Ansgar Zerfass, Dejan Verčič, Piet Verhoeven, Angeles Moreno & Ralph Tench

Diseño de investigación y demográficos

3

Marco de investigación

SituationModes of interaction with mass media,Q 2Blurring boundaries between communication functions, Q 3Use of new communication practices, Q 4Ways of explaining the value of communication, Q 6Contribution to organisational objectives, Q 7Communication strategies, Q 8

Listening objectives/instruments, Q 10Communication measurementand evaluation, Q 12Use of measurement data/insights, Q 14Collaboration with other functions in the organisation, Q 17Nature of client/agency relationship(s), Q 18Client/agency collaboration, Q 19Personal income, Q 33

Person (Communication professional)Demographics Education Job status Experience

Age, Q 27Gender, Q 28Membership in association(s), Q 31

Academic qualifications, Q 30

Position and hierarchy level,Q 16Dominant areas of work, Q 26

Overall job experience(years), Q 29Evaluation capabilities, Q 13

Communication functionExcellence

Influence Performance

Advisory influence, Q 22Executive influence, Q 23

Success, Q 24Quality & Ability, Q 25

Organisation

Structure Country

Type of organisation, Q 15Alignment of the CCO / top communication manager, Q 21

European country, Q 32European region, Q 32

Perception

Future importance of mass media, Q 1Relevance of new communication practices, Q 4Most important strategic issues, Q 5Forerunners in organisational listening, Q 9

Techniques and effects of organisational listening, Q 11Source of conflicts in agency/ client relationships, Q 20

4

Datos demográficos de los participantes

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,253 PR professionals. Q 15: Where do you work? Q 16: What is your position? Q 29: How many years of experience do you have in communication management/PR? Alignment: n = 1,601 PR professionals in communication departments. Q 21: Within your organisation, the top communication manager or chief communication officer / is a member of the executive board / reports directly to the CEO or highest decision-maker on the executive board / does not report directly to the CEO or highest decision-maker.

Position OrganisationHead of communication,agency CEO

44.0% Communication department joint stock company

25.0% private company

17.5% government-owned, public sector,

political organisation17.4%

non-profit organisation, association 11.1%

Responsible for single communication discipline, unit leader

27.2%71.1%

Team member, consultant 22.7%

Other 6.1% Communication consultancy,PR agency, freelance consultant

28.9%

Job experience Alignment of the communication functionMore than 10 years 62.3% Strongly aligned communication department 26.4%

6 to 10 years 23.4% Aligned communication department 59.8%

Up to 5 years 14.3% Weakly aligned communication department 13.7%

5

Gender / Age

Datos demográficos de los participantes

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,253 PR professionals. Q 27: How old are you? Q 28: What is your gender? Q 30: Please state the highest academic/educational qualifications you hold. * No academic degree = 5.2%. Q 31: Are you a member of a professional organisation?

Overall Head of communication, Agency CEO

Team leader, Unit leader

Team member, Consultant

Female

Male

Age (on average)

59.0%

41.0%

41.4 yrs

54.1%

45.9%

44.5 yrs

57.2%

42.8%

39.9 yrs

67.9%

31.1%

37.5 yrs

Highest academic educational qualification*

Doctorate (Ph.D., Dr.) 7.9%

Master (M.A., M.Sc., Mag., M.B.A.), Diploma 60.8%

Bachelor (B.A., B.Sc.) 26.1%

Membership in a professional association

EACD 11.9%

Other international communication association 12.3%

National PR or communication association 53.9%

¿Cuáles son los temas estratégicos más importantes para la comunicación en Europa?

7

Temas estratégicos más importantes hasta 2018

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,253 PR professionals. Q 5: Please pick those three (3) issues which you believe will be most important for public relations / communication management within the next three years!

Establishing monitoring and listening strategies

Implementing advanced measurement and evaluation routines

Dealing with sustainable development and social responsibility

Explaining the value of communication to top executives

Dealing with the demand for moretransparency and active audiences

Strengthening the role of the communication function in supporting top-management decision making

Dealing with the speed and volume of information flow

Matching the need to address more audiences and channels with limited resources

Building and maintaining trust

Coping with the digital evolution and the social web

Linking business strategy and communication

12.6%

15.8%

16.3%

17.6%

24.2%

31.4%

31.9%

33.4%

36.6%

37.2%

42.9%

8

Country-to-country relevance of key issues

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,893 PR professionals from 20 countries. Q 5: Please pick those three (3) issues which you believe will be most important for public relations / communication management within the next three years!

GermanyAustria

Switzerland

France

Belgium

Netherlands

United Kingdom

Ireland

Denmark

SwedenNorway

Finland

Spain

Portugal

Italy

Slovenia

Croatia

Turkey

Romania

Ukraine

Linking business strategy and communication

Coping with the digital evo-lution and the social web

Building and maintaining trust

Matching the need to address more audiences and channels with limited resources

0%

80%

80%

9

Evolución de los temas estratégicos

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,253 PR professionals; Q16. Zerfass et al. 2014 / n = 2,777; Q6. Zerfass et al. 2013 / n = 2,710; Q9.Zerfass et al. 2012 / n = 2,185; Q6. Zerfass et al. 2011 / n = 2,209; Q7. Zerfass et al. 2010 / n= 1,955; Q 12. Zerfass et al. 2009 / n = 1,863; Q6. Zerfass et al. 2008 / n = 1,524. Q 5: Please pick those three (3) issues which you believe will be most important for public relations / communication management within the next three years!

2008 2009 2010 2011 2012 2013 2014 20150%

10%

20%

30%

40%

50%

60%

Linking business strategy and communicationCoping with the digital evolution and the social webBuilding and maintaining trustDealing with the demand for more transparency and active audiencesDealing with sustainable development and social responsibility

¿Cómo contribuye la comunicación a los objetivos organizacionales ?

11

We build immaterial assets(i.e. brands, reputation, organisational culture)

We facilitate business processes (i.e. by influencing customer preferences, motivating employees,generating public attention)

We help to adjust organisational strategies (i.e. by identifying opportunities, integrating public concerns, collecting customer feedback)

We secure room for manoeuvre (i.e. by managing relationships and crises, building and securing legitimacy)

75.5%

60.6%

59.9%

53.0%

72.1%

63.6%

49.2%

48.1%

2010 2015

Contribución de la comunicación a los objetivos organizacionales

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,252 PR professionals. Q 7: How do you and your department help to reach the overall goals of your organisation or your client? Scale 1 (Rarely) – 5 (Very often). Percentages: Frequency based on scale points 4-5. Zerfass et al. 2010 / n = 1,955 (Q 9).

OUTBOUND

INBOUND

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Contribución a los objetivos de la organización por países

Building immaterial assets

Facilitating business processes

Helping to adjust organisational strategies

Securing room for manoeuvre

Norway 61.4% 50.0% 51.4% 45.7%

Finland 78.8% 69.7% 66.7% 62.1%

Spain 76.2% 65.7% 64.8% 57.1%

Portugal 75.9% 64.8% 66.7% 63.0%

Italy 80.2% 62.6% 59.5% 42.7%

Slovenia 68.6% 64.7% 59.8% 40.2%

Croatia 67.0% 60.7% 58.0% 51.8%

Turkey 77.6% 74.1% 70.7% 67.2%

Romania 79.7% 59.3% 66.7% 52.0%

Ukraine 76.0% 70.7% 65.3% 64.0%

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,892 PR professionals from 20 countries. Q 7: How do you and your department help to reach the overall goals of your organisation or your client? Scale 1 (Rarely) – 5 (Very often). Percentages: Frequency based on scale points 4-5.

