Post on 17-Aug-2015
June 2015
The Future of Corporate Communications:
Cutting Through the No seViews of Senior European Communicators on the Changing Landscape and Roles for Corporate Communicators
Contents
1. Introduction 01
2. The changing communications landscape
03
3. Changing communication roles 13
4. More communications consolidation = less anxiety
21
5. Implications: The new realities of corporate communications
27
6. About the study 28
7. Demographics 30
Introduction
Broad and deep transformations are taking place in business that will redefi ne the communications function: how it will be structured, who will lead it, and what the focus of future communicators will be. As the distinction between brand and reputation becomes increasingly blurred due to greater transparency and the ease of linking the corporate brand and product brand by consumers and other constituents, organisations will have to consider what that means for telling their stories to the audiences that are critical to them. As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
Respondents were asked questions of interest to senior in-houses:
• What changes and challenges is your organisation experiencing?
• How do you position yourself and your organisation to deal with these issues?
• What do you think the future of corporate communications will look like?
Brunswick Insight surveyed 163 senior communicators across a variety of organisations (large corporations, government bodies, NGOs, and associations) and sectors. Respondents were predominantly from the corporate world (79%), with a third based in the UK. The remainder were from across Europe, with sizeable groups from Benelux (Brussels/Belgium, Luxembourg and the Netherlands) (15%), Germany (13%) and the Nordics (Denmark, Finland and Sweden) (10%). Signifi cant or interesting diff erences between these countries/areas are highlighted in the report.
“Communication is no longer a matter of only the communication department and the management. Today the whole company as
well as its target groups participate in the communication.”
(Private company, Finland)
“[I expect] more lateral integration across the business; greater breadth in our
responsibility and involvement.”
(Listed company, UK)
BRUNSWICK INSIGHT REPORT 01
The changing communications
landscapeThe communications landscape
is becoming more complex, both in terms of channels,
as well as in how to manage, engage with and impact
business-critical audiences.
RISE OF SOCIAL, DIGITAL AND MOBILE COMMUNICATIONS
INCREASED PACE OF COMMUNICATIONS
INTEGRATION OF COMMUNICATIONS & OTHER COMPANY DEPARTMENTS
DOING MORE WITH FEWER RESOURCES
MORE STRATEGIC USE OF COMMUNICATIONS TO MANAGE REPUTATION
ENGAGING WITH A BROADER RANGE OF STAKEHOLDERS
GREATER COMPLEXITY OF WORK (e.g. MANAGING MULTIPLE CHANNELS)
MEASURING & DEMONSTRATING THE BUSINESS IMPACT & VALUE OF COMMS
INCREASED FLEXIBILITY BUT MORE EFFICIENT COMMUNICATIONS
MORE PROACTIVE OR INNOVATIVE USE OF COMMUNICATIONS
OTHER
4%
4%
3%
17%
5%
6%
7%
7%
10%
12%
50%
BASE: ALL ANSWERING (163)
Volunteered biggest recent changes? Digital media, faster pace and integration
The changing communications landscape
The rise of social, digital and mobile communications is the standout change that communications departments have had to deal with in the past two years, cited by 50% of corporate communicators. Increased pace and greater integration are also volunteered by at least one in 10 communicators.
“[The biggest change is] the higher speed and transparency of communications
processes as a consequence of digitalisation.”
(Listed company, Germany)
“You have to react faster and faster. The media always want faster and
more detailed answers.”
(Listed company, Czech Republic)
Q. What do you think is the biggest change in the past couple of years in how your communications department does its job?
BRUNSWICK INSIGHT REPORT 03
Managing reputation and getting the story heard are the biggest communications challenges
The changing communications landscape
When asked to volunteer the biggest communications challenges their organisations are currently facing, the most frequent responses are related to managing reputation, external perceptions and rebuilding trust (mentioned by 20%). Eff ective storytelling, targeting messages and achieving cut-through are cited by nearly as many communicators (17%).
“[The biggest challenge is] lack of trust in the banking industry and the need to
communicate changing business models as a result of an evolving regulatory
environment.”
(Listed company, UK)
“Empowering the wider business to communicate with the outside world (a large number of very diverse stakeholders), while
ensuring quality of engagement and consistency in what we say.”
(Listed company, UK)
Q. What would you say is the biggest communications challenge facing your organisation today?
04
MANAGING REPUTATIONENGAGING THE RIGHT STAKEHOLDERS
INTERNAL COMMS
MESSAGE DEVELOPMENT
SOCIAL AND ONLINE MEDIA
KEEPING PACE WITH CHANGES
POSITIVE KEY OBJECTIVES
BUDGET, RESOURCES AND WORKLOAD
SELECTING APPROPRIATE TOOLS AND CHANNELS
DEMONSTRATING VALUE OF COMMS
GLOBALISATION OF THE BUSINESS
CONSISTENT MESSAGING ACROSS THE BUSINESS
BEING MORE STRATEGIC WITH OUR CORPORATE COMMUNICATIONS
CREATING EFFECTIVE MESSAGES
DEMONSTRATING LINK BETWEEN CORPORATE COMMS & BUSINESS GOALS
USING SOCIAL MEDIA EFFECTIVELY
IDENTIFYING EMERGING ISSUES
FINDING WORKABLE METRICS
MAINTAINING OR GROWING THE COMMUNICATIONS BUDGET
IDENTIFYING AND PRIORITISING STAKEHOLDERS
FINDING CREATIVE IDEAS FOR CAMPAIGNS
45%
44%
42%
54%
55%
64%
64%
70%
71%
9%
10%
17%
14%
10%
17%
15%
14%
24%
23%
BASE: ALL ANSWERING (163)
72%
KEY Significant Insignificant
Tier 1
Tier 2
Tier 3
The major focus for communicators is being more strategic and delivering consistent and effective messaging
The changing communications landscape
Half or more of senior communications professionals say a number of potential challenges facing their organisation are “significant”, the most being ensuring consistent messaging across the business (72% say it is a significant challenge), being more strategic (71%) and creating effective messages (70%). Nearly as many are focused on demonstrating the link between their work and business goals (64%) and using social media effectively (64%).
Q. How significant are each of the following potential challenges for corporate communications in your organisation today?
BRUNSWICK INSIGHT REPORT 05
INFORMATION OVERLOAD IN GENERAL
WITH SOCIAL MEDIA, HOW TO SEPARATE WHAT MATTERS FROM WHAT DOESN’T
INCREASED GOVERNMENT REGULATION
CHANGING STAKEHOLDER LANDSCAPE – SIZE AND DIVERSITY OF AUDIENCES
OUR LEVEL OF CRISIS PREPAREDNESS
THE POSSIBILITY OF GETTING HACKED/A DATA BREACH
SCALE OF ANTI-BUSINESS FEELING IN SOCIETY
HOW TO MAKE SENSE OF BIG DATA
HOW SOME FORMS OF COMMUNICATION (e.g. EMAIL, SMS) LIVE FOREVER
36%
27%
37%
39%
42%
45%
47%
48%
11%
20%
24%
19%
25%
23%
29%
23%
38%
BASE: ALL ANSWERING (163)
60%
KEY Concerned Relaxed
Having an impact in an information-saturated communications environment is a big concern
The changing communications landscape
Information overload is cited most frequently as a source of concern (60%), followed by how to separate what matters on social media from what doesn’t (48%). Increased government regulation (47%), the changing stakeholder landscape (45%), the level of crisis preparedness (42%), and the possibility of a data breach (39%) are also a cause of concern for four in 10 or more communicators.
“[I am concerned about the] communication of complex ideas in a world that seems to
want 140 character all-in solutions.”
(Industry association, Switzerland)
“With the saturation of channels, the ability to stand out is our biggest challenge.
Graphics can look slick for anyone, so it’s important for reputation, experience and
personality to stand out.”
(Listed company, UK)
Q. Thinking about your department and the work you do, how relaxed or concerned are you about each of the following?
06
KEY Important now Important in five years’ time
30%
40%
50%
60%
70%
80%
90%
100%
Will increase in importance
Will decrease in importance
PRINT JOURNALISTS
NATIONAL GOVERNMENT
BUSINESSPARTNERS
EMPLOYEES EU INSTITUTIONS
NGOs CONSUMERS CONSUMER ADVOCACY
GROUPS
ONLINE COMMUNITIES OF INTEREST
64%66%64%
83%86%
88%
80%
51%47%
55%
69%
49%
30%32%
71%
37%
43%45%
BASE: ALL ANSWERING (163)
Non-traditional stakeholders increasingly important
The changing communications landscape
When asked to say how important a variety of stakeholders are now and would be in five years’ time, senior in-houses are most likely to expect an increase in importance of engagement with online communities (+39 percentage points), consumer groups (+19), consumers (+14), and NGOs (+10). Print journalists, meanwhile, are expected to decrease in importance (-19). Traditional stakeholders such as government, partners and employees are expected to remain as important or slightly more important than now.
Q. How important to your organisation would you say engagement is with each of the following stakeholder groups now and how important will it be in five years’ time?
