As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact. In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe. For more information please contact: Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/

1. June 2015
The Future of Corporate
Communications:
Cutting Through
the No se
Views of Senior European Communicators
on the Changing Landscape and Roles for
Corporate Communicators

2. Contents
1. Introduction 01
2. The changing
communications landscape
03
3. Changing communication roles 13
4. More communications consolidation
= less anxiety
21
5. Implications: The new realities
of corporate communications
27
6. About the study 28
7. Demographics 30

3. Introduction
Broad and deep transformations are taking
place in business that will redefine the
communications function: how it will be
structured, who will lead it, and what the
focus of future communicators will be.
As the distinction between brand and
reputation becomes increasingly blurred
due to greater transparency and the ease
of linking the corporate brand and product
brand by consumers and other
constituents, organisations will have to
consider what that means for telling their
stories to the audiences that are critical to
them. As Europe’s senior communications
professionals scan the horizon for clues
about the future of their role, their top
concerns are how to ensure consistency
of message across the organisation and
how to cut through the information
overload to be heard. Many communicators
believe the answer lies in consolidation of
communications functions to ensure
alignment and impact.
In order to capture what is top of mind in
the shifting European communications
arena, Brunswick and the European
Association of Communications Directors
(EACD) have partnered on a unique piece of
research that included EACD members and
other senior communicators across Europe.
Respondents were asked questions of
interest to senior in-houses:
• What changes and challenges is your
organisation experiencing?
• How do you position yourself and your
organisation to deal with these issues?
• What do you think the future of
corporate communications will
look like?
Brunswick Insight surveyed 163 senior
communicators across a variety of
organisations (large corporations,
government bodies, NGOs, and
associations) and sectors. Respondents
were predominantly from the corporate
world (79%), with a third based in the UK.
The remainder were from across Europe,
with sizeable groups from Benelux
(Brussels/Belgium, Luxembourg and the
Netherlands) (15%), Germany (13%) and the
Nordics (Denmark, Finland and Sweden)
(10%). Significant or interesting differences
between these countries/areas are
highlighted in the report.
“Communication is no longer a matter of
only the communication department and the
management. Today the whole company as
well as its target groups participate in
the communication.”
(Private company, Finland)
“[I expect] more lateral integration across
the business; greater breadth in our
responsibility and involvement.”
(Listed company, UK)
BRUNSWICK INSIGHT REPORT 01

4. The changing
communications
landscape
The communications landscape
is becoming more complex,
both in terms of channels,
as well as in how to manage,
engage with and impact
business-critical audiences.

5. RISE OF SOCIAL, DIGITAL AND MOBILE COMMUNICATIONS
INCREASED PACE OF COMMUNICATIONS
INTEGRATION OF COMMUNICATIONS & OTHER COMPANY DEPARTMENTS
DOING MORE WITH FEWER RESOURCES
MORE STRATEGIC USE OF COMMUNICATIONS TO MANAGE REPUTATION
ENGAGING WITH A BROADER RANGE OF STAKEHOLDERS
GREATER COMPLEXITY OF WORK (e.g. MANAGING MULTIPLE CHANNELS)
MEASURING & DEMONSTRATING THE BUSINESS IMPACT & VALUE OF COMMS
INCREASED FLEXIBILITY BUT MORE EFFICIENT COMMUNICATIONS
MORE PROACTIVE OR INNOVATIVE USE OF COMMUNICATIONS
OTHER
4%
4%
3%
17%
5%
6%
7%
7%
10%
12%
50%
BASE:
ALL ANSWERING (163)
Volunteered biggest recent
changes? Digital media, faster
pace and integration
The changing communications landscape
The rise of social, digital and mobile communications is the
standout change that communications departments have had
to deal with in the past two years, cited by 50% of corporate
communicators. Increased pace and greater integration are
also volunteered by at least one in 10 communicators.
“[The biggest change is] the higher speed
and transparency of communications
processes as a consequence
of digitalisation.”
(Listed company, Germany)
“You have to react faster and faster.
The media always want faster and
more detailed answers.”
(Listed company, Czech Republic)
Q. What do you think is the biggest change in the past
couple of years in how your communications
department does its job?
BRUNSWICK INSIGHT REPORT 03

6. Managing reputation and getting
the story heard are the biggest
communications challenges
The changing communications landscape
When asked to volunteer the biggest communications
challenges their organisations are currently facing, the most
frequent responses are related to managing reputation, external
perceptions and rebuilding trust (mentioned by 20%). Effective
storytelling, targeting messages and achieving cut-through are
cited by nearly as many communicators (17%).
“[The biggest challenge is] lack of trust in
the banking industry and the need to
communicate changing business models
as a result of an evolving regulatory
environment.”
(Listed company, UK)
“Empowering the wider business to
communicate with the outside world (a large
number of very diverse stakeholders), while
ensuring quality of engagement and
consistency in what we say.”
(Listed company, UK)
Q. What would you say is the biggest communications
challenge facing your organisation today?
04
MANAGING REPUTATION
ENGAGING THE RIGHT STAKEHOLDERS
INTERNAL COMMS
MESSAGE DEVELOPMENT
SOCIAL AND ONLINE MEDIA
KEEPING PACE WITH CHANGES
POSITIVE KEY OBJECTIVES
BUDGET, RESOURCES AND WORKLOAD
SELECTING APPROPRIATE TOOLS AND CHANNELS
DEMONSTRATING VALUE OF COMMS
GLOBALISATION OF THE BUSINESS

