an international perspective.
They are responsible for global strategies and
decisions, including international staff decisions
and budgets.
European Chief Communication Officers Survey (ECCOS) 2013
7
9. Challenges and trends in CEO communication
The ECCOS
findings support
other survey
results that the
CEO role is of
utmost importance both for
corporate
reputation and
success.
Importance of
CEOs for
corporate
reputation
Long term
trends in
CEO
communication
Managing CEO
communication:
Key questions
Positioning
the CEO in
different
markets
European Chief Communication Officers Survey (ECCOS) 2013
Biggest
challenges for
CEO
communication
The study
presents five
important
aspects (as
shown on this
page) to highlight the specific
role of CEOs –
with a focus on
international
communication.
Practices
of CEO
communication
9
10. Questions on CEO communication
Q1
Based on your professional experience, how important are the communicative assets of the CEO
(= the highest representative of an organisation) for the overall success of an organisation? Positioning
of the CEO, … [Quantitative survey; rating based on a 1-5 scale; important = top 2 scores]
What was the most important communicative situation for your organisation during the last
12 months, in which the reputation of the CEO was crucial for success? It was in the area of
(marketing, financial, …) communication. [Quantitative survey; choose one item]
Q2
Q3
Q4
Q5
Q6
Q7
What is the biggest challenge today for the CEO of a global company to bring his or her
message across? [Qualitative survey; open answers]
Does your organisation pursue any of the following activities? Positioning of the CEO, …
[Quantitative survey; choose one or more items]
Which one of the following dimensions is at the centre of the positioning and communication
strategy for your CEO? Functional, … competencies [Quantitative survey; choose one item]
Positioning the CEO in different markets is a major challenge. What strategies and activities
would you recommend for CEO communication in: The country where the company headquarters
is based? Countries where the company is predominantly active with production or sales today?
Emerging markets with the highest growth rate in the industry? Would you recomment a
differentiated or a uniform positioning? [Qualitative survey; open answers]
Which long term trends in CEO communications do you see on the horizon (think of the next decade)?
[Qualitative survey; open answers]
European Chief Communication Officer Survey (ECCOS) 2013
10
Questions are
combined from
the quantitative
survey and
open-ended
qualitative
interviews.
Each result
shown on the
following pages
indicates the
corresponding
question in the
legend.
11. Importance of CEOs for corporate reputation
CEOs communication skills as immaterial assets
According to the chief communication officers interviewed, the performance of the
highest-ranking top executive in interpersonal and small group meetings (93.1%)
as well as his/her capability to deal with the media and large audience (92.2%) is
important for the overall success of the corporation.
Chief Communication Officers
without any doubt
highlight the
importance of
their CEOs for
their companies’
success …
Interestingly, knowledge of strategic communication was rated lower at 81.7%.
This resembles insights from a recent study among German CEOs, who value
the impact of their personal communication activities on organisational success
higher than the work of their communication departments. Cf. http://bit.ly/ukom2013
Important factors for the overall success of an organisation
CEO’s communication skills in interpersonal and small group settings
93,1%
CEO’s communication skills facing the media and large audiences
92,2%
CEO’s personal reputation
CEO’s knowledge of strategic communication
European Chief Communication Officers Survey (ECCOS) 2013
90,5%
81,7%
11
Q1 / n = 579 CCOs
12. Importance of CEOs for corporate reputation
Different impacts of CEO reputation
… however,
they have a very
specific view as
to which area of
communications
benefits most
from what the
CEO does:
Internal communications is the
subfunction
mentioned most
often in this
context.
The reputation of the CEO is most important when communicating with
employees, i.e. when building corporate culture and managing change.
Analysts and investors are most important for CEOs in listed corporations,
while leaders in private owned companies are valuable ambassadors in
society and customer markets.
Most relevant areas of corporate communications in which CEO reputation is crucial for success
Joint stock companies
Private companies
Overall
Marketing communications
6.1%
18.6%
11.6%
Financial communications
25.1%
11.8%
19.3%
Internal communications
24.0%
25.5%
24.6%
Political communication
11.8%
21.3%
11.6%
Public and community relations
17.5%
23.0%
19.9%
Crisis communications
15.6%
9.8%
13.1%
European Chief Communication Officers Survey (ECCOS) 2013
Q2 / n = 467 CCOs
12
13. Biggest challenges for CEO communication
Reduction of complexity
CEOs articulate and symbolise what their organisations are and what they stand
for. They are ultimately responsible for authentic and integral, clear and focused,
consistent and transparent, yet culturally and politically sensitive communication
in a world of increasing cultural, economic, financial, investor, linguistic, media
and political complexity.
