The document discusses key trends in communications for European educational institutions based on a survey of over 1,800 communications professionals. It finds that while most professionals help execute communication strategies, only 60% feel responsible for defining strategies. It also notes that the recession has significantly impacted communications work and budgets. Professionals are focusing more on evaluating results and using digital channels as budgets tighten and audiences move online.

1. The State Of Our Art: Latest trends in the field of European communications CASE Europe Annual Conference 09

2. David Willows Director of External Relations, International School of Brussels Member of the Board, European Association of Communication Directors Member, CASE Commission on Marketing and Communications

3. Key Questions What is the EACD? A brief introduction What is the state of our art? Identifying the key trends and challenges we face as communications professionals in the educational field What can we learn by looking over the fence towards European Corporations and Organisations?Innovation as Cross-Pollination How can we keep the conversation going? How to get involved in the EACD and future CASE-EACD collaboration

4. Introducing The European Association of Communication Directors

5. Why did I get involved? A professional development and networking opportunity Supporting the work of Communications Directors in Education at a European Level Highlighting the pedagogical nature of many communications tasks

6. What is the state of our art? Identifying the key trends and challenges we face as communications professionals in the educational field

8. Market and socio-demographic shifts

9. Impact of the recession, budgetary and financial concerns

10. Social media and online communications

11. Salaries, qualifications, recruitment and training issues

12. Use of data and empirical evaluation tools

13. The role of communications in the hierarchy of the organisation

14. The role of mass media

15. Crisis communication

16. CSR and sustainability

17. Internal communications

19. What can we learn by looking over the fence towards European Corporations and Organisations? Innovation as Cross-Pollination These are the people who look over the fence, explore other industries and cultures, bringing back ideas and solutions that are relevant on home soil. The Ten Faces of Innovation (Tom Kelley)

21. Key facts European Communication Monitor 2009 Most comprehensive analysis of the European market until now with morethan 1,850 participating professionals from 34 countries Annual research project conducted since 2007 by renowned universitiesfrom 11 countries, organised by the European Public Relations Education andResearch Association (EUPRERA) Partners: European Association of Communication Directors (EACD),Communication Director Magazine; sponsored by Cision The research highlights: _ Challenges for communication management in the recession and media crisis _ Strategic issues, developments of disciplines and instruments _ Trends in internal communication, measurement/evaluation and interactive communication _ Communication executives‘ influence on management decisions _ Salaries and qualification needs

22. Academic task force Research team _ Ansgar Zerfass, Prof. Dr., University of Leipzig (GE) – Lead Researcher Angeles Moreno, Prof. Ph.D., University Rey Juan Carlos, Madrid (ES) Ralph Tench, Prof. Ph.D., Leeds Metropolitan University (UK) Dejan Verčič, Prof. Ph.D., University of Ljubljana (SI) Piet Verhoeven, Ass. Prof. Dr., University of Amsterdam (NL) Advisory board Emanuele Invernizzi, Prof. Dr., IULM University, Milano (IT) Valerie Carayol, Prof. Dr., University of Bordeaux (FR) Francesco Lurati, Ass. Prof. Dr., University of Lugano (CH) Sven Hamrefors, Prof. Dr., Mälardalen University (SE) Øyvind Ihlen, Prof. Dr., BI Norwegian School of Management, Oslo (NO) Ryszard Lawniczak, Prof. Dr., Poznan University of Economics (PL)

23. Research design andsocio-demographic analysis

24. Research framework and questions E Person (Communication Manager) Organisation A B Selfperception Education Jobstatus Demo-graphics Country Culture Structure European homebase, Q17 Professionalrole, Q7Optimism, Q16 Age, Q17Gender, Q17Association Member, Q17Social NetworkMember, Q17 Experience, Q17Hierarchy, Q17 Academic, Q17Communicative, Q17 Characteristics of organisational culture, Q15 Type of organisation/agency, Q17 Situation Perception C D Future Present Disciplines and fields of practice, Q4Communication channels, Q5Strategic issues, Q6Impact of the media crisis, Q2Emerging interactive channels, Q10Online communities, Q11Internal communication, Q12, Q13Needs for training and qualification, Q14 Communication objectives, Q8Evaluation practice, Q9Economic recession, Q1 Position E Advisory/executive influence, Q3Personal income, Q17

25. Sample: 1,863 participants from 34 European countries www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 17

26. Professional roles, influence and contribution to organisational objectives

27. A clear majority of practitioners execute communication basedon business strategies, but only 6 out of 10 try to define them 84,8% focus on supporting business goals by planning and executing communication 60,7% feel responsible for helping to define business strategies www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 7: In your dailywork, how much do you focus on supporting business goals by planning and executing communication? (1 = not at all; 7 = very much) / … how much do you feel responsible for helping to define business strategies? (1 = never; 7 = always); considered scale points 5-7