7. CONSISTENT MESSAGING ACROSS THE BUSINESS
BEING MORE STRATEGIC WITH OUR CORPORATE COMMUNICATIONS
CREATING EFFECTIVE MESSAGES
DEMONSTRATING LINK BETWEEN CORPORATE COMMS BUSINESS GOALS
USING SOCIAL MEDIA EFFECTIVELY
IDENTIFYING EMERGING ISSUES
FINDING WORKABLE METRICS
MAINTAINING OR GROWING THE COMMUNICATIONS BUDGET
IDENTIFYING AND PRIORITISING STAKEHOLDERS
FINDING CREATIVE IDEAS FOR CAMPAIGNS
45%
44%
42%
54%
55%
64%
64%
70%
71%
9%
10%
17%
14%
10%
17%
15%
14%
24%
23%
BASE:
ALL ANSWERING (163)
72%
KEY
Significant Insignificant
Tier 1
Tier 2
Tier 3
The major focus for communicators
is being more strategic and delivering
consistent and effective messaging
The changing communications landscape
Half or more of senior communications professionals say a
number of potential challenges facing their organisation are
“significant”, the most being ensuring consistent messaging
across the business (72% say it is a significant challenge), being
more strategic (71%) and creating effective messages (70%).
Nearly as many are focused on demonstrating the link between
their work and business goals (64%) and using social media
effectively (64%).
Q. How significant are each of the following potential
challenges for corporate communications in your
organisation today?
BRUNSWICK INSIGHT REPORT 05

8. INFORMATION OVERLOAD IN GENERAL
WITH SOCIAL MEDIA, HOW TO SEPARATE WHAT MATTERS FROM WHAT DOESN’T
INCREASED GOVERNMENT REGULATION
CHANGING STAKEHOLDER LANDSCAPE – SIZE AND DIVERSITY OF AUDIENCES
OUR LEVEL OF CRISIS PREPAREDNESS
THE POSSIBILITY OF GETTING HACKED/A DATA BREACH
SCALE OF ANTI-BUSINESS FEELING IN SOCIETY
HOW TO MAKE SENSE OF BIG DATA
HOW SOME FORMS OF COMMUNICATION (e.g. EMAIL, SMS) LIVE FOREVER
36%
27%
37%
39%
42%
45%
47%
48%
11%
20%
24%
19%
25%
23%
29%
23%
38%
BASE:
ALL ANSWERING (163)
60%
KEY
Concerned Relaxed
Having an impact in an information-
saturated communications
environment is a big concern
The changing communications landscape
Information overload is cited most frequently as a source of
concern (60%), followed by how to separate what matters on
social media from what doesn’t (48%). Increased government
regulation (47%), the changing stakeholder landscape (45%),
the level of crisis preparedness (42%), and the possibility of a
data breach (39%) are also a cause of concern for four in 10 or
more communicators.
“[I am concerned about the] communication
of complex ideas in a world that seems to
want 140 character all-in solutions.”
(Industry association, Switzerland)
“With the saturation of channels, the ability
to stand out is our biggest challenge.
Graphics can look slick for anyone, so it’s
important for reputation, experience and
personality to stand out.”
(Listed company, UK)
Q. Thinking about your department and the work you do, how
relaxed or concerned are you about each of the following?
06

9. KEY
Important now Important in five years’ time
30%
40%
50%
60%
70%
80%
90%
100%
Will increase
in importance
Will decrease
in importance
PRINT
JOURNALISTS
NATIONAL
GOVERNMENT
BUSINESS
PARTNERS
EMPLOYEES EU
INSTITUTIONS
NGOs CONSUMERS CONSUMER
ADVOCACY
GROUPS
ONLINE
COMMUNITIES
OF INTEREST
64%
66%
64%
83%
86%
88%
80%
51%
47%
55%
69%
49%
30%
32%
71%
37%
43%
45%
BASE:
ALL ANSWERING (163)
Non-traditional stakeholders
increasingly important
The changing communications landscape
When asked to say how important a variety of stakeholders
are now and would be in five years’ time, senior in-houses are
most likely to expect an increase in importance of engagement
with online communities (+39 percentage points), consumer
groups (+19), consumers (+14), and NGOs (+10). Print journalists,
meanwhile, are expected to decrease in importance (-19).
Traditional stakeholders such as government, partners and
employees are expected to remain as important or slightly
more important than now.
Q. How important to your organisation would you say
engagement is with each of the following stakeholder
groups now and how important will it be in five years’ time?
BRUNSWICK INSIGHT REPORT 07

