The document provides an overview of social media use among associations based on an online survey of 123 association executives and focus groups with 10 communication directors. It finds that while most associations are active on social media, especially Twitter and Facebook, dedicated resources are limited, usually less than 10 hours per week. Associations primarily use social media for communication and information gathering. Measurement of impact is still developing, relying mainly on follower counts with few conducting in-depth analysis. Twitter is seen as having the greatest potential for positive influence while Facebook may pose more risks. The report concludes with recommendations for associations to develop effective social media strategies.
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
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
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.
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
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 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
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
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
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.
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
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 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
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
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), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 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, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. 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.
The 2015 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,253 communication professionals based in 41 countries across Europe. Conducted by an international research team from renowned universities, the research provides insights about the future relevance of mass media and owned media, content strategies, integrating communication functions, value contribution, strategic issues within the next three years, organisational listening, measurement and evaluation, relations between clients and agencies, and characteristics of excellent communication departments. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD) with partner PRIME Research International. 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.
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. 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
This is the 2011 annual survey on future trends in communication management and public relations
The European Communication Monitor is a transnational survey on strategic communication worldwide.
It has been conducted for the fifth time in 2011 with more than 2,20 participating professionals from more than 40 countries.
The next survey will be conducted from March 1-31, 2012.
Find them online at http://www.communicationmonitor.eu
If you are a communications profession in Ireland and interested in learning about how to integrate social media into your communications plan then visit the PR Institute of Ireland website for details of the Certificate in Social Media Communications, the foremost programme of its kind in Ireland and one that has been running since 2009. http://www.PRII.ie
Disclosure: I am the programme leader for the course.
This full report (116 pp., PDF) for the Asia-Pacific Communication Monitor (APCM) 2017/18 is based on a survey of 1,306 communication professionals working in companies, non-profits, governmental organisations and agencies across 22 countries in the region (including China, Hong Kong, India, Thailand Vietnam, Malaysia, Indonesia, Singapore, Philippines, New Zealand, Australia and many more).
The bi-annual study is part of the global Communication Monitor series, which provides valuable insight into the communication industry and its future, assessing the impact of digital technologies, social media, mobile communications, and the need for strategic focus to align communication outcomes to organizational goals.
The APCM 2017/18 examined five areas: (1) organisations (their structure and country or countries of operation); (2) communication professionals (their demographics, role, experience, etc.); (3) the situation in which they operate (practices, skills, job satisfaction, etc.); (4) the communication department (its role, influence and performance); and (5) perceptions of the future (importance of channels, value contribution, etc.).
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
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
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 first edition of the North American Communication Monitor (NACM) is a comprehensive report on strategic issues, practices and roles for communication professionals in Canada and the United States. The NACM is organized by The Plank Center for Leadership in Public Relations at the University of Alabama. It has been conducted by an academic research team consisting of Professors Bryan H. Reber, Juan Meng, Bruce K. Berger, Karla K. Gower, and Ansgar Zerfass. The study joins existing Communication Monitors in Europe, Latin America and Asia-Pacific in providing the largest and only truly global study for the profession based on sound empirical standards. The goal is to stimulate and promote the knowledge and practice of excellent communication management worldwide.
The NACM 2018/19 includes perceptions and insights from 1,020 communication professionals in North America (255 in Canada and 765 in the U.S.). The study tracks top-of-mind trends like fake news and strategies to deal with it, and identifies the most pressing strategic issues today for communicators, nearly half of whom (49.4%) said trust was the most crucial issue.
The study also explores professionals’ perceptions of their organizational cultures and their leaders’ performance, and shows how strongly culture and leaders affect employees’ work engagement, trust and job satisfaction. The NACM 2018/19 also asked the professionals about stress levels in this hyper-speed profession, and three were mentioned most often: lack of advancement opportunity (34.3%), heavy work load (33.6%) and information overload (33.3%).
Other areas in the report focus on professionals’ social media skills and management knowledge, and the contributions they make to organizational success.
Full information about the NACM is available at http://plankcenter.ua.edu/north-american-communication-monitor/
Trust in Communicators 2019 Study: How the general population trusts journali...Communication Monitor
The "Trust in Communicators" (TiCS) study has been conducted by researchers from Leipzig University, Leeds Beckett University, and IULM University Milan within the framework of EUPRERA, facilitated by Cision Insights and Fink & Fuchs. It is linked to the European Communication Monitor research project. The study combines representative polls of adults aged 16 to 64 from Germany, Italy and the United Kingdom with a survey of communication practitioners in the same countries.
The public poll highlighted that communication and PR professionals are trusted and recognised more highly in the UK than in Germany or Italy. However, the general public has a high-level of distrust in these professionals. A trust gap was identified between communications and PR professionals and journalists, but it was not as wide as expected and is closing.
Information about organisations is often spread by people who are not acting in a professional communication role – i.e. organisational advocates such as supportive customers (fans, brand ambassadors), experts in the field (academics, consultants) or activists with overlapping interests. The polls found that external experts are the most trusted of these advocates, but all are trusted more highly than communication and PR professionals. Efforts should be focussed on enabling these advocacy groups to promote the trust-building process. The polls also revealed that the general population has fuzzy perceptions about the goals and activities of PR professionals.
Whilst communication and PR professionals misperceive the public’s opinion about them and overestimate public trust. These professionals also misjudge their role in the trust-building process and ignore public trust in external advocates.
The full report (PDF, 38 pp.) is available for download.
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.
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..
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.
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.
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.
International public relations is a part of daily business for more than 90 per cent of CCOs in Europe, with nearly a quarter of them dealing with 20 countries or more. Sensitivity to multiple cultures while preserving the core identity and ability to change are the main challenges, along with the language(s) problem where introduction of English as the business lingua franca is only a partial solution. Only about a half of COOs reported solid structures for international public relations operations.
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.
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”.
The 14th annual edition of the European Communication Monitor - an academic study on the strategic communications and PR profession - investigates six major issues for communication leaders: ethical challenges and resources for the communications profession; cyber security and communications; assessing and advancing gender equality; strategic issues and communication channels; status quo and future needs for competency development. The study also identifies drivers of excellence in each field. This allows readers to evaluate their own organisation and identify needs for improvement.
This edition of the ECM is based on responses from 2,324 communication professionals working in companies, non-profits, governmental organisations and agencies from 44 European countries. Detailed analyses are available for 22 countries. This makes the monitor the largest regular study of the field worldwide – and the only truly global research of its kind in conjunction with the North American, Latin American and Asia Pacific Communication Monitors.