28. PR professionals enact different roles - this shapes and reflects the relation between communication and business strategies Operational Supporters 29.1% Strategic Facilitators 55.7% Business Advisers 5.0% Isolated Experts 10.2% ALWAYS HELPING TO DEFINE BUSINESS STRATEGIES Scale: 5-7 NOT AT ALL SUPPORTING BUSINESS GOALS BY MANAGING COMMUNICATION VERY MUCH SUPPORTING BUSINESS GOALS BY MANAGING COMMUNICATION Scale: 1-4 Scale: 5-7 Scale: 1-4 NEVER HELPING TO DEFINE BUSINESS STRATEGIES www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries;Q 7: In your daily work, how much do you focus on supporting business goals by planning and executing communication? (1 = notat all; 7 = very much) / … how much do you feel responsible for helping to define business strategies? (1 = never; 7 = always)

29. 64% of top level communicators are strategic facilitators,but 6% are not linked to business strategies in any way www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 countries; Q 7; Q 17

30. Communication executives are trusted advisors,but only two-thirds are involved in management decision 73.0%are taken seriously by senior management. 64.4%are involved in decision making and planning. Appraisal of the profession has risen slightly (+2% since 2008), yet executive influence is still as low as the year before (+0.4%). www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments;Q 3: In your organisation, how seriously are PR recommendations taken by senior management? (1-7); To what extent are PR andreputational considerations factored into strategic decision making and planning in your organisation? (1-7); considered scale points 5-7

31. On average, professionals acting as strategic facilitators and those working in Northern Europe are more influential Business Advisors Operational Supporters Strategic Facilitators Isolated Experts 46.9% 52.5% 68.6% 83.5% Advisory influence 34.7% 57.4% 52.8% 79.0% Executive influence Southern Europe Eastern Europe Western Europe Northern Europe 67.8% 63.0% 74.6% 76.4% Advisory influence 60.9% 59.3% 63.4% 68.9% Executive influence www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

32. So here’s what I am wondering… What’s going on in myorganisation? What’s my role? Am I taken seriously, or do I prefer to be the lone cowboy? Does the organisational chart work for me? www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

33. Impacts of the recessionand the media crisis

34. How the global downturn influences PR practice in Europe “Focus on value to the core mission” “Projects delayed till things get better” “Costs” “PR has to be more a tool – more sell than tell” “In no way” “Delaying important decisions” “Reduce travel costs” “Enforced focus on internal communication” “Budget shift from image to marketing” “Move to digital” “Harder to convince management to replace staff leaving” “Less big contracts, but more small ones“ “More quality for less money” www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries;Q 1: How has the global downturn influenced your daily work? (open question)

35. PR practitioners face serious budget cuts; focusing activities and evaluating results gets more important www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries;Q 1: How has the global downturn influenced your daily work? (1 = not at all; 5 = significantly); considered scale points 4-5

36. PR professionals face the media crisis and try to adapt belief in the power of journalism and mass media is still strong www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionalsfrom 34 European countries; Q 2: Publishers and broad-casters face serious difficulties: While commercial revenues are declining due to recession, audiences are switching to internet news and online communities. What does this mean for comm. management? (1=strongly disagree; 5=strongly agree); agreement = scale points 4-5

37. So here’s our story… www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

38. So here’s our story… Focus on the data www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

39. www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

40. So here’s our story… Focus on the data Look at what history was teaching us www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

41. Whatdoeshistoryteach us?

42. Whatdoeshistoryteach us? 1st Oil Crisis Gulf War 9/11 2nd Oil Crisis

43. So here’s our story… Focus on the data Look at what history was teaching us See the ‘crisis’ as a real opportunity www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

44. So here’s our story… Focus on the data Look at what history was teaching us See the ‘crisis’ as a real opportunity Reconsider our positioning in the marketplace www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

45. www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

46. When school opened yesterday, our enrolment was higher than ever before and significantly higher than our most optimistic projections. www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

47. Development of disciplines and communication channels

48. Most important disciplines in communication management In 2012 Today Corporate Communication 1 1 Corporate Communication  Marketing/Brand and Consumer Communication 2 Internal Communication and Change Management 2  Marketing/Brand and Consumer Communication  Crisis Communication 3 3 CSR and Sustainability  Internal Communication and Change Management 4 4 5 Public Affairs / Lobbying  Public Affairs / Lobbying 5 www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,863 PR Professionals from 34 European countries;Q 4: How important are the following fields of practice in your organisation or consultancy? Will they gain more or lessimportance within the next three years? (1 = not important; 5 = very important); important discipline = scale points 4-5.Arrow symbols indicate changes within the ranking of most important disciplines; in general, all disciplines are ascending.

49. Long-term development of communication disciplines:Internal may overtake marketing/consumer in 2012 www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,863 PR Professionals from 34 European countries; Q 4;Zerfass et al. 2008 / n = 1,524 PR Professionals from 37 countries; Q 2; Zerfass et al. 2007 / n = 1,087 from 22 countries; Q 3

50. PR professionals expect a tremendous boost for online channels Increase comparedto average Interactive channels relevant for public relations +11.6 +7.0 +1.3 +0.1 +2.4 -2.8 -4.6 -15.2 Importance todayImportance in 2010 www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 10: Can you indicate the level of importance for public relations today and in the next year of the following communication tools (1= not important; 5= very impor-tant); important = scale points 4-5. All are considered more important in 2010; comparison shows difference to avg. increase (29.28%).

