European communication monitor 2014
Download as ppsx, pdf1 like332 views
The European Communication Monitor 2014 presents insights from 2,777 communication professionals across 42 countries, focusing on strategic communication issues such as trust, digital evolution, and social responsibility. It highlights the increasing importance of digital media while emphasizing the challenges and opportunities of mobile communication, particularly in engaging younger audiences. Additionally, the report discusses gender dynamics in the profession, noting the influence of a female majority on communication practices and potential impacts on career progression.
European communication monitor 2014
- 1. European Communication Monitor 2014 Excellence in strategic communication key issues, leadership, gender and mobile media PROF. DR. RALPH TENCH PROF. DR. DEJAN VERI
- 2. WHAT WE WOULD LIKE TO SHARE WITH YOU FIVE KEY INSIGHTS FROM THE NEW MONITOR RESEARCH. OUR CONCLUSIONS AND SUGGESTIONS FOR ACTION. AS WELL AS YOUR IDEAS, THOUGHTS AND COMMENTS.
- 4. 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
- 6. 60% 50% 40% 30% 20% 10% 0% TOP FOUR ISSUES FOR COMMUNICATION MANAGEMENT IN EUROPE SINCE 2008 Linking business strategy and communica on Building and maintaining trust Coping with the digital evolu on and the social web Dealing with sustainable development and social responsibility 2008 2009 2010 2011 2012 2013 2014
- 7. COMMUNICATION GAIN IN IMPORTANCE, WHILE ADDRESSING PRINT MEDIA LOOSES GROUND 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% DIGITAL MEDIA AND FACE-TO-FACE Online communica on Face-to-face communica on Press and media rela ons: addressing online media Press and media rela ons: addressing print media Press and media rela ons: addressing TV/radio Social media 2008 2011 2014
- 8. TYPE OF COMPANY BEHAVIOUR ON SOCIAL MEDIA EXPECTED BY STAKEHOLDERS, AS 86.6% 72.5% REPORTED BY COMMUNICATORS 64.0% 54.7% 54.6% 2.3% Interact with consumers and others (e.g. answer ques ons, provide service) Allow consumers and others to comment on an experience with the company/organisa on or its products and services Solicit feedback from consumers and others on product and service improvements and innova ons (e.g. survey) Work interac vely/directly with consumers and others on product and service improvements and innova ons (e.g. focus groups) Offer a direct line of communica on with company/organisa on management None of these
- 9. LEADERSHIP
- 10. 71.8% IMPACT OF VARIOUS COMMUNICATION ACTIVITIES ON PUBLIC OPINION ABOUT 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-person speeches/appearances Company/organisa on website TV interviews Print interviews Formal announcement/news release Annual reports/official company reports Communica ons to company employees that an employee made public Leader or company/organisa on blog Company/organisa on social community site Company/organisa on social networking and microblogging service Television adver sing Online adver sing Print adver sing LEADERSHIP
- 11. 94.7% 90.9% 90.1% 90.0% 89.0% 87.1% CHARACTERISTICS OF EFFECTIVE 81.3% 78.4% 77.5% 74.1% 71.1% LEADERS Important characteris cs or behaviours to be demonstrated by effec ve leaders 61.9% 52.5% 51.0% Communica ng in an open and transparent way Providing a clear overall, long-term vision Handling controversial issues or crises calmly and confidently Leading by example Aligning what is said and done Bringing out the best in others Admi ng mistakes Telling a compelling, easily understandable story Making tough decisions Showing respect for different cultures Demonstra ng ability to work with different personality styles Showing respect for the organisa ons history and culture Taking ac ve steps to ensure diversity in their organisa on Using inspira onal rhetoric
- 12. IMPORTANT ATTRIBUTES OF ORGANISATIONAL LEADERSHIP IN DIFFERENT COUNTRIES