The ECM 2019 shows that digital communication channels bring along new ethical challenges, but the majority of communication professionals are lacking up-to-date resources to tackle them. While three out of four communication departments employ more women than men, still only one out of two top leaders in the field are women. The main barriers identified are a lack of flexibility and intransparent promotion policies within organisations. Communication practitioners fear the hacking of websites and social media accounts – they are often involved in handling cyber security issues, but seldom help to build resilience. Last but not least, large competence gaps are identified in the fields of technology and data, although communication professionals have completed an average of 19 training days in 2019.
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), Piet Verhoeven (Amsterdam), Ángeles Moreno (Madrid) and Ralph Tench (Leeds) are supported by national research collaborators who are professors at renowned universities across the continent.
The European Communication Monitor 2020 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, digital communications partner Fink & Fuchs, and media partner Communication Director magazine. 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.
The 2015 edition of the largest annual study in strategic communication, corporate communications and public relations worldwide is based on responses from 2,253 communication professionals based in 41 countries across Europe. Conducted by an international research team from renowned universities, the research provides insights about the future relevance of mass media and owned media, content strategies, integrating communication functions, value contribution, strategic issues within the next three years, organisational listening, measurement and evaluation, relations between clients and agencies, and characteristics of excellent communication departments. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD) with partner PRIME Research International. 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.
View the 2014 edition of the largest empirical study in strategic communication, corporate communications and public relations worldwide. Conducted by an international research team from 11 universities and based on responses from 2,777 professionals from 43 countries across Europe. Insights about characteristics of excellent communication functions, mobile communication, gender issues in strategic communication, job satisfaction, networking, mentoring, drivers of career development, and much more. A joint project by the European Public Relations Education and Research Association (EUPRERA),the European Association of Communication Directors (EACD), sponsored by global communication agency Ketchum. 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
This is the 2011 annual survey on future trends in communication management and public relations
The European Communication Monitor is a transnational survey on strategic communication worldwide.
It has been conducted for the fifth time in 2011 with more than 2,20 participating professionals from more than 40 countries.
The next survey will be conducted from March 1-31, 2012.
Find them online at http://www.communicationmonitor.eu
If you are a communications profession in Ireland and interested in learning about how to integrate social media into your communications plan then visit the PR Institute of Ireland website for details of the Certificate in Social Media Communications, the foremost programme of its kind in Ireland and one that has been running since 2009. http://www.PRII.ie
Disclosure: I am the programme leader for the course.
This full report (116 pp., PDF) for the Asia-Pacific Communication Monitor (APCM) 2017/18 is based on a survey of 1,306 communication professionals working in companies, non-profits, governmental organisations and agencies across 22 countries in the region (including China, Hong Kong, India, Thailand Vietnam, Malaysia, Indonesia, Singapore, Philippines, New Zealand, Australia and many more).
The bi-annual study is part of the global Communication Monitor series, which provides valuable insight into the communication industry and its future, assessing the impact of digital technologies, social media, mobile communications, and the need for strategic focus to align communication outcomes to organizational goals.
The APCM 2017/18 examined five areas: (1) organisations (their structure and country or countries of operation); (2) communication professionals (their demographics, role, experience, etc.); (3) the situation in which they operate (practices, skills, job satisfaction, etc.); (4) the communication department (its role, influence and performance); and (5) perceptions of the future (importance of channels, value contribution, etc.).
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
This edition of the world's largest study on strategic communication and public relations explores the status quo and trends across 50 countries. Topics include visualisation, social bots, hypermodernity and benchmarking for strategic communications.
Based on responses from 3,387 senior professionals from every European country, this years’ edition of the European Communication Monitor (ECM) reveals that even though the professionals are fully aware of the visual trend in society, every second professional has limited visual competencies. The data also demonstrated that the phenomenon of social (ro-)bots is largely neglected by many communication professionals in Europe. Only one third follow the debate about social bots and 15.9 per cent have no idea about the topic at all. In this context social bots are mainly seen as a threat for public debates and organisational reputation alike, although four out of ten respondents do also see opportunities arising from them.
Moreover, the ECM 2017 asked how the hyper modern paradigm might influence the work environment of communication professionals. A hypermodern society is a society in overdrive, characterised by a culture of hyper consumption, hyper change, and hyper individualism. A large majority of 71.5 per cent witness the cultural transformation towards a hyper modern culture in their country. The transition from a postmodern to hypermodern culture is the strongest in consultancies (57.2 per cent) and private companies (51.8 per cent). Organisations with postmodern and hypermodern characteristics are ahead in sensing the trend towards an overarching consumer mentality and are much stronger involved in societal debates. Most of them think that it has already changed and will continue to change the communication with their stakeholders.
The ECM is a joint project by the European Public Relations Education and Research Association (EUPRERA) and the European Association of Directors (EACD), supported by partner PRIME Research. The communication monitor study series, initiated and led by Professor Ansgar Zerfass (University of Leipzig), analyzes trends in the field since more than a decade and covers more than 80 countries across European, Latin-America and Asia-Pacific by now.
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 first edition of the North American Communication Monitor (NACM) is a comprehensive report on strategic issues, practices and roles for communication professionals in Canada and the United States. The NACM is organized by The Plank Center for Leadership in Public Relations at the University of Alabama. It has been conducted by an academic research team consisting of Professors Bryan H. Reber, Juan Meng, Bruce K. Berger, Karla K. Gower, and Ansgar Zerfass. The study joins existing Communication Monitors in Europe, Latin America and Asia-Pacific in providing the largest and only truly global study for the profession based on sound empirical standards. The goal is to stimulate and promote the knowledge and practice of excellent communication management worldwide.
The NACM 2018/19 includes perceptions and insights from 1,020 communication professionals in North America (255 in Canada and 765 in the U.S.). The study tracks top-of-mind trends like fake news and strategies to deal with it, and identifies the most pressing strategic issues today for communicators, nearly half of whom (49.4%) said trust was the most crucial issue.
The study also explores professionals’ perceptions of their organizational cultures and their leaders’ performance, and shows how strongly culture and leaders affect employees’ work engagement, trust and job satisfaction. The NACM 2018/19 also asked the professionals about stress levels in this hyper-speed profession, and three were mentioned most often: lack of advancement opportunity (34.3%), heavy work load (33.6%) and information overload (33.3%).
Other areas in the report focus on professionals’ social media skills and management knowledge, and the contributions they make to organizational success.
