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www.corporatecomm.org 1
CORPORATE COMMUNICATION INTERNATIONAL at Baruch College/CUNY
CCI Corporate Communication Practices and Trends 2011: United States – Final Report
Dr. Michael B. GoodmanDirector, Corporate Communication International
Professor and Director, MA in Corporate CommunicationBaruch College, City University of New York
with Christina Genest, CCI Associate Director
and Research Assistants
Annie Keller, Darnide Cayo, Samantha Gouy
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www.corporatecomm.org 2
Briefing Overview: Key Insights (1) -- CCI Study 2011
1 Transformation of the discipline through dramatic consolidation of internal & external functions -- marketing, PR, employee relations
2 Increased pressure as a result of continuing static budget & staff changes reflect continued global economic uncertainty
3 Increased attention to corporate culture & employee communication
4 Dramatic increases in complexity and speed in response to social media’s role and importance in corporate practice
5 Communication executives continue to see their primary role as “counsel to the CEO” & “manager of the company’s reputation”
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www.corporatecomm.org 3
Briefing Overview: Key Insights (2) -- CCI Study 2011
6 Dramatically decreased responsibility for the management of IR
7 Dodd-Frank Wall Street Reform Act (2010) aligns with leading practices
8 Citizens United decision -- leading practices re-enforce non-partisanship
9 Decreased use of vendors to help with critical functions; slight increases in Media Relations, PR, Community Relations, Intranet, Social Media
10 Expanded skill set -- even greater emphasis on business acumen & the ability to articulate ideas & to persuade others
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www.corporatecomm.org 4
Focus of this 2011 Briefing
• Key Insights (10) from the CCI Practices & Trends Study 2011
• Key corporate communication function & budget responsibilities
• Responses to three open-ended questions• Interview responses to ten open-ended questions • Survey Data 2000-2011 (64 Charts) for reference
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Goals of the 2011 Study
• Outline & analyze the state of the art for Corporate Communication practice in public, multinational companies
• Continue the CCI Studies from 2000 - 2009• Identify & analyze Corporate Communication
practices• Identify trends and determine leading practices in
Corporate Communication• Continue to build the database for further study• Distribute Key Findings to the academic and
professional communities
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www.corporatecomm.org 6
Methods of the 2011 Study
• Survey: 27 Questions
• Survey available online with password access
• Mailed to 1000 companies: Spring 2011
• Follow-up postcard reminder: April 2011
• Telephone calls and Email reminders: May-July 2011
• Response rate: 6.5%
• 13 Telephone Interviews (6.5 hours): May – September 2011
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Industry Sectors for 2011 [Q #1]
0 2 4 6 8 10 12 14 16 18
Tranportation
Consulting
Media
Telecom
Energy
Sales & Marketing
Maufact.
Information Tech
R&D
Insurance
Financial Services
Consumer Heath Care
Pharmaceutical
Consumer Products
%
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www.corporatecomm.org 8
Number of Employees 2011 [Q#3]
0
5
10
15
20
25
30
35
40
2005 2007 2009 2011
%
up to 1000
1k - 4.9k
5k - 9.9k
10k - 14.9k
15k - 19.9k
20k - 24.9k
25k - 29.9k
30k - 39.9k
40k +
40k - 49.9
50k +
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Corporate Communication Dollar Value 2011 [Q#17]
0
5
10
15
20
25
30
35
40
2005 2007 2009 2011
%
<500
500K - <1M
1M - <5M
5M - <7.5M
7.5M - <10M
>10M
10M -19M
20M +
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Key Study Insights 2011 (1)*
Transformation of the discipline through a dramatic consolidation of internal & external communication functions -- marketing, public relations, employee relations
TREND: Increases internal focus through greater budgets for corporate culture, intranet, employee communication;
Increases in external focus through increased budget levels for reputation management, issues management, government relations, social media
OPPORTUNITY: Consider the importance of empowering employees and customers
* Q 13, 14, 15,16; Interviews
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Key Study Insights 2011 (2)*
Increased pressure as a result of continuing static budget & staff changes reflect continued global economic uncertainty;
Modest budget (28%) and staff (27.4%) increases reflect overall corporate caution in response to the global economic downturn, contrasting sharply with decreases in 2009
Nevertheless, communication executives remain optimistic that their budgets will not be “among the first to be cut” (88.2%), reflecting the value of the function
TREND: Decreasing resources continue to drive corporate communicators to accomplish even more with less