10. KEY
Important now Important in five years’ time
10%
40%
30%
20%
50%
60%
70%
80%
90%
100%
Will increase
in importance
Will decrease
in importance
TRADITIONAL
MEDIA
EMAILS BROCHURES PHONE
CALLS
F2F
MEETINGS
COMPANY
WEBSITE
BLOGS SOCIAL
NETWORKS
APPSVIDEO
65%
77%
57%
36%
62%
86%
77%
73%
44%
17%
75% 75%
69%
22%
34%
47%
84%
55%
18%
41%
BASE:
ALL ANSWERING (163)
Communications channels
continue the shift to digital
The changing communications landscape
Similarly, when asked to say how important a number of
communications channels are now and how important they
will be in five years’ time, digital channels – such as apps
(+47 percentage points), video (+41), social networks (+28), and
blogs (+27) – are expected to increase most in importance,
while traditional media (-24), email (-20) and brochures (-18) are
expected to be less important. This reflects organisations’ drive
towards greater control over content creation and dissemination.
Q. How important are each of the following communications
channels for your organisation now and how important do
you expect them to be in five years’ time?
08

11. GREATER INTEGRATION OF PA, MARKETING, PR COMMS DEPTS
MORE PROACTIVE STRATEGIC USE OF SOCIAL MEDIA TOOLS BIG DATA
ENGAGING WITH A BROADER STAKEHOLDER BASE
DIGITISATION/DEATH OF PRINT MEDIA
CREATIVE, ENGAGING AND AUTHENTIC STORYTELLING
MORE STRATEGIC ROLE IN THE BUSINESS
GREATER FRAGMENTATION – MULTI-MEDIA MULTI-CHANNEL COMMS
MORE TARGETED/BESPOKE STAKEHOLDER MESSAGING
QUICK RESPONSE/CONTINUOUS REAL-TIME ENGAGEMENT
10%
10%
10%
10%
10%
12%
13%
18%
27%
BASE:
ALL ANSWERING (163)
The changing communications landscape
Senior in-houses expect the future
of corporate communications to
be more integrated, social and
stakeholder‑focused
When asked to say what the future of corporate communications
will look like, senior communicators are most likely to say it will
include greater integration across departments (public affairs,
marketing, PR and communications) (27%), be more proactive
and strategic, particularly in the use of social media tools and
big data (18%), and involve engagement with a broader base
of stakeholders (13%).
“Brands will create their own media to publish their
stories. Entertainment industries will become more
important to transport messages on one hand.
On the other hand NGOs and civil society will be an
even more critical audience for ‘what really matters’.”
(Foundation, Austria)
“More authenticity, less propaganda.”
(Private company, Germany)
Q. In a sentence or two, what do you think the future of
corporate communications will look like? What big issues
or changes do you expect to see in five years’ time?
BRUNSWICK INSIGHT REPORT 09

12. Reputation and issues
management will continue
to take centre stage and
will be part of a good crisis
preparation. Companies
will continue to consolidate
marcoms and PR as the
lines between the functions,
including digital comms,
blur. Anyone in our field
that does not understand
digital comms and the ever
evolving role it plays will
be lost in the dust.
(Private company, Spain)

13. COORDINATION
17%
SOCIAL
MEDIA
16%
STAKEHOLDERS
15%Unified, more integrated
communications across
the company
Increase social media skills
and engagement
Broaden and strengthen
stakeholder relations
and engagement
#
BASE:
ALL ANSWERING (163)
The biggest opportunity lies
in “joining up the dots” for the
organisation’s communications
The changing communications landscape
Corporate communicators see the biggest opportunity for
their function in their organisation over the next five years
as expanding into a broader and deeper role: coordinating
and integrating all communications across the organisation,
increasing social media skills and engaging to strengthen
stakeholder relations.
“[There are opportunities in]
strategically determining messages
and steering them through different
channels – a coordination, steering
and supervisory role.”
(Private company, Belgium)
“To create content and
decide ourselves on the
channels to distribute it.
We will create our
own channels.”
(Foundation, Austria)
“[The opportunity is] to get creative with
methods not just content, to do sustained
engagement not periodic outreach, and
get bigger stories and conversations
going that then influence strategy.”
(Private company, UK)
Q. What do you think are the biggest opportunities for
corporate communications in your organisation over
the next five years?
BRUNSWICK INSIGHT REPORT 11

14. Changing
communication
roles
As the communications landscape
becomes more complex, pressure
on corporate communication directors
is increasing. The communications
functions are increasingly seen as more
central to the success of the business.
As a result, various strands of
communications are becoming more
closely aligned in order to increase the
control and impact of messaging.