Full information about the NACM is available at http://plankcenter.ua.edu/north-american-communication-monitor/
Trust in Communicators 2019 Study: How the general population trusts journali...Communication Monitor
The "Trust in Communicators" (TiCS) study has been conducted by researchers from Leipzig University, Leeds Beckett University, and IULM University Milan within the framework of EUPRERA, facilitated by Cision Insights and Fink & Fuchs. It is linked to the European Communication Monitor research project. The study combines representative polls of adults aged 16 to 64 from Germany, Italy and the United Kingdom with a survey of communication practitioners in the same countries.
The public poll highlighted that communication and PR professionals are trusted and recognised more highly in the UK than in Germany or Italy. However, the general public has a high-level of distrust in these professionals. A trust gap was identified between communications and PR professionals and journalists, but it was not as wide as expected and is closing.
Information about organisations is often spread by people who are not acting in a professional communication role – i.e. organisational advocates such as supportive customers (fans, brand ambassadors), experts in the field (academics, consultants) or activists with overlapping interests. The polls found that external experts are the most trusted of these advocates, but all are trusted more highly than communication and PR professionals. Efforts should be focussed on enabling these advocacy groups to promote the trust-building process. The polls also revealed that the general population has fuzzy perceptions about the goals and activities of PR professionals.
Whilst communication and PR professionals misperceive the public’s opinion about them and overestimate public trust. These professionals also misjudge their role in the trust-building process and ignore public trust in external advocates.
The full report (PDF, 38 pp.) is available for download.
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.
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..
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.
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.
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.
International public relations is a part of daily business for more than 90 per cent of CCOs in Europe, with nearly a quarter of them dealing with 20 countries or more. Sensitivity to multiple cultures while preserving the core identity and ability to change are the main challenges, along with the language(s) problem where introduction of English as the business lingua franca is only a partial solution. Only about a half of COOs reported solid structures for international public relations operations.
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.
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”.
Stanleybet Romania a introdus in oferta de pariere, 11 noi tipuri de pariu, foarte cunoscute si cerute de catre clienti.
Dezavantajul major a fost ca acest lucru s-a intamplat foarte tarziu, STB fiind ultimul bookmaker din Romania care introduce aceste tipuri de pariu.
Practic, ce-si doreau clientii, urma sa devina disponibil in oferta STB cu o intarziere de aproape 1 an …
By understanding the generations in our workplace and what drives each of us, you help create a work environment where we can all focus on providing the best services for our clients (internal and external) and get needs for respect and communication met.
Following Uncle Sam: National Social Media MarketingLiam Dowd
Best practice report on the uptake
and integration of social media
Conclusions drawn from over 300 surveyed
USM community members – comparing Europe
to that of their North America counterparts.
23 page briefing on social media uptake both sides of the pondharry-rollason
A a new briefing we have just put together here at USM that delves in and compares the level of social media integration for big brands both sides of the Atlantic. It features insights, answers and conclusions drawn from over 300 surveyed USM community members.
The latest issue of our magazine for the IT professional focuses on Project Management. Full versions are available to BCS members. To find out more about the benefits of BCS membership go to http://www.bcs.org/membership
Analysis of Online Comments (BEO) is a research model developed jointly by Corporate Excellence – Centre for Reputation Leadership and Llorente & Cuenca in order to analyse the impact of Internet communication on corporate reputation. The analysis is based on the study of relevant comments made by different members of the public about a company on the Internet.
Since the model supports complicated computations, it enables us to interpret the data almost in real time, not only information provided by structured databases, but also unstructured data that account for 80% of existing information. These include medical images, video streaming, conversations, pictures taken with mobile phones, etc. Our capacity to interpret this vast new natural resource leads to interesting conclusions, considerations and decisions. Therefore, it is possible to say that The Online Comments Report is a strategic tool that may be used for corporate positioning on the Internet based on the analysis of data gathered throughout the year rather than a tool for monitoring in real time.
Reputation is a set of collective evaluations evoked by an organisation in its stakeholders that drive valuegenerating behaviours. Thus, it is clear that an organisation’s reputation does not exist online. Instead, it exists in the minds of people who are stakeholders of the company. Given this definition, we understand that on the Internet we find comments about a company shared by stakeholders in the different online networks. These comments may affect evaluations made about the company. In other words, in the term online reputation, online is the cause and source, and reputation is the effect or result.
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.
Inspiration truly does come in all shapes, sizes and forms – as evident from the stories shared with us by 25 Global Social Business Leaders. Their stories help us better understand how organizations are using social business practices to build a more engaged workforce and develop stronger, more collaborative relationships.
While diverse, all their stories embody personal journeys with one common thread: All of these leaders used social business strategies, technologies, and practices to make a significant impact on their business and community. Through the joint efforts of IBM and the EIU we were able to bring the stories of the 25 Inspiring Global Social Business Leaders to life – giving them a platform to be heard.
UPDATE: The State of Corporate Social Media Briefing 2014 is now available. You can download a free copy here - http://ow.ly/zrDAX
The State of Corporate Social Media is a free briefing from Useful Social Media on how large companies are using social media.
It is based on responses to our annual survey – and this year we had over 1,000 respondents – so the data is more reliable and complete than ever before.
business intelligence, marketing best practice, social media best practice, social media for business, social media intelligence, social media report, social media strategy
For the nonprofit industry, understanding and nurturing a strong community of supporters is a vital component in advancing an organization’s causes.
Organizations look to social media as a means of attracting, leveraging and maintaining an engaged community of young supporters.
This nonprofit report examines the online behaviors of leading nonprofits and their followers, providing insight on how to evaluate performance and optimize social strategies.
Download this report and uncover:
- Key Facebook and Twitter benchmarks
- How the format and timing of online posts affects its performance
- Social intelligence strategies from The British Red Cross and Check One Two
MSLGROUP China whitepaper: We Chat about WeChatLeslie Lin
With 600 million users in less than three years, companies around the world are intensely watching the meteoric rise of Tencent's WeChat platform. WeChat combines the functions of Facebook, Twitter, Instagram, Skype and walkie-talkie into one single application. It is the No 1 app download in 20 countries from India to Saudi Arabia.
The recent launch of WeChat 5.0 in China provides users with a richer, more diverse experience including rapid access to e-coupons, booking capabilities, live support, billing inquiries, and points-of-interest navigation.
MSLGROUP China's own experience with the WeChat platform reveals a powerful tool that serves organizations well beyond sales and marketing purposes. This tool can increase operational efficiency, reduce overhead costs, and increase business value.
Based on our experience helping clients develop and implement strategies on WeChat over the last nine months, we have developed this groundbreaking whitepaper that explains how to construct and use WeChat. We analyze cases and cite examples from a variety of industries and highlight best practices.
Contact MSLGROUP for more information.
