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ASIA-PACIFICCOMMUNICATIONMONITOR2015/16THESTATEOFSTRATEGICCOMMUNICATIONANDPUBLICRELATIONSINAREGIONOFRAPIDGROWTH.SURVEYRESULTSFROM23COUNTRIES.
JimMacnamara,MayO.Lwin,AnaAdiandAnsgarZerfass
AstudyorganisedbytheAsiaPacificAssociaPonofCommunicaPonDirectors(APACD),theEuropeanPublicRelaPonsEducaPonandResearchAssociaPon(EUPRERA)andQuadrigaUniversityofAppliedSciences,supportedbypartnerPRIMEResearchInternaPonalandmediapartnerCommunicaPonDirectormagazine
4 4 4
Imprint
Publishedby:
APACDAsia-PacificAssociaPonofCommunicaPonDirectors,HongKong,www.apacd.comQuadrigaUniversityofAppliedSciences,Berlin,www.quadriga.euEUPRERAEuropeanPublicRelaPonsEducaPonandResearchAssociaPon,Brussels,www.euprera.org
CitaAonofthispublicaAon(APAstyle):
Macnamara,J.,Lwin,M.O.,Adi,A.,&Zerfass,A.(2015):Asia-PacificCommunica/onMonitor2015/16.Thestateofstrategiccommunica/onandpublicrela/onsinaregionofrapidgrowth.Surveyresultsfrom23countries.HongKong:APACD.
ShortquotaAontobeusedinlegendsifusing/ciAnggraphicsfromthisreport:
Source:Asia-PacificCommunicaPonMonitor2015/16,www.communicaPonmonitor.asia.
Copyright:
©November2015bytheresearchteam(Macnamara,Lwin,Adi,Zerfass)forthewholedocumentandallparts,chartsanddata.ThematerialpresentedinthisdocumentrepresentsempiricalinsightsandinterpretaPonbytheresearchteam.ItisintellectualpropertysubjecttointernaPonalcopyright.TitlegraphicprovidedbyQuadrigaMedia.Surveytool,previousquesPonnaires/data,andwebsitedomainlicensedbyEURERA.Permissionisgrantedtoquotefromthecontentofthissurveyandreproduceanygraphics,subjecttothecondiPonthatthesourceincludingtheinternetaddressisclearlyquotedanddepictedoneverypageorchart.ItisnotallowedtousethisdatatoillustratepromoPonalmaterialforcommercialservices.PublishingthisPDFdocumentonwebsitesorsocialmediachannelsrunbythirdparPesandstoringthisdocumentindatabasesoronpladormswhichareonlyopentosubscribers/membersorchargepaymentsforassessinginformaPonisprohibited.Pleaseusealinktotheofficialwebsitewww.communicaPonmonitor.asiainstead.
ThisreportisavailableasafreePDFdocumentatwww.communicaPonmonitor.asia
Contact:
Pleasecontacttheleadresearchers,naPonalresearchteammembersinyourcountryortheAPACDcoordinatorifyourareinterestedinpresentaPons,workshops,interviews,orfurtheranalysesoftheinsightspresentedhere.Contactsarelistedonpage96.
5 5 5
ForewordandIntroducPon 6
Researchdesign 8Methodologyanddemographics 10
Futurerelevanceofmassmedia 16CommunicaPonchannelsandinstruments 26Socialmediaskillsandknowledge 34StrategicissuesandvaluecontribuPon 42MeasurementandevaluaPonincommunicaPondepartments 54JobsaPsfacPon 62CharacterisPcsofexcellentcommunicaPonfuncPons 74
References 92
Authorsandleadresearchers 95NaPonalresearchersandcontacts 96Surveyorganisersandpartners 97MoreinformaPon 99
Content
6
Foreword
It’smypleasuretowelcomeyoutotheinauguralediPonoftheAsia-PacificCommunicaPonMonitor,thefirstlarge-scalesurveyonthecurrentstatusandthefutureofstrategiccommunicaPonininAsiaPacific.AimedatcommunicaPonprofessionalsworkinginorganisaPonsandconsultancies,thisnon-profitstudyhasbeenwrimenbyprofessorsfromsomeofthemostrenowneduniversiPesintheregionandisgloballylinkedtosimilarstudiesinEuropeandLaPnAmerica.ThisenablesthecomparisonofthepracPcesandchallengesfacedbyAsia-Pacificcommunicatorswiththosefacedbytheircounterpartsaroundtheworld.
Unsurprisingly,giventhedynamismofthecommunicaPonsfieldonAsia-Pacific,animportantelementofthefirstAsia-PacificCommunicaPonMonitorislookingatthefuturedevelopmentoftheprofession:thepredicPonsofourrespondentsisavitalpictureofnotonlywheretheprofessionstandsnowbuthowitseesitselfgrowingin
thenextfewyears.AstheMonitorconPnuestobepublishedinthefuture,itwillpaintafascinaPngpictureoftheevoluPonofoursharedunderstandingofourprofession.
Forexample,amongtheMonitor’smainareasofinterestistherelaPonshipbetweencommunicaPonsandthemedia.LookingtothefutureofthecommunicaPonslandscape,theMonitorrevealsthatearnedandownedmediaarerisinginimportanceinAsia-Pacific,andpredictsclosercollaboraPonswithmassmediaresulPnginco-producedcontentandjointpublicaPons.AnotherimportantfocusiscommunicaPonchannelsandinstruments:mobilecommunicaPonsuchasphoneortabletappsandmobilewebsiteswillseeabigleapinimportanceby2018comparedtotoday.
WhatmakesthesefindingsespeciallyinteresPngisthebreakdownofresponsesbycountryandregion:Ibelievethat,byexplainingthedifferenceinaotudesamongcommunicatorsworkingacrossthisdiverseregion,theAsia-PacificCommunicaPonMonitorprovidesauniqueservice.Ihopeyoufinditofvalue,andlookforwardtosharingfutureediPonswithyouintheyearstocome.
PierreGoadPresident,Asia-PacificAssocia/onofCommunica/onDirectors(APACD)
7
IntroducPon
ConPnuingrapidchangesinthemedialandscapeincludingnewchannelsofcommunicaPonandnewformsofownedmediaandcontentarecharacterisPcsoftheenvironmentinwhichcommunicaPonprofessionalsinAsia-Pacificwork.Alongwiththe‘riseandrise’ofsocialmedia,mobilecommunicaPontechnologies,andnewapproachestocollaboraPvecontentproducPonthroughmediapartnershipsandownedmedia,theongoingchallengetodemonstratethevalueofcommunicaPontoorganisaPonsandanumberofotherissuesareexploredinthisfirstAsia-PacificCommunicaPonMonitor.
ThestudyexploresthecurrentstatusandfuturetrendsinstrategiccommunicaPonandpublicrelaPonsintheregion.Itisbasedonresponsesfrom1,200communicaPonprofessionalsin23countries.WethankeverybodywhocontributedtheirvaluablePme.WiththisediPontheCommunicaPonMonitorserieshasexpandedtoincludeoneofthefastestgrowingregionsintheworld.TheEuropeanCommunicaPonMonitorwaslaunchedin2007,itexpandedtoLaPnAmericain2014andnow,approachingits10thanniversary,ithasbecomethemostcomprehensivestudymappingthecommunicaPonprofessionworldwideinmorethan80countries.
ForiniPaPngtheAsia-PacificCommunicaPonMonitor,thanksareduetotheleadresearcheroftheEuropeanCommunicaPonMonitor,ProfessorDr.AnsgarZerfassfromtheUniversityofLeipzig.HeandProfessorDr.AnaAdifromQuadrigaUniversityofAppliedSciencesinBerlinhavebroughtconsiderableexperiencefromEuropetotheAsia-Pacificresearchteam.
InaddiPon,oursincerethanksgotothepartnerwhosupportedtheAsia-PacificCommunicaPonMonitor,PRIMEResearchInternaPonal,andtheorganisersinthisregion,theAsia-PacificAssociaPonofCommunicaPonDirectors(APACD),EUPRERA,QuadrigaUniversity;andtheextendedresearchteamfromrenowneduniversiPesacrosstheregionaslistedinside.They,andothersworkingbehindthescenes,haveenabledustodeliverthisfirstAsia-PacificCommunicaPonMonitor.
Prof.Dr.JimMacnamara,Assoc.Prof.Dr.MayO.Lwin,Prof.Dr.AnaAdi,Prof.Dr.AnsgarZerfassLeadresearchers,Asia-PacificCommunica/onMonitor
9 9 9
TheAsia-PacificCommunicaPonMonitor(APCM)isauniquetransnaPonalsurveyinstrategiccommunicaPonbasedonresponsesfrom1,200communicaPonprofessionalsfrom23countriesworkingincorporaPons,non-profits,governmentalorganisaPonsandcommuni-caPonagencies.ThecurrentstudyisthefirstinAsia-Pacific,followingtheexamplesetbysimilarstudiesiniPatedinotherconPnents(Europe,since2007,andLaPnAmerica,since2014).Withmorethan80countriescoveredbycomparablemethodologyandparPallyoverlappingquesPons,thecommunicaPonmonitorstudiesareknownasthemostcomprehensiveresearchinthefieldworldwide.
AjointstudybyacademiaandpracPce,theAPCMhasbeenconductedbyacoreresearchteamoffourprofessorscombiningregionalandinternaPonalexperiences:JimMacnamara(UniversityofTechnologySydney),MayO.Lwin(NanyangTechnologicalUniversitySingapore),AnaAdi(QuadrigaUniversityofAppliedSciencesBerlin),andAnsgarZerfass(UniversityofLeipzig).AnextendedresearchteamofprofessorsandnaPonalresearchcollaboratorsinkeycountriesoftheregionensuresthatthesurveyreflectsthediversityofthefieldacrossAsia-Pacific,thefulllistofwhichisincludedonpage96ofthisreport.TheprojecthasbeenorganisedbytheAsia-PacificAssociaPonofCommunicaPonDirectors(APACD),QuadrigaUniversityandtheEuropeanPublicRelaPonsEducaPonandResearchAssociaPon(EUPRERA),supportedbypartnerPRIMEResearchInternaPonal,agloballeaderincommunicaPonresearch,andmediapartnerCommunicaPonDirectormagazine.
TheresearchframeworkforthesurveyisdesignedalongfivekeyareassimilartootherinternaPonalstudies.Itincludesalargenumberofindependentanddependentvariablesalongthefivefactors:personalcharacterisPcsofcommunicaPonprofessionals(demographics,educaPon,jobstatus,experience);featuresoftheorganisaPon(structureandcountry);amributesofthecommunicaPondepartment;thecurrentsituaPonaswellaspercepPonsonkeydevelopmentsrelevantfortheprofession.
Twoconstructsareexploredinthestudy.Firstly,recentdevelopmentsinpracPceandacademictheoriesareempiricallytestedbyusingasetofquesPonnaireinstrumentsderivedfromliterature.TheconceptualbackgroundoftheAPCM2015/16includesdebatesonthefutureroleofearned,ownedandpaidmediaforopinionbuilding(Hallahan,2014;Macnamara,2014d;Verčič&TkalacVerčič,2015),thedevelopmentofsocialmediaandtradiPonalcommunicaPonchannelsoverPme(Wright&Hinson,2012),socialmediaskillsofcommunicators(Tench&Moreno,2015),overallchallengesandissuesintheprofession(Zerfassetal.,2015),alternaPvewaystoexplainthevalueofcommunicaPon(Kiesenbauer&Zerfass,2015),aswellasmeasurementandevaluaPon(Watson&Noble,2014).Secondly,thisstudyappliesstaPsPcalmethodsandabenchmarkingmethodology(Verčič&Zerfass,2015)toidenPfyoutperformingcommunicaPondepartmentsandthefactorswhichmakesthedifference.
ThemulPtudeofinsightsbasedonthisresearchhelpstheprofessiontounderstandconstraintsandopportuniPestomakeinformedmanagerialdecisions.
Researchdesign
11 11 11
ThequesPonnaireusedfortheAsia-PacificCommunicaPonMonitor2015consistedof26quesPonsarrangedin14secPons.Theinstru-mentsuseddifferentscales.TheywerebasedonresearchquesPonsandhypothesesderivedfrompreviousresearchandliterature.
TheonlinesurveyinEnglishlanguagewaspre-testedinJuly2015with68communicaPonprofessionalsin14Asia-Pacificcountries.AmendmentsweremadewhereappropriateandthefinalquesPonnairewasacPvatedforfourweeksinAugust2015.Morethan21,000professionalsthroughoutAsia-Pacificwereinvitedwithpersonale-mailsbasedonadatabaseprovidedbytheAsia-PacificAssociaPonofCommunicaPonDirectors(APACD).AddiPonalinvitaPonsweresentvianaPonalresearchcollaboratorsandprofessionalassociaPons.2,154respondentsstartedthesurvey.1,200ofthemfullycompleteditandwereclearlyidenPfiedaspartofthepopulaPon;allotherresponsesweredeletedfromthedataset.ThisstrictselecPonofrespondentsisadisPnctfeatureoftheAPCMandthewholecommunica-Ponmonitorseries.Itsetsthisstudyapartfrommanystudieswhicharebasedonsnowballsamplingorwhichincludestudents,academicsandpeopleoutsideofthefocusedprofessionorregion.
TheStaPsPcalPackagefortheSocialSciences(SPSS)wasusedfordataanalysis.ResultshavebeentestedstaPsPcallywith,dependingonthevariable,Pearson'schi-squaretests(χ²),ANOVA/Scheffepost-hoctests,KendallrankcorrelaPon,andT-Tests,Inthisreport,resultsareclassifiedassignificant(p≤0.05)*orhighlysignificant(p≤0.01)**inthegraphicsandtablesormarkedinthefootnotes.