13

Joint stock companiesPrivate companiesGovernmental organisationsNon-profit organisationsConsultancies & Agencies

Demonstrating positive economic consequences (i.e. effects on sales or employee motivation) **

Explaining positive effects of good reputation, organisational culture and brands

Illustrating the benefits of listening to stakeholders and identifying opportunities **

Explaining the role of content and ‘thought leadership’ for organisational goals **

Pointing out the demand for communication and transparency by the mass media *

Reminding of threats caused by troubled relationships and communication crises **

Explicando el valor de la comunicación: claras diferencias entre distintos tipos de organizaciones

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 2,253 PR professionals. Q 6: How do you usually argue for the relevance of strategic communication when addressing top executives and (internal) clients? Scale 1 (Never) – 5 (Always). Mean values. ** Highly significant differences (ANOVA/Scheffe post-hoc test, p ≤ 0.01). * Significant differences (ANOVA/Scheffe post-hoc test, p ≤ 0.05).

AlwaysNever

3.0 5.0

14

El valor de la comunicación país por país

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 809 PR professionals from 20 countries working in companies. Q 6: How do you usually argue for the relevance of strategic communication when addressing top executives and (internal) clients? Scale 1 (Never) – 5 (Always). Percentages: Frequency based on scale points 4-5.

Explaining positive effects of good

reputation, organisational

culture and brands

Illustrating the benefits of listening to stakeholders and

identifying opportunities

Explaining the role of content and

‘thought leadership’ for

organisational goals

Demonstrating positive

economic consequences

Reminding of threats caused by troubled relation-ships and commu-

nication crises

Pointing out the demand for

communication and transparency

by the mass media

Norway 73.7% 57.9% 31.6% 57.9% 42.1% 42.1%

Finland 86.2% 62.1% 62.1% 69.0% 55.2% 44.8%

Spain 75.5% 53.1% 51.0% 73.5% 46.9% 53.1%

Portugal 77.8% 77.8% 55.6% 48.1% 66.7% 66.7%

Italy 83.1% 69.2% 50.8% 58.5% 50.8% 41.5%

Slovenia 73.3% 53.3% 64.4% 66.7% 44.4% 51.1%

Croatia 71.7% 58.7% 50.0% 52.2% 47.8% 54.3%

Turkey 91.3% 65.2% 69.6% 60.9% 69.6% 56.5%

Romania 81.0% 65.5% 62.1% 77.6% 51.7% 56.9%

Ukraine 80.6% 55.6% 61.1% 50.0% 69.4% 66.7%

¿Como se miden y evalúan los departamentos de comunicación?

16

Estadios de medición y evaluación de la comunicación

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,496 PR professionals in communication departments. Q 12: Which items are monitored or measured by your organisation to assess the effectiveness of communication management / public relations? Scale 1 (Never) – 5 (Always). Percentages: Frequency based on scale points 4-5. Figures depicted within the DPRG/ICV framework for communication measurement (Zerfass 2010).

Results ofcommunication

processes

Output

Outcome

Internal Output

Process efficiencyQuality

External Output

CoverageContent

Direct Outcome

PerceptionUtilisationKnowledge

Indirect Outcome

OpinionAttitudesEmotion

Behavioral DispositionBehavior

ResourcesPersonnel costs

Outsourcing costs

Input

Value Creation

Impact onstrategic and/or financial targets

(value chain)

Impact ontangible and/or

intangible ressources

(capital accumulation)

Outflow

ORGANISATION

Communication processesInitiation of communication processes

MEDIA/CHANNELS STAKEHOLDERS ORGANISATION

56.4% 48.1% 75.7% 53.6% 45.8% 37.5%

61.9%

49.7%

17

Análisis longitudinal: métodos de medición usados 2010 y 2015

Items monitored or measured 2010 2015 Δ

Impact on intangible/tangible resources (i.e. economic brand value) 24.9% 35.6% 10.7%

Impact on financial/strategic targets (i.e. with scorecards, strategy maps) 26.2% 39.4% 13.2%