BRUNSWICK INSIGHT REPORT 07
KEY Important now Important in five years’ time
10%
40%
30%
20%
50%
60%
70%
80%
90%
100%
Will increase in importance
Will decrease in importance
TRADITIONALMEDIA
EMAILS BROCHURES PHONECALLS
F2FMEETINGS
COMPANYWEBSITE
BLOGS SOCIALNETWORKS
APPSVIDEO
65%
77%
57%
36%
62%
86%
77%73%
44%
17%
75% 75%
69%
22%
34%
47%
84%
55%
18%
41%
BASE: ALL ANSWERING (163)
Communications channels continue the shift to digital
The changing communications landscape
Similarly, when asked to say how important a number of communications channels are now and how important they will be in five years’ time, digital channels – such as apps (+47 percentage points), video (+41), social networks (+28), and blogs (+27) – are expected to increase most in importance, while traditional media (-24), email (-20) and brochures (-18) are expected to be less important. This reflects organisations’ drive towards greater control over content creation and dissemination.
Q. How important are each of the following communications channels for your organisation now and how important do you expect them to be in five years’ time?
08
GREATER INTEGRATION OF PA, MARKETING, PR & COMMS DEPTS
MORE PROACTIVE & STRATEGIC USE OF SOCIAL MEDIA TOOLS & BIG DATA
ENGAGING WITH A BROADER STAKEHOLDER BASE
DIGITISATION/DEATH OF PRINT MEDIA
CREATIVE, ENGAGING AND AUTHENTIC STORYTELLING
MORE STRATEGIC ROLE IN THE BUSINESS
GREATER FRAGMENTATION – MULTI-MEDIA & MULTI-CHANNEL COMMS
MORE TARGETED/BESPOKE STAKEHOLDER MESSAGING
QUICK RESPONSE/CONTINUOUS REAL-TIME ENGAGEMENT
10%
10%
10%
10%
10%
12%
13%
18%
27%
BASE: ALL ANSWERING (163)
The changing communications landscape
Senior in-houses expect the future of corporate communications to be more integrated, social and stakeholder-focused
When asked to say what the future of corporate communications will look like, senior communicators are most likely to say it will include greater integration across departments (public affairs, marketing, PR and communications) (27%), be more proactive and strategic, particularly in the use of social media tools and big data (18%), and involve engagement with a broader base of stakeholders (13%).
“Brands will create their own media to publish their stories. Entertainment industries will become more
important to transport messages on one hand. On the other hand NGOs and civil society will be an
even more critical audience for ‘what really matters’.”
(Foundation, Austria)
“More authenticity, less propaganda.”
(Private company, Germany)
Q. In a sentence or two, what do you think the future of corporate communications will look like? What big issues or changes do you expect to see in five years’ time?
BRUNSWICK INSIGHT REPORT 09
Reputation and issues management will continue
to take centre stage and will be part of a good crisis
preparation. Companies will continue to consolidate
marcoms and PR as the lines between the functions,
including digital comms, blur. Anyone in our fi eld that does not understand
digital comms and the ever evolving role it plays will
be lost in the dust.(Private company, Spain)
COORDINATION
17%
SOCIAL MEDIA
16%
STAKEHOLDERS
15%Unified, more integrated communications across
the company
Increase social media skills and engagement
Broaden and strengthen stakeholder relations
and engagement
#
BASE: ALL ANSWERING (163)
The biggest opportunity lies in “joining up the dots” for the organisation’s communications
The changing communications landscape
Corporate communicators see the biggest opportunity for their function in their organisation over the next five years as expanding into a broader and deeper role: coordinating and integrating all communications across the organisation, increasing social media skills and engaging to strengthen stakeholder relations.
“[There are opportunities in] strategically determining messages and steering them through different channels – a coordination, steering
and supervisory role.”
(Private company, Belgium)
“To create content and decide ourselves on the channels to distribute it.
We will create our own channels.”
(Foundation, Austria)
“[The opportunity is] to get creative with methods not just content, to do sustained engagement not periodic outreach, and
get bigger stories and conversations going that then influence strategy.”
(Private company, UK)
Q. What do you think are the biggest opportunities for corporate communications in your organisation over the next five years?
BRUNSWICK INSIGHT REPORT 11
Changing communication
rolesAs the communications landscape becomes more complex, pressure
on corporate communication directors is increasing. The communications
functions are increasingly seen as more central to the success of the business.
As a result, various strands of communications are becoming more
closely aligned in order to increase the control and impact of messaging.
8%
66%
26%
Communications influence is increasing
Staying the same
Decreasing
BASE: ALL ANSWERING (163)
Communications taking a more central role in the organisation
Changing communication roles
A solid majority (66%) believe that the infl uence of corporate communications in their organisation is increasing, rather than staying the same (26%) or decreasing (8%) – a clear sign of the changing nature of the function.
