future of corporate communications: cutting through the noise: report

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?


Managing reputation and getting the story heard are the biggest communications challenges


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.”


“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.”


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%


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


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?


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%


60%

KEY Concerned Relaxed

Having an impact in an information-saturated communications environment is a big concern


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.”


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%


Non-traditional stakeholders increasingly important


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?


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%


Communications channels continue the shift to digital


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%



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?


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

#


The biggest opportunity lies in “joining up the dots” for the organisation’s communications


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?


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


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)


56%44% 40%

60%


Organisations are consolidating their communications to tell their story in a more consistent and compelling way


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


German communicators are least likely to be consolidating, but likely to catch up in five years’ time


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


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


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.”


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


28%

72%


The role and title are changing


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


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)


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


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%





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%

EMAIL

71% 55%BLOGS

50% 41%

More communications consolidation = less anxietycontinued

KEY

CONSOLIDATED COMMS

SEPARATE COMMS

22


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


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%


[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


Demonstrating the impact of communications to leadership is vital


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…


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:


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 [email protected]

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.


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


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 [email protected]

BeijingBrunswick Group2605 Twin Towers (East)B12 Jianguomenwai AvenueBeijing, 100022, China T: +86 10 6566 2256 F: +86 10 6566 3856 beijingoffi [email protected]

BerlinBrunswick Group GmbHTaubenstraße 20-2210117 Berlin, Germany T: +49 30 2067 3360 F: +49 30 2067 3366 berlinoffi [email protected]

Brussels Brunswick Group LLP7th Floor, 27 Avenue Des Arts1040 Brussels, Belgium T: +32 2 235 6511 F: +32 2 235 6522 brusselsoffi [email protected]

Dallas Brunswick Group LLC200 Crescent Court, Suite 225Dallas, TX 75201, USAT: +1 214 254 3790 F: +1 214 254 3791 dallasoffi [email protected]

DubaiBrunswick Gulf LtdGate Village Building 10Dubai International Financial CentrePO Box 506691Dubai, United Arab EmiratesT: +971 4 446 6270F: +971 4 436 4160 uaeoffi [email protected]

Frankfurt Brunswick Group GmbH Weißfrauenstraße 12-16 60311 Frankfurt, GermanyT: +49 69 2400 5510 F: +49 69 2400 5555frankfurtoffi [email protected]

Hong Kong Brunswick Group Ltd22nd FloorOnfem Tower 29 Wyndham Street Central, Hong Kong SAR, ChinaT: +852 3512 5000 F: +852 2259 9008hongkongoffi [email protected]

JohannesburgBrunswick South Africa Ltd 23 Fricker Road Illovo BoulevardIllovo, JohannesburgSouth AfricaT: +27 11 502 7300F: +27 11 268 5747johannesburgoffi [email protected]

MilanBrunswickVia Solferino 7 20121 Milan, ItalyT: +39 02 9288 6200F: +39 02 9288 6214milanoffi [email protected]

MumbaiOpening later this year mumbaioffi [email protected]

MunichBrunswick Group GmbHOberföhringer Straße. 481679 Munich, GermanyT: +49 89 809 90 250 F: +49 89 809 90 2555 munichoffi [email protected]

New YorkBrunswick Group LLC 140 East 45th Street30th Floor, New York NY 10017, USAT: +1 212 333 3810F: +1 212 333 3811newyorkoffi [email protected]

Paris Brunswick 10 Boulevard Haussmann Paris, 75009 France T: +33 1 53 96 83 83 F: +33 1 53 96 83 96 parisoffi [email protected]

Rome Brunswick Piazza del Popolo, 1800187 Rome, ItalyT: +39 06 36712 806F: +39 06 36712 400romeoffi [email protected]

São PauloBrunswick São PauloAvenida Dr. Cardoso de Melo1340 – Sala 42Vila OlímpiaSão Paulo SP, Brazil, 04548-004T: +55 11 3070 7620 saopaulooffi [email protected]

San FranciscoBrunswick Group LLC One Front StreetSuite 1850 San Francisco, CA 94111, USAT: +1 415 671 7676F: +1 415 671 7677sanfranciscooffi [email protected]

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 [email protected]

SingaporeBrunswick Group Pte Ltd6 Battery Road, #15-05Singapore 049909T: +65 6426 8188 singaporeoffi [email protected]

Stockholm Brunswick Group Birger Jarlsgatan 15 111 45 Stockholm, SwedenT: +46 8 410 32 180F: +46 8 611 00 56stockholmoffi [email protected]

Washington, DCBrunswick Group LLC 1099 New York Avenue, NWSuite 300Washington, DC 20001, USAT: +1 202 393 7337F: +1 202 898 1588washingtonoffi [email protected]

ViennaBrunswick Corporate Communication GmbH, Bankengasse 8 1010 Vienna, AustriaT: + 43 1 907 65 10 F: + 43 1 907 65 10 40 viennaoffi [email protected]

LondonPhil Riggins, PartnerT: +44 (0)20 7396 3564M: +44 (0)7733 318 [email protected]

European Association of Communication DirectorsSquare de Meeûs 37B-1000 BrusselsT: +32 (0)2 219 22 90F: +32 (0)2 219 22 [email protected]

Brunswick Group LLP 16 Lincoln’s Inn Fields London, WC2A 3EDUnited Kingdom

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