Stakeholder attitudes and behaviour change 40.9% 45.8% 4.9%

Understanding of key messages 52.4% 53.6% 1.2%

Clippings and media response 82.0% 82.4% 0.4%

Internet / Intranet usage 72.2% 68.9% - 3.3%

Satisfaction of internal clients 55.5% 57.5% 2.0%

Process quality (internal workflow) 26.0% 38.6% 12.6%

Financial costs for projects 46.7% 67.8% 21.1%

Personnel costs for projects 25.7% 44.9% 19.2%

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,496 professionals in communication departments. Q 12: Which items are monitored or measured by your organisation to assess the effectiveness of communication management / public relations? Scale 1 (Do not use at all) – 5 (Use continuously). Zerfass et al. 2010 / n = 1,533. Q 9: Which items do you monitor or measure to assess the effectiveness of public relations / communication management?)Scale 1 (Never) – 5 (Always). Percentages: Frequency based on scale points 4-5. Gaps might partly be attributed to variations in the questionnaire instrument.

Input Output Outcome Outflow

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Evaluating the success of communication activities

Planning upcoming communication activities

Explaining the value of communication to top executives and internal clients

Reflecting goals and directions of communication strategies

Leading communication teams and steering agencies/service providers

66.0%

62.9%

59.5%

58.0%

43.3%

¿Para que se usan los resultados de las mediciones?

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,601 PR professionals in communication departments. Q 14: How are insights from communication measurement used in your organisation? Scale 1 (Never) – 5 (Always). Percentages: Frequency based on scale points 4-5.

19

Habilidades de medición y evaluación de los profesionales en diferentes tipos de organizaciones

Joint stock companiesPrivate companiesGovernmental organisationsNon-profit organisationsConsultancies & Agencies

Analysing processes and workflows **

Compiling and interpreting data *

Developing and managing surveys *

Deconstructing and analysing budgets**

Running focus groups

Constructing communication scorecards **

Running internet and social media analytics

Performing content analyses **

Calculating reputation value / brand value **

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,993 PR professionals. Q 13: How would you rate your personal capabilities in the following areas? Scale 1 (No experience at all) – 5 (Very high level experience). Mean values. ** Highly significant differences (ANOVA/Scheffe post-hoc test, p ≤ 0.01).* Significant differences (ANOVA/Scheffe post-hoc test, p ≤ 0.05).

Very high level experienceNo experience at all Medium experience

3.0

Personal capabilities in communication measurement

¿Escuchan los comunicadores estratégicos?

21

GermanyAustria

Switzerland

France

Belgium

Netherlands

United Kingdom

Ireland

Denmark

SwedenNorway

Finland

Spain

Portugal

Italy

Slovenia

Croatia

Turkey

Romania

Ukraine

Corporate communications / PR

Marketing / Sales

Customer relations

Corporate strategy / Organi-sational development

100%

100%

Departamentos que escuchan país por país

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,231 PR professionals from 20 countries working in communication departments. Q 9: Which three (3) functions in your organisation are forerunners in systematically listening to their respective stakeholders (based on competencies, experiences, strategies, and instruments implemented)? Max. 3 selections per respondent.

0%

22

Estrategias de mensaje versus estrategias de escucha

Germany (81.9%)Austria (76.8%)Switzerland (90.3%)

France (92.3%)

Belgium (84.5%)

Netherlands (89.2%)

United Kingdom (84.4%)

Ireland (80.6%)Denmark (62.2%)

Sweden (60.8%)Norway (73.7%)Finland (70.2%)Spain (86.1%)

Portugal (90.0%)

Italy (79.8%)

Slovenia (70.0%)

Croatia (62.9%)

Turkey (80.0%)Romania (75.7%)

Ukraine (86.0%)

West-ern Europe

Scale0.0% - 100.0

%

Germany (55.4%)Austria (38.9%)Switzerland (56.9%)

France (56.4%)

Belgium (66.7%)

Netherlands (64.0%)

United Kingdom (59.6%)

Ireland (63.9%)Denmark (22.7%)

Sweden (33.7%)Norway (52.7%)Finland (37.5%)Spain (77.5%)

Portugal (81.6%)

Italy (68.0%)

Slovenia (51.6%)

Croatia (47.8%)

Turkey (72.4%)Romania (54.1%)

Ukraine (70.0%)

Western Europe

Scale0.0% -

100.0%

23

¿Qué estructuras y técnicas se utilizan para escuchar?