15. 8%
66%
26%
Communications
influence is
increasing
Staying the
same
Decreasing
BASE:
ALL ANSWERING (163)
Communications taking a more
central role in the organisation
Changing communication roles
A solid majority (66%) believe that the influence of corporate
communications in their organisation is increasing, rather than
staying the same (26%) or decreasing (8%) – a clear sign of the
changing nature of the function.
Among those who think the influence of corporate
communications is increasing, the main volunteered reasons
are that it is seen as business-critical for reputation and business
performance (30%), it is involved at a strategic level or as part
of the management team (17%), or as a result of increased
engagement across departments (15%).
Q. Do you think the influence
ofcorporatecommunications
in your organisation is
increasing, decreasing
or staying the same?
Q. Why do you say that the
influence of corporate
communications in your
organisation is increasing?
SUCCESSFUL COMMS SEENAS BUSINESS-CRITICAL FOR REPUTATION PERFORMANCE
COMMS INVOLVED AT STRATEGIC LEVEL OR AS PART OF THE MANAGEMENT TEAM
INCREASED ENGAGEMENT WITH OTHER DEPARTMENTS AND EMPLOYEES
RECOGNITION OF THE NEED TO COMMUNICATE EFFECTIVELY AND CONSISTENTLY
12%
15%
17%
30%
BASE:
ALL WHO SAY THE INFLUENCE OF CORPORATE COMMUNICATIONS
IN THEIR ORGANISATION IS INCREASING (108)
BRUNSWICK INSIGHT REPORT 13

16. 56%
44% 40%
60%
BASE:
ALL ANSWERING (163)
Organisations are consolidating
their communications to tell their
story in a more consistent and
compelling way
Changing communication roles
While responsibility for different types of external communications
(such as corporate and marketing communications) is still more
frequently owned by separate leaders in an organisation (56%),
close to half (44%) say external communications have been
consolidated or are being consolidated under one leader now.
Highlighting the trend towards consolidation of communications,
60% of communicators expect that in five years’ time, businesses
in general will consolidate responsibility for all external
communications under one person rather than keep them
separate. And 83% say communications across organisations
will be more aligned/consolidated in the future.
KEY
Responsibility for different types of external
communications (such as corporate
communications and marketing
communications) is consolidated or being
consolidated under one leader
Businesses in five years’ time will be more
likely to consolidate responsibility for external
communications
Q. Responsibility for different types of external communications
is consolidated or being consolidated under one leader?
Q. In five years’ time, do you think businesses will be more
likely to consolidate responsibility for all of their external
communications under one person or to keep them separate?
Now Future
14

17. BASE:
ALL ANSWERING (163)
German communicators are least
likely to be consolidating, but likely
to catch up in five years’ time
Changing communication roles
Q. Responsibility for different types of external communications
is consolidated or being consolidated under one leader?
Q. In five years’ time, do you think businesses will be more
likely to consolidate responsibility for all of their external
communications under one person or to keep them separate?
While 44% of all in-house communicators say responsibility
for different types of external communications (e.g., corporate
and marketing communications) is consolidated under one
leader, communications professionals in Germany (29%) are
less likely than those in other countries to say this. However,
when asked about their expectations for consolidation of the
function in five years, those in Germany are much more likely
to be closer to the average.
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
46%
42%
41%
29%
58%
44%
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
+16
-4
+23
+24
+23
+1157%
65%
65%
52%
54%
60%
Now
External comms consolidated/
consolidating
Future
Businesses in general will consolidate
comms in five years
Net
change
BRUNSWICK INSIGHT REPORT 15

18. It is increasingly clear that
what happens in any part of
the business, anywhere in
the world, has immediate
impact on a global scale.
A head of comms that
is empowered to make
decisions and take action
is vital to minimising
reputational damage.
(Private company, UK)

19. Organisations are looking for
more control and consistency
Changing communication roles
Among the 60% of communicators who expect businesses
to consolidate responsibility for communications in the
next five years, the most commonly cited reasons are to
ensure consistency of messaging across channels, audiences
and geographies (39%), and also for better coordination across
internal departments (28%).
Q. Why do you think businesses will be more likely
to consolidate responsibility for all their external
communications under one person?
“Consolidating responsibility makes it easier
to tell a consistent story, and provides direct
accountability.”
(Listed company, UK)
CONSISTENT MESSAGING ACROSS CHANNELS,AUDIENCES AND GEOGRAPHIES
BETTER COORDINATION ACROSS INTERNAL DEPARTMENTS
MORE CONTROL THROUGH CENTRAL ACCOUNTABILITY
COST BENEFITS AND SYNERGIES
19%
21%
28%
39%
BASE:
ALL WHO EXPECT BUSINESSES TO BE MORE LIKELY TO CONSOLIDATE RESPONSIBILITY
FOR ALL OF THEIR EXTERNAL COMMUNICATIONS UNDER ONE PERSON (97)
Top reasons for consolidation
BRUNSWICK INSIGHT REPORT 17

20. 28%
72%
BASE:
ALL ANSWERING (163)
The role and title are changing
Changing communication roles
Q. Does the head of corporate communications in your
organisation sit on the board?
One in four professionals (28%) report that the head of
corporate communications in their organisation sits on
the board.
Those in Germany (19%) and the UK (21%) are less likely
than others to say the head of communications currently
sits on the board. However, majorities in all markets say
that head of corporate communications should sit on the
board (with the smallest majority in Germany).
KEY
No
Yes
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
23%
21%
47%
19%
46%
28%
TOTAL
BENELUX
GERMANY
NORDICS
UK
OTHER
+47
+33
+43
+35
+56
+5073%
77%
82%
62%
79%
75%
Head of communications
is on the board
Head of communications should
sit on the board
Net
change
18

21. The role and title are changing
continued
Changing communication roles
Where responsibility for different types of external
communications is consolidated, the job title of the person in this
role is most often something like (Group) Director/Head/VP of
Communications (34%). The title ‘Chief Communications Officer’
has yet to catch on in Europe, with just 3% using it.
Q. What is the title of the person with responsibility?
Job title of main person responsible for
external communications
(Where responsibility for different types of
external communications is consolidated)
(GROUP) COMMUNICATIONS
DIRECTOR/HEAD/VP
CHIEF COMMUNICATIONS
OFFICER (CCO) WIDELY
USED IN THE US,
LESS SO IN EUROPE
HEAD/VP/
DIRECTOR CORPORATE/
PUBLIC AFFAIRS
HEAD OF MARKETING/BRANDING
AND COMMUNICATIONS
DIRECTOR/
DIRECTOR GENERAL
34% 17% 13% 7% 3%
BASE:
ALL FOR WHOM RESPONSIBILITY FOR DIFFERENT TYPES OF EXTERNAL
COMMUNICATIONS IS CONSOLIDATED UNDER ONE LEADER (71)
BRUNSWICK INSIGHT REPORT 19

22. More
communications
consolidation
= less anxiety
Analysis suggests that organisations
who have a consolidated communications
function are more comfortable than those
who don’t with the changes taking place.

23. More communications consolidation = less anxiety
More communications consolidation
= less anxiety
Businesses with consolidated communications functions report
less concern and greater comfort with a variety of challenges,
suggesting there are some advantages to greater alignment.
For example, consolidated functions are less likely than
those with separated functions to be concerned about “being
strategic” (-14 percentage points), having consistent messages
(-8), and more likely to be focused on identifying and addressing
reputational risks (+9). And consolidated functions are more
likely than separated functions to be comfortable with
understanding social media (+10), the changing stakeholder
landscape (+18%), or making sense of big data (+19).
Businesses with consolidated comms are less
worried about being strategic and consistent,
and more focused on proactively managing
risks to reputation…
…and are more comfortable with understanding
social media, the changing comms landscape
and making sense of big data
KEY
Consolidated comms Separate comms
10%
40%
30%
20%
50%
60%
70%
80%
90%
100%
BEING MORE
STRATEGIC
CONCERN ABOUT
HAVING CONSISTENT
MESSAGING
IDENTIFYING AND
ADDRESSING
REPUTATION RISKS
BEFORE THEY HARM
THE BUSINESS
UNDERSTANDING
SOCIAL MEDIA
CHANGING
STAKEHOLDER
LANDSCAPE
HOW TO MAKE
SENSE OF
BIG DATA
17%
36%
75% 76%
87%
17%
14%
61%
68%
96%
27%
32%
BASE:
ALL ANSWERING (163)
BRUNSWICK INSIGHT REPORT 21

24. BASE:
ALL ANSWERING (163)
More communications consolidation = less anxiety
At the same time, businesses with a consolidated function
are more likely than those with separated functions to
expect the rise of social media and continued importance
of personal communications channels.
Q. How important are each of the following communications
channels for your organisation now and how important do
you expect them to be in five years’ time?
Businesses with consolidated comms functions
have greater expectations for importance of
digital comms in the next five years
But do not believe the
same for mobile apps
FACE TO FACE
91% 81%
APPS
44% 80%
SOCIAL NETWORKS
84% 70%
EMAIL
71% 55%
BLOGS
50% 41%
More communications consolidation
= less anxiety
continued
KEY
CONSOLIDATED COMMS
SEPARATE COMMS
22

25. BASE:
ALL ANSWERING (163)
Expecting to use external advisers more:
30% Tactical execution and support
25% External point of view, strategy advice
and sounding board
18% Public relations/media training
Expecting to use external advisers less:
21% External point of view and
sounding board
18% Crisis communications
18% Ad hoc projects and
specialist tasks
More communications consolidation = less anxiety
Communicators are looking to
external agencies for an independent
point of view and advice
Q. Does your organisation use external communications
advisers/agencies?
Nine in ten respondents (88%) say their organisation uses
external communications advisers or agencies. While close
to half (48%) expect no change in the degree to which they
use external consultants, the remainder of communicators
are divided between those who say they expect to use external
agencies more (25%) and those who say they expect to use
them less (27%) in the future.
Among those who expect to use external advisers/agencies more
in the future, the most commonly cited reasons are for “arms
and legs” tactical support (30%), external, strategic advice and
as a sounding board (25%), and for public relations/media
training (18%).
88%Currently use external
communications
advisers/agencies
Future reliance on advisers/agencies
25%
MORE LESSNO CHANGE
48% 27%
BRUNSWICK INSIGHT REPORT 23

26. [We will use agencies
for] big corporate and/or
commercial campaigns.
(Private company, France)
[We will use them
for] high profile MA,
serious crises and as a
‘workbench’ to cover
limited need for resources
on specific projects.
(Listed company, Germany)

27. 24%
use online/social
media activity
49%
use surveys
41%
use press coverage
BASE:
ALL ANSWERING (163)
Demonstrating the impact
of communications to
leadership is vital
More communications consolidation = less anxiety
Q. Do you measure the effectiveness of your corporate
communication efforts?
As the landscape and role changes, measurement to demonstrate
the effectiveness of corporate communications is becoming
even more important. Three in four (76%) senior in-houses say
“metrics will be more important for demonstrating the value
of our work to senior leadership.”
Currently, 69% of senior in-houses say that they measure
the effectiveness of their corporate communications. Of these,
three in four (73%) use specific Key Performance Indicators
(KPIs) to evaluate their work. These KPIs are most likely to be
research/surveys with stakeholders (49%), media monitoring
of press coverage (41%) and monitoring of online/social media
activity (24%).
69%Measure the effectiveness of their
corporate communication efforts
73%of those who measure use KPIs for
measuring their corporate communications
And for measurement…
BRUNSWICK INSIGHT REPORT 25

28. Implications:
The new realities
of corporate
communications
Information overload means grabbing and
holding people’s attention long enough
to hear the message is an uphill struggle.
In response, companies are aligning their
communications to tell their story in a more
joined-up and compelling way. Other major
changes are likely to follow.

29. Implications: The new realities of corporate communications
Implications: The new realities
of corporate communications
1. The combination of social media and instantaneous digital communications
means transparency is the new default setting for communicators. Organisations
are coming to grips with the reality that anything and everything going on inside
the business can suddenly be part of the conversation outside. This presents risks
and challenges, but also presents an opportunity. Organising the communications
function around this notion can be powerful and differentiating. However, it requires
buy-in from the top, organisational discipline and internal alignment.
2. Brand and reputation will increasingly be managed as one. The ease with which
information about a corporate brand, its products and services, and reputational
issues can be discovered and linked means that brand and reputation will need to be
managed as one to ensure they are working together effectively and to reduce risks.
3. In communications, form will follow function. As organisations align their
communications to address new realities, the degree of consolidation will vary.
Putting in place the right structure will require an understanding of best practice and
what’s best for the business. In those organisations that do consolidate the function,
who will have ultimate ownership of the consolidated function? For some businesses
the choice will be clear; for others less so. Making the case either way will require good
arguments and solid data.
4. Communicators will use direct engagement and rely less on intermediaries to
deliver the message. As communications and engagement shift increasingly to
social and digital channels, organisations will build their own processes and platforms
to turn great ideas into stunning content and to deliver them without the need of
intermediaries, such as traditional media. In-houses will continue to look externally
for help in developing ideas and content that cut through the noise – and to show that
it has had the intended impact (outcome measurement).
5. Agencies will change as well. Once companies have aligned themselves, it is only
natural that they will want the agencies they work with (whether corporate comms,
branding or advertising) to more closely align with each other to achieve greater
consistency and impact. This means agencies will need to be more collaborative to
ensure they provide joined-up communications advice and support across different
communications disciplines.
There are several emerging realities confronting senior
in‑houses across Europe that will have a profound effect
on the profession, those who practise it and external
professionals who support them. These realities present
both opportunities and challenges. We offer five rules
of the road as a guide for how to apply these findings:
BRUNSWICK INSIGHT REPORT 27

30. About the study
About the study
Methodology
The research was conducted by Brunswick Insight, the
opinion research practice of Brunswick Group, an advisory
firm specialising in critical issues and corporate relations.
Brunswick Insight conducted an online survey of 163 European
senior communications professionals between 26th
January and
9th
March 2015 to understand their views, insights and practices
related to the future of corporate communications. Respondents
work in a wide range of industries and sectors in Europe.
Survey participants were drawn from several sources, including
our own and publicly available databases, as well as members
of the European Association of Communications Directors.
Most respondents were from companies, but a sizeable
number of associations, government organisations, NGOs
and other organisations also took part. The questionnaire
for the survey included a variety of open-ended questions to
capture respondents’ views in their own words.
NOTE: PERCENTAGES MAY NOT TOTAL 100%, DUE TO ROUNDING OR MULTIPLE RESPONSES.
28