In the qualitative
deep dive,
CCOs of global
companies
identified three
key challenges
for CEOs which
have an impact
on their communicative actions.
Getting attention
Changing communication habits, proliferation of media channels, degradation of
journalistic standards and audiences’ preference for infotainment over facts are
posing communication problems to corporate CEOs. This is a challenge faced
by politicians for more than a decade – their responses have often led to
questionable results, resulting in a lost of trust for the whole system.
Compressed time
Time is a very limited resource for CEOs. However there is an increasing need
for them to show personal presence – alone and in teams of top executives.
This becomes ever more complicated when operating in different time zones.
European Chief Communication Officers Survey (ECCOS) 2013
13
Q3 / n = 43 CCOs
14. Biggest challenges for CEO communication
» It is the complexity of communication. There are now
more audiences interested in what companies have to
say; with companies under ever increasing levels of
scrutiny; with regulators demanding higher levels of
disclosure and transparency; and many more channels
from which to disseminate your message. «
Head of Corporate
Affairs, UK
» Huge amounts of information available to
people, making it hard to cut through the noise
and be heard. Trend towards ′ infotainment ′
and expectation of audiences to be wowed
by websites, apps, videos, etc. «
Head of Corporate
Communication, Switzerland
European Chief Communication Officers Survey (ECCOS) 2013
Insights from global communication leaders
» Time – to be present on all time zones
and to choose relevant media to target. «
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Global Communication
Manager, Denmark
» CEO needs to be able to address large
audiences with simple messages and at the
same time he/she needs to be a great leader of
the business in question. These characteristics
don’t always go hand in hand. «
Senior Vice President
Corporate Communication, Finland
Q3 / n = 43 CCOs
14
15. Practices of CEO communication
Positioning without monitoring ‒ a blind flight?
Despite the high relevance of the CEO for corporate success, nearly every second
organisation in Europe has not established any monitoring routines to evaluate
his/her reputation. Nevertheless 83.2% try to position their CEO within the public
sphere, i.e. by defining an image and key messages. A lower number has defined
specific communication strategies or instruments to reach these goals.
Joint stock companies are significantly more active in CEO positioning (87.0%)
than private companies (78.7%); they are also ahead in reputation monitoring
(65.4% vs. 54.4%) and CEO communication strategies (72.0% vs. 60.4%).
While not all
global heads of
communication
monitor their
CEO’s reputation
regularly, they
clearly give
strategic attention
to managing the
CEO’s reputation
and also apply
specific tactics
and instruments
to bring the
strategy to life.
Activities pursued by corporate communication departments
Positioning of the CEO
83,2%
Positioning of other executives
72,0%
Specific communication instruments for the CEO
66,9%
Specific communication strategy for the CEO
66,7%
Monitoring the CEO’s reputation
60,3%
Q4 / nmin = 557 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
15
16. Messages used to position the CEO
Focus on performance and responsibility
Most communication leaders who
position their CEO emphasize
predominantly either functional or
ethical competencies.
Interestingly, personal assets are
highlighted less often in corporate
communications.
Cognitive competencies like
knowledgeability and intelligence
of the CCO are more often employed
by private companies (30.2%) than
by listed corporations (20.3%).
The CEO‘s functional
competencies
(having skills to accomplish
the job, being capable)
30,3%
30,8%
There is clearly
a potential to
position CEOs
in a much more
personal and
colourful way
than today – the
human dimension
can have a
greater focus in
the messaging.
Dimension at the
centre of the CEO
positioning and
communication
strategy
14,2%
24,7%
The CEO‘s personal
competencies
(behaving appropriately,
being smart)
European Chief Communication Officers Survey (ECCOS) 2013
The CEO‘s ethical
competencies
(holding personal/professional
values, being responsible)
The CEO‘s cognitive
competencies
(processing relevant knowledge, being intelligent)
16
Q5 / n = 458 CCOs
17. Positioning the CEO in different markets
One company, one CEO, one positioning
The majority of global heads of communication recommend a uniform positioning
strategy for the CEO in different markets, i.e. the home country, countries with
major production and sales activities today, and emerging markets. Contrary
to predictions of social media promoting diversity, CCOs see the global flow
of information – together with the importance of employees – as the main reason
for a consolidated image of the CEO.