ThreeoutoffourrespondentsarecommunicaPonleaders:43.8percentholdatophierarchicalposiPonasheadofcommunicaPonorasCEOofacommunicaPonconsultancyand33.2percentareunitleadersorinchargeofasinglecommunicaPondisciplineinanorganisaPon.62.7percentoftheprofessionalsinterviewedhavemorethantenyearsofexperienceincommunicaPonmanagement,56.9percentofrespondentsarefemaleandtheaverageageis41.Avastmajority(96.9percent)inthesamplehasadiplomaordegree,with55.9percentholdingatleastoneuniversitydegree.Aquarteroftherespondents(25.7percent)workinmulPnaPonalorganisaPonswithrootsinAsia-Pacific.Another31.8percentrepresentmulPnaPonalorganisaPonsheadquarteredinanotherconPnent,while38.8percentworkinorganisaPonswithanaPonalorlocalscope.AlmostthreeoutoffourrespondentsworkincommunicaPondepartments(injointstockcompanies,38.3percent;privatecompanies,17.1percent;governmentalorganisaPons,11.9percent;non-profitorganisa-PonsorassociaPons,7.8percent),while24.9percentarecommunicaPonconsultantsworkingfreelanceorforagencies.
Overall,23countriesparPcipatedinthesurvey.ThecountrieswiththelargestnumberofrespondentswereIndia,Australia,Singa-pore,HongKongandChina,followedbyVietnam,ThailandandMalaysia.Thedatasetprovidedmoredetailedinsightsfor12to14countries,dependingoneachquesPon.
Methodologyanddemographics
13 13 13
DemographicbackgroundofparPcipants
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q13:WhatisyourposiPon?Q22:HowmanyyearsofexperiencedoyouhaveincommunicaPonmanagement/PR?Q11:Wheredoyouwork?Q12:Whodoyouworkfor?
14 14 14
Personalbackgroundofrespondents
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q20:Howoldareyou?Q21:Whatisyourgender?Q23:Pleasestatethehighestacademic/educaPonalqualificaPonyouhold.*Nodegree=3.2%.Q24:AreyouamemberofaprofessionalorganisaPon?
15 15 15
Countriesrepresentedinthestudy
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionals.Q25:InwhichcountryinAsia-Pacificareyounormallybased?
17 17 17
UnliketradiPonalmediamodelsinwhichcontentisbroadlycategorisedasadverPsingoreditorial,thePESOmodel(paid,earned,shared,andowned)conPnuestoevolve(Hallahan,2014;Verčič&TkalacVerčič,2015).Thereareclearsignsthatpaidandearnedmediacontent–adverPsingandtradiPonalmediapublicity–areindecline(McChesney,2013,p.172;Macnamara,2014a;O’Donnell,McKnight,&Este,2012)andthatownedandsharedmediaareontherise.
AlongwithglobaldatashowingaturndownandnearcollapseofmediabusinessmodelsbasedontradiPonaladverPsing(Macnama-ra,2014a;PewResearchCenter,2012),communicaPonprofessionalsinAsia-Pacificforeseeanincreaseinuseofownedmedia(56.3percent).OwnedmediaareexpandingwellbeyondtradiPonalcorporatepublishingtoincludeanarrayofnewcontentformatsdescribedas‘naPveadverPsing’(paidpromoPonthatispresentedtonotlooklikeadverPsing)andothereuphemisPctermssuchassponsoredcontent,brandintegraPon,and‘embeddedmarkePng’(Macnamara,2014b,2015).WhileprovidingnewopportuniPesformarketersandmediaproprietors,someofthesenewformatsareraisingquesPonsabouttransparencyandethics,astheyblurtheboundariesbetweenpaidpromoPonandnews.ArecentanalysisoftherelaPonshipsbetweenjournalismandPRshowedthat“thePR,adverPsing,markePng,andmediaindustriesneedtoworktogethertodevelopconsistentresponsiblecodesofpracPceinrelaPontoemergingpracPcesof‘embed-ded’markePngcommunicaPoninitsvariousguises,suchas‘naPveadverPsing’,‘integratedcontent’,andnewformsof‘advertorial’”(Macnamara,2014b,p.231).Theresearchhaswarnedthat“convergence”betweenjournalismandPRisgrowingandneedstobeaddressedwithclear“rulesofengagement”(Macnamara,2015a).
StrategicpartnershipswithmediaorganisaPonsareseenasmostimportantinMalaysia,Indonesia,thePhilippines,Taiwan,andIndia,whileHongKong,AustraliaandNewZealandseecommercialarrangementswithmediaaslessimportant–perhapsduetostrictermediaregulaPonsandgreaterseparaPonbetweeneditorialandadverPsinginthesecountries.PercepPonsofthefutureofmediarelaPonsarealsodependentontheareaofcommunicaPoninwhichprofessionalswork.Strategicpartnershipsleadingtoapproachessuchassponso-redcontent,‘brandjournalism’andnaPveadverPsingarepreferredbyspecialistsinmarkePng,brandandconsumercommunicaPonandthoseworkinginonlinemedia.
Sharedmediaincludeagrowingarrayofsocialmediainwhichgovernment,corporaPons,andNGOscoproducecontentwithindividualprosumers(Toffler,1970,1980)andprodusers(Bruns,2008)–orwhatRosen(2006,para.1)calls“thepeopleformerlyknownastheaudience”.Theseformer‘consumers’andusersareincreasinglyproducersanddistributorsofnewsandinformaPoninsharedmedia.
Despitetheshi�towardsnewformats,72.8percentofcommunicaPonprofessionalsinAsiaPacificbelievethatearnedmediapublicitywillconPnuetobeimportant.However,influencingmedia‘gatekeepers’andmediaagendasarelessimportantthandirectdistribuPonofinformaPonandmonitoringnewsandopinion.
InteresPngly,communicaPonprofessionalsusemassmediatomonitornewsandpublicopinion(76.3percent)asmuchastheydofordistribuPnginformaPonabouttheorganisaPon,itsproducts,orservices(76.1percent).Thisimplieslistening,butmonitoringisdoneformostlyself-servingpurposesasdiscussedlaterinthisreport.
Chapteroverview
18 18 18
-5.7%-17.6%
-29.9%
72.8%
56.3%
34.9%
Loseimportance(scale1-2)
Gainimportance(scale4-5)
FuturerelevanceofmediaforstrategiccommunicaPons:earnedandownedmediaarerisinginimportance;inconsistentviewsonpaidmedia
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRProfessionalsfrom23countries.Q1:PleaseratetherelaPveimportanceofthefollowingstrategiccommunicaPonacPviPeswithinthenextthreeyears!Scale1(Losealotofimportance)–5(Gainalotofimportance).
Usingearnedmediapublicity(pressrelaPons,contentsharing)
Usingownedmediaforinfluencingpublicopinion
Usingpaidmediapublicity(adverPsing,mediasponsoring)
19 19 19
Assessmentofpaid,ownedandearnedmediaissignificantlycorrelatedwiththeprofessionalroleandexperienceofcommunicators
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=119PRProfessionals.Q1:PleaseratetherelaPveimportanceofthefollowingstrategiccommunicaPonacPviPeswithinthenextthreeyears.Scale1(Losealotofimportance)–5(Gainalotofimportance).**Highlysignificantdifferences(independentsampleT-test,p≤0.01).
4.05
3.25
3.81
3.47
3.04
3.75
MarkePng,brand,consumercommunicaPon MediarelaPons,pressspokespersonConsultancy,advising,coaching,keyaccount OnlinecommunicaPon,socialmedia
Usingearnedmediapublicity**
Usingownedmediaforinfluencingpublicopinion**
Usingpaidmediapublicity**
Losealotofimportance Gainalotofimportance
3.0
20 20 20
-9.1%-18.3%
66.8%
48.7%
Loseimportance(scale1-2)
Gainimportance(scale4-5)
Twothirdsofrespondentsbelieveinarisingimportanceofmassmediaasstrategiccollaborators;lessseeagrowingrelevanceforopinionbuilding
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRProfessionalsfrom23countries.Q1:PleaseratetherelaPveimportanceofthefollowingstrategiccommunicaPonacPviPeswithinthenextthreeyears.Scale1(Losealotofimportance)–5(Gainalotofimportance).
Usingstrategicpartnershipswithmassmedia(co-producingcontent,jointpublicaPons/services)
Usingmassmediaforinfluencingpublicopinion
21 21 21
RelevanceofmassmediaforstrategiccommunicaPoninvariouscountries
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRProfessionalsfrom14countries.Q1:PleaseratetherelaPveimportanceofthefollowingstrategiccommunicaPonacPviPeswithinthenextthreeyears.Scale1(Losealotofimportance)–5(Gainalotofimportance).Percentages:Frequencybasedonscalepoints4-5.**Highlysignificantdifferences(ANOVA/Scheffepost-hoctest,p≤0.01).
Australia(60.9%|27.6%)
China(66.3%|39.4%)
HongKong(56.3%|43,0%
India(72.6%|58.5%)
Indonesia(73.9%|69.6%)
Japan(51,0%|49,0%
Korea(48.5%|48.5%)
Malaysia(82.3%|62.9%)
NewZealand(64.2%|28.3%)
Philippines(82.1%|71.8%)
Singapore(70.1%|46.7%)
Taiwan(74.5%|60,0%
Thailand(68.7%|53.7%)
Vietnam(65.6%|57.8%)
RisingimportanceofstrategicpartnershipswithmassmediaRisingimportanceofusingmassmediaforinfluencingpublicopinion**
40%
0%
80%
22 22 22
CommunicaPonprofessionalsworkingin...
Jointstockcompanies
Privatecompanies
GovernmentalorganisaPons
Non-profitorganisaPons
Usingearnedmediapublicity 3.94 3.92 3.81 3.92
Usingownedmediaforinfluencingpublicopinion 3.47 3.51 3.68 3.57
Usingpaidmediapublicity 2.99 3.09 3.23 3.08
Usingstrategicpartnershipswithmassmedia 3.73 3.86 3.76 3.76
Usingmassmediaforinfluencingpublicopinion 3.52 3.60 3.49 3.49
NosignificantvariancesintheassessmentofmediaindifferenttypesoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRProfessionalsfrom23countries.Q1:PleaseratetherelaPveimportanceofthefollowingstrategiccommunicaPonacPviPeswithinthenextthreeyears!Scale1(Losealotofimportance)–5(Gainalotofimportance).Meanvalues.
23 23 23
WhyorganisaPonsinAsia-Pacificinteractwiththemassmedia
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,195PRprofessionalsfrom23countries.Q2:WhatarethemainreasonsthatyourorganisaPoninteractswithmassmedia?Agencies/consultants:ThinkofyourownorganisaPon,notofyourclients.MyorganisaPon(orourserviceproviders)usemassmediaandtheirproductsto…Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.
76.3%
76.1%
73.1%
69.0%
45.4%
43.6%
Monitornewsandpublicopinion
SpreadinformaPonabouttheorganisaPon,itsproductsorservices
EvaluatemediacoverageoftheorganisaPon,itsproductsorservices
Influencegatekeepers,themediaagendaandstakeholders
Sourcecontentforinternalnewsservices
Jointlyproducequalitycontentand/orcreatetopicalpladorms
24 24 24
UseofmassmediaindifferenttypesoforganisaPons
78.8%
79.0%
77.3%
70.5%
46.7%
41.0%
68.8%
74.1%
71.7%
60.5%
42.4%
40.5%
76.2%
80.4%
66.4%
74.1%
39.9%
49.7%
72.5%
83.5%
71.4%
65.9%
36.3%
41.8%
Monitornewsandpublicopinion
SpreadinformaPonabouttheorganisaPon,itsproductsorservices**
EvaluatemediacoverageoftheorganisaPon,itsproductsorservices
Influencegatekeepers,themediaagendaandstakeholders
Sourcecontentforinternalnewsservices
Jointlyproducequalitycontentand/orcreatetopicalpladorms
Jointstockcompanies Privatecompanies GovernmentalorganisaPons Non-profitorganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,195PRprofessionalsfrom23countries.Q2:WhatarethemainreasonsthatyourorganisaPoninteractswithmassmedia?Agencies/consultants:ThinkofyourownorganisaPon,notofyourclients.MyorganisaPon(orourserviceproviders)usemassmediaandtheirproductsto…Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.**Highlysignificantdifferenceformeanvalues(ANOVA/Scheffepost-hoctest,p≤0.01)
25 25 25
SignificantdifferencesfortheuseofmediaevaluaPon,contentsourcingandjointcontentproducPonacrossAsia-Pacific
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,180PRprofessionalsfrom14countries.Q2:WhatarethemainreasonsthatyourorganisaPoninteractswithmassmedia?Agencies/consultants:ThinkofyourownorganisaPon,notofyourclients.MyorganisaPon(orourserviceproviders)usemassmediaandtheirproductsto…Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.Highlysignificantdifferencesforallmeanvalues(ANOVA/Scheffepost-hoctest,p≤0.01)
Australia(71.6%|27.1%|25.8%)
China(60.8%|49,0%|47.1%)
HongKong(81.3%|54.7%|36.7%)
India(78.7%|41.5%|46.3%)
Indonesia(80.4%|52.2%|52.2%)
Japan(68.6%|41.2%|29.4%)
Korea(69.7%|54.5%|60.6%)
Malaysia(88.5%|55.7%|60.7%)
NewZealand(83,0%|20.8%|32.1%)
Philippines(64.1%|46.2%|51.3%)
Singapore(82.5%|53.3%|47.4%)
Taiwan(67.3%|60,0%|56.4%)
Thailand(70.1%|55.2%|53.7%)
Vietnam(49.4%|42.7%|46.1%)
EvaluatemediacoverageoftheorganisaPon,itsproductsorservices
Sourcecontentforinternalnewsservices
Jointlyproducequalitycontentand/orcreatetopicalpladorms
40%
0%
80%
27 27 27
Socialmediaarenowalmostlevel-peggingwithtradiPonalmediaintermsofperceivedimportanceinAsiaPacific,with75.0percentofcommunicaPonprofessionalsraPngsocialmediaasimportant,comparedwith76.5percentwhoseetradiPonalmediaasimportant.OnlinecommunicaPonviaWebsites,intranets,ande-mailarealsoseenasslightlymoreimportant(73.6percent)thanmediarelaPonswithonlinenewspapersormagazines(73.2percent).
WhencommunicaPonprofessionalslookthreeyearsintothefutureto2018,only46.9perwhoseetradiPonalmediarelaPonswithprintmediaand53.7percentseemediarelaPonswithradioandTVasimportant.Incomparison,92.2percentratesocialmediasuchasblogs,Twimer,Weibo,andsoon,asimportantforstrategiccommunicaPonand85.6percentfavourwebsites,intranetsande-mail.ThisreflectsthefindingsofacademicandindustrystudiesofmediaandpubliccommunicaPon(e.g.,Bartholomew,2012;Bruns,2005,2008;Duhé,2012;Macnamara,2014a;Siapera,2012).
ThebigmoversinAsiaPacificinfuturewillbemobile(phoneandtabletappsandmobile-enabledwebsites)andsocialmediasuchasblogs,TwimerandWeibo,accordingtoprofessionalsintheregion.Almost94percentofAsiaPacificcommunicaPonprofessionalsseemobilecommunicaPonasimportantby2018,comparedwithtwo-thirdsofpracPPonerswhoseeitasimportanttoday.Mobileapplica-PonsareseenasmostimportantinMalaysia,thePhilippines,Thailand,andTaiwan,whileeventsalsoremainimportantinMalaysiaandthePhilippines.However,eventsareseenasdeclininginimportanceinmostcountries,parPcularlyinAustralia,NewZealand,andSingapore.
SocialmediaareratedasmostimportantchannelsinthePhilippines,Taiwan,Thailand,Malaysia,Vietnam,andChina.TradiPonalpress/mediarelaPonsremainimportantinmostcountries,butareparPcularlyimportantinJapan,India,andHongKong,andMalaysia.InlinewiththefindingreportedintheprevioussecPon,theperceivedimportanceofownedmediawillincreasefromlessthan40percentofprofessionalsraPngthemasimportantin2015to50percentsayingtheywillbeimportantby2018.
IncreasinguseofsocialmediapotenPallyexpandsopportuniPesfortwo-waycommunicaPonanddialogue,whichareseenasBestPracPceincommunicaPon(L.Grunig,J.Grunig,&Dozier,2002;Kent&Taylor,2002;Taylor&Kent,2014)–althoughtheinteracPveaffordancesofsocialmediaarenotalwaysbeingusedbyprofessionalsworkingincorporateandmarkePngcommunicaPon,PR,andrelatedfields(Kent,2013;Wright&Hinson,2012).AsKentconcluded:“IfwelookattheuseofsocialmediabymostlargecorporaPons,weseethatthecommunicaPontoolsthatwereinventedfor‘sociality’aretypicallyusedinaone-wayfashiontopushmessagesouttopublics”(2013,p.342).TaylorandKentalsoreportedthatsocialmediauseisa“one-waycommunicaPonprocess”(2014,p.386).
Somewhatintriguingisthatface-to-facecommunicaPonisseenasdeclininginimportanceinanumberofAsiancountriesbetweennowand2018,mostnotablyinthePhilippines(from86.8to73.7percentseeingitasimportant);Taiwan(from58to48percentseeingatimportant);Singapore(from77.1downto71.1percent);andMalaysia(78.9downto72.1percent).However,face-to-facecommuni-caPonisseenasgrowinginimportanceinJapan,China,HongKong,Korea,Indonesia,andNewZealand,andstableinAustraliawhere80.3percentofcommunicaPonprofessionalsseeitasimportant.
Chapteroverview
28 28 28
ImportanceofvariouschannelsandinstrumentsforstrategiccommunicaPoninAsia-Pacifictoday
76.5%
75.0%
73.6%
73.2%
71.2%
66.8%
66.5%
59.8%
42.3%
39.1%
PressandmediarelaPonswithprintnewspapers/magazines
Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthelike)
OnlinecommunicaPonviawebsites,e-mail,intranets
PressandmediarelaPonswithonlinenewspapers/magazines
Face-to-facecommunicaPon
PressandmediarelaPonswithTVandradiostaPons
MobilecommunicaPon(phone/tabletapps,mobilewebsites)
Events
Non-verbalcommunicaPon
Corporatepublishing/ownedmedia
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,148PRProfessionals.Q4:Howimportantarethefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestoday?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.
29 29 29
ExpecteddevelopmentofcommunicaPonchannelsinAsia-PacificunPl2018
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,148PRProfessionals.Q4:Howimportantarethefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestoday?Inyouropinion,howimportantwilltheybeinthreeyears?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.
76.5%
75.0%
73.6%
73.2%
71.2%
66.8%
66.5%
59.8%
42.3%
39.1%
-29.6%
+17.2%
+12.0%
+10.6%
+0.1%
-13.2%
+27.2%
-2.8%
+11.2%
+10.6%
46.9%
92.2%
85.6%
83.8%
71.3%
53.7%
93.7%
56.9%
53.5%
49.6%
PressandmediarelaPonswithprintnewspapers/magazines
Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthelike)
OnlinecommunicaPonviawebsites,e-mail,intranets
PressandmediarelaPonswithonlinenewspapers/magazines
Face-to-facecommunicaPon
PressandmediarelaPonswithTVandradiostaPons
MobilecommunicaPon(phone/tabletapps,mobilewebsites)
Events
Non-verbalcommunicaPon
Corporatepublishing/ownedmedia
Importancetoday
Gap
Importancein2018
30 30 30
PercepPonsofchannelimportancearecorrelatedwiththeregionalbackgroundandscopeoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,108PRprofessionals.Q4:Howimportantarethefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestoday?Inyouropinion,howimportantwilltheybeinthreeyears?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).**Significantdifferences(p≤0.05).
4.00
3.92
3.64
3.31
4.12
3.92
4.09
3.93
3.72
3.74
3.72
3.13
4.07
3.92
4.02
4.00
3.98
3.85
3.37
3.37
InternaPonalorganisaPonsbasedinAsia-Pacific
InternaPonalorganisaPonsheadquarteredelsewhere
NaPonalorlocalorganisaPons
Notimportant Veryimportant
PressandmediarelaPonswithprintnewspapers/magazines
Non-verbalcommunicaPon
Events
MobilecommunicaPon
PressandmediarelaPonswithTVandradiostaPons**
OnlinecommunicaPonviawebsites,e-mail,intranets
PressandmediarelaPonswithonlinenewspapers/magazines
Socialmediaandsocialnetworks*
Corporatepublishing/ownedmedia**
Face-to-facecommunicaPon*
3.0
31 31 31
DifferentamribuPonofimportancetodayforprintmediarelaPons,mobilecommunicaPonandeventsacrossAsia-Pacific
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,134PRProfessionalsfrom14countries.Q4:Howimportantarethefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestoday?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.**Highlysignificantdifferencesformeanvalues(ANOVA/Scheffepost-hoctest,p≤0.01)*Significantdifferencesformeanvalues(p≤0.05).
Australia(76.6%|71.5%|46.1%)
China(68.9%|69.7%|66.3%)
HongKong(81.3%|66.7%|66.9%)
India(84.3%|50.3%|61.3%)
Indonesia(79.5%|72.7%|63.6%)
Japan(86,0%|57.1%|66.7%)
Korea(78.1%|59.4%|58.1%)
Malaysia(81,0%|79.3%|74.1%)
NewZealand(79.2%|63.5%|50,0%)
Philippines(73.7%|94.7%|86.1%)
Singapore(77.6%|60.3%|49.2%)
Taiwan(69.1%|78.2%|63.6%)
Thailand(77.3%|83.3%|58.5%)
Vietnam(55.1%|58.4%|56.5%)
PressandmediarelaPonswithprintnewspapers/magazines**MobilecommunicaPon(phone/tabletapps,mobilewebsites)**Events*
100%
40%
0%
32 32 32
Country-by-countrycomparisonofimportantcommunicaPonchannelsandinstrumentstoday
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,134PRProfessionalsfrom14countries.Q4:Howimportantarethefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestoday?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.
Importancetoday
PressandmediarelaPonswith
printnewspapers/magazines
Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthe
like)
OnlinecommunicaPonviawebsites,
e-mail,intranets
PressandmediarelaPonswith
onlinenewspapers/magazines
Face-to-facecommunicaPon
PressandmediarelaPonswithTVandradiostaPons
Australia 76.6% 73.9% 81.7% 73.0% 80.4% 63.0%
China 68.9% 82.0% 68.7% 74.3% 66.3% 67.3%
HongKong 81.3% 69.8% 80.2% 75.0% 70.1% 55.1%
India 84.3% 65.6% 66.7% 61.0% 67.7% 66.3%
Indonesia 79.5% 70.5% 65.9% 90.9% 59.1% 77.3%
Japan 86.0% 55.1% 68.8% 72.9% 77.6% 60.4%
Korea 78.1% 65.6% 62.5% 61.3% 50.0% 75.0%
Malaysia 81.0% 84.5% 86.0% 79.3% 78.9% 86.0%
NewZealand 79.2% 73.1% 80.4% 71.2% 80.8% 71.7%
Philippines 73.7% 89.5% 89.5% 81.6% 86.8% 81.6%
Singapore 77.6% 75.8% 68.9% 70.7% 77.1% 61.1%
Taiwan 69.1% 87.3% 78.2% 80.0% 58.2% 65.5%
Thailand 77.3% 86.4% 78.8% 71.2% 70.8% 69.7%
Vietnam 55.1% 82.0% 60.2% 80.9% 60.2% 70.8%
33 33 33
Country-by-countrycomparisonofimportantcommunicaPonchannelsandinstrumentsin2018
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=1,131PRProfessionalsfrom14countries.Q4:Howimportantwillthefollowingmethodsinaddressingstakeholders,gatekeepersandaudiencestodaybeinthreeyears?Scale1(Notimportant)–5(Veryimportant).Percentages:Frequencybasedonscalepoints4-5.
Importancein2018
PressandmediarelaPonswith
printnewspapers/magazines
Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthe
like)
OnlinecommunicaPonviawebsites,
e-mail,intranets
PressandmediarelaPonswith
onlinenewspapers/magazines
Face-to-facecommunicaPon
PressandmediarelaPonswithTVandradiostaPons
Australia 38.6% 91.5% 88.2% 76.6% 80.3% 44.7%
China 40.8% 88.1% 71.7% 83.8% 75.0% 42.4%
HongKong 52.0% 93.6% 82.3% 89.7% 76.4% 42.4%
India 54.3% 96.3% 90.8% 90.0% 65.8% 64.2%
Indonesia 54.5% 93.3% 88.9% 86.7% 66.7% 62.2%
Japan 51.0% 85.7% 85.4% 87.8% 81.6% 49.0%
Korea 42.4% 84.8% 63.6% 84.4% 57.6% 62.5%
Malaysia 52.5% 96.7% 85.2% 86.7% 72.1% 71.7%
NewZealand 50.0% 94.2% 92.3% 76.5% 84.3% 53.8%
Philippines 55.3% 97.4% 92.1% 86.1% 73.7% 76.3%
Singapore 47.1% 92.5% 89.0% 81.6% 70.1% 46.3%
Taiwan 34.6% 90.6% 83.3% 77.8% 48.1% 46.2%
Thailand 54.8% 92.1% 90.5% 87.3% 66.1% 54.0%
Vietnam 30.7% 87.4% 84.1% 76.1% 64.4% 63.2%
35 35 35
Areasonforalackofuseofsocialmediafortwo-way,dialogiccommunicaPon,asreportedbyKent(2013),Macnamara(2014a),Taylor&Kent(2014),Wright&Hinson(2012)andothers,maybetodowiththelevelofskillsandknowledgeinrelaPontosocialmediaamongcommunicaPonprofessionals.
Whilemorethan60percentofAsia-PacificcommunicaPonprofessionalssaytheyknowaboutsocialmediatrendsanddeliveringmessagesthroughsocialmedia,lessthanhalfsaytheycansetupasocialmediapladorm(46.5percent);evaluatesocialmediaacPviPes(44.8percent);manageonlinecommuniPes(44.5percent);orinterpretsocialmediamonitoringdata(45.2percent).Onlyone-third(33.1percent)knowthelegalframeworkapplyingtosocialmediaandjust31.8percentofAsiaPacificcommunicaPonprofessionalssaytheycaniniPateweb-baseddialoguewithstakeholders.
CorporaPonsoperaPnginAsia-PacificfaceaparPcularchallengeinsocialmedia,ascommunicaPonprofessionalsincompaniesreportthelowestlevelofknowledgeandskillsintheseimportantchannels.Professionalinagenciesandnon-profitorganisaPonsreportthehighestlevelsofsocialmediaskillsandknowledge.Notsurprisingly,specialistonlinecommunicatorsreporthigherlevelsofskillsandknowledgethancommunicaPonprofessionalsgenerally.However,withthepopularityandnearubiquitoususeofsocialmedia,itcanbearguedthatallcommunicaPonprofessionalsneedtohavehighlevelsofskillsandknowledgeinthesechannel.
SkillsandknowledgeinrelaPontosocialmediaarerelaPvelyconsistentacrosstheregion,althoughTaiwan,China,andIndonesiareportslightlyhigherlevels.AustraliaandNewZealandreportedlylaginsocialmediaskillsandknowledge,whichisaconcerningfindingforthesehighlydevelopedmarkets.SomeofthehighestlevelsofsocialmediaskillsandknowledgewerereportedinTaiwan,thePhilippines,andIndonesiainrelaPontoknowingaboutsocialmediatrends,developingsocialmediastrategies,andavoidingrisksandmanagingcrisesinsocialmedia.SomeofthelowestlevelsofskillswerereportedinHongKong,Australia,andNewZealandinrelaPontoiniPaPngdialoguewithstakeholdersonlineandinterprePngsocialmediamonitoringdata,aswellasunderstandingofthelegalframeworkapplyingtosocialmedia.