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,406 PR professionals in communication departments. Q 10: Which of the following have been implemented in your organisation or are planned for 2015? Percentages: Based on agreement to each item.

Media monitoring on a regular basis

Social media monitoring on a regular basis

Issues monitoring and management

Ad hoc listening activities(monitoring, surveys, dialogues, etc.)

Stakeholder dialogues on a regular basis

Stakeholder research on a regular basis

Listening tasks as part of your personal job description

Listening tasks as explicit objective forthe communication department

84.1%

68.3%

58.0%

58.2%

53.3%

39.5%

43.1%

37.6%

9.4%

18.3%

17.6%

22.1%

21.6%

25.0%

16.6%

19.3%

6.4%

13.4%

24.4%

19.8%

25.1%

35.6%

40.3%

43.1%

Already implemented Planned for 2015 Not planned

24

82.2%

52.8%

66.2%

54.0%

48.9%

37.8%

33.4%

31.5%

Other communication departments Listening-minded communication departments

Illustrating the benefits of listening tostakeholders and identifying opportunities 63.6%

¿Cuáles son los departamentos de comunicación que más escuchan a los stakeholders?

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,601 PR professionals in communication departments. Organisations outperforming in all four dimensions (scale points 4-5 on a 5-point-scale or item selection) are considered as listening-minded communication departments

We help to adjust organisational strategies(i.e. by identifying opportunities, integrating

public concerns, collecting customer feedback)59.9%

Listening strategy or strategies(defining contact points for collecting feedback; in-struments to listen to stakeholders, to monitor dis-cussions, initiate dialogue and integrate the knowl-

edge gained etc.)

55.7%

Corporate communications / PR 76.4%

Contribution to overall objectives

(Q7)

Explaining communi-

cation value (Q6)

Implemen-tation of

strategies (Q8)

Functions spearheading

listening (Q9)

18.9%

81.1%

25

Los departamentos que más escuchan están fuertemente convencidos de su beneficio para la organización y los social media

Objectives of organisational listening Means of organisational listening

Listening to stakeholders helps to advance

business/organisational goals **

Listening to stakeholders helps to gain or secure

legitimacy for the organisation **

Face-to-face conversations are an effective technique to understand and engage

stakeholders **

Social media communication is an effective technique

to understand and engage stakeholders **

Listening-minded communication departments

94.7%(4.51)

92.7%(4.48)

93.4%(4.65)

65.0%(3.84)

Other communication departments

86.4%(4.35)

83.0%(4.27)

90.1%(4.53)

54.1%(3.61)

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,601 PR professionals. Q 11: Please state whether you agree or disagree with these statements.Scale 1 (Strongly disagree) – 5 (Strongly agree). Percentages: Based on agreement to each item. Mean values. ** Highly significant differences (Pearson correlation, p ≤ 0.01).

26

Los departamentos que más escuchan usan más todas las técnicas y estrategicas de escucha.

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,406 PR professionals in communication departments. Q 10: Which of the following have been implemented in your organisation or are planned for 2015? Percentages: agreement to implementation of each item. Highly significant differences for all items (chi-square test, p ≤ 0.01).

Media monitoring on a regular basis

Issues monitoring and management

Social media monitoring on a regular basis

Ad hoc listening activities (monitoring, surveys, dialogues, etc.)

Stakeholder dialogues on a regular basis

Stakeholder research on a regular basis

Listening tasks as part of your personal job description

Listening tasks as explicit objective for the communication department or agency

92.4%

77.8%

77.4%

74.6%

69.9%

63.1%

64.5%

62.0%

82.2%

52.8%

66.2%

54.0%

48.9%

37.8%

33.4%

31.5%

Other communication functions Listening-minded communication functions

Estructuras y técnicas implementadas

¿Y qué hacen los departamentos de comunicación excelentes?