Among those who think the infl uence of corporate communications is increasing, the main volunteered reasons are that it is seen as business-critical for reputation and business performance (30%), it is involved at a strategic level or as part of the management team (17%), or as a result of increased engagement across departments (15%).
Q. Do you think the infl uence of corporate communications in your organisation is increasing, decreasing or staying the same?
Q. Why do you say that the infl uence of corporate communications in your organisation is increasing?
SUCCESSFUL COMMS SEEN AS BUSINESS-CRITICAL FOR REPUTATION & PERFORMANCE
COMMS INVOLVED AT STRATEGIC LEVEL OR AS PART OF THE MANAGEMENT TEAM
INCREASED ENGAGEMENT WITH OTHER DEPARTMENTS AND EMPLOYEES
RECOGNITION OF THE NEED TO COMMUNICATE EFFECTIVELY AND CONSISTENTLY12%
15%
17%
30%
BASE: ALL WHO SAY THE INFLUENCE OF CORPORATE COMMUNICATIONS IN THEIR ORGANISATION IS INCREASING (108)
BRUNSWICK INSIGHT REPORT 13
56%44% 40%
60%
BASE: ALL ANSWERING (163)
Organisations are consolidating their communications to tell their story in a more consistent and compelling way
Changing communication roles
While responsibility for different types of external communications (such as corporate and marketing communications) is still more frequently owned by separate leaders in an organisation (56%), close to half (44%) say external communications have been consolidated or are being consolidated under one leader now.
Highlighting the trend towards consolidation of communications, 60% of communicators expect that in five years’ time, businesses in general will consolidate responsibility for all external communications under one person rather than keep them separate. And 83% say communications across organisations will be more aligned/consolidated in the future.
KEY
Responsibility for different types of external communications (such as corporate communications and marketing communications) is consolidated or being consolidated under one leader
Businesses in five years’ time will be more likely to consolidate responsibility for external communications
Q. Responsibility for different types of external communications is consolidated or being consolidated under one leader?
Q. In five years’ time, do you think businesses will be more likely to consolidate responsibility for all of their external communications under one person or to keep them separate?
Now Future
14
BASE: ALL ANSWERING (163)
German communicators are least likely to be consolidating, but likely to catch up in five years’ time
Changing communication roles
Q. Responsibility for different types of external communications is consolidated or being consolidated under one leader?
Q. In five years’ time, do you think businesses will be more likely to consolidate responsibility for all of their external communications under one person or to keep them separate?
While 44% of all in-house communicators say responsibility for different types of external communications (e.g., corporate and marketing communications) is consolidated under one leader, communications professionals in Germany (29%) are less likely than those in other countries to say this. However, when asked about their expectations for consolidation of the function in five years, those in Germany are much more likely to be closer to the average.
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER46%
42%
41%
29%
58%
44%TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
+16
-4
+23
+24
+23
+1157%
65%
65%
52%
54%
60%
Now
External comms consolidated/consolidating
Future
Businesses in general will consolidate comms in five years
Net change
BRUNSWICK INSIGHT REPORT 15
It is increasingly clear that what happens in any part of the business, anywhere in the world, has immediate impact on a global scale.
A head of comms that is empowered to make
decisions and take action is vital to minimising reputational damage.
(Private company, UK)
Organisations are looking for more control and consistency
Changing communication roles
Among the 60% of communicators who expect businesses to consolidate responsibility for communications in the next five years, the most commonly cited reasons are to ensure consistency of messaging across channels, audiences and geographies (39%), and also for better coordination across internal departments (28%).
Q. Why do you think businesses will be more likely to consolidate responsibility for all their external communications under one person?
“Consolidating responsibility makes it easier to tell a consistent story, and provides direct
accountability.”
(Listed company, UK)
CONSISTENT MESSAGING ACROSS CHANNELS, AUDIENCES AND GEOGRAPHIES
BETTER COORDINATION ACROSS INTERNAL DEPARTMENTS
MORE CONTROL THROUGH CENTRAL ACCOUNTABILITY
COST BENEFITS AND SYNERGIES19%
21%
28%
39%
BASE: ALL WHO EXPECT BUSINESSES TO BE MORE LIKELY TO CONSOLIDATE RESPONSIBILITY FOR ALL OF THEIR EXTERNAL COMMUNICATIONS UNDER ONE PERSON (97)
Top reasons for consolidation
BRUNSWICK INSIGHT REPORT 17
28%
72%
BASE: ALL ANSWERING (163)
The role and title are changing
Changing communication roles
Q. Does the head of corporate communications in your organisation sit on the board?
One in four professionals (28%) report that the head of corporate communications in their organisation sits on the board.
Those in Germany (19%) and the UK (21%) are less likely than others to say the head of communications currently sits on the board. However, majorities in all markets say that head of corporate communications should sit on the board (with the smallest majority in Germany).