Overall,communicaPonprofessionalsreportfarmoreemphasisondeliveringmessagesviasocialmediathaniniPaPngdialoguewithstakeholders.ThisillustratesMacnamara’srecentresearchfindingthatmostpubliccommunicaPonisfocussedonspeaking,withalackofamenPontotwo-waycommunicaPonincludinglistening(Macnamara,2013,2014c,2016).
WhatcouldbedescribedasadisappoinPnglevelofskillsandknowledgeaboutsocialmediaoverallexplainsatleastinpartwhycopingwiththedigitalevoluPonandthesocialwebisidenPfiedasthemajorissuefacingprofessionalsbetweennowand2018inthenextsecPonofthisreport.Also,therelaPvelylowlevelofskillsandknowledgeinrelaPontointerprePngsocialmediamonitoringdatashowsthatmeasurementandevaluaPonremainsanongoingchallengeforcommunicaPonprofessionals,asdiscussedlaterinthisreport.ThesefindingsreflectskillsandknowledgelevelsreportedintheEuropeanCommunicaPonMonitorstudies(Zerfassetal.,2013,pp.38-49)andsuggestthatincreasedprofessionaldevelopmentisrequiredacrosstheworld.
Chapteroverview
36 36 36
Socialmediaskillsandknowledge:CommunicaPonprofessionalsinAsia-PacificreportmoderatecapabiliPes
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Percentages:Frequencybasedonscalepoints4-5/Meanvalues.
61.2%
61.2%
56.5%
50.5%
46.5%
44.8%
44.5%
45.2%
31.8%
33.1%
3.64
3.60
3.56
3.52
3.34
3.33
3.29
3.18
3.02
2.95
Knowingaboutsocialmediatrends
Deliveringmessagesviasocialmedia
Knowinghowtoavoidrisksandhandlecrisesonsocialmedia
Developingsocialmediastrategies
Seongupsocialmediapladorms
EvaluaPngsocialmediaacPviPes
ManagingonlinecommuniPes
InterprePngsocialmediamonitoringdata
IniPaPngweb-baseddialogueswithstakeholders
Knowingthelegalframeworkforsocialmedia
CommunicaPonprofessionalswithhighcapabiliPesMeanraPngofcapabiliPes(scale1-5)
Verylow Veryhigh3.0
37 37 37
Professionalsworkinginagenciesandnon-profitorganisaPonsreportthehighestlevelofsocialmediaskills;companiesarelaggingbehind
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Meanvalues.**Highlysignificantdifferences(ANOVA/Scheffepost-hoctest,p≤0.01).*Significantdifferences(ANOVA/Scheffepost-hoctest,p≤0.05).
3.37
3.35
3.26
3.21
3.07
3.10
3.00
2.98
2.81
3.22
3.70
3.39
2.77
3.64
3.56
3.52
3.33
3.29
3.02
2.95
Companies
GovernmentalorganisaPons
Non-profitorganisaPons
Consultancies&Agencies
Deliveringmessagesviasocialmedia*
IniPaPngweb-baseddialogueswithstakeholdersKnowingthelegalframeworkforsocialmedia
InterprePngsocialmediamonitoringdata
EvaluaPngsocialmediaacPviPes*ManagingonlinecommuniPes**
Knowinghowtoavoidrisksandhandlecrisesonsocialmedia**Developingsocialmediastrategies**Seongupsocialmediapladorms**
Knowingaboutsocialmediatrends**
Verylow Veryhigh3.0
38 38 38
OnlinecommunicaPonpracPPonersareaheadofpeersworkinginotherareas
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Meanvalues.**Highlysignificantdifferences(ANOVA/Scheffepost-hoctest,p≤0.01).*Significantdifferences(ANOVA/Scheffeposthoctest,p≤0.05).
3.49
3.46
3.34
3.33
3.19
3.17
3.10
3.07
2.88
2.87
3.92
3.88
3.66
3.73
3.73
3.56
3.56
3.42
3.13
3.27
AllcommunicaPonprofessionals
OnlinecommunicaPon/socialmediaprofessionals
Deliveringmessagesviasocialmedia**
IniPaPngweb-baseddialogueswithstakeholders**
Knowingthelegalframeworkforsocialmedia**
InterprePngsocialmediamonitoringdata**
EvaluaPngsocialmediaacPviPes**
ManagingonlinecommuniPes**
Knowinghowtoavoidrisksandhandlecrisesonsocialmedia**
Developingsocialmediastrategies**
Seongupsocialmediapladorms**
Knowingaboutsocialmediatrends**
Verylow Veryhigh3.0
39 39 39
Country-by-countrycomparison:SocialmediacapabiliPesreportedbycommunicaPonpracPPonersinAsia-Pacific
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Overallmeanvalueforalltenitemsdefiningsocialmediaskills.
Australia(3.09)
China(3.33)
HongKong(2.95)
India(3.20)
Indonesia(3.43)
Japan(3.08)
Korea(3.22)
Malaysia(3.14)
NewZealand(2.95)
Philippines(3.37)
Singapore(3.16)
Taiwan(3.56)
Thailand(3.25)
Vietnam(3.33)
2.0
3.0
4.0
1.0
––MeanraPngofcapabiliPes(scale1-5)
40 40 40
SocialmediacapabiliPesofcommunicaPonpracPPonersinkeycountries
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Meanvalues.
Deliveringmessagesviasocialmedia
Knowingaboutsocialmediatrends
Knowinghowtoavoidrisksandhandlecriseson
socialmedia
Developingsocialmediastrategies
Seongupsocialmediapladorms
Australia 3.44 3.28 3.44 3.33 3.09
China 3.66 3.50 3.39 3.40 3.44
HongKong 3.23 3.27 3.08 3.07 2.98
India 3.49 3.52 3.23 3.40 3.32
Indonesia 3.41 3.65 3.65 3.78 3.33
Japan 3.24 3.29 3.47 3.10 2.90
Korea 3.52 3.64 3.58 3.39 3.00
Malaysia 3.50 3.39 3.10 3.23 2.98
NewZealand 3.34 3.23 3.23 2.98 2.85
Philippines 3.82 3.72 3.62 3.56 3.31
Singapore 3.46 3.44 3.39 3.28 3.27
Taiwan 3.78 3.89 3.58 3.53 3.53
Thailand 3.63 3.58 3.33 3.30 3.28
Vietnam 3.66 3.59 3.32 3.53 3.23
41 41 41
SocialmediacapabiliPesofcommunicaPonpracPPonersinkeycountries(conPnued)
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Meanvalues.
EvaluaPngsocialmediaacPviPes
ManagingonlinecommuniPes
InterprePngsocialmediamonitoring
data
IniPaPngweb-baseddialogueswithstakeholders
Knowingthelegalframeworkforsocial
media
Australia 2.88 2.92 2.95 2.74 2.87
China 3.33 3.28 3.34 2.91 3.05
HongKong 2.99 2.79 2.88 2.63 2.58
India 3.31 3.10 2.96 2.97 2.71
Indonesia 3.54 3.15 3.46 3.02 3.28
Japan 3.06 3.02 2.96 2.86 2.88
Korea 3.15 2.88 3.27 2.67 3.12
Malaysia 3.31 3.24 3.06 2.87 2.76
NewZealand 2.81 2.68 2.79 2.75 2.89
Philippines 3.49 3.10 3.36 2.90 2.87
Singapore 3.12 3.07 2.99 2.84 2.75
Taiwan 3.55 3.65 3.36 3.56 3.20
Thailand 3.18 3.27 3.12 2.90 2.96
Vietnam 3.27 3.41 3.22 3.00 3.11
43 43 43
GiventhefindingthatcommunicaPonprofessionalsinAsia-PacificseesocialmediaandmobilecommunicaPonsasthemostimportantdevelopmentsinthefield,andthemodestlevelsofsocialmediaskillsandknowledgereported,itisperhapsnotsurprisingthatcopingwiththedigitalevoluPonandsocialwebisperceivedasthemostimportantissueforcommunicaPonmanagementinAsia-Pacificoverthenextthreeyears(53.1percent).ThiscontrastswithfindingsoftheEuropeanCommunicaPonMonitorin2014and2015wherelinkingbusinessstrategyandcommunicaPonwasseenasthemostimportantissueforcommunicaPonmanagement(Zerfassetal.,2014,2015).InAsiaPacific,linkingcommunicaPontobusinessstrategy,includingshowingthecontribuPonofcommunicaPontoorganisaPonaloutcomes,isseenasthesecondmostimportantissueforcommunicaPonmanagement(41.0percent).
Consultancies,agenciesandnon-profitorganisaPonsaremostconcernedaboutcopingwiththedigitalevoluPonandsocialweb,whilecompaniesaremostconcernedaboutlinkingbusinessstrategyandcommunicaPon,alongwithconsultanciesandagencieswhichsharethisconcern.CopingwiththedigitalevoluPonandsocialwebisseenasmostimportantinthePhilippines,India,andChina,whilelinkingbusinessstrategyandcommunicaPonisseenasmostimportantinJapan,Singapore,andVietnam.
CommunicaPonprofessionalsinAsia-PacificareatonewiththeirEuropeancolleaguesinseeingbuildingandmaintainingtrustasthethirdmostimportantissuesforcommunicaPonmanagement.Ofconcern,parPcularlyinlightoffindingsinrelaPontothetypesofmea-surementandevaluaPonundertakenasreportedinthenextsecPon,isthatimplemenPngadvancedmeasurementandevaluaPonisratedasthemostimportantissueformanagementbyonly15.7percentofcommunicaPonprofessionalsintheregion–anearidenPcalfindingtothatinthe2015Europeansurvey(Zerfassetal.,2015,p.40).WhenitcomestoexplainingthevalueofcommunicaPon,mostAsia-PacificcommunicaPonprofessionalsdosointermsofposiPveeffectsonreputaPon,organisaPonalcultureandbrands(79.8percent);theroleofcontentonthoughtleadershipfororganisaPonalgoals(70.1percent);andillustraPngthebenefitsoflisteningtostakeholdersandidenPfyingopportuniPes(67.7percent).ThepreviouspointappearstocontradictthefindingthatcommunicaPonprofessionalsarefocussedondeliveringmessagesratherthaniniPaPngdialoguewithstakeholders,asreportedunder‘SocialMediaSkillsandKnowledge’.However,listeningisreportedmainlyinconnecPonwith“idenPfyingopportuniPes”fortheorganisaPon–whatMacnamara(2014c,p.99;2016,p.236)callsan“instrumental”formoflisteningthatisprimarilyundertakentoservetheorganisaPon’sinterests.
ReputaPonisaparPcularlyhighpriorityinthePhilippines(92.3percent);NewZealand(86.8percent);Australia(86.5percent);Indonesia(82.6percent);Singapore(81.8percent);India(81.7percent);Malaysia(80.6percent);andJapan(80.4percent),followedcloselybyHongKong,Korea,andTaiwan.EconomicimpactismostimportantinthePhilippines(84.6percent),whiledemonstraPngthoughtleadershipisimportantinMalaysia(83.9percent);thePhilippines(76.9percent);HongKong(75.8percent);andIndia(75.6percent).Overall,only60.8percentofAsiaPacificcommunicaPonprofessionalsamempttodemonstrateposiPveeconomicconsequencessuchaseffectsonsalesoremployeemoPvaPonandproducPvity.
Chapteroverview
44 44 44
MostimportantissuesforcommunicaPonmanagementinAsia-PacificunPl2018
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
53.1%
41.0%
31.2%
30.4%
30.1%
29.7%
26.2%
19.3%
15.7%
12.6%
10.8%
CopingwiththedigitalevoluPonandthesocialweb
LinkingbusinessstrategyandcommunicaPon
Buildingandmaintainingtrust
DealingwiththespeedandvolumeofinformaPonflow
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
DealingwiththedemandformoretransparencyandacPveaudiences
Dealingwithsustainabledevelopmentandsocialresponsibility
ImplemenPngadvancedmeasurementandevaluaPonrouPnes
SupporPngorganisaPonalchange
ExplainingthevalueofcommunicaPontotopexecuPves
45 45 45
MostimportantissuesforcommunicaPonmanagementindifferenttypesoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
52.5%
42.6%
31.3%
30.2%
30.4%
30.5%
25.6%
19.7%
47.6%
28.7%
25.2%
31.5%
31.5%
35.7%
35.7%
21.7%
59.1%
37.6%
25.8%
30.1%
30.1%
30.1%
24.7%
21.5%
55.2%
44.5%
35.5%
30.4%
28.8%
24.7%
23.4%
16.7%
CopingwiththedigitalevoluPonandthesocialweb
LinkingbusinessstrategyandcommunicaPon
Buildingandmaintainingtrust
DealingwiththespeedandvolumeofinformaPonflow
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
DealingwiththedemandformoretransparencyandacPveaudiences
Dealingwithsustainabledevelopmentandsocialresponsibility
Companies
GovernmentalorganisaPons
Non-profitorganisaPons
Consultancies&Agencies
46 46 46
51.3%
43.5%
28.2%
30.2%
33.1%
28.9%
26.9%
22.7%
56.7%
43.0%
33.6%
30.4%
29.1%
30.7%
22.3%
12.9%
51.2%
38.3%
31.0%
30.3%
28.8%
30.1%
29.5%
23.4%
CopingwiththedigitalevoluPonandthesocialweb
LinkingbusinessstrategyandcommunicaPon
Buildingandmaintainingtrust
DealingwiththespeedandvolumeofinformaPonflow
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
DealingwiththedemandformoretransparencyandacPveaudiences
Dealingwithsustainabledevelopmentandsocialresponsibility
InternaPonalorganisaPonsbasedinAsia-Pacific
InternaPonalorganisaPonsheadquarteredelsewhere
NaPonalorlocalorganisaPons
OrganisaPonswithdifferentregionalbackgroundandscoperateimportantissuesmostlysimilar–butCSR,transparency,andtrustarevalueddifferently
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
47 47 47
Country-to-countryrelevanceofkeyissues
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
Australia
China
HongKong
India
Indonesia
Japan
Korea
Malaysia
NewZealand
Philippines
Singapore
Taiwan
Thailand
Vietnam
CopingwiththedigitalevoluPonandthesocialweb LinkingbusinessstrategyandcommunicaPon
Buildingandmaintainingtrust DealingwiththespeedandvolumeofinformaPonflow
0%
70%
70%
48 48 48
Country-to-countryrankingofmostimportantissuesforcommunicaPonmanagementunPl2018
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
Australia China HongKong India Indonesia Japan Korea
CopingwiththedigitalevoluPonandthesocialweb
1.(44.9%) 1.(58.7%) 1.(57.0%) 1.(67.7%) 1.(52.2%) 3.(35.3%) 3.(39.4%)
LinkingbusinessstrategyandcommunicaPon 2.(39.7%) 2.(40.4%) 2.(39.1%) 2.(48.8%) 2.(43.5%) 1.(66.7%) 6.(27.3%)
Buildingandmaintainingtrust 7.(24.4%) 3.(36.5%) 4.(32.8%) 4.(29.9%) 4.(37.0%) 2.(43.1%) 1.(51.5%)
DealingwiththespeedandvolumeofinformaPonflow
4.(35.9%) 7.(22.1%) 3.(35.9%) 5.(28.7%) 5.(23.9%) 8.(17.6%) 8.(15.2%)
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
6.(27.6%) 6.(25.0%) 6.(29.7%) 3.(32.9%) 3.(43.5%) 4.(25.5%) 2.(42.4%)
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
3.(39.7%) 4.(29.8%) 5.(31.3%) 6.(25.6%) 10.(10.9%) 4.(25.5%) 7.(24.2%)
DealingwiththedemandformoretransparencyandacPveaudiences
5.(28.2%) 5.(26.9%) 7.(21.9%) 7.(18.9%) 6.(23.9%) 10.(13.7%) 4.(30.3%)
Dealingwithsustainabledevelopmentandsocialresponsibility
10.(7.1%) 8.(21.2%) 9.(13.3%) 9.(15.2%) 7.(23.9%) 6.(23.5%) 4.(30.3%)
ImplemenPngadvancedmeasurementandevaluaPonrouPnes
9.(21.8%) 10.(13.5%) 8.(15.6%) 8.(16.5%) 8.(21.7%) 11.(11.8%) 10.(12.1%)
SupporPngorganisaPonalchange 8.(23.7%) 11.(10.6%) 10.(12.5%) 11.(5.5%) 11.(4.3%) 7.(21.6%) 10.(12.1%)
ExplainingthevalueofcommunicaPontotopexecuPves
11.(7.1%) 9.(15.4%) 11.(10.9%) 10.(10.4%) 9.(15.2%) 9.(15.7%) 9.(15.2%)
49 49 49
Country-to-countryrankingofmostimportantissuesforcommunicaPonmanagementunPl2018(conPnued)
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,185PRprofessionalsfrom14countries.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
Malaysia NewZealand Philippines Singapore Taiwan Thailand Vietnam
CopingwiththedigitalevoluPonandthesocialweb
1.(54.8%) 1.(52.8%) 1.(69.2%) 1.(53.3%) 1.(49.1%) 1.(46.3%) 2.(42.2%)
LinkingbusinessstrategyandcommunicaPon 2.(35.5%) 7.(22.6%) 8.(17.9%) 2.(43.1%) 2.(38.2%) 2.(38.8%) 1.(45.6%)
Buildingandmaintainingtrust 7.(24.2%) 6.(24.5%) 4.(30.8%) 7.(24.1%) 8.(23.6%) 3.(32.8%) 3.(41.1%)
DealingwiththespeedandvolumeofinformaPonflow
2.(35.5%) 2.(45.3%) 3.(35.9%) 5.(30.7%) 4.(34.5%) 3.(32.8%) 6.(24.4%)
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
2.(35.5%) 5.(26.4%) 7.(23.1%) 3.(37.2%) 6.(27.3%) 7.(28.4%) 7.(21.1%)
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
5.(33.9%) 4.(37.7%) 6.(25.6%) 4.(32.8%) 5.(32.7%) 5.(31.3%) 8.(17.8%)
DealingwiththedemandformoretransparencyandacPveaudiences
6.(29.0%) 2.(47.2%) 5.(28.2%) 6.(28.5%) 7.(25.5%) 8.(23.9%) 5.(30,0%)
Dealingwithsustainabledevelopmentandsocialresponsibility
8.(19.4%) 8.(15.1%) 2.(38.5%) 10.(10.2%) 2.(38.2%) 6.(29.9%) 4.(34.4%)
ImplemenPngadvancedmeasurementandevaluaPonrouPnes
9.(12.9%) 9.(13.2%) 9.(15.4%) 8.(18.2%) 11.(7.3%) 10.(11.9%) 10.(14.4%)
SupporPngorganisaPonalchange 10.(9.7%) 10.(9.4%) 10.(10.3%) 10.(10.2%) 9.(14.5%) 11.(10.4%) 8.(17.8%)
ExplainingthevalueofcommunicaPontotopexecuPves
10.(9.7%) 11.(5.7%) 11.(5.1%) 9.(11.7%) 10.(9.1%) 9.(13.4%) 11.(11.1%)
50 50 50
ExplainingcommunicaPonvalue:HowprofessionalsinAsia-PacificarguefortherelevanceofcommunicaPontotopexecuPvesor(internal)clients
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q6:HowdoyouusuallyarguefortherelevanceofstrategiccommunicaPonwhenaddressingtopexecuPvesand(internal)clients?Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.
79.8%
70.1%
67.7%
60.8%
57.8%
56.6%
ExplainingposiPveeffectsofgoodreputaPon,organisaPonalcultureandbrands
Explainingtheroleofcontentand‘thoughtleadership’fororganisaPonalgoals
IllustraPngthebenefitsoflisteningtostakeholdersandidenPfyingopportuniPes
DemonstraPngposiPveeconomicconsequences(i.e.effectsonsalesoremployeemoPvaPon)
RemindingofthreatscausedbytroubledrelaPonshipsandcommunicaPoncrises
PoinPngoutthedemandforcommunicaPonandtransparencybythemassmedia
51 51 51
3.723.43
3.69
3.92
3.69
3.67
3.26
3.30
3.40
4.24
3.99
3.94
3.85
Jointstockcompanies
Privatecompanies
GovernmentalorganisaPons
Non-profitorganisaPons
Consultancies&Agencies
DemonstraPngposiPveeconomicconsequences**
ExplainingposiPveeffectsofgoodreputaPon,organisaPonalcultureandbrands
Explainingtheroleofcontentand‘thoughtleadership’fororganisaPonalgoals*
IllustraPngthebenefitsoflisteningtostakeholdersandidenPfyingopportuniPes
PoinPngoutthedemandforcommunicaPonandtransparencybythemassmedia
RemindingofthreatscausedbytroubledrelaPonshipsandcommunicaPoncrises**
ExplainingthevalueofcommunicaPon:significantdifferencesbetweenvarioustypesoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,200PRprofessionalsfrom23countries.Q6:HowdoyouusuallyarguefortherelevanceofstrategiccommunicaPonwhenaddressingtopexecuPvesand(internal)clients?Scale1(Never)–5(Always).**Highlysignificantdifferences(ANOVA/Scheffepost-hoctest,p≤0.01).*Significantdifferences(ANOVA/Scheffeposthoctest,p≤0.05).
Never Always3.0
52 52 52
ExplainingposiPveeffectsofgoodreputaPon,
organisaPonalcultureandbrands
Explainingtheroleofcontentand
‘thoughtleadership’fororganisaPonal
goals
IllustraPngthebenefitsoflisteningto
stakeholdersandidenPfying
opportuniPes
DemonstraPngposiPveeconomicconsequences(e.g.effectson
salesoremployeemoPvaPon)
RemindingofthreatscausedbytroubledrelaPonships
andcommunicaPon
crises
PoinPngoutthedemandfor
communicaPonandtransparencybythemassmedia
Australia 82.2% 67.1% 82.2% 74.0% 52.1% 42.5%
China 74.2% 59.7% 64.5% 50.0% 56.5% 54.8%
HongKong 76.9% 73.6% 53.8% 59.3% 54.9% 48.4%
India 86.5% 77.9% 69.2% 65.4% 51.0% 64.4%
Japan 72.7% 57.6% 45.5% 48.5% 57.6% 45.5%
Malaysia 82.9% 88.6% 62.9% 68.6% 57.1% 60.0%
CommunicaPonvalueexplainedbyprofessionalsindifferentcountries
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=619PRprofessionalsfrom12countriesworkingincompanies.Q6:HowdoyouusuallyarguefortherelevanceofstrategiccommunicaPonwhenaddressingtopexecuPvesand(internal)clients?Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.
53 53 53
ExplainingposiPveeffectsofgoodreputaPon,
organisaPonalcultureandbrands
Explainingtheroleofcontentand
‘thoughtleadership’fororganisaPonal
goals
IllustraPngthebenefitsoflisteningto
stakeholdersandidenPfying
opportuniPes
DemonstraPngposiPveeconomicconsequences(e.g.effectson
salesoremployeemoPvaPon)
RemindingofthreatscausedbytroubledrelaPonships
andcommunicaPon
crises
PoinPngoutthedemandfor
communicaPonandtransparencybythemassmedia
NewZealand 72.7% 81.8% 72.7% 63.6% 54.5% 27.3%
Philippines 92.6% 77.8% 81.5% 92.6% 77.8% 85.2%
Singapore 79.7% 75.9% 73.4% 68.4% 46.8% 55.7%
Taiwan 76.2% 61.9% 81.0% 66.7% 57.1% 66.7%
Thailand 82.5% 75.0% 70.0% 60.0% 47.5% 62.5%
Vietnam 69.8% 62.8% 48.8% 58.1% 58.1% 53.5%
CommunicaPonvalueexplainedbyprofessionalsindifferentcountries(conPnued)
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=619PRprofessionalsfrom12countriesworkingincompanies.Q6:HowdoyouusuallyarguefortherelevanceofstrategiccommunicaPonwhenaddressingtopexecuPvesand(internal)clients?Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.
55 55 55
MeasurementandevaluaPonhasbeenalong-runningdebateandchallengeinprofessionalcommunicaPonpracPce,asreportedbyLikelyandWatson(2013),Macnamara(2015b),Watson(2012),WatsonandNoble(2014),andothers.OverthepastfiveyearstheEuropeanCommunicaPonMonitorhasreviewedmeasurementandevaluaPonbasedonfourstages–inputs,outputs,outcomes,andoudlows(DPRG&ICV,2011;Zerfass,2010;Watson&Noble,2014).Toallowglobalcomparison,thisframeworkwasusedinexaminingtheviewsandpracPcesofAsia-PacificcommunicaPonprofessionalsinrelaPontomeasurementandevaluaPon–althoughitisnotedthatsomeresearcherssplitoutcomesintodirectoutcomesandorganisaPonalorbusinessoutcomes,thelamerbeingthesameaswhatotherscalloudlows(GCS,2015;PRIA,2014).SomeaddoumakestothemodelanddefinefourormorestagesofcommunicaPonmanagementincludinginputs,outputs,oumakes,outcomes,andoudlowsorimpact(GCS,2015;Macnamara,2015b;PRIA,2014).
GregoryandWatson(2008)noteda“stasis”inmeasurementandevaluaPonand,morerecently,MichaelsonandStacksreportedthat“publicrelaPonspracPPonershaveconsistentlyfailedtoachieveconsensusonwhatthebasicevaluaPvemeasuresareorhowtoconducttheunderlyingresearchforevaluaPngandmeasuringpublicrelaPonsperformance”(2011,p.1).WrightandHinson(2012)foundthatthatthislackofresearchhasconPnuedintheeraofsocialmedia.
ThisisevidentinAsia-Pacificaswell.MediaclippingsandresponseremainthepredominantmethodofmeasurementandevaluaPon,usedby85.6percentofcommunicaPonprofessionalsinAsia-Pacific.ThisexceedstherelianceonclippingsandmediaresponseinEuropewhere82.4percentofprofessionalsrelyonthesemethods(Zerfassetal.,2015,p.72).Asia-PacificcommunicaPonprofessionalsalsorelyheavilyonotheroutputmeasuresincludinginternet/intranetuse(67.8percent)andinternalclientsaPsfacPon(66.2percent).
Thesecondmostusedmetricisunderstandingofkeymessages(74.4percent),and65.5percentmeasurestakeholdersaotudesandbehaviourchange,whichthe‘communicaPoncontrolling’modelofevaluaPondescribesasoutcomes.SomeotherevaluaPonmodelsdescribetheseasoumakesordirectoutcomes(asdisPnctfromorganisaPonaloutcomesorimpact).
Overall,mostfocusinmeasurementandevaluaPonisonoutputssuchasproducPonofcontentandmediacoverage(76.7percent),followedbydirectoutcomessuchasuPlisaPonofinformaPon,percepPons,andknowledge(74.7percent).OnlyslightlymorethanhalfofcommunicaPonprofessionalsinAsia-Pacificmeasurevalueatanoudlowlevelsuchasimpactonstrategicand/orfinancialtargetsortangibleorintangibleresources.Lessthantwo-thirdofcommunicaPonprofessionalsinAsia-Pacificevaluateaudienceopinion,aotudes,orbehaviouraldisposiPon(e.g.,intenPons).
AnimportantfactoristhatmostcommunicaPonprofessionalsconductmeasurementandevaluaPontoreportthesuccessofcommunicaPonacPviPes,withonly68.5percentusingthisresearchtoprovideinsightstoinformplanning.This“lookingbackwards”approachhasbeenchallengedbyMacnamara(2015b)inhisMAIEmodelofevaluaPon,whichproposesmuchgreateremphasisonusingevaluaPonresearchtoprovideinsightstoinformorganisaPonstrategy.
Whilemediamonitoringtocollectclippingsandmeasuremediaresponseiso�enoutsourced(27.8percent),mostmethodsofmeasurementandevaluaPonareconductedin-houseinAsiaPacific.
Chapteroverview
56 56 56
86%
74%68%66%65%65%
56%55%48%46%
MeasurementandevaluaPon:HowcommunicaPondepartmentsassesstheeffecPvenessoftheiracPviPes
Input Output Outcome Outflow
Itemsmonitoredormeasured
www.communicaPonmonitor.asia/Macnamaraetal.201/nmin=847PRprofessionalsincommunicaPondepartments.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?Scale1(Donotuseatall)–5(UseconPnuously).Percentages:Frequencybasedonscalepoints4-5.
57 57 57
ManyorganisaPonsinAsia-PacificfocusonlyonasmallpartoftheoverallprocesswhenmeasuringcommunicaPonacPviPes
ResultsofcommunicaPon
processes
Output
Outcome
InternalOutput
ProcessefficiencyQuality
ExternalOutput
CoverageContent
DirectOutcome
PercepPonUPlisaPonKnowledge
IndirectOutcome
OpinionAotudesEmoPon
BehavioralDisposiPonBehavior
Resources
PersonnelcostsOutsourcingcosts
Input
ValueCreaAon
Impactonstrategicand/orfinancialtargets(valuechain)
Impactontangibleand/or
intangibleressources(capital
accumulaPon)
OuTlow
ORGANISATION
CommunicaPonprocessesIniPaPonofcommunicaPonprocesses
MEDIA/CHANNELS STAKEHOLDERS ORGANISATION
55.2% 56.9% 76.7% 74.7% 65.5% 55.3%
66.8%
69.9%
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=847PRprofessionalsincommunicaPondepartments.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?Scale1(Donotuseatall)–5(UseconPnuously).Percentages:Frequencybasedonscalepoints4-5.ValuesdepictedwithintheDPRG/ICVframeworkforcommunicaPonmeasurement(Zerfass2010).
58 58 58
72.2%
87.0%
89.1%
92.3%
92.9%
94.8%
95.9%
97.2%
97.4%
97.6%
27.8%
13.0%
10.9%
7.7%
7.1%
5.2%
4.1%
2.8%
2.6%
2.4%
Clippingsandmediaresponse
Stakeholderaotudesandbehaviourchange
Impactonintangible/tangibleresources(i.e.economicbrandvalue)
Understandingofkeymessages
Internet/IntranetUse
SaPsfacPonof(internal)clients
Impactonfinancial/strategictargets(i.e.withscorecards,strategymaps)
Financialcostsforprojects
Processquality(internalworkflow)
Personnelcostsforprojects
In-house Externalsupport
CommunicaPonmeasurementacPviPesundertakenin-houseandsupportedexternally
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=847PRprofessionalsincommunicaPondepartments.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?PleasePcktheboxontherightifdatacollecPonand/orinterpretaPonaresupportedbyexternalserviceproviders.
59 59 59
Country-by-countrycomparisonofoudlowmeasurementincommunicaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=803PRprofessionalsincommunicaPondepartmentsin12countries.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?Scale1(Donotuseatall)–5(UseconPnuously).Percentages:Frequencybasedonscalepoints4-5.
Australia(44.7%|46.9%)
China(66.3%|53.8%)
HongKong(50.5%|41,0%
India(64.3%|60,0%
Indonesia(40.6%|46.9%)
Japan(71.1%|76.1%)
Korea(44.4%|34.2%)
Malaysia(69.7%|65.6%)
NewZealand(53.4%|52.9%)
Philippines(51.5%|58.8%)
Singapore(53.6%|58.9%)
Taiwan(57.9%|63.8%)
Impactonintangible/tangibleresources(i.e.economicbrandvalue)
Impactonfinancial/strategictargets(i.e.withscorecards,strategymaps)
0%
70%
60 60 60
Measurementinsights:onlytwothirdsofthecommunicaPondepartmentsuseevaluaPondataformanagingfutureacPviPes
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q8:HowareinsightsfromcommunicaPonmeasurementusedinyourorganisaPon?Scale1(Never)–5(Always).Percentages:Frequencybasedonscalepoints4-5.Meanvalues.
72.5%
68.5%
67.6%
66.9%
58.5%
3.96
3.84
3.82
3.79
3.59
EvaluaPngthesuccessofcommunicaPonacPviPes
PlanningupcomingcommunicaPonacPviPes
ReflecPnggoalsanddirecPonsofcommunicaPonstrategies
ExplainingthevalueofcommunicaPontotopexecuPvesand(internal)clients
LeadingcommunicaPonteamsandsteeringagencies/serviceproviders
Means(scale1-5)
Never Always3.0
61 61 61
NosignificantdifferencesfortheuseofmeasurementinsightsinvarioustypesoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q8:HowareinsightsfromcommunicaPonmeasurementusedinyourorganisaPon?Scale1(Never)–5(Always).Nosignificantdifferences(ANOVA/Scheffepost-hoctest).
4.04
3.92
3.92
3.87
3.69
3.66
3.77
3.66
3.63
3.35
Jointstockcompanies
Privatecompanies
GovernmentalorganisaPons
Non-profitorganisaPons
ReflecPnggoalsanddirecPonsofcommunicaPonstrategies
EvaluaPngthesuccessofcommunicaPonacPviPes
PlanningupcomingcommunicaPonacPviPes
ExplainingthevalueofcommunicaPontotopexecuPvesand(internal)clients
LeadingcommunicaPonteamsandsteeringagencies/serviceproviders
3.5 4.0Never Always3.0
63 63 63
Chapteroverview
SaPsfiedemployeesaregenerallyconsideredasanimportantdriverforindividualandorganisaPonalperformance(Judgeetal.,2001).InAsia-Pacific,overalljobsaPsfacPonamongcommunicaPonprofessionalsisfairlyhighwiththemajorityofrespondents(65.4percent)reporPngthattheyaresaPsfiedwiththeirjobs.Another22.8percentareneutraland11.7percentaredissaPsfiedwiththeircurrentsituaPon.Thispamernisquitecomparableacrossthecountries.HoweverthePhilippinesandJapanreportslightlyhigherlevelsofsaPsfacPonincomparaPveterms,withaboutthreeoutoffoursayingtheyaresaPsfiedwiththeirjobs.
Lookingintodetails,itisobviousthatthemajorityofcommunicatorsdonotviewtheirownsalaryasbeingadequate.ButthisisbalancedbytheenjoymentofinteresPngtasksandrecogniPonfromsuperiorsorclients.TaskinteresPngnessisratedespeciallyhighinAustraliaandthePhilippines,whilethepercepPonofinadequatesalariesandlackofjobsecurityisnotablyprevalentinSouthKorea.
AcorrelaPonanalysisindicatesthatoveralljobsaPsfacPonisdrivenmorebyinteresPngtasks,greatercareeropportuniPes,jobstatusandrecogniPonbysuperiorsandclientsthanbysalarylevels,jobsecurityorwork-lifebalance.InteresPngly,therankingofthosedriversreflectsexactlythesituaPoninEurope(Zerfassetal.,2014,p.38),thoughtheexactstrengthofinfluenceforeachfactordiffersbetweentheconPnents.
AmongstdifferenttypesoforganisaPons,respondentsfromnon-profitorganisaPonsreportmosto�enaboutinteresPngandmanifoldtasks.ThoseprofessionalsarealsoaheadregardingtheappreciaPonbyclientsandsuperiorsandtheirownwork-lifebalance.RespondentsfromgovernmentalorganisaPonsreportmosto�enabouthighjobsecurityandadequatesalary.ProfessionalsworkinginlistedandprivatecompaniesratethesesamefactorslowestamongstalltypesoforganisaPons.
TherearestarkdifferencesamongrankandfileintermsoffacetsofjobsaPsfacPon,withHeadsofCommunicaPonsandagencyCEOsreporPnghigherlevelsofjobsaPsfacPonthanunitleaders,whointurnaremoreposiPvethanteammembers.Forinstance,withregardstotheinteresPngnessoftasks,thetoplevelagreedstronglywithameanscoreof4.24onascalerangingfrom1to5,whileunitleadersreportedalower3.74meanscoreandteammembers/consultantsrespondedwitha3.68score.Similartrendswereobservedamongstagegroupswitholdestrespondents(above60years)providinghighsaPsfacPonraPngsinalldimensionsinvesPgatedandtheyoungestgroup(below29)reporPnglowestlevels.Thosebelow29yearsoldarehoweveropPmisPcaboutpotenPaljobopportuniPeswithscoresroughlymatchingtheirmiddle-agedcounterparts.Middle-agedrespondentsbetweentheagebandsof30and59yearsgenerallyfellinbetweentheyoungestandeldestcohortsintermsofjobsaPsfacPonlevels.
64 64 64
11.7%
NotsaPsfiedwiththejob
22.8%
Neutral 65.4%
SaPsfiedwiththejob
MostcommunicaPonpracPPonersinAsia-PacificaresaPsfiedwiththeirjob
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,183PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Percentages:Agreementbasedonscalepoints1-2(NotsaPsfied),3(neutral),4-5(saPsfied).
65 65 65
OveralljobsaPsfacPonamongcommunicaPonprofessionalsinkeycountries
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,174PRprofessionalsin14countries.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvaluesforcountries.MeanforoverallAsia-Pacificsample=3.89.
Australia(3.86)
China(3.64)
HongKong(3.66)
India(3.77)
Indonesia(3.72)
Japan(3.98)
Korea(3.59)
Malaysia(3.67)
NewZealand(3.74)
Philippines(4.08)
Singapore(3.69)
Taiwan(3.56)
Thailand(3.76)
Vietnam(3.64) 5.00
5.00
1.00
66 66 66
LessthanahalfofthecommunicaPonpracPPonersfindtheirsalaryadequate–butmostrespondentsenjoyinteresPngtasksandsocialrecogniPon
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,183PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Percentages:Frequencybasedonscalepoints4-5.
73.8%
70.3%
58.8%
53.8%
52.0%
48.0%
46.0%
MytasksareinteresPngandmanifold
Superiorsand(internal)clientsvaluemywork
Myjobissecureandstable
Thejobhasahighstatus
IhavegreatcareeropportuniPes
Mywork-lifebalanceisallright
Thesalaryisadequate
67 67 67
JobsituaPonofcommunicaPonprofessionalsinkeycountries
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,174PRprofessionalsin14countries.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.
Australia China HongKong India Indonesia Japan Korea
MytasksareinteresPngandmanifold
4.12 3.78 3.84 3.98 4.04 3.84 3.66
Superiorsand(internal)clientsvaluemywork
3.90 3.66 3.73 3.94 3.83 3.84 3.34
IhavegreatcareeropportuniPes 3.30 3.45 3.21 3.59 3.74 3.45 3.56
Myjobissecureandstable 3.63 3.69 3.72 3.72 3.46 3.49 2.81
Thejobhasahighstatus 3.53 3.40 3.41 3.74 3.72 3.47 3.16
Thesalaryisadequate 3.59 3.15 3.34 3.01 3.50 3.24 2.81
Mywork-lifebalanceisallright 3.23 3.26 3.24 3.37 3.63 3.18 3.00
68 68 68
JobsituaPonofcommunicaPonprofessionalsinkeycountries(conPnued)
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,174PRprofessionalsin14countries.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.
Malaysia NewZealand Philippines Singapore Taiwan Thailand Vietnam
MytasksareinteresPngandmanifold
3.88 3.92 4.36 3.95 3.96 3.91 3.91
Superiorsand(internal)clientsvaluemywork
3.78 3.96 3.97 3.87 3.87 3.98 3.73
IhavegreatcareeropportuniPes 3.38 3.40 3.82 3.33 3.44 3.79 3.73
Myjobissecureandstable 3.60 3.77 4.10 3.60 3.47 3.73 3.39
Thejobhasahighstatus 3.40 3.43 4.05 3.46 3.56 3.62 3.54
Thesalaryisadequate 3.28 3.51 3.64 3.33 3.24 3.21 3.28
Mywork-lifebalanceisallright 3.28 3.57 3.97 3.29 3.25 3.50 3.35
69 69 69
ModeratedriversofjobsaPsfacPon
Work-lifebalance(r=0.399)
Jobsecurityandstability(r=0.426)
Adequatesalary
(r=0.470)
StrongdriversofjobsaPsfacPon
Statusofthejob
(r=0.523)
AppreciaPonfrom
superiorsand
(internal)clients
(r=0.533)
GreatcareeropportuniPes(r=0.544)
InteresPngandmanifoldtasks
(r=0.561)
DriversofjobsaPsfacPonforcommunicaPonprofessionalsinAsia-Pacific
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,183PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).PearsoncorrelaPonbasedonoverallsaPsfacPonasmetricvariable(highlysignificant,p≤0.01).
70 70 70
JobsaPsfacPondriversinvarioustypesoforganisaPons
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=889PRprofessionalsincommunicaPondepartments.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.**Highlysignificantdifferences(ANOVA/Scheffepost-hoctest,p≤0.01).