The general trend
towards uniformity in messages
and strategies
does not stop
when it comes to
CEO positioning.
Differentiation
Some corporations prefer different positioning strategies for their CEO in different
countries, empowering people on the ground with intrinsic understanding of local
circumstances.
Glocalisation
A route to follow, but difficult to implement in communication practice is
glocalisation. Some CCOs recommend a combination of uniform and differentiated
approaches by defining global general principles that are locally and specifically
applied, depending on organisational needs and environmental circumstances.
European Chief Communication Officers Survey (ECCOS) 2013
17
Q6 / n = 43 CCOs
18. Positioning the CEO in different markets
» It all starts local. The image of a company in the
local press is essential before going global. Finding
a company's differentiator is another important step.
What is it exactly that the company does better than
everybody else and how if at all does the CEO
personally reflect this? ... a uniform positioning is to
my belief the best approach. A differentiated
approach may include the risk of mixed signals
which with todays integrated global communication
rapidly will be discovered and scrutinized. «
Head of Corporate
Communication, Denmark
» Definitively a differentiated positioning. «
Head of Corporate
Communication, Austria
European Chief Communication Officers Survey (ECCOS) 2013
Insights from global communication leaders
» Basically we follow and recommend a one
voice – one company approach. … As the
world is growing smaller we are following the
one voice strategy, adapted to countries where
we are also positioning local managers as key
representatives of our company. «
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Senior Vice President
Corporate Communication and
Government Relations, Germany
» Consistency across all
markets but not uniformity
– ′translation′ into local
cultures by local communicators is a must. «
Head of Group Communication, Germany
18
Q6 / n = 43 CCOs
19. Long term trends in CEO communication
The humane CEO
The importance
of communication
for CEOs is
certainly growing
– as are the
challenges and
opportunities for
communicators
who plan and
organise CEO
communication.
Times of a distant, nearly invisible authority are gone and corporations are
witnessing an increased interest in who is running them, what they believe in,
what they stand for ‒ in short, in CEO personalities.
Branding of CEOs
A stronger personalisation of company stories is demanding CEOs to develop
“personal brands”. Communication leaders are asked to support this, and to
synchronise CEO brands with corporate brands.
Politicization – the CEO as “first citizen” of the corporation
Companies have to define and defend their position in societies by defining
corporate citizenship strategies. So do their top executives who find themselves
in a delicate situation: they have to become political personae, while at the same
time publics expect business leaders not to interfere directly in political life i.e.
by pursuing too close contacts to parties and governments.
Q7 / n = 43 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
19
20. Long term trends in CEO communication
» More integrated communication (Marketing comms,
corporate communications, CEO communications).
The CEO is gonna be a brand. «
Chief Communications
Officer, Switzerland
Communications Director, Croatia
» A more personal apporach with
a human face. All communication
should include storytelling – numbers
are desirable, but not enough «
Vice President
Corporate
Communications,
Germany
» A stronger orientation
towards corporate
citizenship: The CEO
as the ′ first citizen′ of
the corporate citizen. «
European Chief Communication Officers Survey (ECCOS) 2013
Insights from global communication leaders
» The arrival of the human CEO ‒ what
social media has allowed is for any
consumer or employee to be able to level
the playing field. CEOs of the old days were
considered remote and very inaccessible to
the common man. As they engage more
online, both employees and customers want
to know the person more and more as a
human being: What do they like? What are
they doing? And finally: Can they be
trusted? In a sense a CEO will become like
a politician managing his constituencies,
approval ratings, reputations more directly
and with more and more of a human touch
with the ground level. «
Chief Communications and
Marketing Officer, Belgium
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Q7 / n = 43 CCOs
20
21. CEO communication:
Insights and recommendations (1)
Strategic recommendations for Chief Communication Officers
One company, one CEO, one positioning: Allowing country or sub-group
specific facets in the CEO picture will lead to stakeholder confusion both
internally and externally.
The CEO as a brand: Positioning the CEO as a personality to be remembered
and trusted needs careful planning.
CEO messaging: Exploit the potential of going beyond figures and spreadsheets. Most stakeholders do not trust a remote and inaccessible
top executive – showing the picture of a humane CEO will improve credibility.
Storytelling is key to make stakeholders listen to the CEO – it is not just about
content, but about how messages are being delivered as well. Empowering
the CEO in storytelling may be a strategy for success.