28

Los departamentos de comunicación excelentes…están más convencidos de todos los modos de contribuir a los objetivos corporativos

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,600 PR professionals in communication departments. Q 7: How do you and your department help to reach the overall goals of your organisation? Scale 1 (Rarely) – 5 (Very often). Mean values. ** Highly significant differences (Pearson correlation, p ≤ 0.01). * Significant differences (Pearson correlation, p ≤ 0.05).

Series1Series1

Other communication functions Excellent communication functions

We help to adjust organisational strategies **

We build immaterial assets **

We facilitate business processes **

Rarely Very often

We secure room for manoeuvre **

3.0

Δ 0.37

Δ 0.49

Δ 0.61

Δ 0.60

Cómo ayuda la comunicaicón a alcanzar los objetivos corporativos

29

Series1Series1

Other communication functions Excellent communication functions

Explaining the role of content and ‚thought leadership‘ for organisational goals **

Explaining positive effects of good reputation, organisational culture and brands **

Illustrating the benefits of listening to stakeholders and identifying opportunities **

Demonstrating positive economic consequences (i.e. effects on sales or employee motivation) **

Pointing out the demand for communication and transparencyby the mass media **

Reminding of threats caused by troubled relationships and communication crises **

Los departamentos de comunicación excelentes…usan más argumentos económicos y de las amenazas y beneficios de la escucha para explicar el valor de la comunicación

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,601 PR professionals in communication departments. Q 6: How do you usually argue for the relevance of strategic communication when addressing top executives and (internal) clients? Scale 1 (Never) – 5 (Always). Mean values.** Highly significant differences for all items (Pearson correlation, p ≤ 0.01).

AlwaysNever

3.0 5.0

Δ 0.31

Δ 0.23

Δ 0.32

Δ 0.28

Δ 0.25

Δ 0.24

30

Los departamentos de comunicación excelentes…reclaman por encima del resto el liderazgo en la escucha organizacional

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,442 PR professionals in communication departments. Q 9: Which three (3) functions in your organisation are forerunners in systematically listening to their respective stakeholders (based on competencies, experiences, strategies, and instruments implemented)? Max. 3 selections per respondent.

Corporate communications / PR

Marketing / Sales

Customer relations

Human resources

Corporate strategy / Organisational development

Information technology / Data management

Innovation management / Research & development

81.5%

51.8%

46.6%

21.2%

37.9%

13.4%

25.7%

72.0%

47.9%

44.3%

25.3%

33.9%

16.5%

22.4%Other communication functionsExcellent communication functions

Organisational functions who are forerunners in listening to stakeholders

31

Los departamentos de comunicación excelentes…implementan más estrategias de escucha

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,487 PR professionals in communication departments. Q 8: Does your organisation have one or more of the following strategies? Scale 1 (Yes) – 2 (No) – 3 (Don’t know). Percentages: Based on agreement to each item. Highly significant differencesfor all items (chi-square test, p ≤ 0.01).

Overall communication strategy or strategies(defining communication goals, stakeholders, key instruments, etc. for the organisation or for specific products/services, persons; etc.)

Messaging strategy or strategies(defining topics, wordings, stories, target audiences, etc.; instruments to reach out to stakeholders;

processes to integrate content and design; etc.)

Listening strategy or strategies(defining contact points for collecting feedback; instruments to listen to stakeholders, to monitor discussions, initiate dialogue and integrate the knowledge gained etc.)

93.4%

87.5%

73.3%

82.1%

75.5%

50.1%

Other communication functions Excellent communication functions

32

Los departamentos de comunicación excelentes…miden y evalúan con mayor intensidad y demuestran mejor su impacto corporativo

Items monitored or measured Excellentcommunication functions

Othercommunication functions Δ

Impact on intangible/tangible resources (i.e. economic brand value) 3.30 2.79 0.51

Impact on financial/strategic targets (i.e. with scorecards, strategy maps) 3.44 2.85 0.59

Stakeholder attitudes and behaviour change 3.73 3.15 0.58

Understanding of key messages 3.94 3.27 0.67

Clippings and media response 4.61 4.25 0.36

Internet / Intranet usage 4.21 3.84 0.37

Satisfaction of internal clients 3.99 3.48 0.51

Process quality (internal workflow) 3.40 2.94 0.46

Financial costs for projects 4.07 3.85 0.22

Personnel costs for projects 3.41 3.12 0.29

www.communicationmonitor.eu / Zerfass et al. 2015 / n min = 1,496 professionals in communication departments. Q 12: Which items are monitored or measured by your organisation to assess the effectiveness of communication management / public relations? Scale 1 (Do not use at all) – 5 (Use continuously). Mean values. Highly significant differences for all items (Pearson correlation, p ≤ 0.01).

Input Output Outcome Outflow

33

Los departamentos de comunicación excelentes…tienen profesionales mejor preparados para la evaluación

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,430 PR professional in communication departments. Q 13: How would you rate your personal capabilities in the following areas? Scale 1 (No experience at all) – 5 (Very high level experience). Mean values. Highly significant differences for all items (Pearson correlation, p ≤ 0.01).

Series1Series1

Other communication functions Excellent communication functions

Analysing processes and workflows

Compiling and interpreting data

Developing and managing surveys

Deconstructing and analysing budgets

Running focus groups

No experience at at all Very high level experience

Constructing communication scorecards

Running internet and social media analytics

Performing content analyses

Calculating reputation value / brand value

Δ 0.27

Δ 0.32

Δ 0.39

Δ 0.17

Δ 0.41

Δ 0.29

Δ 0.37

Δ 0.58

Δ 0.513.0

Personal capabilities in communication measurement

34

Los departamentos de comunicación excelentes…usan más los resultados de medición

www.communicationmonitor.eu / Zerfass et al. 2015 / n = 1,601 PR professional in communication departments. Q 14: How are insights from communication measurement used in your organisation? Scale 1 (Never) – 5 (Always). Mean values. ** Highly significant differences for all items (Pearson correlation, p ≤ 0.01).

Series1Series1

Other communication functions Excellent communication functions

Explaining the value of communication to top executives and (internal) clients

Evaluating the success of communication activities

Planning upcoming communication activities

Never Always

Reflecting goals and directions of communication strategies

Leading communication teams and steering agencies/service providers

3.0

Δ 0.51

Δ 0.54

Δ 0.58

Δ 0.55

Δ 0.68

Measurement data and reports are used for ...

35

• Se desdibujan las fronteras con contenidos como Native Advertising

• 85% Necesidad de integrar todas las actividades de comunicación

• Las colaboraciones estratégicas (57,1%) y compartir contenido con los mass media (61,3%) gana en importancia

• El uso de medios propios crece por encima de los mass media

ESTRATEGIA CORPORATIVA-

COMUNICACIÓN

VALOR DE LA COMUNICACIÓN

GESTIÓN DE LA ESCUCHA

MEDICIÓN Y EVALUACIÓN

¿Como lograr los grandes retos al mismo tiempo que se afronta un entorno tan diverso para la profesión?

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Valor de la comunicació

nContricución

objetivos

Evaluación

Organización

Comunicador

Vinculación estrategias

corporativa y comunicativa

Acceso y valor en la

gestión estratégica

CompetenciasRecursos

https://www.youtube.com/watch?v=547VaUmpTVY

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Disponible gratuitamente una amplia selección de informes, vídeos y publicaciones basadas en los estudios del European Communication Monitor (ECM). 2007-2015

+ Latin American Communication Monitor y Asia-Pacific Communication Monitor. 2014-2015

Más información en:

www.communicationmonitor.eu