KEY
No
Yes
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER23%
21%
47%
19%
46%
28%TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
+47
+33
+43
+35
+56
+5073%
77%
82%
62%
79%
75%
Head of communications is on the board
Head of communications should sit on the board
Net change
18
The role and title are changingcontinued
Changing communication roles
Where responsibility for different types of external communications is consolidated, the job title of the person in this role is most often something like (Group) Director/Head/VP of Communications (34%). The title ‘Chief Communications Officer’ has yet to catch on in Europe, with just 3% using it.
Q. What is the title of the person with responsibility?
Job title of main person responsible for external communications
(Where responsibility for different types of external communications is consolidated)
(GROUP) COMMUNICATIONS DIRECTOR/HEAD/VP
CHIEF COMMUNICATIONS OFFICER (CCO) WIDELY
USED IN THE US, LESS SO IN EUROPE
HEAD/VP/DIRECTOR CORPORATE/
PUBLIC AFFAIRS
HEAD OF MARKETING/BRANDING AND COMMUNICATIONS
DIRECTOR/DIRECTOR GENERAL
34% 17% 13% 7% 3%
BASE: ALL FOR WHOM RESPONSIBILITY FOR DIFFERENT TYPES OF EXTERNAL COMMUNICATIONS IS CONSOLIDATED UNDER ONE LEADER (71)
BRUNSWICK INSIGHT REPORT 19
More communications
consolidation = less anxiety
Analysis suggests that organisations who have a consolidated communications function are more comfortable than those who don’t with the changes taking place.
More communications consolidation = less anxiety
More communications consolidation = less anxiety
Businesses with consolidated communications functions report less concern and greater comfort with a variety of challenges, suggesting there are some advantages to greater alignment. For example, consolidated functions are less likely than those with separated functions to be concerned about “being strategic” (-14 percentage points), having consistent messages (-8), or identifying and addressing reputational risks (-9). And consolidated functions are more likely than separated functions to be comfortable with understanding social media (+10), the changing stakeholder landscape (+18%), or making sense of big data (+19).
Businesses with consolidated comms are less worried about being strategic and consistent, and more focused on proactively managing risks to reputation…
…and are more comfortable with understanding social media, the changing comms landscape and making sense of big data
KEY Consolidated comms Separate comms
10%
40%
30%
20%
50%
60%
70%
80%
90%
100%
BEING MORESTRATEGIC
CONCERN ABOUTHAVING CONSISTENT
MESSAGING
IDENTIFYING ANDADDRESSING
REPUTATION RISKSBEFORE THEY HARM
THE BUSINESS
UNDERSTANDINGSOCIAL MEDIA
CHANGINGSTAKEHOLDERLANDSCAPE
HOW TO MAKESENSE OFBIG DATA
17%
36%
75% 76%
87%
17%14%
61%68%
96%
27%32%
BASE: ALL ANSWERING (163)
BRUNSWICK INSIGHT REPORT 21
BASE: ALL ANSWERING (163)
More communications consolidation = less anxiety
At the same time, businesses with a consolidated function are more likely than those with separated functions to expect the rise of social media and continued importance of personal communications channels.
Q. How important are each of the following communications channels for your organisation now and how important do you expect them to be in fi ve years’ time?
Businesses with consolidated comms functions have greater expectations for importance of digital comms in the next fi ve years
But do not believe the same for mobile apps
FACE TO FACE
91% 81%APPS
44% 80%SOCIAL NETWORKS
84% 70%
71% 55%BLOGS
50% 41%
More communications consolidation = less anxietycontinued
KEY
CONSOLIDATED COMMS
SEPARATE COMMS
22
BASE: ALL ANSWERING (163)
Expecting to use external advisers more:
30% Tactical execution and support
25% External point of view, strategy advice and sounding board
18% Public relations/media training
Expecting to use external advisers less:
21% External point of view and sounding board
18% Crisis communications
18% Ad hoc projects and specialist tasks
More communications consolidation = less anxiety
Communicators are looking to external agencies for an independent point of view and advice
Q. Does your organisation use external communications advisers/agencies?
Nine in ten respondents (88%) say their organisation uses external communications advisers or agencies. While close to half (48%) expect no change in the degree to which they use external consultants, the remainder of communicators are divided between those who say they expect to use external agencies more (25%) and those who say they expect to use them less (27%) in the future.
Among those who expect to use external advisers/agencies more in the future, the most commonly cited reasons are for “arms and legs” tactical support (30%), external, strategic advice and as a sounding board (25%), and for public relations/media training (18%).