- 14. MOBILE COMMUNICATION IN DIFFERENT TYPES OF ORGANISATION 64.7% 61.1% 61.1% Applica ons already implemented and planned for 2014 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% Mobile corporate / organisa onal website Apps for smartphones (iPhone, etc.) Apps for smartphones (iPhone, etc.) Mobile press room website Joint stock companies Private companies Governmental Organisa ons Non-profit organisa ons
- 15. COUNTRY TO COUNTRY ANALYSIS OF MOBILE COMMUNICATION Germany Austria Switzerland France Belgium Netherlands United Kingdom Denmark Sweden Norway Finland Spain Romania Serbia Italy Portugal Croa a Greece Poland Russia Mobile corporate/ organisa onal website Apps for smartphones (iPhone, etc.) Apps for tablet PCs (iPad, etc.) Other mobile websites MobileScale: 0.0% (min.) 80.0% (max.) press room website
- 16. KEY OPPORTUNITIES AND CHALLENGES 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
- 17. GENDER AND STRATEGIC COMMUNICATION
- 18. FEMINISATION OF THE PROFESSION Perceived consequences of a female majority upon the profession 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% Female dominance will foster professionalism Female majori es will move the profession towards symmetrical communica on Feminisa on will perpetuate the so image of the profession Feminisa on will increase the process of encroachment A female majority will lead to an increase of average salaries for communica on professionals Feminisa on will slow down the technological evolu on of the profession Agreement (scale 4-5) Neutral (scale 3) Disagreement (scale 1-2)
- 19. MALE AND FEMALE PRACTITIONERS REPORT DIFFERENT PRACTICES IN ORGANISATIONS In my organisa on, female communica on professionals, compared to male prac oners ... Male prac oners Female prac oners have to work harder for securing quality, long-term rela onships with superiors or top execu ves ** 1.50 2.00 2.50 3.00 3.50 need more me for private obliga ons (children, other family members, etc.) have to accomplish more in order to achieve the same success ** face invisible barriers hindering their career path to the top ** have less advancement opportuni es despite holding the same qualifica ons ** perform work which is less valued in rela on to organisa onal success ** are rather excluded from informal power networks ** receive less support by mentors **
- 20. TRADITIONAL GENDER PREJUDICES STILL PREVALENT IN THE PROFESSION BUT MANAGEMENT SKILLS ARE MORE STRONGLY ATTRIBUTED TO WOMEN
- 22. MODEL FOR IDENTIFYING EXCELLENT COMMUNICATION FUNCTIONS Statistical analyses are used to identify excellent organisations based on benchmarking approaches and self-assessments known from quality management EXCELLENCE Communica on func ons in organisa ons which outperform others in the field INFLUENCE Internal standing of the communica on func on within the organisa on ADVISORY INFLUENCE (Q30) Senior managers take recommenda ons of the communica on func on (very) seriously EXECUTIVE INFLUENCE (Q31) Communica on will (very) likely be invited to senior-level mee ngs dealing with organisa onal strategic planning PERFORMANCE External results of the communica on func ons ac vi es and its basic qualifica ons SUCCESS (Q32) The communica on of the organisa on in general is (very) successful COMPETENCE (Q33) The quality and ability of the communica on func on is (much) be er compared to those of compe ng organisa ons
- 23. EXCELLENT COMMUNICATION FUNCTIONS IN DIFFERENT TYPES OF ORGANISATIONS
- 24. COMMUNICATION FUNCTION ALIGNMENT: SIGNIFICANT DIFFERENCES BETWEEN DEPARTMENTS WITH EXCELLENT COMMUNICATION FUNCTIONS AND OTHERS
- 25. EXCELLENT COMMUNICATION FUNCTIONS ARE CHARACTERISED THROUGH MORE OVERTIME WORK
- 26. PROFESSIONALS WORKING IN ORGANISATIONS WITH EXCELLENT COMMUNICATION FUNCTIONS REPORT A HIGHER LEVEL OF JOB SATISFACTION
- 28. 息 2014 Prof. Dr. Ralph Tench Professor of Communication Leeds Metropolitan University United Kingdom r.tench@leedsmet.ac.uk Prof. Dr. Dejan Veri Professor of Public Relations University of Ljubljana Slovenia dejan.vercic@fdv.uni-lj.si www.communicationmonitor.eu A joint project by: Sponsor: