european communication monitor 2014

European Communication

Monitor 2014

Excellence in strategic communication – key

issues, leadership, gender and mobile media

PROF. DR. RALPH TENCH

PROF. DR. DEJAN VERČIČ

FIVE KEY INSIGHTS FROM THE NEW

MONITOR RESEARCH.

OUR CONCLUSIONS AND SUGGESTIONS FOR

ACTION.

AS WELL AS YOUR IDEAS, THOUGHTS AND

COMMENTS.

WHAT WE WOULD LIKE TO

SHARE WITH YOU

ABOUT THE MONITOR

2,777 PARTICIPANTS FROM 42 COUNTRIES.

67.6% TOP AND SECOND LEVEL COMMUNICATORS.

57.7% MORE THAN TEN YEARS ON THE JOB.

AVERAGE AGE 40.9 YEARS.

• Research and advisory team from 11 renowned universities across Europe

• Pre-tests and transparent sampling method

• Data evaluation by academic standards

• Country-specific analysis for 20 countries

STRATEGIC ISSUES

0%

10%

20%

30%

40%

50%

60%

2008 2009 2010 2011 2012 2013 2014

Linkingbusinessstrategyandcommunica on

Buildingandmaintainingtrust

Copingwiththedigitalevolu onandthesocialweb

Dealingwithsustainabledevelopmentandsocialresponsibility

TOP FOUR ISSUES FOR COMMUNICATION

MANAGEMENT IN EUROPE SINCE 2008

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2008 2011 2014

Onlinecommunica on

Face-to-facecommunica on

Pressandmediarela ons:addressingonlinemedia

Pressandmediarela ons:addressingprintmedia

Pressandmediarela ons:addressingTV/radio

Socialmedia

DIGITAL MEDIA AND FACE-TO-FACE

COMMUNICATION GAIN IN IMPORTANCE, WHILE

ADDRESSING PRINT MEDIA LOOSES GROUND

86.6%

72.5%

64.0%

54.7%

54.6%

2.3%

Interactwithconsumersandothers(e.g.answerques ons,provideservice)

Allowconsumersandotherstocommentonanexperiencewiththecompany/organisa onoritsproductsandservices

Solicitfeedbackfromconsumersandothersonproductandserviceimprovementsandinnova ons(e.g.survey)

Workinterac vely/directlywithconsumersandothersonproductandserviceimprovementsandinnova ons(e.g.focusgroups)

Offeradirectlineofcommunica onwithcompany/organisa onmanagement

Noneofthese

TYPE OF COMPANY BEHAVIOUR ON SOCIAL

MEDIA EXPECTED BY STAKEHOLDERS, AS

REPORTED BY COMMUNICATORS

LEADERSHIP

71.8%

63.6%

57.1%

54.8%

48.1%

34.7%

29.3%

25.0%

23.9%

19.6%

10.4%

5.7%

4.7%

In-personspeeches/appearances

Company/organisa onwebsite

TVinterviews

Printinterviews

Formalannouncement/newsrelease

Annualreports/officialcompanyreports

Communica onstocompanyemployeesthatanemployeemadepublic

Leaderorcompany/organisa onblog

Company/organisa onsocialcommunitysite

Company/organisa onsocialnetworkingandmicrobloggingservice

Televisionadver sing

Onlineadver sing

Printadver sing

IMPACT OF VARIOUS COMMUNICATION

ACTIVITIES ON PUBLIC OPINION ABOUT

LEADERSHIP

94.7%

90.9%

90.1%

90.0%

89.0%

87.1%

81.3%

78.4%

77.5%

74.1%

71.1%

61.9%

52.5%

51.0%

Communica nginanopenandtransparentway

Providingaclearoverall,long-termvision

Handlingcontroversialissuesorcrisescalmlyandconfidently

Leadingbyexample

Aligningwhatissaidanddone

Bringingoutthebestinothers

Admi ngmistakes

Tellingacompelling,easilyunderstandablestory

Makingtoughdecisions

Showingrespectfordifferentcultures

Demonstra ngabilitytoworkwithdifferentpersonalitystyles

Showingrespectfortheorganisa on’shistoryandculture

Takingac vestepstoensurediversityintheirorganisa on

Usinginspira onalrhetoric

Importantcharacteris csorbehaviourstobedemonstratedbyeffec veleaders

CHARACTERISTICS OF EFFECTIVE

LEADERS

IMPORTANT ATTRIBUTES OF

ORGANISATIONAL LEADERSHIP IN

DIFFERENT COUNTRIES

MOBILE COMMUNICATION

64.7%

61.1%

61.1%

30.2%

16.3%

15.2%

15.2%

16.5%

61.1%

38.2%

38.2%

22.0%

25.1%

22.5%

22.5%

17.1%

61.0%

32.4%

32.4%

21.3%

21.3%

18.3%

18.3%

15.6%

51.9%

25.6%

25.6%

17.4%

28.0%

18.3%

18.3%

12.8%

Mobilecorporate/organisa onalwebsite

Appsforsmartphones(iPhone,etc.)

Appsforsmartphones(iPhone,etc.)