88%Currently use external
communications advisers/agencies
Future reliance on advisers/agencies
25%MORE LESSNO CHANGE
48% 27%
BRUNSWICK INSIGHT REPORT 23
[We will use agencies for] big corporate and/or commercial campaigns.
(Private company, France)
[We will use them for] high profi le M&A, serious crises and as a ‘workbench’ to cover
limited need for resources on specifi c projects.
(Listed company, Germany)
24%use online/social
media activity
49%use surveys
41%use press coverage
BASE: ALL ANSWERING (163)
Demonstrating the impact of communications to leadership is vital
More communications consolidation = less anxiety
Q. Do you measure the eff ectiveness of your corporate communication eff orts?
As the landscape and role changes, measurement to demonstrate the eff ectiveness of corporate communications is becoming even more important. Three in four (76%) senior in-houses say “metrics will be more important for demonstrating the value of our work to senior leadership.”
Currently, 69% of senior in-houses say that they measure the eff ectiveness of their corporate communications. Of these, three in four (73%) use specifi c Key Performance Indicators (KPIs) to evaluate their work. These KPIs are most likely to be research/surveys with stakeholders (49%), media monitoring of press coverage (41%) and monitoring of online/social media activity (24%).
69%Measure the eff ectiveness of their corporate communication eff orts
73%of those who measure use KPIs for
measuring their corporate communications
And for measurement…
BRUNSWICK INSIGHT REPORT 25
Implications: The new realities
of corporate communications
Information overload means grabbing and holding people’s attention long enough
to hear the message is an uphill struggle. In response, companies are aligning their
communications to tell their story in a more joined-up and compelling way. Other major
changes are likely to follow.
Implications: The new realities of corporate communications
Implications: The new realities of corporate communications
1. The combination of social media and instantaneous digital communications means transparency is the new default setting for communicators. Organisations are coming to grips with the reality that anything and everything going on inside the business can suddenly be part of the conversation outside. This presents risks and challenges, but also presents an opportunity. Organising the communications function around this notion can be powerful and differentiating. However, it requires buy-in from the top, organisational discipline and internal alignment.
2. Brand and reputation will increasingly be managed as one. The ease with which information about a corporate brand, its products and services, and reputational issues can be discovered and linked means that brand and reputation will need to be managed as one to ensure they are working together effectively and to reduce risks.
3. In communications, form will follow function. As organisations align their communications to address new realities, the degree of consolidation will vary. Putting in place the right structure will require an understanding of best practice and what’s best for the business. In those organisations that do consolidate the function, who will have ultimate ownership of the consolidated function? For some businesses the choice will be clear; for others less so. Making the case either way will require good arguments and solid data.
4. Communicators will use direct engagement and rely less on intermediaries to deliver the message. As communications and engagement shift increasingly to social and digital channels, organisations will build their own processes and platforms to turn great ideas into stunning content and to deliver them without the need of intermediaries, such as traditional media. In-houses will continue to look externally for help in developing ideas and content that cut through the noise – and to show that it has had the intended impact (outcome measurement).
5. Agencies will change as well. Once companies have aligned themselves, it is only natural that they will want the agencies they work with (whether corporate comms, branding or advertising) to more closely align with each other to achieve greater consistency and impact. This means agencies will need to be more collaborative to ensure they provide joined-up communications advice and support across different communications disciplines.
There are several emerging realities confronting senior in-houses across Europe that will have a profound effect on the profession, those who practise it and external professionals who support them. These realities present both opportunities and challenges. We offer five rules of the road as a guide for how to apply these findings:
BRUNSWICK INSIGHT REPORT 27
About the study
About the study
Methodology
The research was conducted by Brunswick Insight, the opinion research practice of Brunswick Group, an advisory firm specialising in critical issues and corporate relations. Brunswick Insight conducted an online survey of 163 European senior communications professionals between 26th January and 9th March 2015 to understand their views, insights and practices related to the future of corporate communications. Respondents work in a wide range of industries and sectors in Europe. Survey participants were drawn from several sources, including our own and publicly available databases, as well as members of the European Association of Communications Directors. Most respondents were from companies, but a sizeable number of associations, government organisations, NGOs and other organisations also took part. The questionnaire for the survey included a variety of open-ended questions to capture respondents’ views in their own words.
NOTE: PERCENTAGES MAY NOT TOTAL 100%, DUE TO ROUNDING OR MULTIPLE RESPONSES.
28
About the study
About the sponsors
About Brunswick Insight
Brunswick Insight operates globally with consultants located in the Americas, Asia and Europe. We specialise in assessing global business issues and corporate reputation. Brunswick Insight uses a range of qualitative and quantitative research techniques to help companies and organisations inform and measure their communications and policy strategies. We work across a broad spectrum of sectors, geographies, languages and mandates and offer a wide range of services, from stakeholder and issue mapping through to opinion polling and focus groups.