One should not forget to position other members of the executive team –
in fields clearly defined for their specific roles and aligned with CEO
communication.
European Chief Communication Officers Survey (ECCOS) 2013
21
22. CEO communication:
Insights and recommendations (2)
Practical recommendations for Chief Communication Officers
Supplement monitoring routines with a systematic evaluation of the CEOs’
reputation – analysing both media coverage and personal views of the most
important stakeholders.
Consider the development of specific instruments or formats for CEO
communication to make his or her voice heard. Check formats which allow
stakeholders to experience the CEO in more than just a rational or cognitive
dimension (events, videos etc.).
Organisation: Several companies have assigned specific communication
managers to cater the communication needs of different members of the
executive team. This might be a feasible option for large corporations.
European Chief Communication Officers Survey (ECCOS) 2013
22
24. International corporate communications
Long term
trends in
international
communication
Strategies to
internationalize
the communications function
With globalisation
becoming more
and more relevant even for
smaller companies, planning
and organising
international
communications
gains in
importance.
Importance
and major
issues
Challenges
and
solutions
International
communication:
Key questions
Organisation
of the
communication function
European Chief Communication Officers Survey (ECCOS) 2013
The ECCOS
study presents
a selection of
strategic and
operational
insights in this
field.
International
communication in
practice
Understanding
stakeholders
internationally
24
25. Questions on international communication
How challenging are the following aspects when communicating internationally, especially in nonEuropean countries? Developing communication strategies … [Quantitative survey; rating based
on a 1-5 scale; agreement = top 2 scores]
Q8
Q9
What are the main challenges for international communications, when trying to be sensitive for
different social, cultural and political environments? [Qualitative survey; open answers]
Q10
Q11
Q12
Q13
Q14
In your daily job, do you communicate internationally with different countries and markets?
How many countries do you deal with in your communication role? [Quantitative survey]
Understanding stakeholders and monitoring public opinion in various cultures is difficult –
are there any approaches you would recommend? [Qualitative survey; open answers]
How should the communications function in a company with international outreach be
organized? Would you prefer a central structure with everybody reporting to headquarters,
do you value de-centralised approaches with independent national communication units, or
would you recommend focusing on the headquarters setting standards and policies (to what
extent), or anything else – what is your view? [Qualitative survey; open answers]
Many international companies rely on local communication experts for their teams in various
countries – but hiring and leading them is often difficult. What would you recommend to solve this
problem? [Qualitative survey; open answers]
Regarding how global companies will be organized in the future, how they will manage their communications function and how they will communicate strategically on an international level: Which long term
trends do you see on the horizon (think of the next decade)?[Qualitative survey; open answers]
European Chief Communication Officers Survey (ECCOS) 2013
25
Questions are
combined from
the quantitative
survey and
open-ended
qualitative
interviews.
Each result
shown on the
following pages
indicates the
corresponding
question in the
legend.
26. Importance and major issues
International communication is important – and will be more important soon
75.8% of the CCOs interviewed state that international communication is
important for their corporations and the same number says that communicating
internationally will become even more important within the next three years.
Major issues to be dealt with when communicating across countries are the
development of sensitive strategies, monitoring publics, and understanding media
systems. Management structures for communication are another challenge.
Chief communication officers
highlight challenges related
to the strategies
in international
communications.
Managerial
aspects seem
to be less
important.
Major challenges for international communication in non-European countries
Developing communication strategies with social, cultural and political sensitivity
71,3%
Monitoring public opinion and understanding stakeholders
71,2%
Understanding structures of media systems and public spheres
66,0%
Hiring and leading local communication experts for the own organisation
48,9%
Implementing management structures (planning, organisation, evaluation)
47,9%
Communicating in multiple languages
47,5%
Enforcing corporate design rules
39,4%
Selecting and working with communication agencies in those countries
39,0%
European Chief Communication Officers Survey (ECCOS) 2013
Q8 / n min = 450 CCOs
26
27. Challenges and solutions
Cultural diversity
Global heads of corporate communications underline individual and organisational
change going along with companies going international and getting in touch with
other cultures – geographically, but also ethically and socially. Sensitivity to
cultural identities is growing in importance.
Languages
European CCOs
responsible for
communications
on a global level
present themselves as selfreflecting and
aware of
complex cultural
challenges.
Many European corporations operate in 50+ countries with even more languages.
This makes communication complicated. The introduction of (quite often bad)
English as the business lingua franca is only a partial solution to the problem ‒
often the majority of employees in production and even more customers and other
stakeholders are not able to communicate in English.
Identity and change
Increasing sensitivity to other cultures and languages may bring about the danger
of decentering one’s own key values. This makes managing communication even
more complicated. Developing resilience and preparing their team and the whole
corporation to operate in this complex environment is a challenge for global CCOs.
European Chief Communication Officers Survey (ECCOS) 2013
27
Q9 / n = 43 CCOs
28. Challenges and solutions
Insights from global communication leaders
» A main challenge is the ability to make some cross-company priorities for communication and avoid
getting lost in that everything is local. For most companies, markets still have more in common than
they are different. So by picking a few key themes/positioning points the company is able to organise
an international communications effort; of course with due respect for local differences. «
Head of Global Corporate
Positioning, Denmark
» Incorporating multiculturalism as a core value
is the best approach to international
communication. Training leaders and
communication professionals is the challenge. «
Global Communication
Director, Italy
European Chief Communication Officers Survey (ECCOS) 2013
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
» Different needs of different groups
(production vs. office workers). Best
available IT technologies for internal
communication. Different languages
English is not understood everywhere
in the world (esp. in production). «
Senior Vice President
Communication and
Government Relations,
Germany
Q9 / n = 43 CCOs
28
29. International communication in practice
Weak organisational structures
Despite the relevance of international
communication, only 55.4% of the
CCOs interviewed report about solid
structures and strategies for this field
in their companies
Listed corporations (61.1%) are
significantly ahead of private
companies (48.7%) in this respect
Chief communication officers in Europe
who communicate internationally with different
countries and markets in their daily job
58,5%
9,5%
32,0%
At this point of
time, international
communication
in Europe seems
to be highly
relevant, but still
in development.
When it comes
to structures and
strategies the
next few years
will probably
realise increased
professionalisation.
High personal involvement
International communication is part of
the daily business for the vast majority
(90.5%) of CCOs in Europe
Regularly
Sometimes
No
Almost one quarter (22.9%) deals with
more than 20 countries internationally
Q10 / n = 579 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
29
30. Understanding stakeholders internationally
Control
Global communication leaders articulate their need for control. They point out
that corporate communications needs tools for monitoring and evaluating what
is going on among stakeholders in various countries and which effects corporate
operations and communications have on the ground around the world. Mostly,
they are not aware which tools already exist to respond to this need.
Trust
As an alternative and complementary concept, CCOs highlight the importance
of direct insights by having trustworthy own staff on the ground who are capable
of intercultural translation to headquarters.
Answers in the
qualitative study
reveal that global
CCOs in Europe
still feel uneasy
with the
challenge to
understand and
manage what
is going on
abroad – though
they interact with
international
stakeholders on
a frequent basis.
.
Dialogue
Global CCOs say there is a need to institutionalise direct dialogues with local
stakeholders in major countries of operation to supplement the processes of
monitoring and having trusted staff in the region.
Q11 / n = 43 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
30
31. Understanding stakeholders internationally
» We developed a tool called Corporate Reputation
Analyzer, which gives us a clear picture about how the
six relevant stakeholders think about us, compared with
our competitors, and how they are influenced by whom.
That´s a fantastic information and the basis in order to
start the dialogue with our relevant stakeholders. And
we have focus groups in our divisions. «
Insights from global communication leaders
» Implement monitoring on a
local level, never do it global. «
Director of Communication,
Spain
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Senior Vice President
Corporate Communication,
Germany
» Use your colleagues on the ground. Get on
an airplane and spend time with them so you
understand the challenges they face but also to
» Dialogue ‒ local personal presence
build the relationship with them. So there is mutual
is required. Use the whole toolbox ‒
trust and you can rely on their advice. There is no
from content analysis to
substitute for spending time on the ground. «
questionnaires and psychological
deep dive interviews. «
Head of Corporate Affairs, UK
Head of Communication Services, Switzerland
European Chief Communication Officers Survey (ECCOS) 2013
Q11 / n = 43 CCOs
31
32. Organisation of the communication function
Centralised structure
According to the global CCOs interviewed, there is a strong tendency to keep
communication in control of the corporate headquarters – with communication
being responsible for vision, mission, values and other “soft” building blocks of
a corporation. Loosing control over them could endanger corporate identity and
consequently reputation.
Aligned decentralisation
Communication leaders and their teams at the headquarter usually accept the
responsibility for defining the corporate brand and story, global corporate
communication standards, and the outline of organisation of the communications
function. In European companies, local communication managers and their
teams are being given a lot of freedom to implement and execute these standards,
adjusted to local cultures and circumstances.
Staffing and resources
Selecting local communications personnel and defining local resources is not
top of mind for the European CCOs participating in the survey.
European Chief Communication Officers Survey (ECCOS) 2013
CCOs know
about the
importance of
central organisation in
international
communications
– given the
chance that local
issues might
escalate on a
global scale
within seconds
in the digital age.
However,
European
communication
leaders seem not
to strive for
managing local
resources and
personnel – thus
not executing
“real” control.
Q12 / n = 43 CCOs
32
33. Organisation of the communication function
Insights from global communication leaders
» Aligned Decentralisation: meaning headquarters responsible for the corporate story
(vision, mission, values, global strategy,
targets), corporate standards (global
messages, policies such as corporate design
and key-wording), while regional / national
communications units should ensure aligned
transformation in regional / national / local
statements. However, online communications
remains global due to the ′flat world′ we live
in.«
Head of Corporate
Communication, Switzerland
» Central structure (with standards and policies)
is key! The rest may be democratic, but causes
chaos and unwanted ′independency′ with
strange strategies and statements.«
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Head of Corporate
Communication, Austria
» My approach is a decentralized
management to be closer to the
business, but with clear guidelines
and a lot of communication with
the central.«
Director of Communication, Spain
Q12 / n = 43 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
33
34. Strategies to internationalise the comms function
Attract internationally experienced newcomers
With university education becoming increasingly international along with student
mobility, global CCOs recommend sourcing the best prospective potential
employees based on their international experience and performance – overcoming a traditional bias towards candidates from the company’s home country.
Train and acculturate excellent locals
Working with good people and bringing them in touch with the best practices
and practitioners in headquarters is expected to produce positive results –
respondents see perseverance as most important for success in this respect.
Again, results
show that global
CCOs are aware
of strategies
that should be
followed to
master the
challenges of
globalisation –
and the fact that
these strategies
are a long way
from being
implemented.
Make all communication structures intercultural and global
Global CCOs are aware of a need to rethink the whole concept of headquarters
(core, home). They see developing a truly intercultural and globalised
communication structure across the corporation as a significant challenge and
expect positive effects both on a local and global level.
Q13 / n = 43 CCOs
European Chief Communication Officers Survey (ECCOS) 2013
34
35. Strategies to internationalise the comms function
» Job rotations and short-term assignments in different
markets are effective ways of building a global team
with shared standards. «
Head of Group Corporate
Communication, Switzerland
Global Communication
Director, Netherlands
Insights from global communication leaders
» Hiring can be difficult in emerging markets, but the way
to get round that is to hire bright local people and train
them up to the standards you expect. This is important
not just for the company but also the societies where you
operate, and is an issue not just for communications
functions. I believe international corporations can play a
pivotal role in emerging markets in this respect. «
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Head of Corporate Affairs, UK
» Universities are becoming much more international which enables students to study
abroad and improve their international skills and languages. Multinational companies
need to look for these students. In the global team, often located in headquarters, it
works best to have a mix of local people and global employees. Either from other
countries or native English speakers. «
European Chief Communication Officers Survey (ECCOS) 2013
Q13 / n = 43 CCOs
35
36. Long term trends in international communication
The paradox of centralisation and decentralisation
The paradox
observed is a
centralisation and
dissolution of
central structures
at the same time.
Global heads of communication show a clear preference for centralised
communication functions today. However, they expect them not to last: there
is a weak consensus expecting the dissolution of central structures.
From functional responsibilities to general management competencies?
According to the qualitative interviews, some respondents see a tendency that
communication will generalise from being a specific functional competence in
organisations into a general management competence. Communication
professionals may be given the responsibility to develop communication
competencies on all levels of the organisation.
Change of organisational structures to support change initiatives
Communication functions are expected to move from structures predominantly
linked to stakeholders and programs to more integrated approaches. CCOs of
some companies expect the communications function to support key change
initiatives: communication managers will be responsible for education, training
and “special projects” which need communicative support.
