An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
An overview of the 5 trends that are shaping the future of public relations, based on global industry research. Presented to the UK\'s PRCA in January 2011.
World PR Report 2014, the most comprehensive study of the global PR industry created by the International Communications Consultancy (ICCO) and The Holmes Report, includes the 250 Top PR agencies Global Rankings and data on the latest trends and issues that these and other agencies are facing worldwide.
The World PR Report 2013, produced by the Holmes Report and ICCO, is a definitive report on the trends and issues facing the global PR industry, based on a survey of global agency heads. The report also includes research on the size and growth of the global PR industry, and a ranking of the world's 250-biggest PR firms.
The new Global Communications Report, produced by the Holmes Report in conjunction with University of Southern California’s Center for Public Relations, is the definitive study of the global public relations industry, featuring research, agency rankings and industry analysis.
Each year, Directions takes an in-depth look at an area of sustainability and communications. This time, we’re delving into the quite sizeable gap that still exists between business and society. It’s not the void that interests us so much as the question of how it can be shrunk.
How do we move from just minding the gap to actually mending the gap?
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
The future of corporate communications reportBrunswick 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/
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
The Holmes Report's Global Creative Index analyses entries and winners from more than 25 PR award programmes from around the world, to determine the most creative campaigns and agencies in the PR world.
Chinese firms have become more active in mergers and acquisitions since the global financial crisis that began in 2008, as economic distress has thrown up attractive deals around the world. Between 2005 and 2011, the number of China's overseas acquisitions tripled to 177 and jumped five-fold in value to $63 billion.
This paper has come about following a survey of more than 1,600 people across the United States, the United Kingdom and France and extensive discussions with numerous advisors and business leaders from lawyers and accounting consultants with global M&A practices to Chairmen and CEOs such as Li Shifu of Geely.
While the M&A conversion rates do not appear to differ greatly on paper, anecdotal feedback and the results of a survey MSLGROUP conducted among the public in Europe and North America suggest that Chinese companies face much more significant challenges in closing international transactions than those from other territories. Furthermore, Chinese companies pay premium of up to 15 to 20 percent simply because of origin.
Leveraging insights into perception issues China faces in key markets around the world, this report explores the communications issues Chinese companies should address when considering outbound M&A.
Based on findings from Altimeter Group's State of Social Business 2013 report, this infographic shows how companies are formalizing, organizing, and growing their social media efforts — yet still lacking an enterprise wide strategic foundation.
Download and read the full report at: http://bit.ly/ssb-2013.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
The State of Corporate Social Media 2012Nick Johnson
"The State of Corporate Social Media" is a free briefing from Useful Social Media on how large companies are using social media, written by @gnjohnson.
The 2012 edition features over 40 pages of stats, facts, benchmarks and analysis on how social media is impacting business.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
State of the Media Report 2014:
Navigating Traditional Media Through Social Media
and Other Digital Practices
Compiled & Written by Katrina M. Mendolera
In PR2020, experts give us their perspective on what’s coming next in terms of tech disruptions, and how they believe this will impact the work we do. We explore influence, data, human science and machines, and our relation to them as communications professionals, business owners, governments, and human beings.
Write to us to start a conversation on how we can help you distill actionable insights and foresights from conversations and communities.
For more information contact Pascal Beucler, SVP & Chief Strategy Officer, Global, MSL (pascal.beucler@mslgroup.com) and Melanie Joe, Consultant – Research & Insights, MSL (melanie.joe@mslgroup.com)
Digital channels are 'on' 24/7, a fact that's as true for brands as it is for traditional media. Organizations struggle to keep up, not to mention remain relevant. All marketing organizations must now consider to what degree they will function in real time. New research from Industry Analyst Rebecca Lieb and Senior Researcher Jessica Groopman defines real time marketing (RTM), identifies the six RTM business scenarios, addresses the benefits, executional challenges and best practices of RTM and outlines how companies can move into real time readiness.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Leveraging social media in employee engagementParker LePla
Social media tools have added more visibility to your brand, providing a channel for anyone’s unique thoughts, opinions and experiences to be distributed to the world almost instantaneously. Given this new reality, what do you do? Do you become the online police of your brand? Instead, let's consider a different approach.
The Rising CCO V: Chief Communications Officers’ Perspectives on a Changing M...Weber Shandwick
Global executive search firm Spencer Stuart and global public relations firm Weber Shandwick partnered to release The Rising CCO V. This survey, now in its fifth year, explores how chief communications officers (CCOs) from North America, Europe, Asia Pacific and Latin America expect their responsibilities to evolve over time in an increasingly digitalized and media-fragmented world.
The future of corporate communications reportBrunswick 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/
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
"Investigación internacional promovida por Corporate Excellence - Centre for Reputation Leadership en colaboración con Cees BM van Riel, profesor de Comunicación Corporativa de la Rotterdam School of Management - Erasmus University, para conocer los factores de éxito de los Chief Communications Officer (CCO). La investigación fue realizada entre junio de 2011 y diciembre de 2012 mediante cuestionarios y entrevistas en profundidad a 117 Directores de Comunicación de grandes empresas de Estados Unidos, Reino Unido, Alemania, Francia, España, Italia, Países Bajos, Brasil, México y Chile.
¿Qué determina el éxito del Chief Communications Officer (CCO)? ¿Hasta qué punto las habilidades personales juegan un papel en ese éxito? ¿Cuáles son esas habilidades necesarias? ¿En qué medida el negocio en el que opera la organización es importante? ¿Es un perfil más operativo, táctico, estratégico o una combinación de todos ellos? La investigación señala tres aspectos fundamentales: el CCO debe jugar un papel relevante tanto en su desempeño interno, como directivo de la empresa, así como tener impacto externo a través de su gestión de la comunicación. Y además, debe desarrollar habilidades personales que le permitan ocupar funciones cada vez más estratégicas."
An international research study sponsored by Corporate Excellence – Centre for Reputation Leadership in collaboration with Cees BM van Riel, Corporate Communication Professor at Rotterdam School of Management - Erasmus University. The study addresses the success drivers of Chief Communications Officer (CCO). It was carried out from June 2011 to December 2012, and it used questionnaires and in-depth interviews with 117 Communications Director from large corporations in the U.S., UK, Germany, France, Spain, Italy, the Netherlands, Brazil, Mexico and Chile.
What determines the success of Chief Communications Officer (CCO)? To what extent do personal skills play a role in that success? What are those skills? To what extent does the business in which the organization operates play a role? Is it more operational, tactical, strategic or a combination? The research points out three main aspects: the CCO must play an important role both internal and externally, the CCO should implement an impacting communication, and he or she should have the personal skills enable them to carry out strategic tasks.
The Holmes Report's Global Creative Index analyses entries and winners from more than 25 PR award programmes from around the world, to determine the most creative campaigns and agencies in the PR world.
Chinese firms have become more active in mergers and acquisitions since the global financial crisis that began in 2008, as economic distress has thrown up attractive deals around the world. Between 2005 and 2011, the number of China's overseas acquisitions tripled to 177 and jumped five-fold in value to $63 billion.
This paper has come about following a survey of more than 1,600 people across the United States, the United Kingdom and France and extensive discussions with numerous advisors and business leaders from lawyers and accounting consultants with global M&A practices to Chairmen and CEOs such as Li Shifu of Geely.
While the M&A conversion rates do not appear to differ greatly on paper, anecdotal feedback and the results of a survey MSLGROUP conducted among the public in Europe and North America suggest that Chinese companies face much more significant challenges in closing international transactions than those from other territories. Furthermore, Chinese companies pay premium of up to 15 to 20 percent simply because of origin.
Leveraging insights into perception issues China faces in key markets around the world, this report explores the communications issues Chinese companies should address when considering outbound M&A.
Based on findings from Altimeter Group's State of Social Business 2013 report, this infographic shows how companies are formalizing, organizing, and growing their social media efforts — yet still lacking an enterprise wide strategic foundation.
Download and read the full report at: http://bit.ly/ssb-2013.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
The State of Corporate Social Media 2012Nick Johnson
"The State of Corporate Social Media" is a free briefing from Useful Social Media on how large companies are using social media, written by @gnjohnson.
The 2012 edition features over 40 pages of stats, facts, benchmarks and analysis on how social media is impacting business.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
State of the Media Report 2014:
Navigating Traditional Media Through Social Media
and Other Digital Practices
Compiled & Written by Katrina M. Mendolera
In PR2020, experts give us their perspective on what’s coming next in terms of tech disruptions, and how they believe this will impact the work we do. We explore influence, data, human science and machines, and our relation to them as communications professionals, business owners, governments, and human beings.
Write to us to start a conversation on how we can help you distill actionable insights and foresights from conversations and communities.
For more information contact Pascal Beucler, SVP & Chief Strategy Officer, Global, MSL (pascal.beucler@mslgroup.com) and Melanie Joe, Consultant – Research & Insights, MSL (melanie.joe@mslgroup.com)
Digital channels are 'on' 24/7, a fact that's as true for brands as it is for traditional media. Organizations struggle to keep up, not to mention remain relevant. All marketing organizations must now consider to what degree they will function in real time. New research from Industry Analyst Rebecca Lieb and Senior Researcher Jessica Groopman defines real time marketing (RTM), identifies the six RTM business scenarios, addresses the benefits, executional challenges and best practices of RTM and outlines how companies can move into real time readiness.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe.
For leading companies, implementing a global innovation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial measures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results. Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D location look very different today than they did less than a decade ago.
Leveraging social media in employee engagementParker LePla
Social media tools have added more visibility to your brand, providing a channel for anyone’s unique thoughts, opinions and experiences to be distributed to the world almost instantaneously. Given this new reality, what do you do? Do you become the online police of your brand? Instead, let's consider a different approach.
Rx for Ad Agencies Suffering From Direct, Digital and Social Media Confusion...Clive Maclean
The opportunity is clear. Forget about continuing to structure your agency in silos like brand, direct, digital and social marketing, and start to think about People2People marketing.
If you can integrate your marketing efforts and succeed in motivating customers not only to interact with you, but to share their personal networks with you, you will have created a powerful channel for your brand in the marketplace.
Evolution Not Revolution: The Social Intelligence Maturity ModelTodd Todd
http://synthesio.com/corporate/en/resources/#guides | Intelligence on social media interaction is constantly evolving. In the increasingly interconnected world we live in today, the need for a model to encompass this topic has become very relevant for businesses and organizations. Synthesio answers this with the social intelligence maturity model.
How Social Media is Changing the World of Business by Dean Russell, Fleishman...Fleishman-Hillard
Social media is changing the agency landscape with the roles of advertising, marketing and PR increasingly merging. This presentation looks at the challenges of of the concept of social business and how social media will increasingly play a role in organisations that goes deeper than sales and marketing alone.
Beyond Advertising: Creating Value Through all Email and Mobile TouchpointsMarketingSherpa
Watch this session live at 2:00pm EST on Wednesday, May 3, 2017. www.marketingsherpa.com/beyond
MarketingSherpa Summit was filled with real-world case studies from your peers. This webinar provides an opportunity to step outside your day-to-day role and ask big questions like, “Where do I want to take my organization, department or individual career?” — and learn how to transform your organization and career with customer-first marketing philosophies.
To help you do that, we’ve invited a pioneering researcher focused on reinventing advertising and marketing. In this webinar, Catharine Hays — the executive director of The Wharton Future of Advertising Program and co-author of “Beyond Advertising: Creating Value Through All Customer Touchpoints” — will share her research into customer-first marketing with over 200 thought leaders in marketing, technology, cultural anthropology and other disciplines from 22 countries.