If you have questions or would like more information about the research please contact Phil Riggins at Brunswick Insight on +44 (0)20 7396 3564 or at priggins@brunswickgroup.com
About the European Association of Communication Directors
Founded in November 2006, the European Association of Communication Directors (EACD) has developed into the leading network for mid- to senior-level in-house communicators with more than 2,300 members from across Europe. In addition to central events such as the European Communication Summit, the EACD hosts Regional Debates and Coaching Days across the European continent, where participants have the chance to meet peers from their respective region and share communications-related experience and ideas with colleagues who also work on an international level.
BRUNSWICK INSIGHT REPORT 29
LISTED COMPANY
PRIVATE COMPANY
INDUSTRY ASSOCIATION OR TRADE BODY
NON-PROFIT ORGANISATION
GOVERNMENTAL ORGANISATION
OTHER
3%
3%
4%
12%
20%
59%
55%
45%
KEY Male Female
HEAD OF COMMUNICATIONS
DIRECTOR OF COMMUNICATIONS
COMMUNICATIONS MANAGER
GLOBAL COMMUNICATIONS DIRECTOR
PUBLIC AFFAIRS DIRECTOR
COMMUNICATIONS DIRECTOR
PRESS OFFICER/SPOKESPERSON
HEAD OF PUBLIC RELATIONS
PUBLIC AFFAIRS MANAGER
PR MANAGER
OTHER
6%
6%
5%
3%
1%
1%
1%
26%
11%
17%
25%LESS THAN 1 YEAR
1-3 YEARS
4-5 YEARS
6-10 YEARS
11-15 YEARS
16-20 YEARS
25%
4%
1%
23%
37%
10%
About the study
Demographics
Type of company – Which of the following best describes the organisation where you currently work?
Current role – Which of the following best describes your current position?
Gender
Time in role – How many years have you been in your current position?
30
FINANCE & FINANCIAL SERVICES
CONSUMER GOODS
FOOD & BEVERAGE
ENERGY & RESOURCES
INDUSTRIAL GOODS
TECHNOLOGY
PROFESSIONAL & SUPPORT SERVICES
RETAIL
HEALTHCARE
MEDIA
TELECOMS
AUTOMOTIVE, AEROSPACE & ENGINEERING
SPORTS & LEISURE
PROPERTY & REAL ESTATE
AGRICULTURE & FORESTRY
TRANSPORT & UTILITIES
CONSTRUCTION & BUILDING MATERIALS
OTHER
8%
7%
7%
5%
5%
4%
3%
3%
3%
3%
3%
3%
3%
2%
4%
9%
9%
20%UNITED KINGDOM
BELGIUM (INC. BRUSSELS)
GERMANY
SWEDEN
AUSTRIA
BRUSSELS
SWITZERLAND
FRANCE
FINLAND
NETHERLANDS
IRELAND
TURKEY
DENMARK
ITALY
LUXEMBOURG
ROMANIA
SERBIA
SPAIN
UKRAINE
OTHER
7%
7%
7%
5%
3%
3%
3%
1%
1%
1%
1%
1%
1%
1%
1%
1%
6%
13%
14%
35%
About the study
Sector – In which sector does your organisation primarily work?
Country
BRUNSWICK INSIGHT REPORT 31
1-50
51-100
101-250
251-500
501-1,000
1,001-5,000
5,001-10,000
MORE THAN 10,000
4%
5%
14%
9%
51%
3%
4%
11%1-5
6-10
11-15
16-20
21-30
31-50
51-100
MORE THAN 100
6%
8%
9%
7%
4%
9%
15%
43%
UP TO €150,000
€150,001-€300,000
€300,001-€500,000
€500,000-€1 MILLION
€1 MILLION-€2 MILLION
€2 MILLION-€5 MILLION
MORE THAN €5 MILLION
PREFER NOT TO ANSWER
12%
12%
16%
12%
21%
10%
10%
9%
About the study
Demographicscontinued
Company size – Approximately how many employees does your organisation have worldwide?
Budget – What is your department’s approximate budget?
Department size – How many people are currently in your department?
