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The European Communication Monitor (ECM) 2014 explores current practices and future developments of strategic communication in corporations, non-profits, and other organisations including communication agencies. This unique, longitudinal survey has been organised annually since 2007. The eighth edition presented in this report is based on responses from 2,777 participating professionals from 42 countries.
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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
Prof. Dr. Dejan Verčič
Professor of Public Relations
University of Ljubljana
Slovenia
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