In this webinar, you will learn:
The five forces of change affecting marketing and advertising
Insights, ideas and frameworks for adapting to how mobile technology has changed brands relationships with customers
How to challenge entrenched mental models of email and mobile marketing and advertising, including example pioneering customer-first marketers are taking
Next Generation Social Media: Alignment of Business Processes and Social Inte...Vinay Mummigatti
As enterprises try to catch up with the social media buzz, many companies are starting to realize that it is difficult to define tangible business outcomes around social media investments. Social intelligence and social analytics are new con- cepts which have the potential to help enterprises move beyond basic marketing and define a goal-oriented strategy around social media.
The next wave of social media investments will be in enterprise programs that are designed to facilitate participation in social media interactions, analyzing the data generated and taking real time actions that govern product, marketing, distribu- tion and pricing processes.
The larger ecosystem of any enterprise includes business partners, employees and customers. Each of these constituents plays an important role in processes that govern innovation, customer experience, collaboration, supply chain, talent management and overall business growth. Social media is emerging as the glue that binds these groups and creates tidal waves that can make or break the fu- ture of any company. The only way organizations can ride this wave successfully is to track the social interactions, derive events and patterns that can lead to business process improvements across different functional areas. Another aspect of social media which is internal to an enterprise is in terms of collaborative busi- ness processes where collective knowledge sharing and decision-making is greatly enhanced through social tools.
Certain emerging trends in technology such as the collaboration between social media and mobile technology providers have created a revolution in the adoption rate of social media. The confluence of social media and mobile technologies is creating upheaval not just in competitive dynamics but also across social and po- litical spheres.
The focus of this paper is to enable organizations to define a strategy around Social Media and tie it to measurable outcomes as defined by core processes that are critical to the survival and growth of any enterprise.
The eighth edition of the Creativity in PR study explores the sector's creative evolution as it emerges from the unique challenges of the past two years.
The 2022 Report, co-authored by PRovoke Media and Now Go Create, in partnership with FleishmanHillard, is based on a survey of more than 200 agency and in-house executives from across the world, which took place earlier this year.
The War for Ideas: Five Years of the Creativity in PR StudyPRovoke Media
Co-author Claire Bridges explores findings from five years of the Holmes Report's landmark study, analysing what they mean for the future of the PR industry.
The 2014 Creativity In PR study, based on a survey of 600 PR people from around the world. Co-authored by the Holmes Report and Now Go Create, in conjunction with H+K Strategies.
The Holmes Report's 2014 Global Creative Index again analyses entries and winners from more than 25 PR award programmes from around the world, to determine the best performing campaigns and agencies.
The 2013 edition of the Holmes Report's Creativity in PR study, co-authored by NowGoCreate and sponsored by Ketchum. Based on research of 600 people across more than 35 countries, exploring whether the PR industry is creative enough to sway marketing budgets and develop game-changing ideas.
The Holmes Report's first Creative Index analyses award-winning PR campaigns from more than 25 shows worldwide to determine the most creative programmes of the past 12 months.
New Communications in a Networked World: The Philips Case StudyPRovoke Media
Philips global comms chief Andre Manning explains how his company is integrating PR and marketing, at the Holmes Report's first ThinkTank Live Conference in Prague.
8. THEN WHAT HAPPENED? THE WORLD GOT A LOT SMALLER Mobility Your customers do not distinguish between ‘brand’ and ‘channel’ Personalization & Customization Know your customer; recognize her taste, preferences and reward her with rich and relevant experiences Global Citizenship Consumers believe in the power of community and accountability, and make decisions based on shared values Community “ What drives change and motivates people to act is other people.” David Fischer, Facebook VP Advertising and Global Operations (Advertising Age, Feb 2011)