Asia-Pacific Communication Monitor 2015/16

ASIA-PACIFICCOMMUNICATIONMONITOR2015/16THESTATEOFSTRATEGICCOMMUNICATIONANDPUBLICRELATIONSINAREGIONOFRAPIDGROWTH.SURVEYRESULTSFROM23COUNTRIES.

JimMacnamara,MayO.Lwin,AnaAdiandAnsgarZerfass

AstudyorganisedbytheAsiaPacificAssociaPonofCommunicaPonDirectors(APACD),theEuropeanPublicRelaPonsEducaPonandResearchAssociaPon(EUPRERA)andQuadrigaUniversityofAppliedSciences,supportedbypartnerPRIMEResearchInternaPonalandmediapartnerCommunicaPonDirectormagazine

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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.

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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)

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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

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Researchdesign

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

10

Methodologyanddemographics

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

12 12 12

ResearchframeworkandquesPons

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?

16

Futurerelevanceofmassmedia

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**


Influencegatekeepers,themediaagendaandstakeholders



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%)




40%

0%

80%

26

CommunicaAonchannelsandinstruments

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%


Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthelike)





MobilecommunicaPon(phone/tabletapps,mobilewebsites)

Events


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



Events

MobilecommunicaPon

PressandmediarelaPonswithTVandradiostaPons**



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


onlinenewspapers/magazines



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


printnewspapers/magazines

Socialmediaandsocialnetworks(Blogs,Twimer,Weiboandthe

like)

OnlinecommunicaPonviawebsites,

e-mail,intranets


onlinenewspapers/magazines



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%

34

Socialmediaskillsandknowledge

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



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**


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

42

StrategicissuesandvaluecontribuAon

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


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%









Companies




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%









InternaPonalorganisaPonsbasedinAsia-Pacific

InternaPonalorganisaPonsheadquarteredelsewhere

NaPonalorlocalorganisaPons

OrganisaPonswithdifferentregionalbackgroundandscoperateimportantissuesmostlysimilar–butCSR,transparency,andtrustarevalueddifferently


47 47 47

Country-to-countryrelevanceofkeyissues


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


Australia China HongKong India Indonesia Japan Korea


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%)


4.(35.9%) 7.(22.1%) 3.(35.9%) 5.(28.7%) 5.(23.9%) 8.(17.6%) 8.(15.2%)


6.(27.6%) 6.(25.0%) 6.(29.7%) 3.(32.9%) 3.(43.5%) 4.(25.5%) 2.(42.4%)


3.(39.7%) 4.(29.8%) 5.(31.3%) 6.(25.6%) 10.(10.9%) 4.(25.5%) 7.(24.2%)


5.(28.2%) 5.(26.9%) 7.(21.9%) 7.(18.9%) 6.(23.9%) 10.(13.7%) 4.(30.3%)


10.(7.1%) 8.(21.2%) 9.(13.3%) 9.(15.2%) 7.(23.9%) 6.(23.5%) 4.(30.3%)


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%)


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)


Malaysia NewZealand Philippines Singapore Taiwan Thailand Vietnam


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%)


2.(35.5%) 2.(45.3%) 3.(35.9%) 5.(30.7%) 4.(34.5%) 3.(32.8%) 6.(24.4%)


2.(35.5%) 5.(26.4%) 7.(23.1%) 3.(37.2%) 6.(27.3%) 7.(28.4%) 7.(21.1%)


5.(33.9%) 4.(37.7%) 6.(25.6%) 4.(32.8%) 5.(32.7%) 5.(31.3%) 8.(17.8%)


6.(29.0%) 2.(47.2%) 5.(28.2%) 6.(28.5%) 7.(25.5%) 8.(23.9%) 5.(30,0%)


8.(19.4%) 8.(15.1%) 2.(38.5%) 10.(10.2%) 2.(38.2%) 6.(29.9%) 4.(34.4%)


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%)


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




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.

54

MeasurementandevaluaAonincommunicaAondepartments

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



ReflecPnggoalsanddirecPonsofcommunicaPonstrategies

EvaluaPngthesuccessofcommunicaPonacPviPes

PlanningupcomingcommunicaPonacPviPes

ExplainingthevalueofcommunicaPontotopexecuPvesand(internal)clients

LeadingcommunicaPonteamsandsteeringagencies/serviceproviders

3.5 4.0Never Always3.0

62

JobsaAsfacAon

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


4.12 3.78 3.84 3.98 4.04 3.84 3.66


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


3.88 3.92 4.36 3.95 3.96 3.91 3.91


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




Thesalaryisadequate


IhavegreatcareeropportuniPes**




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**



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


Thesalaryisadequate






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



Mywork-lifebalanceisallright**



Myjobissecureandstable*


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

74

CharacterisAcsofexcellentcommunicaAonfuncAons

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%


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%


Jointstockcompanies

Privatecompanies


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



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


Privatecompanies


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



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



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%



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%










SupporPngorganisaPonalchange




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



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



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



Influencegatekeepers,themediaagendaandstakeholders**

SpreadinformaPonabouttheorganisaPon,itsproductsorservices**

Monitornewsandpublicopinion**

EvaluatemediacoverageoftheorganisaPon,itsproductsorservices**


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



Deliveringmessagesviasocialmedia**

IniPaPngweb-baseddialogueswithstakeholders**

Knowingthelegalframeworkforsocialmedia**

InterprePngsocialmediamonitoringdata**

EvaluaPngsocialmediaacPviPes**

ManagingonlinecommuniPes*

Knowinghowtoavoidrisksandhandlecrisesonsocialmedia**

Developingsocialmediastrategies**

Seongupsocialmediapladorms**


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





Mywork-lifebalanceisallright**



Myjobissecureandstable**

Overall,IamsaPsfiedwithmyjob**


Stronglydisagree

3.0 Stronglyagree

92 92 92

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Bruns,A.(2008).Blogs,Wikipedia,SecondLifeandbeyond:Fromproduc/ontoprodusage.NewYork,NY:PeterLang.DPRG&ICV.(2011).Posi/onpaperCommunica/onControlling–Howtomaximizeanddemonstratethevaluecrea/onthrough

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Judge,T.A.,Thoresen,C.J.,Bono,J.E.,&Pafon,G.K.(2001).ThejobsaPsfacPon-jobperformancerelaPonship:aqualitaPveandquanPtaPvereview.PsychologicalBulle/n,127(3),376-407.

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

officersandnextgeneraPonleaders.PublicRela/onsReview,41(4),422-434.Likely,F.,&Watson,T.(2013).Measuringtheedifice:PublicrelaPonsmeasurementandevaluaPonpracPceoverthecourseof40years.

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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.

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