3.58
3.35
3.87
3.69
3.76
3.46
3.30
3.31
4.03
3.92
3.59
3.42
3.56
3.22
Companies
GovernmentalorganisaPons
Non-profitorganisaPons
MytasksareinteresPngandmanifold
Thesalaryisadequate
Mywork-lifebalanceisallright
IhavegreatcareeropportuniPes**
Thejobhasahighstatus
Myjobissecureandstable
Superiorsand(internal)clientsvaluemywork
Stronglydisagree
3.0 Stronglyagree
71 71 71
3.68
3.51
3.42
3.14
3.17
3.31
3.04
3.74
3.67
3.47
3.41
3.31
3.24
3.14
4.24
4.10
3.84
3.81
3.70
3.41
3.51
Teammember/consultant
UnitLeader
HeadofcommunicaPon
MytasksareinteresPngandmanifold**
Thesalaryisadequate**
Mywork-lifebalanceisallright
IhavegreatcareeropportuniPes**
Thejobhasahighstatus**
Myjobissecureandstable**
Superiorsand(internal)clientsvaluemywork**
DriversofjobsaPsfacPonarecorrelatedwiththehierarchicalposiPon
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,123PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
Stronglydisagree
3.0 Stronglyagree
72 72 72
3.89
3.84
3.57
3.54
3.44
3.33
3.33
3.99
3.84
3.66
3.53
3.50
3.35
3.28
Male Female
MytasksareinteresPngandmanifold
Thesalaryisadequate
Mywork-lifebalanceisallright
IhavegreatcareeropportuniPes
Thejobhasahighstatus
Myjobissecureandstable
Superiorsand(internal)clientsvaluemywork
ConsistentpamernsofjobsaPsfacPonacrossbothgenders
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,183PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.NostaPsPcallysignificantdifferences.
Stronglydisagree
3.0 Stronglyagree
73 73 73
EldercommunicaPonprofessionalsreportahigherjobsaPsfacPon
3.69
3.49
3.42
3.23
3.43
3.11
2.94
4.20
4.16
3.88
3.88
3.90
3.78
3.70
29oryounger
30-39
40-49
50-59
60orolder
MytasksareinteresPngandmanifold**
Thesalaryisadequate**
Mywork-lifebalanceisallright**
IhavegreatcareeropportuniPes
Thejobhasahighstatus**
Myjobissecureandstable*
Superiorsand(internal)clientsvaluemywork**
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=1,183PRprofessionals.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Stronglyagree).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).*Significantdifferences(KendallrankcorrelaPon,p≤0.05).
Stronglydisagree
3.0 Stronglyagree
75 75 75
Chapteroverview
ThesurveyusedamethodintroducedinpreviousediPonsoftheEuropeanCommunicaPonMonitor(Zerfassetal.,2014,2015)toidenPfythemostexcellentcommunicaPondepartmentswithinthesample.Theapproachcombinesself-assessmentsofcommunicaPonprofessionalswithstaPsPcalanalyses.ItdiffersfromnormaPveconceptsofexcellence(Grunig,1992;Grunigetal.,2002)butleadstocomparableoverallresults(Verčič&Zerfass,2015).
ExcellenceisbasedontheinternalstandingofthecommunicaPondepartmentwithintheorganisaPon(influence)andexternalresultsofthecommunicaPondepartment’sacPviPesinaddiPontoitsbasicqualificaPons(performance).Eachofthesetwocomponentswerecalculatedonthebasisoffourdimensions,thefirstonadvisoryinfluence(whereseniormanagerstaketherecommendaPonsofthecommunicaPonfuncPonseriously)andexecuPveinfluence(wherecommunicaPonwilllikelybeinvitedtosenior-levelmeePngsdealingwithorganisaPonalstrategicplanning),andthesecondonoverallcommunicaPonsuccess(wherethecommunicaPonoftheorganisaPonissuccessful)anddepartmentcompetence(wherethequalityofthecommunicaPonfuncPonisbemercomparedtothoseofcompePngorganisaPons).OnlyorganisaPonsclearlyoutperforminginallfourdimensionsareconsideredasexcellentinthebenchmarkexercise.
Basedonthismeasure,24.4percentofthesampleddepartmentsacrossAsia-Pacificwerequalifiedasexcellent.WhencomparingthespreadofoverallexcellenceacrossdifferenttypesoforganisaPontypes,non-profitsleadthefield(28.0percent)withjointstockcompaniesslightlybehind(27.0percent).Privatecompaniesandgovernmentaldepartmentslagbehindat22.9percentand16.1percentrespecPvely.InteresPngly,inbreakingdowntheexcellencecomponents,intermsofinfluencethecommunicaPondepartmentsinjointstockcompanies(43.7percent)andprivatecompanies(42.9percent)farebemerthannon-profits(40.9percent)andgovernmentalorganisaPons(36.4percent).Similartrendsemergedintheothersub-fields.ThismeansthatmanycorporatecommunicaPondepart-mentsaregoodinsomeoftheaspectsinvesPgated,butnotinalldimensionsatthesamePme–non-profitsaremorebalancedoverall.
ExcellentcommunicaPondepartmentsaremorelikelytobeledbyachiefcommunicaPonofficerwhoisamemberoftheexecuPveboardorreportsdirectlytotheCEOorhighestdecisionmaker.ExcellentcommunicaPondepartmentsuseabroadvarietyofraPonales(suchasreputaPonaleffects,thoughtleadershipandcrisispreparedness)toexplainthevalueofcommunicaPon.Excellentcommunica-PondepartmentsdoabemerjobinallfacetsofmonitoringandmeasurementtheeffecPvenessofcommunicaPonmanagement.TheyarebemerinassessingbusinessimpactandstakeholderreacPons.ThesedepartmentsalsousemeasurementinsightsmorefrequentlyformanagingtheiracPviPes.Theycollaboratewithmassmediaandtheirproductsmorefrequentlyandintensively,andtheyemployprofes-sionalswithstrongerlevelsofsocialmediaskills,especiallyintheareasofstrategydevelopmentanddialogicalapproachesforthesocialweb.Lastbutnotleast,professionalsworkinginexcellentcommunicaPondepartmentsaresignificantlymoresaPsfiedwiththeirjobs.
76 76 76
IdenPfyingexcellentcommunicaPondepartments
EXCELLENCECommunicaPondepartmentsinorganisaPonswhichoutperformothersinthefield
INFLUENCEInternalstandingofthecommunicaPondepartment
withintheorganisaPon
ADVISORYINFLUENCE(Q15)
SeniormanagerstakerecommendaPonsofthecommunicaPonfuncPon
(very)seriously
EXECUTIVEINFLUENCE(Q16)
CommunicaPonwill(very)likelybeinvitedtosenior-levelmeePngsdealingwith
organisaPonalstrategicplanning
PERFORMANCEExternalresultsofthecommunicaPondepartment’s
acPviPesanditsbasicqualificaPons
SUCCESS(Q17)
ThecommunicaPonoftheorganisaPoningeneralis
(very)successful
COMPETENCE(Q18)
ThequalityandabilityofthecommunicaPonfuncPonis(much)
bemercomparedtothoseofcompePngorganisaPons
Sta/s/calanalysesareusedtoiden/fyexcellentorganisa/ons,basedonbenchmarkingapproachesandself-assessmentsknownfromqualitymanagement
www.communicaPonmonitor.asia/Macnamaraetal.2015/Q15-18/OnlyorganisaPonsoutperforminginallfourdimensions(scalepoints6-7ona7-point-scale)willbeconsideredas“excellent”inthebenchmarkexercisecomparingdistribuPonandcharacterisPcsoforganisaPons,funcPonsandcommunicaPonprofessionals.SeeZerfassetal.2014,2015,andVercic&Zerfass,2015,foradescripPonofthemethod.
77 77 77
OthercommunicaPondepartments
75.6%
ExcellentcommunicaPondepartments
24.4%
ExcellentcommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Advisoryinfluence,Q15:InyourorganisaPon,howseriouslydoseniormanagerstaketherecommendaPonsofthecommunicaPonfuncPon?ExecuPveinfluence,Q16:HowlikelyisitthatcommunicaPonwouldbeinvitedtosenior-levelmeePngsdealingwithorganisaPonalstrategicplanning?Success,Q17:Inyouropinion,howsuccessfulisthecommunicaPonofyourorganisaPoningeneral?Competence,Q18:HowwouldyouesPmatethequalityandabilityofthecommunicaPonfuncPoninyourorganisaPoncomparedtothoseofcompePtors?Scale1−7.Percentages:ExcellentcommunicaPonfuncPonsbasedonscalepoints6-7foreachquesPon.
1.4%2.9%
3.9% 13.1% 23.8% 32.5% 22.4%
Advisoryinfluence
Notseriouslyatall(1) (2) (3) (4) (5) (6) (7)Veryseriously
1.8%4.0%
5.4% 13.8% 21.9% 29.6% 23.5%
ExecuPveinfluence
(1)Never (2) (3) (4) (5) (6) (7)Always
1.1%3.8%
7.5% 13.9% 31.4% 34.3% 8.0%
Success
Notsuccessfulatall(1) (2) (3) (4) (5) (6) (7)Verysuccessful
1.3%3.3%
7.2% 14.1% 27.2% 30.0% 16.9%
Competence
Muchworse(1) (2) (3) (4) (5) (6) (7)Muchbemer
78 78 78
ExcellentcommunicaPondepartmentsindifferenttypesoforganisaPons:Non-profitorganisaPonsareleadingthefield
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.ExcellencebasedonadvisoryandexecuPveinfluenceofthecommunicaPonfuncPonwithintheorganisaPonanditsperformance(successandcompetence);seepage76.
28.0%
27.0%
22.9%
16.1%
72.0%
73.0%
77.1%
83.9%
0% 100%
Non-profitorganisaPons
Jointstockcompanies
Privatecompanies
GovernmentalorganisaPons
ExcellentcommunicaPondepartments OthercommunicaPondepartments
79 79 79
InfluenceofcommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Advisoryinfluence,Q15:InyourorganisaPon,howseriouslydoseniormanagerstaketherecommendaPonsofthecommunicaPonfuncPon?Scale1(notseriously)−7(veryseriously).ExecuPveinfluence,Q16:HowlikelyisitthatcommunicaPonwouldbeinvitedtosenior-levelmeePngsdealingwithorganisaPonalstrategicplanning?Scale1(never)−7(always).Percentages:InfluenPalcommunicaPonfuncPons,basedonscalepoints6-7forQ15andQ16.
43.7%
42.9%
40.9%
36.4%
56.3%
57.1%
59.1%
63.6%
Jointstockcompanies
Privatecompanies
Non-profitorganisaPons
GovernmentalorganisaPons
InfluenPalcommunicaPondepartments Others
80 80 80
PerformanceofcommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Highperformance:scalepoints6-7forQ24(success)andQ25(competence).Goodperformance:scalepoints5-7and5-7,butnotalways6-7forQ24andQ25.Others:otherscalepoints.
36.7%
34.4%
30.7%
25.9%
30.0%
24.7%
36.6%
35.7%
33.3%
40.9%
32.7%
38.5%
Jointstockcompanies
Non-profitorganisaPons
Privatecompanies
GovernmentalorganisaPons
HighperformingcommunicaPondepartments GoodperformingcommunicaPondepartments Others
81 81 81
SuccessfulcommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q17:Inyouropinion,howsuccessfulisthecommunicaPonofyourorganisaPoningeneral?Scale1(notsuccessfulatall)−7(verysuccessful).Percentages:SuccessfulcommunicaPngdepartmentsbasedonscalepoints6-7.
46.1%
39.5%
37.1%
37.6%
53.9%
60.5%
62.9%
62.4%
Jointstockcompanies
Privatecompanies
Non-profitorganisaPons
GovernmentalorganisaPons
SuccessfulcommunicaPondepartments Others
82 82 82
CompetenceincommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q18:HowwouldyouesPmatethequalityandabilityofthecommunicaPonfuncPoninyourorganisaPoncomparedtothoseofcompePtors?Scale1(muchworse)−7(muchbemer).Percentages:CompetentcommunicaPngdepartmentsbasedonscalepoints6-7.
49.6%
45.9%
41.3%
44.1%
50.4%
54.1%
58.7%
55.9%
Jointstockcompanies
Privatecompanies
Non-profitorganisaPons
GovernmentalorganisaPons
CompetentcommunicaPondepartments Others
83 83 83
ExcellentcommunicaPondepartmentsaremuchcloserlinkedtotopmanagement
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q14:WithinyourorganisaPon,thetopcommunicaPonmanagerorchiefcommunicaPonofficerisamemberoftheexecuPveboard,reportsdirectlytotheCEO/highestdecision-makerontheexecuPveboardordoesnotreportdirectlytotheCEO/highestdecision-maker.Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01,τ=0.114).
20.0%
16.4%
67.3%
57.1%
12.7%
26.4%
ExcellentcommunicaPondepartments
OthercommunicaPondepartments
Thetopcommunica/onmanager/chiefcommunica/onofficer...
isamemberoftheexecuPveboard(stronglyalignedfuncPon)
reportsdirectlytotheCEOorhighestdecision-makerontheexecuPveboard(alignedcommunicaPonfuncPon)
doesnotreportdirectlytotheCEOorhighestdecision-maker(weaklyalignedfuncPon)
84 84 84
ExcellentcommunicaPondepartmentsarelessconcernedaboutaligningandexplainingtheiracPviPes,butfocusedonCSRanddigitalchallenges
56.4%
35.9%
28.6%
29.1%
33.2%
30.0%
29.5%
25.0%
15.9%
10.9%
5.5%
51.1%
41.1%
32.2%
31.0%
29.5%
29.7%
26.3%
18.6%
13.7%
14.7%
12.2%
CopingwiththedigitalevoluPonandthesocialweb
LinkingbusinessstrategyandcommunicaPon
Matchingtheneedtoaddressmoreaudiencesandchannelswithlimitedresources
StrengtheningtheroleofthecommunicaPonfuncPoninsupporPngtop-managementdecisionmaking
DealingwiththespeedandvolumeofinformaPonflow
Buildingandmaintainingtrust
DealingwiththedemandformoretransparencyandacPveaudiences
Dealingwithsustainabledevelopmentandsocialresponsibility
ImplemenPngadvancedmeasurementandevaluaPonrouPnes
SupporPngorganisaPonalchange
ExplainingthevalueofcommunicaPontotopexecuPves
ExcellentcommunicaPondepartments
OthercommunicaPondepartments
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q3:Pleasepickthree(3)issueswhichyoubelievewillbemostimportantforpublicrelaPons/communicaPonmanagementwithinthenextthreeyears!
Mostimportantissuesforcommunica/onmanagementun/l2018
85 85 85
4.36
4.02
4.01
3.89
3.70
3.74
4.03
3.72
3.70
3.52
3.46
3.44
ExcellentcommunicaPondepartments
OthercommunicaPondepartments
DemonstraPngposiPveeconomicconsequences**
ExplainingposiPveeffectsofgoodreputaPon,organisaPonalcultureandbrands**
Explainingtheroleofcontentand‘thoughtleadership’fororganisaPonalgoals**
IllustraPngthebenefitsoflisteningtostakeholdersandidenPfyingopportuniPes**
PoinPngoutthedemandforcommunicaPonandtransparencybythemassmedia**
RemindingofthreatscausedbytroubledrelaPonshipsandcommunicaPoncrises**
ExplainingthevalueofcommunicaPon:excellentdepartmentsuseabroadvarietyofraPonalesmoreo�en
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q6:HowdoyouusuallyarguefortherelevanceofstrategiccommunicaPonwhenaddressingtopexecuPvesand(internal)clients?Scale1(Never)–5(Always).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
Never 3.0 Always
86 86 86
ExcellentcommunicaPondepartmentsdoabemerjobatmonitoringandmeasuringtheeffecPvenessofcommunicaPonmanagement
4.37
3.90
3.82
3.70
3.76
3.63
3.38
3.33
3.23
3.21
4.61
4.49
3.97
4.25
4.00
4.22
3.88
3.88
3.65
3.52
OthercommunicaPondepartments
ExcellentcommunicaPondepartments
Stakeholderaotudesandbehaviourchange**
Clippingsandmediaresponse**Understandingofkeymessages**
Impactonfinancial/strategictargets**
Personnelcostsforprojects**
Processquality(internalworkflow)**
Impactonintangible/tangibleresources**
Internet/Intranetuse**
SaPsfacPonof(internal)clients**
Financialcostsforprojects
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=847PRprofessionalsincommunicaPondepartments.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?Scale1(Never)–5(Always).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
Never 3.0 Always
87 87 87
ItemsmonitoredormeasuredExcellent
communicaPondepartmentsOther
communicaPondepartments Δ
Impactonintangible/tangibleresources(i.e.economicbrandvalue)** 3.88 3.38 0.50
Impactonfinancial/strategictargets(i.e.withscorecards,strategymaps)** 3.88 3.33 0.54
Stakeholderaotudesandbehaviourchange** 4.22 3.63 0.59
Understandingofkeymessages** 4.49 3.90 0.59
Clippingsandmediaresponse** 4.61 4.37 0.24
Internet/Intranetusage** 4.00 3.76 0.24
SaPsfacPonofinternalclients** 4.25 3.70 0.55
Processquality(internalworkflow)** 3.65 3.23 0.42
Financialcostsforprojects 3.97 3.82 0.14
Personnelcostsforprojects** 3.52 3.21 0.31
CommunicaPonmeasurement:excellentdepartmentsevaluatemoreintensively;theyarebemerinassessingbusinessimpactandstakeholderreacPons
Input Output Outcome Outflow
www.communicaPonmonitor.asia/Macnamaraetal.2015/nmin=847PRprofessionalsincommunicaPondepartments.Q7:WhichitemsaremonitoredormeasuredbyyourorganisaPontoassesstheeffecPvenessofcommunicaPonmanagement/publicrelaPons?Scale1(Donotuseatall)–5(UseconPnuously).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
88 88 88
ExcellentcommunicaPondepartmentsusemeasurementinsightsmorefrequentlyformanagingtheiracPviPes
3.88
3.74
3.71
3.73
3.48
4.22
4.17
4.15
3.98
3.93
OthercommunicaPondepartments ExcellentcommunicaPondepartments
ReflecPnggoalsanddirecPonsofcommunicaPonstrategies**
EvaluaPngthesuccessofcommunicaPonacPviPes**
PlanningupcomingcommunicaPonacPviPes**
ExplainingthevalueofcommunicaPontotopexecuPvesand(internal)clients**
LeadingcommunicaPonteamsandsteeringagencies/serviceproviders**
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q8:HowareinsightsfromcommunicaPonmeasurementusedinyourorganisaPon?Scale1(Never)–5(Always).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
Never 3.0 Always
89 89 89
4.07
4.01
3.95
3.71
3.19
3.06
4.31
4.35
4.24
4.14
3.33
3.37
OthercommunicaPondepartments
ExcellentcommunicaPondepartments
Influencegatekeepers,themediaagendaandstakeholders**
SpreadinformaPonabouttheorganisaPon,itsproductsorservices**
Monitornewsandpublicopinion**
EvaluatemediacoverageoftheorganisaPon,itsproductsorservices**
Sourcecontentforinternalnewsservices
Jointlyproducequalitycontentand/orcreatetopicalpladorms**
ExcellentcommunicaPondepartmentscollaboratemoreintensivelywiththemassmedia
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=897PRprofessionalsincommunicaPondepartments.Q2:WhydoesyourorganisaPoninteractwiththemassmedia?MyorganisaPonusemassmediaandtheirproductsto…Scale1(Never)–5(Always).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).*Significantdifferences(KendallrankcorrelaPon,p≤0.05).
Never 3.0 Always
90 90 90
ExcellentcommunicaPondepartmentsemployprofessionalswithastrongerlevelofsocialmediaskills
3.40
3.33
3.21
3.19
3.08
3.05
2.95
2.99
2.78
2.77
3.60
3.60
3.45
3.48
3.33
3.35
3.28
3.17
3.04
3.01
OthercommunicaPondepartments
ExcellentcommunicaPondepartments
Deliveringmessagesviasocialmedia**
IniPaPngweb-baseddialogueswithstakeholders**
Knowingthelegalframeworkforsocialmedia**
InterprePngsocialmediamonitoringdata**
EvaluaPngsocialmediaacPviPes**
ManagingonlinecommuniPes*
Knowinghowtoavoidrisksandhandlecrisesonsocialmedia**
Developingsocialmediastrategies**
Seongupsocialmediapladorms**
Knowingaboutsocialmediatrends**
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=901PRprofessionalsincommunicaPondepartments.Q5:HowwouldyourateyourcapabiliPesinthefollowingareas?Scale1(Verylow)–5(Veryhigh).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).*Significantdifferences(KendallrankcorrelaPon,p≤0.05).
Verylow 3.0 Veryhigh
91 91 91
ProfessionalsworkinginexcellentcommunicaPondepartmentsaresignificantlymoresaPsfiedwiththeirjobs
www.communicaPonmonitor.asia/Macnamaraetal.2015/n=889PRprofessionalsincommunicaPondepartments.Q10:HowdoyoufeelaboutyouractualjobsituaPon?Scale1(Stronglydisagree)–5(Totallyagree).Meanvalues.**Highlysignificantdifferences(KendallrankcorrelaPon,p≤0.01).
3.78
3.65
3.53
3.52
3.35
3.24
3.28
3.15
4.40
4.28
4.16
3.94
4.05
3.89
3.70
3.62
OthercommunicaPondepartments
ExcellentcommunicaPondepartments
MytasksareinteresPngandmanifold**
Thesalaryisadequate**
Mywork-lifebalanceisallright**
IhavegreatcareeropportuniPes**
Thejobhasahighstatus**
Myjobissecureandstable**
Overall,IamsaPsfiedwithmyjob**
Superiorsand(internal)clientsvaluemywork**
Stronglydisagree
3.0 Stronglyagree
92 92 92
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Kent,M.(2013).Usingsocialmediadialogically:PublicrelaPonsroleinrevivingdemocracy.PublicRela/onsReview,39(4),337-345.Kent,M.,&Taylor,M.(2002).TowardadialogictheoryofpublicrelaPons.PublicRela/onsReview,28(1),21-37.Kiesenbauer,J.,&Zerfass,A.(2015).Today'sandtomorrow'schallengesinpublicrelaPons:ComparingtheviewsofchiefcommunicaPon
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References
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§ Prof.JimMacnamara,Ph.D.ProfessorofPublicCommunicaPonandAssociateDean(EngagementandInternaPonal),UniversityofTechnologySydney,Australia;[email protected]
§ Assoc.Prof.MayO.Lwin,Ph.D.AssociateProfessorandAssociateDean(GraduateStudies),WeeKimWeeSchoolofCommunicaPon,NanyangTechnologicalUniversity,Singapore;[email protected]
§ Prof.Dr.AnaAdiProfessorofCorporateCommunicaPon,QuadrigaUniversityofAppliedSciences,Berlin,Germany;[email protected]
§ Prof.Dr.AnsgarZerfassProfessorandChairinStrategicCommunicaPon,ViceDean,UniversityofLeipzig,Germany;[email protected]
StaPsPcalanalysisandassistantresearcher§ RonnyFechnerM.A.,UniversityofLeipzig,Germany
Authorsandleadresearchers
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NaPonalresearchersandcontacts
PleasecontacttheuniversiPeslistedhereforpresentaPons,insightsoraddiPonalanalysesinkeycountries
Australia Prof.JimMacnamara,Ph.D. UniversityofTechnologySydney [email protected] Prof.Dr.NingZhang SunYat-SenUniversity,Guangzhou [email protected] Ass.Prof.ReginaYi-RuChen,Ph.D. HongKongBapPstUniversity [email protected]
India Prof.JaishriJethwaney,Ph.D. IndianInsPtuteofMassCommunicaPon,NewDelhi [email protected]
Indonesia Assoc.Prof.ElizabethGoenawanAnanto,Ph.D. TrisakPUniversity,Jakarta [email protected] Prof.Dr.JunichiroMiyabe HokkaidoUniversity,Sapporo [email protected] Prof.MinjungSung,Ph.D. Chung-AngUniversity,Seoul [email protected] Prof.KiranjitKaur,Ph.D. UniversiPTeknologiMARA,Selangor [email protected] SeniorLecturerFloraHung-Baesecke,Ph.D. MasseyUniversity,Auckland [email protected] Assoc.Prof.FernandoParagas,Ph.D. UniversityofthePhilippinesDiliman [email protected] Assoc.Prof.MayO.Lwin,Ph.D. NanyangTechnologicalUniversity [email protected] Prof.Yi-ChenWu,Ph.D. Fu-JenCatholicUniversity,Taipei [email protected] Prof.ParichartSthapitanonda,Ph.D. ChulalongkornUniversity,Bangkok [email protected] Assoc.Prof.NguyenThiThanhHuyen,Ph.D. VietnamNaPonalUniversity,Hanoi [email protected] Prof.Dr.AnaAdi QuadrigaUniversity,Berlin [email protected]&comparisontoEurope
Prof.Dr.AnsgarZerfass UniversityofLeipzig [email protected]
APACD–RegionalCoordinators
PleasecontactVanessaEggert,APACDHongKong,fordetailsaboutAPACDcountryrepresentaPves [email protected]
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EuropeanPublicRelaPonsEducaPonandResearchAssociaPon(EUPRERA)TheEuropeanPublicRelaPonsEducaPonandResearchAssociaPon(EUPRERA)isanautonomousorganisaPonwithnearly500membersfrom40countriesinterestedinadvancingacademicresearchandknowledgeinstrategiccommunicaPon.Severalcross-naPonalandcomparaPveresearchandeducaPonprojectsareorganisedbyaffiliateduniversiPes,andahighlyregardedacademiccongressisstagedeachautumnatvaryinglocaPons.
www.euprera.org
Surveyorganisers
Asia-PacificAssociaPonofCommunicaPonDirectors(APACD)TheAsia-PacificAssociaPonofCommuni-caPonDirectors(APACD)providesapeernetworkformid-tosenior-levelcommu-nicaPonprofessionalsfromallfieldsandindustriesacrosstheAsia-PacificregiontodiscussandformulatesoluPonstocurrentcommunicaPonchallenges.ItaimstoestablishcommonqualitystandardsandadvancesprofessionalqualificaPonswithinthefieldbyprovidingpublicaPonsandorganisingeventsandmeePngs.
www.apacd.com
QuadrigaUniversityofAppliedSciencesQuadrigaUniversityofAppliedSciencesBerlineducatesmanagersincommunicaPon,leadership,humanresourcesmanagement,andpublicaffairs.TheUniversityalsooffersawiderangeofspecialistexecuPveandonlinefurthereducaPoncoursesformanagersinbusinessandpoliPcs.
www.quadriga.eu
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AcommunicaPonsresearchinnovator,PRIMEResearchranksamongthelargestglobalpublicrelaPonsresearchfirmswithoperaPonsinnineresearchhubsandservingclientsin35countriesintheAmericas,WesternandEasternEurope,theMiddleEast,Africa,AustraliaandAsia.Withfi�eenindustrypracPceareasaswellasacompletearrayofpublicrelaPonsresearch,evaluaPonandconsulPngservices,PRIMEleveragesitscorporateandbrandreputaPonresearchexperPsetofosterbemercommunicaPonsandbusinessdecision-making.
www.prime-research.com
Partners
CommunicaPonDirectorisaquarterlyinternaPonalmagazineforCorporateCommunicaPonsandPublicRelaPons,offeringinsightsforprofessionalsinAsia-Pacificandotherregionsoftheworld.
www.communica/on-director.com
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AselecPonofmaterialrelatedtotheAsia-PacificCommunicaPonMonitor(APCM)includingawebvideohighlighPngkeyresultsofthestudyisavailableontheinternet.Similarsurveyswithvaluabledatareportsonthewebareconductedinotherregionsoftheworld–theEuropeanCommunicaPonMonitorandtheLaPnAmericanCommunicaPonMonitor.TheCommunicaPonMonitorseriesisthelargestresearchprojectonstrategiccommunicaPonandpublicrelaPonsworldwide.
Visitwww.communica/onmonitor.asiaforupdatesandlinks.
MoreinformaPon