32
How to contact us
Abu Dhabi Brunswick Gulf LtdTwofour FZ-LLCBuilding C-11 (Blue building)Level 1, Sector E48 - Offi ces 3&4Po Box 77800Abu Dhabi, UAET: +971 2 401 2690uaeoffi ce@brunswickgroup.com
BeijingBrunswick Group2605 Twin Towers (East)B12 Jianguomenwai AvenueBeijing, 100022, China T: +86 10 6566 2256 F: +86 10 6566 3856 beijingoffi ce@brunswickgroup.com
BerlinBrunswick Group GmbHTaubenstraße 20-2210117 Berlin, Germany T: +49 30 2067 3360 F: +49 30 2067 3366 berlinoffi ce@brunswickgroup.com
Brussels Brunswick Group LLP7th Floor, 27 Avenue Des Arts1040 Brussels, Belgium T: +32 2 235 6511 F: +32 2 235 6522 brusselsoffi ce@brunswickgroup.com
Dallas Brunswick Group LLC200 Crescent Court, Suite 225Dallas, TX 75201, USAT: +1 214 254 3790 F: +1 214 254 3791 dallasoffi ce@brunswickgroup.com
DubaiBrunswick Gulf LtdGate Village Building 10Dubai International Financial CentrePO Box 506691Dubai, United Arab EmiratesT: +971 4 446 6270F: +971 4 436 4160 uaeoffi ce@brunswickgroup.com
Frankfurt Brunswick Group GmbH Weißfrauenstraße 12-16 60311 Frankfurt, GermanyT: +49 69 2400 5510 F: +49 69 2400 5555frankfurtoffi ce@brunswickgroup.com
Hong Kong Brunswick Group Ltd22nd FloorOnfem Tower 29 Wyndham Street Central, Hong Kong SAR, ChinaT: +852 3512 5000 F: +852 2259 9008hongkongoffi ce@brunswickgroup.com
JohannesburgBrunswick South Africa Ltd 23 Fricker Road Illovo BoulevardIllovo, JohannesburgSouth AfricaT: +27 11 502 7300F: +27 11 268 5747johannesburgoffi ce@brunswickgroup.co.za
MilanBrunswickVia Solferino 7 20121 Milan, ItalyT: +39 02 9288 6200F: +39 02 9288 6214milanoffi ce@brunswickgroup.com
MumbaiOpening later this year mumbaioffi ce@brunswickgroup.com
MunichBrunswick Group GmbHOberföhringer Straße. 481679 Munich, GermanyT: +49 89 809 90 250 F: +49 89 809 90 2555 munichoffi ce@brunswickgroup.com
New YorkBrunswick Group LLC 140 East 45th Street30th Floor, New York NY 10017, USAT: +1 212 333 3810F: +1 212 333 3811newyorkoffi ce@brunswickgroup.com
Paris Brunswick 10 Boulevard Haussmann Paris, 75009 France T: +33 1 53 96 83 83 F: +33 1 53 96 83 96 parisoffi ce@brunswickgroup.com
Rome Brunswick Piazza del Popolo, 1800187 Rome, ItalyT: +39 06 36712 806F: +39 06 36712 400romeoffi ce@brunswickgroup.com
São PauloBrunswick São PauloAvenida Dr. Cardoso de Melo1340 – Sala 42Vila OlímpiaSão Paulo SP, Brazil, 04548-004T: +55 11 3070 7620 saopaulooffi ce@brunswickgroup.com
San FranciscoBrunswick Group LLC One Front StreetSuite 1850 San Francisco, CA 94111, USAT: +1 415 671 7676F: +1 415 671 7677sanfranciscooffi ce@brunswickgroup.com
ShanghaiBrunswick Group Offi ce 881, 8 F, Yued a 889 Centre, No.1111 Changshou Road Jing’an District, Shanghai 200042, China T: +86 21 2230 1762 shanghaioffi ce@brunswickgroup.com
SingaporeBrunswick Group Pte Ltd6 Battery Road, #15-05Singapore 049909T: +65 6426 8188 singaporeoffi ce@brunswickgroup.com
Stockholm Brunswick Group Birger Jarlsgatan 15 111 45 Stockholm, SwedenT: +46 8 410 32 180F: +46 8 611 00 56stockholmoffi ce@brunswickgroup.com
Washington, DCBrunswick Group LLC 1099 New York Avenue, NWSuite 300Washington, DC 20001, USAT: +1 202 393 7337F: +1 202 898 1588washingtonoffi ce@brunswickgroup.com
ViennaBrunswick Corporate Communication GmbH, Bankengasse 8 1010 Vienna, AustriaT: + 43 1 907 65 10 F: + 43 1 907 65 10 40 viennaoffi ce@brunswickgroup.com
LondonPhil Riggins, PartnerT: +44 (0)20 7396 3564M: +44 (0)7733 318 204priggins@brunswickgroup.com
European Association of Communication DirectorsSquare de Meeûs 37B-1000 BrusselsT: +32 (0)2 219 22 90F: +32 (0)2 219 22 92info@eacd-online.eu
Brunswick Group LLP 16 Lincoln’s Inn Fields London, WC2A 3EDUnited Kingdom