With 600 million users in less than three years, companies around the world are intensely watching the meteoric rise of Tencent's WeChat platform. WeChat combines the functions of Facebook, Twitter, Instagram, Skype and walkie-talkie into one single application. It is the Number 1 app downloaded in 20 countries from India to Saudi Arabia.
The recent launch of WeChat 5.0 in China provides users with a richer, more diverse experience including rapid access to e-coupons, booking capabilities, live support, billing inquiries, and points-of-interest navigation.
MSLGROUP China's own experience with the WeChat platform reveals a powerful tool that serves organizations well beyond sales and marketing purposes. This tool can increase operational efficiency, reduce overhead costs, and increase business value.
Based on our experience helping clients develop and implement strategies on WeChat over the last nine months, our team in China has developed this groundbreaking whitepaper that explains how to construct and use WeChat. We analyze cases and cite examples from a variety of industries and highlight best practices.
Similar to Report on social media 04 - 26 - 2013 (20)
DigitalGenius - Human+AI for Customer ServiceTitus Capilnean
DigitalGenius brings practical applications of deep learning and artificial intelligence into the customer service operations of large companies. As a pioneer in the space, DigitalGenius has developed the Human+AI™ Platform for Customer Service.
Use the historical customer service transcripts to train the DigitalGenius AI and integrate it directly into the contact center’s existing software. Once enabled, DigitalGenius automates and increases the quality and efficiency of customer support conversations across text-based communication channels like email, chat, social media and mobile messaging.
DigitalGenius helps manage volume spikes during service disruptions, while opening new communication channels, or dealing with repetitive questions. By embedding a layer of deep-learning intelligence inside existing customer service operations, we enable large companies to unlock new communication channels and serve their customers more efficiently.
The trained neural networks works alongside the human agents, learning from them in real time and enabling them to spends less time doing repetitive work and more time solving genuine customer issues.
The Digital Influence Report replaces our historical State of the Blogosphere and expands the
concept of all things social.
Data sources: 6,000 influencers, 1,200 consumers and 150 top brand marketers.
Principalele informatii care reies din acest studiu:
• 39% dintre romani, petrec in medie 18,6 ore online pe saptamana, depasind media de 16,1 ore din regiune (CEE).
• TV-ul isi aloca 21,6 de ore in medie pe saptamana in ceea ce priveste consumul de media al romanilor
• 21% dintre utilizatorii romani de Internet folosesc mai mult de un dispozitiv pentru a accesa Internetul
• 9% dintre romani intra online prin intermediul telefoanelor mobile
• Internetul influenteaza romanii in ceea ce priveste intentia de cumparare si preferinta pentru o anumita marca mai mult decat pe ceilalti europeni sau vecinii din regiunea CEE; 44% dintre utilizatorii romani de internet declara ca Internetul ii ajuta sa aleaga produse sau servicii mai bune ( fata de media europeana de 51% sau CEE 53%)
• Telefonul mobil este folosit preponderent pentru email si socializare online.
• Zilnic, 48% dintre utilizatorii romani viziteaza site-uri de stiri
• In topul activitatilor derulate de utilizatorii romani de internet. Se afla e-mailul si Instant Messagingul
• Utilizatorii romani de Internet sunt mai activi decat restul europenilor in ceea ce priveste social media. Cu toate acestea, activitatile pasive au o pondere mai mare in obiceiurile de utilizare ale retelelor sociale (57% citesc update/uri sau mesaje in tip ce doar 15% isi updateaza profilul sau comenteaza zilnic)
• Internetul a devenit esential in relationarea unui brand cu consumatorii - peste jumatate dintre utilizatorii romani de internet sunt de acord ca modul in care un brand comunica online este important pentru ei.
• Produsele electronice si serviciile de telecom urmate de serviciile turistice ocupa primul loc la influenta a internetului in decizia de cumparare
• 95% dintre utilizatorii romani de internet cauta informatii online inainte de a efectua o cumparare si 87% fac cumparaturi online. Cu toate acestea doar 11% din totalul cumparaturilor este efectuat prin Internet
My Pecha-Kucha presentation about promoting Romania through image tagging. Tag your images about Romania with keywords like : beautiful place, place to visit, Romanian, Romania and create better Google results for our country!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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2. Offices
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ii
Social Media for Associations
Status Report 2013
www.kelleneurope.com
3. iii
Social Media for Associations
Status Report 2013
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Contents
About the Report
Foreword.......................................................................................................................................... 1
Kellen Europe and Kellen Company.............................................................................................2
Social Media and Associations
Introduction....................................................................................................................................3
Results of Online Survey...............................................................................................................5
Status Report 2013........................................................................................................................ 11
10 Steps to Successful Social Media for Associations............................................................. 17
Acknowledgements....................................................................................................18
4. 11
Social Media for Associations
Status Report 2013
www.kelleneurope.com
About the Report
Foreword
As a leader in association management and strategic advice worldwide, Kellen Europe seeks to
keep its clients on the leading edge of new technologies, opportunities and tactics. Social media
has proliferated quickly across all levels of society around the world, with businesses increasingly
incorporating it into their activities. Social media is not a temporary trend, it is a new method of
communication, which will not go away — hence associations cannot afford to ignore it!
Associations have different governance and decision making structures
compared to corporations, and association communication also requires
a tailored approach. Kellen Europe therefore engaged the research firm
ComRes to conduct a benchmark survey of social media use and influence
in European associations. The results of this online survey indicate that
associations are implementing social media programmes, but may still
be challenged to develop effective strategies and to measure results
against goals. Facebook is perceived to have the greatest potential for
negative impact on organisations, whilst Twitter is viewed as the platform
with the greatest potential for positive influence and perhaps for that reason, is the most popular
social media vehicle. Communication Directors from 10 European associations active in a variety of
industries discussed the key findings of the survey in two focus groups run by Kellen Europe.
Finally, Kellen added recommendations based on its extensive experience with associations and
expertise in communications; resulting in this 2013 Status Report, which focuses on four main areas:
strategy & governance, social media channels or technologies, measurement of social media efforts,
and trends.
With this Report we tackle the new opportunities and challenges that many associations face
when engaging with social media. We plan to conduct this research on a yearly basis to showcase
how associations are adopting social media, as well as to provide trends and insights on this fast
moving area.
I would like to thank all individuals who took the online survey in collaboration with ComRes and
association executives that took time to contribute to our focus groups. A very special thanks goes
to the authors of this Report Nele Devolder and Dani Kolb; and advisor Joan Cear in New York.
We look forward to discuss the Report and its findings with you!