Mobilepressroomwebsite

Applica onsalreadyimplementedandplannedfor2014

Jointstockcompanies

Privatecompanies

GovernmentalOrganisa ons

Non-profitorganisa ons

MOBILE COMMUNICATION IN DIFFERENT

TYPES OF ORGANISATION

GermanyAustria

Switzerland

France

Belgium

Netherlands

UnitedKingdom

Denmark

Sweden

NorwayFinland

Spain

Portugal

Italy

Greece

Croa a

Serbia

Romania

Poland

Russia

Mobilecorporate/organisa onalwebsite

Appsforsmartphones(iPhone,etc.)

AppsfortabletPCs(iPad,etc.)

Othermobilewebsites

MobilepressroomwebsiteScale:0.0%(min.)–80.0%(max.)

COUNTRY TO COUNTRY ANALYSIS OF MOBILE

COMMUNICATION

Opportunities

• Communication with stakeholders at any time

• User-friendly content presentation

• Reaching younger publics

Challenges

• Integration with other channels and platforms

• Conclusive concepts which create added value

• Presenting complex content on small screens

KEY OPPORTUNITIES AND CHALLENGES OF

MOBILE COMMUNICATION

GENDER AND STRATEGIC

COMMUNICATION

34.7%

30.6%

30.0%

19.1%

14.4%

7.6%

47.5%

50.4%

33.4%

38.3%

37.2%

19.3%

17.7%

19.0%

36.6%

42.6%

48.5%

73.2%

Femaledominancewillfosterprofessionalism

Femalemajori eswillmovetheprofessiontowardssymmetricalcommunica on

Feminisa onwillperpetuatetheso imageoftheprofession

Feminisa onwillincreasetheprocessofencroachment

Afemalemajoritywillleadtoanincreaseofaveragesalariesforcommunica onprofessionals

Feminisa onwillslowdownthetechnologicalevolu onoftheprofession

Perceivedconsequencesofafemalemajorityupontheprofession

Agreement(scale4-5) Neutral(scale3) Disagreement(scale1-2)

FEMINISATION OF THE PROFESSION

1.50 2.00 2.50 3.00 3.50

Inmyorganisa on,femalecommunica onprofessionals,comparedtomaleprac oners...

Maleprac oners

Femaleprac oners

needmore meforprivateobliga ons(children,otherfamilymembers,etc.)

faceinvisiblebarriershinderingtheircareerpathtothetop**

havetoaccomplishmoreinordertoachievethesamesuccess**

havelessadvancementopportuni esdespiteholdingthesamequalifica ons**

receivelesssupportbymentors**

performworkwhichislessvaluedinrela ontoorganisa onalsuccess**

havetoworkharderforsecuringquality,long-termrela onshipswithsuperiorsortopexecu ves**

areratherexcludedfrominformalpowernetworks**

MALE AND FEMALE PRACTITIONERS REPORT

DIFFERENT PRACTICES IN ORGANISATIONS

TRADITIONAL GENDER PREJUDICES STILL

PREVALENT IN THE PROFESSION – BUT

MANAGEMENT SKILLS ARE MORE STRONGLY

ATTRIBUTED TO WOMEN

EXCELLENT COMMUNICATION

FUNCTIONS

Statistical analyses are used to identify excellent organisations based on benchmarking approaches and self-assessments known from quality management

EXCELLENCECommunica onfunc onsinorganisa onswhichoutperformothersinthefield

INFLUENCEInternalstandingofthecommunica onfunc on

withintheorganisa on

ADVISORYINFLUENCE(Q30)

Seniormanagerstakerecommenda onsofthecommunica onfunc on

(very)seriously

EXECUTIVEINFLUENCE(Q31)

Communica onwill(very)likelybeinvitedtosenior-levelmee ngsdealingwith

organisa onalstrategicplanning

PERFORMANCEExternalresultsofthecommunica onfunc on’s

ac vi esanditsbasicqualifica ons

SUCCESS(Q32)

Thecommunica onoftheorganisa oningeneralis

(very)successful

COMPETENCE(Q33)

Thequalityandabilityofthecommunica onfunc onis(much)

be ercomparedtothoseofcompe ngorganisa ons

MODEL FOR IDENTIFYING EXCELLENT

COMMUNICATION FUNCTIONS

EXCELLENT COMMUNICATION FUNCTIONS IN

DIFFERENT TYPES OF ORGANISATIONS

COMMUNICATION FUNCTION ALIGNMENT:

SIGNIFICANT DIFFERENCES BETWEEN

DEPARTMENTS WITH EXCELLENT

COMMUNICATION FUNCTIONS AND OTHERS

EXCELLENT COMMUNICATION FUNCTIONS ARE

CHARACTERISED THROUGH MORE OVERTIME

WORK

PROFESSIONALS WORKING IN ORGANISATIONS

WITH EXCELLENT COMMUNICATION FUNCTIONS

REPORT A HIGHER LEVEL OF JOB SATISFACTION

© 2014

Prof. Dr. Ralph Tench

Professor of Communication

Leeds Metropolitan UniversityUnited Kingdom

r.tench@leedsmet.ac.uk

Prof. Dr. Dejan Verčič

Professor of Public Relations

University of Ljubljana

Slovenia

dejan.vercic@fdv.uni-lj.si

www.communicationmonitor.eu

A joint project by: Sponsor: