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CCI Practices and Trends Study 2013

A 2013 research study on the practices and trends of corporate communication in the United States.
by

CCI Corp Comm International

on 18 October 2015

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Transcript of CCI Practices and Trends Study 2013

United States - Final Report
6. Responsibility for the Investor Relations function enjoys a limited comeback

7. Political, financial, technological uncertainty drives sharp focus on business imperatives

8. Success factors for reputation management: “Integrity, transparency, performance, board/leadership buy-in.”

9. Use of vendors increases for Issues Management; Use for Internet, Intranet, Social Media decreases

10. Top Corporate Communication officers are: younger, paid very well, better educated
Key Insight #2
Staff and Budget Changes
Staff Changes
Budget Cuts to Reduce Costs
Budget Changes
Role of Corporate Communications in Companies
Key Insight #6
Responsibility for the Investor Relations function enjoys a limited comeback
YES!
Demographics of Corporate Communication Executives
Selected Responses to Interview Questions
Thank you!
Key Insight #1
Transformation of the discipline accelerates
Industry Sectors
Corporate Communication Dollar Value
Number of Employees
Goals of the Study

Corporate Communication Practices and Trends 2013
Focus of the Briefing...
Key insights from the CCI Practices & Trends Study 2013
Key corporate communication functions & budget responsibilities
Responses to three open-ended questions
Interview responses to ten open-ended questions
Survey data 2000-2013 for reference

Key Insights
1. Transformation of the discipline accelerates

2. Continued pressure as a result of global economic uncertainty

3. Renewed emphasis placed on positive corporate culture & employee engagement

4. Social media loses a bit of its luster

5. Communication executives continue to see their primary role as “counsel to the CEO” & “manager of the company’s reputation”
Outline & analyze the state of the art for Corporate Communication practice in public, multinational companies
Continue the CCI Studies from 2000 - 2011
Identify & analyze Corporate Communication current 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
Methods of the Study
Survey: 27 Questions
Online link to survey provided in letters
Mailed to 1000 companies: February, March, July
Follow-up postcard reminder: March 2013
Email: February, March, July 2013
Response rate: 5.6%
13 (20) Telephone Interviews (17 hours, transcribed): May – October 2013

Total Sales
Corporations in the sample
NEW EMPHASIS ON:
Internal communication functions (employee communication, corporate culture, the Intranet)
External communication functions (media and public relations corporate citizenship)

TREND:
Strategic and Policy
Employee Engagement
Media and Public Relations
Executive Communications
Crisis Communication
Intranet Communication
Reputation Management
OPPORTUNITY:
Empowering both
employees and customers
Key Functions
Communication Strategy 94.6%
Employee (Internal) Comm 94.6%
Media Relations 94.6%
Executive Communication 92.9%
Crisis Communication 92.9%
Communication Policy 91.1%
Intranet Communication 91.1%
Public Relations 89.3%
Reputation Management 80.4%
Social Media 76.8%
Issues Management 73.2%
Internet Communication 69.6%
Annual Report 67.9%
Community Relations 62.5%


Corporate Culture 60.7%
Mission Statement 55.4%
Corporate Citizenship 55.4%
Corporate Identity 53.6%
Brand Strategy 46.4%
Advertising 42.9%
Marketing Communications 37.5%
Government Relations 19.6%
Investor Relations 17.9%
Technical Communication 12.5%
Ethics 7.1%
Training & Development 5.4%
Labor Relations

5.4%

Almost ubiquitous
Continued pressure as a result of global economic uncertainty
More robust budgets (30%) reflect the increased need for corporate communication;
Steady, but moderate staff (23.2%) increases reflect corporate caution in response to the global economic uncertainty;
Communication executives remain optimistic, at the pre-recession level, that their budgets will not be “among the first to be cut” (87.5%), reflecting the value of the function


Limited resources continue to drive corporate communicators to accomplish even more with less; Identify priority communication actions

OPPORTUNITY:
Leverage the corporation’s culture
and its employee “ambassadors” through media technology to add strategic advantage and value

Key Insight #3
Renewed emphasis placed on positive corporate culture & employee engagement
Renewed emphasis is in response to global economic conditions, changing business and media models, “big data,” and the networked enterprise
TREND:
Acknowledging the employees’ essential role in the networked enterprise, internal focus continues to drive the need to boost employee morale
Uncertainty fuels the reluctance to hire full-time staff

TREND:
OPPORTUNITY:
Position for a slow global
economic recovery, or protracted
global economic weakness

TREND:
Reversing a four-year upward trend, communication officers
report decreased responsibility for the social media function (76.8%, down 7.5% from 2011) and its budget (relatively flat at 73.2% down 1.3% from 2011)
Decreased use of vendors for social media (24.1%, down 14.7% from 38.8% in 2011)
However, Intranet responsibility 91.1% up 2.9% & budget up 3.3%

Key Insight #4
Social media loses a bit of its luster despite dramatic increases in complexity and speed in corporate practice
OPPORTUNITY:
The shift to focus on
internal audiences through social media
underscores the demographic changes
in media use among younger professionals

Key Insight #5
Communication executives continue to see their
primary role as “counsel to the CEO” & “manager of the company’s reputation”

TREND:
Strategic communication counsel has been cited as the primary role for corporate communication officers since the first CCI Study more than a decade ago.