Alfons Westgeest
Managing Partner, Kellen Europe
Group Vice President, Kellen Company
Twitter is viewed
as the platform
with the greatest
potential for
positive influence
5. Social Media for Associations
Status Report 2013
www.kelleneurope.com
2
About the Report
Kellen Company
Kellen Europe is the European office of the Kellen Company, a professional services firm that has
been a trusted advisor to the association industry for almost 50 years. We provide consulting,
management, marketing communications and other professional services to more than 80
regional, national, international and global trade associations and professional societies. Our
staff of 200 association professionals operates from our offices in Atlanta, Brussels, Beijing,
Chicago, New York City, and Washington, DC. Kellen Company is a charter-accredited association
management company by the Association Management Company Institute.
Kellen Europe
Overthepast25yearsKellenEuropehasgatheredconsiderableexpertisethatenablesittorapidly
anticipate the needs of emerging or existing associations and to provide tailored organisational
solutions. These solutions are designed to ensure that our clients hold the position they should
within the association environment. In the current climate, more than ever before, it is essential
that associations remain relevant. Through strategic advice and management services we work
toward ensuring that our client associations remain relevant, forward looking and add value to
their membership. The Europe-based Kellen team includes 20 experienced professionals with
a variety of complementary backgrounds, industry knowledge and skills, each of whom has
extensive experience in the management and representation of national, European and global
associations and is competent in at least three European languages.
OFFICE Representation
washington DC
Brussels
New Dehli
Beijing
japan
Singapore
bahrain
New York
Chicago
Atlanta
6. 3
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Social Media and Associations
Introduction
Before we dive into the specifics of social media in relation to associations, let’s clarify the
term social media.
Defining Social Media
Facebook, Twitter, YouTube, LinkedIn, Google+, Pinterest; these are the words you hear
when people talk about social media, so one could easily think that social media is all about
Facebook, Twitter, etc. But it is not! These are only tools and channels; the software and
technology.
Social media is more expansively “what people do with the technology, the software, the
tools and channels: sharing pictures and video, writing product reviews, collecting content,
connecting with old friends, sharing with new friends, collaborating in the workplace. Social
media is a collective term that describes the means of communicating and engaging with
people.”1
Throughout this Report this is the definition of social media we will use.
Social Media and Associations
Social media has changed the way people communicate and how they connect with others.
The numbers speak for themselves: in March 2013 Facebook had 1.06 billion active monthly
users including 680 million mobile users, more than 50 million pages and 10 million apps.
YouTube now has more than a billion unique users every single month and Twitter has 500
million total users, with more than 200 million active users.2
These are just a few statistics to
demonstrate the reach of social media, and some data will be already outdated when you
read this Report. Social media is a trend that has increased dramatically over the years, and
it’s clear it won’t be disappearing overnight!
Some association executives question the
effectiveness of using social media for their
organisation, by saying that social media is “just
something for young people”, or is not relevant
for their membership. But the fact that the
fastest growing demographics on Facebook
and other social networking sites are individuals
over the age of 50 clearly demonstrates that
this is a false assumption3
. Today, social media is part of everyday life and associations
cannot afford to shy away and miss this trend by assuming it does not apply to them.
1
Holloman “The Social Media MBA“ 2012.
2
http://expandedramblings.com/index.php/resource-how-many-people-use-the-top-social-media/
3
Holloman “The Social Media MBA“ 2012.
Fastest growing demographics
on Facebook and other
social networking sites are
individuals over the age of 50
7. 4
Social Media for Associations
Status Report 2013
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Social Media and Associations
Most importantly, association executives should see the full potential of social media: not
only can it be used to communicate with members, but also with other stakeholders such
as policy makers, other associations and the wider public in general. Social media can
strengthen communication with these target audiences, enabling association executives to
share positions on relevant topics, follow debates that are important for their sector, and
engage with different communities.
Methodology
With this Report we want to give an insight into how associations are currently using social
media. We begin by providing the results from the online survey undertaken in cooperation
with ComRes. In total, 123 association executives from different industries answered. In ad-
dition Kellen Europe conducted two focus groups with in total 10 communication directors
from different industries and with different levels of social media engagement. Based on the
feedback from these focus groups and our expertise in house, we prepared a Status Report
2013 and highlight the findings with regard to governance and strategy, channels, measure-
ment and trends & focus. Based on this analysis, we then derive a set of 10 recommendations
associations should follow when thinking about developing their own social media strategy.
8. 5
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Results of the Online Survey
In February 2013 ComRes, on behalf of Kellen Europe, conducted an online survey amongst
association executives in Europe to better understand how associations are currently
using social media. In total, 123 people responded to the survey, and the key findings are
summarised below.
Responsibility of Managing Social Media Activities
The results show that almost half of all respondents say that the person responsible for
managing social media activities is a communications manager. Just 17% say that the staff
member with departmental responsibility (i.e. Public Affairs, Meetings Management) is
responsible, while 11% say that a dedicated social media manager is responsible.
Time Dedicated to Social Media Activities
The vast majority of respondents (88%) say that the dedicated person in their organisation
spends 10 hours or fewer on social media activity each week. Just 9% say that the dedicated
person spends more than 10 hours.
Social Media and Associations
49%
14%
8%
2%
17%
11%
Communications manager
Staff member with departmental responsibility
Dedicated social media manager
Assistant (office manager, intern)
Other
Don’t know
21%
48%
19%
7% 2%2%
0% More than 40 hours per week
Less than one hour per week
1-5 hours per week
6-10 hours per week
11-20 hours per week
21-40 hours per week
Don’t know
9. Results
6
Social Media for Associations
Status Report 2013
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Reasons to Use Social Media
Respondents say that their organisation was most likely to use social media to communicate
and engage with site users (67%), or to gather information (60%).
Few respondents (11%) say that their organisation uses social media for crisis communications,
while a similar proportion (12%) say that their organisation’s social media activities have no
specific objective.
Social Media Channels Used
The majority of respondents say that their
organisation has an account with either Twitter
(76%), Facebook (59%) or LinkedIn (59%). Only
a third of all respondents (33%) say that their
organisation has a blog.
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
67%
12%11%
60%
44%
28%
46%
Communication and engagement with site users
Information gathering
Influencing key opinion formers through their
social media accounts
To take part in the online debate on specific issues
Recruitment of new members for your organisation
Crisis communication
We have no specific objective
Social Media and Associations
10. 7
Social Media for Associations
Status Report 2013
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Social Media and Associations
Frequency of Content Update and Response to Communication
Out of the social media channels we tested, organisations are most likely to frequently
post new content or respond to communications on Facebook (69%) or Twitter (66%).