51. 85% of European communication professionals are membersof online communities like LinkedIn, Facebook and XING No member (15.0%) Professional and private profile (41.3%) Private profile only (16.5%) Professional profile only (27.3%) Most popular social networks: LinkedIn (professional), Facebook (private) www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals; Q 17: Are you a member of one of those social networks? Facebook, LinkedIn, MySpace, Plaxo, XING, Other (With my professional profile/With a private profile)

52. So here’s some key questions…. How are we using social media to have better conversations? How are we using social media to listen to our customers? What about internal communications? How are we using old media in different ways? www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

61. Strategic issues, evaluationand communication performance

62. Most important strategic issues for PR professionals in Europe(compared to previous surveys) www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 6; Zerfass et al. 2008 /n = 1,524 PR Professionals from 37 countries; Q 6; Zerfass et al. 2007 / n = 1,087 PR Professionals from 24 countries; Q 5: Here are some issues that might become relevant for public relations and communication management within the next three years.Please pick those 3 items which are most important from your point of view.

63. When measuring their activities, communication professionalsfocus on a small part of the overall process Outflow Outcome Value Creation Impact onStrategic and/or Financial Targets(Value Chain) Impact onTangible and/orIntangible Ressources(Capital Accumulation) Output 46.4% Direct Outcome PerceptionUtilization Knowledge Indirect Outcome OpinionAttitudesEmotion Behavioral DispositionBehavior 57.6% Internal OutputProcess Efficiency Quality External OutputCoverageContent Input Resources Personnel CostsOutsourcing Costs 38.3% 41.4% 73.9% 53.9% 38.8% 33.1% ORGANISATION STAKEHOLDERS ORGANISATION MEDIA/CHANNELS Results ofCommunication Processes Communication Processes Initiation of Communication Processes www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries;Q 9: Which items do you monitor or measure to assess the effectiveness of public relations / communicationmanagement? (1 = do not use at all; 5 = use continuously; methods used = scale points 4-5)Figures depicted within the DPRG/ICV (2009) framework for communication measurement, www.communicationcontrolling.com

64. Back to the dashboard: A three-dimensional approach to measurementorIt’s not just about the bottom line, coverage or productivity. It is about value creation www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

65. www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

66. Salary and qualification needs

67. Basic annual salary of European PR practitioners (Euro) www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?

68. Annual salaries of female and male PR practitioners www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?; What is your gender?

69. 60% of EACD members earn more than 90.000 Euro annually www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?; Are you a member of a professional organisation?

70. Annual salaries in Western Europe are significantly higher www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,768 PR Professionals from 34 European countries; Q 17: In which of the following bands does your basic annual salary fall?

71. Training and qualification needs of PR professionals in Europe www.communicationmonitor.eu / Zerfass et al. 2009 / n = 1,863 PR Professionals from 34 European countries; Q 14: Thinking ofyour own skills: if you have the right to choose one area of personal development next year, which of the following would you select?

72. Time to become a corporate, or is education still a vocation?What’s the ‘product’ we sell anyway? www.communicationmonitor.eu / Zerfass et al. 2009 / nmax = 1,267 PR Professionals in communication departments; Q 3; Q 16; Q 17

73. Disclaimer and copyright Preliminary results – not to be re-produced or published This presentation contains preliminary results of the European Communication Monitor 2009 survey. Data and interpretations presented here may still be altered due to the ongoing analysis and interpretation of the data by the international research team. Due to this fact, these charts are not authorized and may not be re-produced or published.Please refer to the full set of results, to be published in September 2009 as a book by EACD. See www.communicationmonitor.eu for updates about the publication and the survey. Copyright © 2009 by Ansgar Zerfass and the research team for the whole document and all parts, charts and data. The material presented in this document represents empirical insights and interpretation by the research team. It is intellectual property subject to international copyright. Illustration licensed by istockphoto.com. Title graphic provided by EACD. Acknowledgements Special thanks to Stephanie Krahl B.A. and Peter Schmiedgen B.A. (University of Leipzig) for statistical analysis and constructing the charts and to Grit Fiedler (EACD, Brussels) for valuable support and suggestions. Many thanks to all partners and the sponsor CISION. Contact Please contact any member of the research team or the advisory board in your country/regionif you are interested in discussing the insights of this survey or in joint research projects. Questions regarding the research project itself and future activities may be directed to thelead researcher, Prof. Dr. Ansgar Zerfass, zerfass@uni-leipzig.de

74. How can we keep this conversation going? Join the EACD! pass me your contact details after this workshop for a welcome pack or visit www.eacd-online.eu Future CASE-EACD Collaborations Let’s design a survey, write an article or simply keep in touch willowsd@isb.be

75. Thank you for your attention