Reputation management has cooled in importance and in budget allocation as employee engagement takes on a higher priority

OPPORTUNITY:
Employees as corporate ambassadors
to external audiences becomes an
important element in reputation management

Respondents RANKED the following functions that
best describe their role:

Counsel to the CEO & the Corporation (3.94)
Manager of company’s reputation (4.27)
Manager of employee relations (internal comm.) (5.00)
Manager of the company’s image (5.04)
Source of public information about the company (5.52)
Advocate or “engineer of public opinion” (5.64)
Driver of company publicity (6.34)
Branding & brand perception steward (6.59)
Corporate citizenship champion (6.96)
Manager of relationships -- co. & ALL key constituencies (7.09)
Member of the company’s strategic planning leadership team (7.63)
Manager of relationships – co. & NON-customer constituencies (8.15)
Support for marketing & sales (9.32)

Response average – lower number equals higher ranking – 1 - 13

17.9% (2.2% higher than in 2011)
13.6% of communication officers report an increase in their IR budgets
Overwhelming responsibility for the Annual Report function (67.9%) and budget (66.1%) continues

NEW EMPHASIS ON:
Internal communication functions (employee communication, corporate culture, the Intranet)
External communication functions (media and public relations corporate citizenship)

TREND:
Communication with shareholders, the capital markets, and other stakeholders remains essential

OPPORTUNITY:
Develop and communicate
strategic understanding of the
volatile business environment

Key Insight #7
Political, financial, and technological uncertainty drives sharp focus on business imperatives
TREND:
The speed and complexity of information exchange and communication makes transparency and engagement more effective strategies than command and control
This has led to running corporate communication like a never-ending political campaign
OPPORTUNITY:
Post-email world offers a strategy to move beyond a third party to engage internal and external audiences directly
Key Insight #8

The forces of transparency, corporate culture, and social media reward corporations whose actions are aligned with their social values
Success factors for reputation management: "Integrity, transparency, performance, board/leadership buy-in"
TREND:
OPPORTUNITY:
Use employees, executives
and customers to build
a strong corporate culture
Key Insight #9

Use of vendors increases for Issues Management; Use for Internet, Intranet, Social Media decreases
Issues Management (up 16.7%)
Internet (down 13.8%)
Intranet (down 12.8%)
Social Media (down 14.7%)
Vendors used mainly to help with critical functions such as PR, Media Relations, Advertising, Annual Report, Crisis and Emergency Communication

TREND:
Development of the capability and expertise internally, and the ability to ramp up as necessary with vendors, “interns,” and “contingent workers”

OPPORTUNITY:
Global agencies offer expertise
without long-term employment commitment

Key Insight #10
Top Corporate Communication officers are:
Younger (21.9% 20 – 44, but still middle-aged 52.8% 40 – 55
Fewer baby boomers
Paid comparatively well, salary remains high despite economy (40.8% above $300K);
Better educated (50% hold a Masters degree)


Top Corporate Communication officers are: younger,
paid very well, better educated
TREND:
Expanded skill set; greater emphasis on business acumen
(1 out of 4 holds an MBA)

OPPORTUNITY:
Leverage the leadership experience
of managers and the competencies of new staff

And reversing a 6-year trend,
the number of female
communication executive officers
who responded increased
16.1% from 2011
Age
Gender
Salary
Influence of the integration of strategic communication functions on the practice of corporate communication...

“…elevated the importance and role of communication in strategic planning and helped us make better one-company decisions.”

Influence of uncertainty – political, financial, technological -- on the practice of corporate communication...

“It has made corporate communication a part of every important discussion and decision.”

Success factors necessary to manage the corporation’s reputation...

“Awareness of perceptions and attitudes about your company, acceptance of those attitudes, and a willingness to take bold steps to change them.”

Top three trends in corporate communication in companies...
"...move from ink and paper to video and data."
Impact of greater transparency and disclosure on the complex relationship between ethics and advocacy in the practice of corporate communication...
"...accessibility to leaders, accessibility on topics and debates, and accessibility to what we think defines us, our corporate culture and character... once people know us, like us, trust us, understand us, even if they disagree with us, they might be more likely to advocate on our behalf on specific issues or more broadly."
Top three critical issues in corporate communication in companies...
"...relevance and credibility of the function; scope and breadth of corporate communication."
Director of CCI-Corporate Communication International:




Associate Director of CCI:




Research Assistants:







Michael B. Goodman
Christina Genest
Kelley Bertoli
Susanne Hoelzlwimmer
Lauren Wolman
Full transcript