OPPORTUNITY: Leverage the corporation’s culture and its employee “ambassadors” through media technology to add strategic advantage and value
* Q 13,14,15,16,18, 22; Interviews
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Staff Changes 2011 [Q#14]
0102030405060708090
100
%
2005200720092011
INCREASED Staff
2007 2009 (20.3%)
2011
(27.4%)21.7% 10.9% 15.6% [5% incr]
1.7% 3.1% 3.9% [10% incr]
0 1.6% 7.8% [15% incr]
3.3% 4.7% 0 [15%+]
DECREASED Staff
20072009
(28.1%)2011
(11.7%)
11.7% 12.5% 7.8% [5% decr]
1.7% 3.1% 3.9% [10% decr]
3.3% 3.1% 0 [15% decr]
3.3% 9.4% 0 [15%+ decr]
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Budget Changes 2011 [Q#15]
0
10
20
30
40
50
60
70
80
90
Increase No Chg Decrease
%
2005200720092011
INCREASED Budget
2007 2009 (18.4%)
2011
(28%)
23.0% 9.2% 12% [5% incr]
8.2% 4.6% 10% [10% incr]
4.9% 3.1% 2% [15% incr]
1.6% 1.5% 4% [15%+]
DECREASED Budget
2007 2009 (43.1%)
2011
(20%)
8.2% 10.8% 8% [5% decr]
3.3% 15.4% 8% [10% decr]
1.6% 4.6% 2% [15% decr]
8.2% 12.3% 2% [15%+]
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Budget Cuts to Reduce Cost 2011 [Q#18]
0
10
20
30
40
50
60
70
80
90
First Cut No Change Last Cut
%
2005200720092011
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Key Study Insights 2011 (3)*
Increased attention to corporate culture & employee communication in response to continued uncertainty in global economic conditions, business model transformation, & the networked enterprise
TREND: Renewed internal focus is driven by an understanding of the employees’ essential role in the networked enterprise, the need to boost employee morale, and reflect a reluctance to commit resources to hiring additional staff.
OPPORTUNITY: Position for an economic recovery, or continued global economic weakness
* Q 13, 14, 15,16; Interviews
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Key Study Insights 2011 (4)*
Dramatic increases in complexity and speed in response to social media’s role and importance in corporate practice
TREND: Communication officers’ continuing increases in the responsibility for the social media function (84.3%, up 6.3% from 2009) and its budget (74.5% up 10.5% from 2009); increased use of vendors for social media (38.8%; up from 28% in 2009)
OPPORTUNITY: Focus new technology internally and externally for clearly defined strategic purposes
* Q 13,16, 22, Interviews
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Corporate Communication Functions & Budget 2011 (23) [Q13,16]
Social Media [new in 2009]
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
2009
2011
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Key Study Insights 2011 (5)*
Communication executives continue to see their primary role as “counsel to the CEO” & “manager of the company’s reputation”
TREND: Reputation management continues to grow in importance and in budget allocation; Strategic communication counsel has been cited as the primary role for corporate communication officers since the first CCI Study more than a decade ago.
OPPORTUNITY: Reputation management requires a strategic partnership and counsel with the CEO
* Q 13, 16, 21, 25; Interviews
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Corporate Officer Best Prepared to Manage Reputation 2011 [Q 25]
Corporate Officer
Chief Executive Officer (CEO)
Chief Communication Officer (CCO)
CEO and CCO
CEO & Chief Marketing Officer (CMO)
CFO
Corporate Counsel
Other
41.6%
22.9%
25%
2%
2%
2%
4%
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Corporate Communication Functions & Budget 2011 (22) [Q13,16]
Reputation Management
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
2005
2007
2009
2011
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Key Study Insights 2011 (6)*
Dramatically decreased responsibility for the management of Investor Relations; Lowest responsibility for the management of the IR function (15.7%) & budget (7.8%) since the first CCI Study, reflecting corporate uncertainty
However, overwhelmingly engaged with the Annual Report function (70.6%) and budget (60.8%)
TREND: Communication with shareholders, the capital markets, & other stakeholders during a weak economy remains essential in maintaining positive relationships
OPPORTUNITY: Develop and communicate strategic understanding of the volatile business environment
* Q 13,16,23,24; Interviews
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Corporate Communication Functions & Budget 2011 (17) [Q13,16]
Investor Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
2005
2007
2009
2011
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Corporate Communication Function & Budget 2011 (2) [Q13,16]
Annual Report
0
20
40
60
80
100
Yes - Function No - Function Yes - Budget No - Budget
%
2005
2007
2009
2011
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Key Study Insights 2011 (7)*
Dodd-Frank Wall Street Reform and Consumer Protection Act (2010) aligns with leading practices
TREND: Most (75%) communication officers report that the new legislation has had “no,” “limited,” or “minimal” impact on corporate communication, adding that their transparency policies were in place before the legislation was passed.
OPPORTUNITY: Demonstrate that your organization takes regulatory reform and consumer protection seriously; and help regulators and lawmakers understand your businesses
* Q 24; Interviews
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Key Study Insights 2011 (8)*
Citizens United vs Federal Election Commission Supreme Court decision -- leading practices re-enforce non-partisanship
TREND: Communication officers report that U.S. Supreme Court ruling has had “no,” “limited,” or “minimal” impact on corporate communication, adding that their corporate political campaign contribution policies are long standing and transparent
OPPORTUNITY: Demonstrate that your organization exercises its financial and political influence responsibly
* Interviews
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Key Study Insights 2011 (9)*
Decreased use of vendors to help with critical functions; slight increases in use for Media Relations (up 3.9%), PR (up 5%), Community Relations (3.6%), Intranet (1.5%), Social Media (10.8%)
TREND: Complexity and uncertainty drive the use of vendors, “interns,” and “contingent workers”; dependence on outside experts at the expense of developing internal capability and expert counsel
OPPORTUNITY: Global agencies offer experience and expertise without long-term commitment
* Q 22; Interviews
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Key Study Insights 2011 (10)*
Expanded skill set with even greater emphasis on business acumen, as well as the ability to articulate ideas & persuade others
Demographic profile of top Corporate Communication officers – younger (56% 40 – 55; in 2009 60% over 50); better paid (48% above $300k; in 2009 33% above $300k) & better educated; mostly male (75%; in 2009 66.7%)
TREND: Corporate communication executive officers are “middle-aged”, and 1 out of 4 is paid over $500K
OPPORTUNITY: Consider the different experiences between managers & their staff in employee communication; Develop the business competencies of new staff & leadership experience of managers
* Interviews; Q 6,7,8,10
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Age - Corporate Communication Executives 2011 [Q#7]
0
5
10
15
20
25
30
35
%
20-34 35-39 40-44 45-49 50-54 55-59 60-64 65+
2005200720092011
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Key Functions 2011 [Q13] (%yes)
• Communication Strategy 100.0%• Media Relations 98.0%*• Public Relations 98.0%* • Communication Policy 96.1%*• Crisis Communication 94.1%*• Executive Communication 92.2%*• Reputation Management 88.2%*• Employee (Internal) Comm 88.2%*• Intranet Communication 88.2%*• Social Media 84.3%• Internet Communication 80.4%• Issues Management 78.4%• Annual Report 70.6%• Community Relations 62.7%* Almost ubiquitous
• Mission Statement 60.8%• Corporate Culture 56.9%• Corporate Citizenship 56.9% • Corporate Identity 54.9%• Brand Strategy 45.1%• Marketing Communications 41.2%• Advertising 35.3% • Government Relations 21.6%• Investor Relations 15.7%• Technical Communication 11.8%• Training & Development 9.8%• Ethics 7.8%• Labor Relations 2.0%
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Role of Corporate Communication In Companies 2011 [Q21]
Respondents RANKED the following functions that best describe their role:*1. Manager of company’s reputation (4.06)2. Counsel to the CEO & the Corporation (4.16)3. Manager of the company’s image (5.11)4. Manager of employee relations (internal comm.) (5.17) 5. Advocate or “engineer of public opinion” (5.60) 6. Driver of company publicity (5.83)7. Source of public information about the company (6.30)8. Branding & brand perception steward (7.29)9. Member of the company’s strategic planning leadership team (7.46)10.Manager of relationships -- co. & ALL key constituencies (7.83)11.Support for marketing & sales (8.15)12.Manager of relationships – co. & NON-customer constituencies (8.16)13.Corporate citizenship champion (8.36)14.Other (8.50)* Response average – lower number equals higher raking – 1 - 13
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Open-Ended Questions – Selected Responses [Q23]
Impact of executive compensation issue on the practice of corporate communication
“Minimal impact.”“Managed as another significant issue.”“Executive Compensation was a major issue for us 15 years
ago, but it has not been a major issue or concern for us for many years. It is not a significant issue for us.”
“It hasn't to a great degree. My department is responsible for the annual proxy, and we've certainly changed a number of things to be more transparent and in line with new SEC regulations on compensation disclosure, but by and large they are minimal and haven't had an impact on the way we generally communicate.”
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Open-Ended Questions --Selected Responses [Q24]
Impact of the 2010 Dodd-Frank Wall Street Reform and Consumer Protection Act
almost 75% say, “No impact.” “Limited.” “Minimal.” but…“Significant impact. Increased workload by about 20%.”“It has impacted our financial reporting far more than it has
corporate communications. During earnings times, we now have to be more specific in certain areas and report certain items in a way that Wall Street isn't used to, but other than adding some complexity to the process, it hasn't significantly changed the way we communicate.
“Communications plays a role in ensuring that our organization is characterized as taking seriously regulatory reform that protects the interests of consumers, while helping regulators and lawmakers understand our businesses.”
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Interview 2011-- Ten Open-Ended Questions
Ten questions sent by e-mail – telephone interview followed:• The top three critical issues in corporate communication• Strategic importance of corporate communication• Top three trends in corporate communication in
companies• Trends unique to the corporation’s industry or sector• Contribution to the overall success of the corporation• Core competencies• Impact of Dodd-Frank legislation• Impact of Citizens United vs the Federal Election
Commission• The practice of corporate communication in the future• Additional comments
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Interview Questions 2011-- Selected Responses
The top three critical issues in corporate communication
“…the complexity of businesses, organizations, corporations, government….Our institutions have become incredibly complex and hard for the public to understand, hard for our stakeholders to understand, hard for our customers to understand. That in itself undermines confidence and leads to disengagement.”
“…better ways to communicate the fact that yes-it is a corporation…but really it’s a band of people working toward a mission or set of goals.”
“…employee engagement…trust and credibility of corporate…being realistically optimistic INSIDE a company… can you be optimistic and realistic at the same time?”
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Interview Questions 2011-- Selected Responses
Top three trends in corporate communication in companies
“…growth in social media, focus on reputation management, and a greater emphasis on employee communications.”
“…being less of a communication manager and producer and more towards communication advisor and counselor… more of dialogue… more emphasis on listening to the public... A lot more engagement with stakeholders.”
“…immediacy, time required/allowed to respond is collapsing.”“…the breakdown of barriers between internal and external...
Everything internal has the potential to go external…Everything gets leaked to the outside world in one way or another.”
“…mobility. …the interactivity that smartphones and other devices are offering again changes the way we can communicate and changes profoundly the way customers expect us to communicate.”
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Interview Questions 2011– Selected Responses
Impact of Citizens United vs the Federal Election Commission
“Not much because we really don’t take a stand on any issues because it would get us in trouble with our customers so we are not very active in that area.”
“This hasn’t had a big impact on us. We’re already one of the nation’s largest lobbyists. … Over time, we’ve made numerous changes around transparency…people can go and see what we’ve given to whom and why. “
“Minimal impact to us…Let me put it this way…a very small portion of my time would be spent on communication impacting legislation.”
“Not at all. We don’t donate corporate money to those types of political campaigns.”
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CORPORATE COMMUNICATION INTERNATIONAL at Baruch College/CUNY
CCI Corporate Communication Practices and Trends 2011: United States – Final Report
THANKS!
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CCI Study 2011 Survey
Data[Includes information from previous
CCI Studies -- 2000, 2001, 2002, 2003,2005, 2007, 2009, 2011]
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Industry Sectors for 2011 [Q #1]
0 2 4 6 8 10 12 14 16 18
Tranportation
Consulting
Media
Telecom
Energy
Sales & Marketing
Maufact.
Information Tech
R&D
Insurance
Financial Services
Consumer Heath Care
Pharmaceutical
Consumer Products
%
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Role of Corporate Communication In Companies 2011 [Q21]
Respondents RANKED the following functions that best describe their role:*1. Manager of company’s reputation (4.06)2. Counsel to the CEO & the Corporation (4.16)3. Manager of the company’s image (5.11)4. Manager of employee relations (internal comm.) (5.17) 5. Advocate or “engineer of public opinion” (5.60) 6. Driver of company publicity (5.83)7. Source of public information about the company (6.30)8. Branding & brand perception steward (7.29)9. Member of the company’s strategic planning leadership team (7.46)10.Manager of relationships -- co. & ALL key constituencies (7.83)11.Support for marketing & sales (8.15)12.Manager of relationships – co. & NON-customer constituencies (8.16)13.Corporate citizenship champion (8.36)14.Other (8.50)* Response average – lower number equals higher raking – 1 - 13
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www.corporatecomm.org 41
Number of Employees 2011 [Q#3]
0
5
10
15
20
25
30
35
40
2000 2001 2002 2003 2005 2007 2009 2011
%
up to 1000 1k - 4.9k5k - 9.9k 10k - 14.9k15k - 19.9k 20k - 24.9k25k - 29.9k 30k - 39.9k40k + 40k - 49.950k +
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www.corporatecomm.org 42
Corporate Communication Dollar Value 2011 [Q#17]
0
5
10
15
20
25
30
35
40
45
50
2000 2001 2002 2003 2005 2007 2009 2011
%
<500500K - <1M1M - <5M5M - <7.5M7.5M - <10M>10M10M -19M>20M
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www.corporatecomm.org 43
Age - Corporate Communication Executives 2011 [Q#7]
0
5
10
15
20
25
30
35
%
20-34 35-39 40-44 45-49 50-54 55-59 60-64 65+
20002001200220032005200720092011
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www.corporatecomm.org 44
Gender -- Communication Executives 2011 [Q# 6]
01020304050607080
Male Female
%
20002001200220032005200720092011
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www.corporatecomm.org 45
Education - Communication Executives 2011 [Q#8]
0
10
20
30
40
50
60
70
Ph.D JD BA BS MA MS MBA some col
%
20002001200220032005200720092011
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www.corporatecomm.org 46
Salary 2011 [Q#10]
0
5
10
15
20
25
30
35
40
45
50,000 > - 50k99.9k
- 100k149k
-150k199k
-100k199k
- 200k299k
+ 300k -300k399k
-400k499k
+500k
$
%
20002001200220032005200720092011
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www.corporatecomm.org 47
Reporting Lines 2011 [Q#12]
0
10
20
30
40
50
60
CEO CFO COO CMO Counsel Other
%
2001 20022003 20052007 20092011
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www.corporatecomm.org 48
Communication Officer Reporting Line 2011 [Q 12]
Top Communication Officer Reports to:
Chief Executive Officer (CEO)
Chief Financial Officer (CFO)
Corporate Counsel
Chief Operating Officer (COO)
Chief Marketing Officer (CMO)
Other
56%
4%
6%
4%
12%
22%
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www.corporatecomm.org 49
Titles for Top Communication Officer 2011 [Q 5]
Titles for Top Communication Officer:
VP, Corporate Communication
Director, Corporate Communication
SVP, Corporate Communication
Chief Communication Officer
VP, Corporate Affairs
VP, Public Affairs
Corporate Communication Manager
Other
34.6%
5.8%
26.9%
13.4%
3.8%
3.8%
5.8%
7.6%
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www.corporatecomm.org 50
Corporate Officer Best Prepared to Manage Reputation 2011 [Q 25]
Corporate Officer
Chief Executive Officer (CEO)
Chief Communication Officer (CCO)
CEO and CCO
CEO & Chief Marketing Officer (CMO)
CFO
Corporate Counsel
Other
41.6%
22.9%
25%
2%
2%
2%
4%
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www.corporatecomm.org 51
Budget Changes 2011 [Q#15]
0102030405060708090
%
2001200220032005200720092011
INCREASED Budget
2007 2009
(18.4%)
2011
(28%)
23.0% 9.2% 12% [5% incr]
8.2% 4.6% 10% [10% incr]
4.9% 3.1% 2% [15% incr]
1.6% 1.5% 4% [15%+]
DECREASED Budget
20072009
(43.1%)
2011
(20%)
8.2% 10.8% 8% [5% decr]
3.3% 15.4% 8% [10% decr]
1.6% 4.6% 2% [15% decr]
8.2% 12.3% 2% [15%+ decr]
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www.corporatecomm.org 52
Budget Cuts to Reduce Cost 2011 [Q#18]
0
10
20
30
40
50
60
70
80
90
First Cut Neither Sooner orLater
Last Cut
%
2001200220032005200720092011
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www.corporatecomm.org 53
Staff Changes 2011 [Q#14]
0102030405060708090
100
Increase No Chg Decrease
%
2001200220032005200720092011
INCREASED Staff2007 2009 2011
(27.4%)
21.7% 10.9% 15.6% [5% incr]
1.7% 3.1% 3.9% [10% incr]
0 1.6% 7.8% [15% incr]
3.3% 4.7% 0 [15%+]
DECREASED Staff
2007 20092011
(11.7%)
11.7% 12.5% 7.8% [5% decr]
1.7% 3.1% 3.9% [10% decr]
3.3% 3.1% 0 [15% decr]
3.3% 9.4% 0 [15%+ decr]
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www.corporatecomm.org 54
Key Functions 2011 [Q13] (%yes)
• Communication Strategy 100.0%• Media Relations 98.0%*• Public Relations 98.0%* • Communication Policy 96.1%*• Crisis Communication 94.1%*• Executive Communication 92.2%*• Reputation Management 88.2%*• Employee (Internal) Comm 88.2%*• Intranet Communication 88.2%*• Social Media 84.3%• Internet Communication 80.4%• Issues Management 78.4%• Annual Report 70.6%• Community Relations 62.7%* Almost ubiquitous
• Mission Statement 60.8%• Corporate Culture 56.9%• Corporate Citizenship 56.9% • Corporate Identity 54.9%• Brand Strategy 45.1%• Marketing Communications 41.2%• Advertising 35.3% • Government Relations 21.6%• Investor Relations 15.7%• Technical Communication 11.8%• Training & Development 9.8%• Ethics 7.8%• Labor Relations 2.0%
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www.corporatecomm.org 55
Corporate Communication Function & Budget 2011 (1) [Q13,16]
Advertising
0
20
40
60
80
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 56
Corporate Communication Function & Budget 2011 (2) [Q13,16]
Annual Report
0
20
40
60
80
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 57
Corporate Communication Functions & Budget 2011 (3) [Q13,16]
Brand Strategy (new --2002)
0
20
40
60
80
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 58
Corporate Communication Functions 2011 (4) [Q13]
Communication Policy & Strategy
0
20
40
60
80
100
Yes - Policy No - Policy Yes - Strategy No - Strategy
%
20002001200220032005200720092011
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www.corporatecomm.org 59
Corporate Communication Functions & Budget 2011 (5) [Q13,16]
Community Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 60
Corporate Communication Functions & Budget 2011 (6) [Q13,16]
Corporate (Organizational) Culture
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 61
Corporate Communication Functions & Budget 2011 (7) [Q13,16]
Corporate Identity
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 62
Corporate Communication Functions & Budget 2011 (8) [Q13,16]
Mission Statement
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 63
Corporate Communication Functions & Budget 2011 (9) [Q13,16]
Philanthropy (Citizenship)
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 64
Corporate Communication Functions & Budget 2011 (10) [Q13,16]
Crisis & Emergency
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 65
Corporate Communication Functions & Budget 2011 (11) [Q13,16]
Employee Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 66
Corporate Communication Functions & Budget 2011 (12) [Q13,16]
Ethics Code
0102030405060708090
100
Yes - Function No - Function
%
20002001200220032005200720092011
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www.corporatecomm.org 67
Corporate Communications Functions & Budget 2011 (13) [Q13,16]
Executive Speeches
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 68
Corporate Communication Functions & Budget 2011 (14) [Q13,16]
Government Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 69
Corporate Communication Functions & Budget 2011 (15) [Q13,16]
Internet Site
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 70
Corporate Communication Functions & Budget 2011 (16) [Q13,16]
Intranet Site
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 71
Corporate Communication Functions & Budget 2011 (17) [Q13,16]
Investor Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 72
Corporate Communication Functions & Budget 2011 (18) [Q13,16]
Issues Management
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 73
Corporate Communication Functions & Budget 2011 (19) [Q13,16]
Marketing Communications
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 74
Corporate Communication Functions & Budget 2011 (20) [Q13,16]
Media Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 75
Corporate Communication Functions & Budget 2011 (21) [Q13,16]
Public Relations
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 76
Corporate Communication Functions & Budget 2011 (22) [Q13,16]
Reputation Management
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
20002001200220032005200720092011
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www.corporatecomm.org 77
Corporate Communication Functions & Budget 2011 (23) [Q13,16]
Social Media [new in 2009]
0102030405060708090
100
Yes - Function No - Function Yes - Budget No - Budget
%
2009
2011
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www.corporatecomm.org 78
Agency or Vendor Use 2011 (1) [Q22]
Advertising
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 79
Agency & Vendor Use 2011 (2) [Q22]
Annual Report
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 80
Agency & Vendor Use 2011 (3) [Q22]
Policy
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 81
Agency & Vendor Use 2011 (4) [Q22]
Strategy
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 82
Agency & Vendor Use 2011 (5) [Q22]
Community Relations
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
![Page 83: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/83.jpg)
www.corporatecomm.org 83
Agency & Vendor Use 2011 (6) [Q22]
Corporate Culture
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 84
Agency & Vendor Use 2011 (7) [Q22]
Corporate Identity
0
20
40
60
80
100
Yes No
%
2000200120032005200720092011
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www.corporatecomm.org 85
Agency & Vendor Use 2011 (8) [Q22]
Mission Statement
0
20
40
60
80
100
Yes No
%
2000200120032005200720092011
![Page 86: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/86.jpg)
www.corporatecomm.org 86
Agency & Vendor Use 2011 (9) [Q22]
Citizenship
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 87
Agency & Vendor Use 2011 (10) [Q22]
Crisis & Emergency
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 88: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/88.jpg)
www.corporatecomm.org 88
Agency & Vendor Use 2011 (11) [Q22]
Employee Relations
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 89
Agency & Vendor Use 2011 (12) [Q22]
Ethics Code
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 90
Agency & Vendor Use 2011 (13) [Q22]
Executive Speeches
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
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www.corporatecomm.org 91
Agency & Vendor Use 2011 (14) [Q22]
Government Relations
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 92: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/92.jpg)
www.corporatecomm.org 92
Agency & Vendor Use 2011 (15) [Q22]
Internet
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
![Page 93: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/93.jpg)
www.corporatecomm.org 93
Agency & Vendor Use 2011 (16) [Q22]
Intranet
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 94: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/94.jpg)
www.corporatecomm.org 94
Agency & Vendor Use 2011 (17) [Q22]
Investor Relations
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
![Page 95: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/95.jpg)
www.corporatecomm.org 95
Agency & Vendor Use 2011 (18) [Q22]
Issues Management
0102030405060708090
100
Yes No
%
20002001200220032005200720092011
![Page 96: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/96.jpg)
www.corporatecomm.org 96
Agency & Vendor Use 2011 (19) [Q22]
Labor Relations
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 97: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/97.jpg)
www.corporatecomm.org 97
Agency & Vendor Use 2011 (20) [Q22]
Marketing Communication
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 98: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/98.jpg)
www.corporatecomm.org 98
Agency & Vendor Use 2011 (21) [Q22]
Media Relations
0
20
40
60
80
100
Yes No
%
20002001200220012005200720092011
![Page 99: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/99.jpg)
www.corporatecomm.org 99
Agency & Vendor Use 2011 (22) [Q22]
Public Relations
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 100: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/100.jpg)
www.corporatecomm.org 100
Agency & Vendor Use 2011 (23) [Q22]
Reputation Management
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 101: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/101.jpg)
www.corporatecomm.org 101
Agency & Vendor Use 2011 (24) [Q22]
Social Media
0
20
40
60
80
100
Yes No
%
2009
2011
![Page 102: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/102.jpg)
www.corporatecomm.org 102
Agency & Vendor Use 2011 (25) [Q22]
Training
0
20
40
60
80
100
Yes No
%
20002001200220032005200720092011
![Page 103: CCI Corporate Communication Practices and Trends 2011: United States – Final Report](https://reader036.vdocuments.us/reader036/viewer/2022062519/56814f39550346895dbcd828/html5/thumbnails/103.jpg)
www.corporatecomm.org 103
CORPORATE COMMUNICATION INTERNATIONAL at Baruch College/CUNY
CCI Corporate Communication Practices and Trends 2011: United States – Final Report
Dr. Michael B. GoodmanDirector, Corporate Communication International
Professor and Director, MA in Corporate CommunicationBaruch College, City University of New York
with Christina Genest, CCI Associate Director
and Research Assistants
Annie Keller, Darnide Cayo, Samantha Gouy