Organisations are most likely to actively use Twitter on a daily basis (24%).
Organisations are most likely to actively use Twitter on a daily basis
More frequently than once a day 21% 24% 5% 10% 2%
Less than once a day but more than once a week 49% 41% 35% 29% 11%
Less than once a week but more than once a month 19% 19% 43% 28% 24%
Less than once a month 6% 9% 18% 26% 63%
Frequently 69% 66% 40% 39% 13%
Infrequently 25% 28% 60% 54% 87%
Never 6% 6% 0% 7% 0%
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
0
10
20
30
40
50
60
70
80 76%
59%59%
37%
3% 8%
NONE
OFTHE
ABOVE
TWITTER FACEBOOK LINKEDIN YOUTUBE PINTEREST
0
5
10
15
20
25
30
0
5
10
15
20
25
30
26%
23%
FACEBOOK BLOGS
28
TW
11. Results
8
Social Media for Associations
Status Report 2013
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Impact of Social Media
Respondents are most likely to say that Facebook (26%) is the social media platform that
has the potential to have the greatest negative impact on their organisation. This is closely
followed by blogs (23%).
Respondents are most likely to say that Twitter (28%) is the social media platform that
has the potential to have the greatest positive impact on their organisation. This is closely
followed by LinkedIn (24%).
Social Media and Associations
0
5
10
15
20
25
30
LINKEDIN
0
5
10
15
20
25
30
26%
23%
FACEBOOK BLOGS
28%
24%
TWITTER
0
5
10
15
20
25
30
LINKEDIN
6%
23%
BOOK BLOGS
28%
24%
TWITTER
Negative Impact Positive Impact
Facebook is most likely to be perceived as the platform with
the greatest potential for negative impact, whereas Twitter is
considered to have the greatest potential for positive influence
12. 9
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Measurement of Social Media Impact
Two in five respondents (41%) say that their organisation measures its social media efforts,
while (51%) half say that their organisation does not measure its impact. A small proportion
of respondents (7%) says that they do not know.
The amount of fans or followers that an organisation has (73%) is seen as the most common
form of measuring the impact of its social media efforts. Around half of respondents say
that their organisation measures the impact of its social media efforts by the response
from a target audience (53%), or through the analysis of comments made by social media
users (47%). Few (14%) say that they conduct social listening research by an independent
company.
Social Media and Associations
73%
14%
10%
53%
47%
Amount of followers or fans
Response from target audience (e.g. to the
announcement of specific events or press releases)
Analysis of comments made by other social media users
Social listening research by an independent company
Other
51%
41%
7%
Organisation does not measure the impact of its
social media efforts
Organisation measures the impact of its social
media efforts
Respondents do not know if the organisation
measures the impact of its social media efforts
13. 10
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Social Media’s Contribution to Achieve Business Objectives
Certain respondents indicated that they do not consider their organisation’s social media
efforts to have been particularly helpful in achieving their own business objectives in the
last 12 months. Just 18% say that they consider their organisation’s social media activity to
be effective, while more than a quarter (29%) say that it is ineffective in meeting their
business goals.
On a scale from 1 (not at all effective) to 5 (very effective) respondents are most likely to
give their organisation’s social media activities a score of ‘3’ out of ‘5’ (34%), suggesting that
its activities have been neither effective nor ineffective.
Value of Social Media Activities
Respondents believe that there is a value in their
organisation’s social media activities. More than half of
respondents (56%) say that the amount of resources
their organisation invests in social media is worthwhile,
while just 4% say that it is not worthwhile.
However, three in ten (31%) say that it is too soon to tell
if the resource that they invest is worthwhile or not.
Social Media and Associations
More than half of
respondents (56%)
say that the amount
of resources their
organisation invests in
social media is worthwhile
1 = Not at all effective 8%
2 21%
3 34%
4 14%
5 = Very effective 4%
Don’t know 19%
Ineffective 29%
Effective 18%
Just 18% say that
they consider their
organisation’s social
media activity to
be effective
14. 11
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Status Report 2013
Kellen Europe organized two focus groups with communication directors from 10 European
trade associations. The main results of the online survey served as a starting point for
the discussion and then the communications directors shared their experiences, practical
considerations and recommendations. The key findings of the focus groups combined with
our expertise in communications are summarized below.
How to fit social media in the association’s strategy and governance?
Any association that wants to use social media for its internal or external communications
needs to take a few initial but essential steps before “going live” and may start by asking:
“Why do we want to use social media and what do we want to achieve?”
Clear objectives, a concrete strategy and implementation
plan and tangible goals will make it easier to get
the association leadership onboard. In setting your
objectives, outline a sound strategy that fits in with the
overall association mission. Draft a clear implementation
plan that includes defined measurements and ensure that
the necessary resources for execution of the strategy
are available. Resources will include staff time, which for
most associations surveyed was ten hours per week or less, and internal or external social
media monitoring tools and metrics. Aligning social media goals with measurable outcomes
should be a key factor in your strategy.
Before embarking on a social media program, establish a clear policy that all involved in
representing the association online can act upon. This will ensure trust and a mandate to
work independently, without having to seek approval from the association leadership. Clear
guidelines, including anti-trust rules, will guarantee clarity for all involved.
Be prepared: make sure that you have clear guidelines on the content that you want to share
and establish a link between the communications people and the policy advisors within your
organisation to ensure that all social media activities support the political message you want
to send. Consider who will be the voice and social media gatekeeper for the association.
Define the core messages you seek to communicate and those issues of concern that must be
handled with care. As your organisation prepares its social media strategy, it is important to
know exactly how each channel works, not only in terms of technology but also to ensure that
you have a good understanding of the environment and atmosphere, which can vary from
one channel to another. To ensure that you are comfortable and well acquainted with each of
the specific channels, it is useful to explore them with a personal account first. You may also
want to scope out how member companies or other associations are using social media.
Social Media and Associations
Aligning social media
goals with measurable
outcomes should be a key
factor in your strategy
15. 12
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Which type of social media channel should be used for each type of communication?
The leading mainstream social networking channels, such as Facebook, LinkedIn, Twitter
and blogs, are well known and widely used by associations in their communication activities
and outreach to members, stakeholders and the general public. However, it is clear that
associations are well aware of the fact that they need to select the right channel to get their
message to the audience they want to reach.
Overall, associations are very active on Twitter
because that is the platform where the debate
is going on “live” and where key discussions
take place. For many associations, Twitter also
serves as an excellent “early warning system”
about issues of concern and a source of
information and a valuable data stream: If you
follow the right people and ask questions, you will get answers from experts in the field and
get directed to other relevant channels with more relevant information.