European Chief Communication Officers Survey (ECCOS) 2013
36
Moreover, the
responsibility of
communications
might be
expanded into
roles held by
other functions
like human resources, training
or corporate
strategy today –
e.g. if it comes
to leading change
initiatives or
re-positioning.
.
Q14 / n = 43 CCOs
37. Long term trends in international communication
» We will see a move from companies that have
a communication department to communicating
companies.«
Head of Communication Services,
Switzerland
» 1) Communication skills and capabilities
need to be made part of the skills set of all
leaders in the organization.
2) Communication training and social media
enablement for all employees.
3) Communication related items will have to
be part of values, vision and mission. «
Head of Group
Communication, Germany
European Chief Communication Officers Survey (ECCOS) 2013
Insights from global communication leaders
» Communication functions will be shaped by
general trends that affect global companies:
digitalization, change of customer needs and
stakeholder expectations, increased interconnectedness, efficiency expectations as
well as increasing emphasis on risk management. Communicators will act as change
consultants and project managers.
Communication will become more projectand topic-related. This will be reflected in the
organisational set-up of corporate comms. «
Original and
representative
quotes from the
qualitative part
of the study are
shown for
illustrative
purposes.
Head of Corporate
Communication, Germany
Q14 / n = 43 CCOs
37
38. International communication:
Insights and recommendations (1)
Strategic recommendations for Chief Communication Officers
It’s all about balancing central authority (not necessary control) and local
independence.
A central definition of the framework for communications (positioning,
messaging, stakeholder and channel priorities) as well as central processes
(planning, resources) are key and need to be aligned with strategic priorities
of the corporation as well as the overall planning process.
Diversity and international experience are key for recruitment and composition
of communication professionals in corporate headquarters as well as in
decentralised communication teams.
Preparing for the future role of international communications means that
competence and authority of the communication team needs to be developed
beyond traditional qualifications. This will include improvement in change
management competencies as well as general management skills.
European Chief Communication Officers Survey (ECCOS) 2013
38
39. International communication:
Insights and recommendations (2)
Practical recommendations for Chief Communication Officers
Establish a compulsory global planning process with a clear schedule.
Develop global communication initiatives (both with internal and external
focus) to implement key messages and counter most important global issues,
using a combination of central development, aligned execution of key projects
plus a broad tool box approach to be used by local communicators.
Establish an international training initiative for communicators as well as an
international selection process for communication staff.
Encourage international exchange of best practices and creative approaches
in corporate communications between countries, regions, as well as divisions
and functions.
Establish a visible international comparison of communication performance
within the company.
European Chief Communication Officers Survey (ECCOS) 2013
39
41. Research partners
Ketchum – a leading global communications firm
Ketchum is operating in more than 70 countries across six continents. Named 2012
PR Agency of the Year (PRWeek and European Excellence Awards) and the winner of an
unprecedented three consecutive PRWeek Campaign of the Year Awards, Ketchum partners
with clients to deliver strategic programming, game-changing creative and measurable
results that build brands and reputations. Ketchum is a part of Diversified Agency Services,
a division of Omnicom Group Inc. www.ketchum.com
European Public Relations Education and Research Association
EUPRERA is an autonomous organisation that aims at stimulating and promoting innovative
knowledge and practices of public relations education and research in Europe. With
members from more than 30 countries – among them most universities and professors
focusing on research and education in communication management across the continent –
its main objectives are fostering joint research and knowledge transfer between academia
and practice. www.euprera.org
Partnering for advancing the profession
EUPRERA and Ketchum cooperate in the fields of research and thought leadership by
supporting the annual European Communication Monitor www.communicationmonitor.eu
and additional projects like this study.
European Chief Communications Officers Survey (ECCOS) 2013
41
43. Contact
Ketchum Europe
David Gallagher
Senior Partner, CEO
35-41 Folgate Street
London E1 6BX, United Kingdom
Phone +44 207 611 3500
david.gallagher@ketchum.com
EUPRERA
Prof. Dr. Ansgar Zerfass
Executive Director / Lead researcher ECCOS
University of Leipzig
Burgstrasse 21
04109 Leipzig, Germany
Phone +49 341 9261652
zerfass@uni-leipzig.de
Ketchum Pleon
Prof. Dr. Joachim Klewes
Senior Partner
Bahnstrasse 2
40212 Düsseldorf, Germany
Phone +49 211 9541 2327
joachim.klewes@ketchumpleon.com
European Chief Communication Officers Survey (ECCOS) 2013
43