Associations use Twitter to generate traffic to other, more text heavy sources of information
such as the association’s website or blog by tweeting about topics they are covering. Your
organisation can become an influencer by investing time to engage and take part in the
debate with stakeholders, ally associations, journalists, academia and anyone that plays a
role in the field.
In general, Facebook works very well for a Business-to-Customer (B2C) environment, not for
the Business-to-Business (B2B) environment in which most trade associations are operating.
This, however, will be different for professional societies or for trade associations that target
the end consumer. Facebook also works very well for specific events or as part of a larger
advocacy campaign and whenever the association needs to reach out to the general public.
Associations and blogging: is it worth the investment? Indeed,
blogging for associations requires a strong commitment and
investment in terms of human resources. Associations should know,
however, that they do not have to blog all by themselves. You may
engage academia or journalists to ghost write blog articles or to post
occasional guest blogs to supplement your own content. Several
associations also try to engage members to commit to write blog
posts, however this tactic can prove challenging for two reasons:
members may present a point-of-view that infringes on an association’s desire to maintain
neutrality and objectivity, and chasing members and editing their contributions can be very
time consuming.
Blogging for
associations
requires a strong
commitment
Twitter also serves as an
excellent “early warning system”
about issues of concern
Social Media and Associations
16. 13
Social Media for Associations
Status Report 2013
www.kelleneurope.com
Nevertheless, an association blog is a constant flow of information toward members and
the overall community in which your association is operating. The association blog could
serve as an excellent platform to provide more in-depth information to support your social
media content, press releases and industry news and is the perfect vehicle to position your
association and its executives as industry thought leaders.
LinkedIn can be very effective in reaching a targeted B2B community and many associations
use LinkedIn profiles and groups for specific purposes such as member engagement,
member recruitment and events. It is an easy tool to engage with the key people operating
in the association’s industry or field, and has proven its value for reaching to the wider
community and starting a debate. If your goal is to establish a LinkedIn group, it should be
noted that it is not possible to directly recruit LinkedIn members to join a group. One tactic
suggested by our social media strategists within the Kellen Communications division is first
establishing a LinkedIn profile for your organisation so that you can reach out and make a
number of connections within your industry or related areas. Once you have an established
group of connections, then create a group and recommend to your connections that they
join your group. One of the benefits of a LinkedIn group over other social media platforms is
that you can still keep the group “locked” for members only. This requires you to review and
approve new group members which helps to assure that incompatible individuals — such as
those seeking to sell goods or services to your members — cannot join the group. groups
can also be set up so that new posts must be approved by the LinkedIn group administrator
before they become live, ensuring that the content associated with your group is in keeping
with the association’s mission and values.
Social media experts agree that dialogue on
any of the channels — from Twitter to Facebook
to LinkedIn — should be authentic. This relates
to not only your own association’s posts, but
those of fans, followers or connections. So
while your association may wish to avoid “hot
topics” and controversy, rather than deleting
those type of remarks from Facebook or LinkedIn, view them as an opportunity to educate,
express your association’s position or disseminate factual information. Constant monitoring
and prompt response are key to effective message management.
The use of video has gained significant importance in the different fields of communications
in general over the past years. European trade associations have understood this growing
importance and are making use of the tool for specific purposes such as event reporting,
short messaging on the association’s website and as part of advocacy campaigns. Although
it is proven that video is extremely effective, most associations currently use it only as a
support tool to get their messages across. In combination with Twitter or Facebook, linking
to the association’s YouTube channel or website, video can be very effective.
Social Media and Associations
Dialogue on any of the channels
— from Twitter to Facebook to
LinkedIn — should be authentic
17. 14
Social Media for Associations
Status Report 2013
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Inconclusion,itisclearthatnotallchannels
work for each form of communication
or for every association. Try to assess
what works for your association and the
audience you want to reach out to, or
where you want to get your information
from. Social media channels should not
be used for the sake of using them, but
should act as a means of support for any
form of communication your association
undertakes, and have defined objectives. All of the above tools and channels should interact
with each other. An integrated approach across social media channels and traditional media
vehicles will help to generate more traffic to all communication tools used, which will increase
visibility and ensure omni-presence of your association’s message.
Finally, content quality and consistency are essential. Make sure your message is clear
and that you update posts and engage frequently with followers, no matter which tools you
are using.
How should social media efforts be measured?
For the majority of associations, the assessment of their activities on social media is done
on a quantitative basis. The easiest and first step is often: “how many followers, likes, and
views do we have?” This step is easy to grasp and cost effective, with the information readily
available on each of the specific tools. However this is very limited quantitative information,
which doesn’t give any qualitative context on the profile of your support base, and their
reasons for following, liking or viewing your association’s account, page or posts.
Taking it a step further, some associations evaluate their presence on social media by
analysing their followers (mainly on Twitter), as well as the amount of re-tweets and shares
the posted information receives, especially from influential followers such as a Member of
the European Parliament. Finally, an increasing number of associations are subscribing to
online and paying monitoring tools that measure their social impact, track activity around
their posts, and make comparative analyses in the industry or sector in which their association
is active.
The more qualitative way of measuring, in combination with quantitative figures and
comparisons with ally associations are powerful tools to demonstrate the effectiveness and
need to use social media to an association’s leadership — who often focus on the question:
“Why do we need social media and more specifically, what is the return on investment (ROI)
for the efforts we spent in social media?”
However, we might want to take a different approach and ask whether too much attention
is given to the need to measure an association’s social media efforts.
Social media channels should not
be used for the sake of using them,
but should act as means of support
for any form of communication
your association undertakes
Social Media and Associations
18. 15
Social Media for Associations
Status Report 2013
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Association staff often need to justify the efforts and investments put into their social media
outreach more than investments made through other channels of communication. When
compared to other tools and channels associations use in their communication plan, such as
events, it is equally difficult to collect qualitative results. Although the number of attendees
can be checked along with their feedback on the event, it is difficult to know whether it was
able to bring added value to the community or had direct influence on policy makers.
The same is true for advertising; unless advertising efforts are part of a membership
recruitment campaign, you can’t really assess the direct value of these efforts. Associations
need to consider social media as a fully accepted and integrated part of the overall
communication strategy and budget; thereby putting it on the same level as tools that have
been used for years without their ROI being continually questioned.
How to keep on top of new trends and technologies?
Social media is becoming more and more complex and new technologies and applications
are being launched on a regular basis. How can associations stay abreast of these latest
technologies, new tools and channels and how to make sure to pick the right channel for the
association’s message and audience?
Be alert, well informed, test and evaluate! Assess new technologies or channels by trying
them out for a certain period. Analyze the efforts made, the investments done and the
objectives to be reached and decide on whether to continue or not.
An association should not follow blindly what is available on the market but make use of
what is relevant for them and what works for the association and the environment in which
they operate. A good example is the photo sharing platform Instagram, which, according to
comScore.com surpassed Twitter in terms of mobile web traffic in 2012 and currently has
more than 80 million users and a very committed audience. However, hardly any European
trade association is using it, because it doesn’t fit with their environment and activities
unless used for specific campaigns with a visual purpose. Social media activity is not all
about the largest number of possible users or potential outreach. Associations need to know
their audience, adapt to what channels work for them and most importantly, recognise what
information their audience is looking for or is of interest to them — content is essential!
How to stay up-to-date on the latest in social media? Use social media! Visit expert blogs,
podcasts, follow the right individuals on Twitter and engage with LinkedIn groups to learn
from experiences and exchange best practices with peers. The people in your association
staff that are responsible for social media obviously need to have the right skills and have a
genuine interest in the subject. Some associations will take this also into account when hiring
new people outside of the communications department, and would engage for instance a
policy advisor with strong communication skills who can combine and maximise from being
knowledgeable on the policy topic and being able to get the message across by using all
relevant social media channels.
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What about traditional media? Will social media replace some traditional forms of
communication? Most likely yes in cases where communication becomes more effective and
a bigger outreach can be reached more easily: several associations already use applications
such as ‘What’s app’ to communicate with members, while press releases are being replaced
by blog posts that are linked with other technologies such as Twitter, which allows an
association to reach a broader audience in a faster and more efficient way and with less
resources. Now, only one piece of information needs to be created, and then adapted to the
type of channels it is sent through.
In today’s fast moving environment it is essential to get people’s attention and to communicate
in a clear and focused manner. Video is an excellent tool: summarise your key message in
a video not longer than two minutes and direct people to your website or blog for more
specific and in-depth information. Same with Twitter: put the essentials of your message
in 140 characters and connect with people via LinkedIn, e-mail, or website; all the while
generating traffic to all other channels on which your organisation is represented.
Our advice is to try new technologies and assess them for a while, and only continue
investment in what works for your association and its specific audience.
Conclusion
Social media is not a “one-size-fits-all” communications tool for associations. Associations
should take the time to analyze what they want to achieve through social media and then
select the channels that will help them to best reach those goals. Associations should also
assess where social media fits into their portfolio of communications initiatives. For example,
organisations that seek to use social media to drive individuals to their website, should
consider first, whether their website makes a positive first impression.
Social media is dynamic; constantly changing, expanding or contracting, growing louder
or softer based upon the engagement not only of the community manager, but also of the
participants. And, like a garden, you cannot just plant a seed on Twitter or Facebook and
hope that it will grow, you must cultivate it.
Finally, social media may not be the right solution for every application. Other electronic
communications such as email, text messaging or webinars might be better solutions for
specific needs. And let us not forget the impact and effectiveness of a phone call, an in-
person meeting or a personal letter. Today there are more options for communicating than
ever before and surely, there are others that have yet to be discovered.
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1
Ten Steps to Successful Social Media for Associations
2
10
3
4
9
8
7
6
5
Clearly define your association’s
objectives for using social media
Outline a social media strategy that fits in with
your association’s overall strategy
Set out clear guidelines and policies for the use of
social media within your association
Pick the right channels and get acquainted with them
Be transparent and ready to react
Mandate and trust those responsible for
social media in your association
Provide meaningful content
Be clear, focused and adapt your
message to the channels
Monitor and measure your effort through both
quantitative and qualitative tools
Dive into it — explore, evaluate and continue investment
only in channels that work for your association!
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Acknowledgements
We would like to thank the individuals, who kindly took the time to provide their views and
input by participating in our Focus Group meetings.
Alexandrine Gauvin, Communications Officer, AmCham EU
Bénédicte Blondel, Communications Manager, IAB Europe
Catherine Piana, Director General, European Vending Association
Colin MacKay, Communications Director (interim), Cosmetics Europe
Florence Ranson, Head of Communications, European Banking Federation
Lisa McCooey, Deputy Director General/Director of Communications, Food Drink Europe
Magali Merindol, Marketing & Events Manager, Digital Europe
Patricia Mobbs, Communications Manager, APEAL
Thierry Dieu, Director for Communications and Public Policy, ETNO
Thomas Lindemans, Communications Manager, EUCOMED
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Acknowledgements
About the Authors
Nele Devolder, is responsible for Kellen Europe’s external relations and
marketing activities. She works on communication and strategic advice
projects for associations in different industries. Nele has over 10 years of
experienceinthemanagementofEuropeanandinternationaltradeassociations
and professional societies, specifically in the field of healthcare.
Dani Kolb, Manager Kellen Europe, is responsible for the communication
activities of associations from various industries and professions. This includes
defining the overall communication strategy, choosing the right channels and
overseeing the implementation of the communication activities. Dani has 10
years of experience working in Brussels with European and International
associationsandmorespecificallyimplementingadvocacyandcommunications
campaigns for them.
About the Advisor
Joan Cear, Vice President Kellen Communications, New York, develops and
oversees the implementation of integrated marketing communications
programs for associations, not-for-profit organisations and corporate clients.
This includes proactive initiatives designed to support clients’ strategic goals
as well as issues management and crisis communications programs. She also
supervises the company’s Washington, DC public affairs group, KellenAdams.
Joan has 25 years of public relations experience, has served on the boards of
several not-for-profit organisations and is a former journalist.
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We would also like to thank Comres for supporting the production
of this Report
About ComRes
ComRes is a leading market and opinion research agency with a specialism in conducting
reputation, public policy and communications research. ComRes runs the Europoll™ omni-
bus panel of MEPs which is the largest commercially available survey of MEPs as well as an
omnibus survey of wider stakeholders in Brussels.
ComRes also offers bespoke quantitative and qualitative research amongst difficult to
reach EU stakeholders as well as research among legislators and the public in individual
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ComRes’s clients include high profile corporate companies, charities, trade associations,
NGOs, international organisations and national governments.
ComRes opinion research is used by clients to shed light on the reputation of individual
organisations and industries as well as to understand the opinion landscape on key policy
issues of interest to the client.
This information can be utilised to inform clients’ communications and public affairs strate-
gies and evaluate the success of communications activity. Our research is also often used
externally to provide the content for events and publications which demonstrate an under-
standing of opinion among key stakeholders.
ComRes follows the ICC/ESOMAR Code on Market and Social Research.
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