31. About the study
About the sponsors
About Brunswick Insight
Brunswick Insight operates globally with consultants located in
the Americas, Asia and Europe. We specialise in assessing global
business issues and corporate reputation. Brunswick Insight uses
a range of qualitative and quantitative research techniques to
help companies and organisations inform and measure their
communications and policy strategies. We work across a broad
spectrum of sectors, geographies, languages and mandates
and offer a wide range of services, from stakeholder and issue
mapping through to opinion polling and focus groups.
If you have questions or would like more information about
the research please contact Phil Riggins at Brunswick Insight
on +44 (0)20 7396 3564 or at priggins@brunswickgroup.com
About the European Association of Communication Directors
Founded in November 2006, the European Association of
Communication Directors (EACD) has developed into the leading
network for mid- to senior-level in-house communicators with
more than 2,300 members from across Europe. In addition to
central events such as the European Communication Summit,
the EACD hosts Regional Debates and Coaching Days across the
European continent, where participants have the chance to meet
peers from their respective region and share communications-
related experience and ideas with colleagues who also work on
an international level.
BRUNSWICK INSIGHT REPORT 29

32. LISTED COMPANY
PRIVATE COMPANY
INDUSTRYASSOCIATION ORTRADE BODY
NON-PROFIT ORGANISATION
GOVERNMENTAL ORGANISATION
OTHER
3%
3%
4%
12%
20%
59%
55%
45%
KEY
Male Female
HEAD OF COMMUNICATIONS
DIRECTOR OF COMMUNICATIONS
COMMUNICATIONS MANAGER
GLOBAL COMMUNICATIONS DIRECTOR
PUBLICAFFAIRS DIRECTOR
COMMUNICATIONS DIRECTOR
PRESS OFFICER/SPOKESPERSON
HEAD OF PUBLIC RELATIONS
PUBLICAFFAIRS MANAGER
PR MANAGER
OTHER
6%
6%
5%
3%
1%
1%
1%
26%
11%
17%
25%
LESSTHAN 1YEAR
1-3YEARS
4-5YEARS
6-10YEARS
11-15YEARS
16-20YEARS
25%
4%
1%
23%
37%
10%
About the study
Demographics
Type of company – Which of the following
best describes the organisation where you
currently work?
Current role – Which of the following
best describes your current position?
Gender
Time in role – How many years have
you been in your current position?
30

33. FINANCE FINANCIAL SERVICES
CONSUMER GOODS
FOOD BEVERAGE
ENERGY RESOURCES
INDUSTRIAL GOODS
TECHNOLOGY
PROFESSIONAL SUPPORT SERVICES
RETAIL
HEALTHCARE
MEDIA
TELECOMS
AUTOMOTIVE,AEROSPACE ENGINEERING
SPORTS LEISURE
PROPERTY REAL ESTATE
AGRICULTURE FORESTRY
TRANSPORT UTILITIES
CONSTRUCTION BUILDING MATERIALS
OTHER
8%
7%
7%
5%
5%
4%
3%
3%
3%
3%
3%
3%
3%
2%
4%
9%
9%
20%
UNITED KINGDOM
BELGIUM (INC.BRUSSELS)
GERMANY
SWEDEN
AUSTRIA
BRUSSELS
SWITZERLAND
FRANCE
FINLAND
NETHERLANDS
IRELAND
TURKEY
DENMARK
ITALY
LUXEMBOURG
ROMANIA
SERBIA
SPAIN
UKRAINE
OTHER
7%
7%
7%
5%
3%
3%
3%
1%
1%
1%
1%
1%
1%
1%
1%
1%
6%
13%
14%
35%
About the study
Sector – In which sector does your organisation
primarily work?
Country
BRUNSWICK INSIGHT REPORT 31

34. 1-50
51-100
101-250
251-500
501-1,000
1,001-5,000
5,001-10,000
MORETHAN 10,000
4%
5%
14%
9%
51%
3%
4%
11%
1-5
6-10
11-15
16-20
21-30
31-50
51-100
MORETHAN 100
6%
8%
9%
7%
4%
9%
15%
43%
UPTO €150,000
€150,001-€300,000
€300,001-€500,000
€500,000-€1 MILLION
€1 MILLION-€2 MILLION
€2 MILLION-€5 MILLION
MORETHAN €5 MILLION
PREFER NOTTOANSWER
12%
12%
16%
12%
21%
10%
10%
9%
About the study
Demographics
continued
Company size – Approximately how
many employees does your organisation
have worldwide?
Budget – What is your department’s
approximate budget?
Department size – How many people are
currently in your department?
32

35. How to contact us
Abu Dhabi
Brunswick Gulf Ltd
Twofour FZ-LLC
Building C-11 (Blue building)
Level 1, Sector E48 - Offices 34
Po Box 77800
Abu Dhabi, UAE
T: +971 2 401 2690
uaeoffice@brunswickgroup.com
Beijing
Brunswick Group
2605 Twin Towers (East)
B12 Jianguomenwai Avenue
Beijing, 100022, China
T: +86 10 6566 2256
F: +86 10 6566 3856
beijingoffice@brunswickgroup.com
Berlin
Brunswick Group GmbH
Taubenstraße 20-22
10117 Berlin, Germany
T: +49 30 2067 3360
F: +49 30 2067 3366
berlinoffice@brunswickgroup.com
Brussels
Brunswick Group LLP
7th Floor, 27 Avenue Des Arts
1040 Brussels, Belgium
T: +32 2 235 6511
F: +32 2 235 6522
brusselsoffice@brunswickgroup.com
Dallas
Brunswick Group LLC
200 Crescent Court, Suite 225
Dallas, TX 75201, USA
T: +1 214 254 3790
F: +1 214 254 3791
dallasoffice@brunswickgroup.com
Dubai
Brunswick Gulf Ltd
Gate Village Building 10
Dubai International Financial Centre
PO Box 506691
Dubai, United Arab Emirates
T: +971 4 446 6270
F: +971 4 436 4160
uaeoffice@brunswickgroup.com
Frankfurt
Brunswick Group GmbH
Weißfrauenstraße 12-16
60311 Frankfurt, Germany
T: +49 69 2400 5510
F: +49 69 2400 5555
frankfurtoffice@brunswickgroup.com
Hong Kong
Brunswick Group Ltd
22nd Floor
Onfem Tower
29 Wyndham Street
Central, Hong Kong SAR, China
T: +852 3512 5000
F: +852 2259 9008
hongkongoffice@brunswickgroup.com
Johannesburg
Brunswick South Africa Ltd
23 Fricker Road Illovo Boulevard
Illovo, Johannesburg
South Africa
T: +27 11 502 7300
F: +27 11 268 5747
johannesburgoffice@brunswickgroup.co.za
Milan
Brunswick
Via Solferino 7
20121 Milan, Italy
T: +39 02 9288 6200
F: +39 02 9288 6214
milanoffice@brunswickgroup.com
Mumbai
Opening later this year
mumbaioffice@brunswickgroup.com
Munich
Brunswick Group GmbH
Oberföhringer Straße. 4
81679 Munich, Germany
T: +49 89 809 90 250
F: +49 89 809 90 2555
munichoffice@brunswickgroup.com
New York
Brunswick Group LLC
140 East 45th Street
30th Floor, New York
NY 10017, USA
T: +1 212 333 3810
F: +1 212 333 3811
newyorkoffice@brunswickgroup.com
Paris
Brunswick
10 Boulevard Haussmann
Paris, 75009
France
T: +33 1 53 96 83 83
F: +33 1 53 96 83 96
parisoffice@brunswickgroup.com
Rome
Brunswick
Piazza del Popolo, 18
00187 Rome, Italy
T: +39 06 36712 806
F: +39 06 36712 400
romeoffice@brunswickgroup.com
São Paulo
Brunswick São Paulo
Avenida Dr. Cardoso de Melo
1340 – Sala 42
Vila Olímpia
São Paulo SP,
Brazil, 04548-004
T: +55 11 3070 7620
saopaulooffice@brunswickgroup.com
San Francisco
Brunswick Group LLC
One Front Street
Suite 1850
San Francisco, CA 94111, USA
T: +1 415 671 7676
F: +1 415 671 7677
sanfranciscooffice@brunswickgroup.com
Shanghai
Brunswick Group
Office 881, 8 F,
Yued a 889 Centre, No.1111
Changshou Road Jing’an District,
Shanghai 200042, China
T: +86 21 2230 1762
shanghaioffice@brunswickgroup.com
Singapore
Brunswick Group Pte Ltd
6 Battery Road, #15-05
Singapore 049909
T: +65 6426 8188
singaporeoffice@brunswickgroup.com
Stockholm
Brunswick Group
Birger Jarlsgatan 15
111 45 Stockholm, Sweden
T: +46 8 410 32 180
F: +46 8 611 00 56
stockholmoffice@brunswickgroup.com
Washington, DC
Brunswick Group LLC
1099 New York Avenue, NW
Suite 300
Washington, DC 20001, USA
T: +1 202 393 7337
F: +1 202 898 1588
washingtonoffice@brunswickgroup.com
Vienna
Brunswick Corporate Communication
GmbH, Bankengasse 8
1010 Vienna, Austria
T: + 43 1 907 65 10
F: + 43 1 907 65 10 40
viennaoffice@brunswickgroup.com
London
Phil Riggins, Partner
T: +44 (0)20 7396 3564
M: +44 (0)7733 318 204
priggins@brunswickgroup.com
European Association of
Communication Directors
Square de Meeûs 37
B-1000 Brussels
T: +32 (0)2 219 22 90
F: +32 (0)2 219 22 92
info@eacd-online.eu
Brunswick Group LLP
16 Lincoln’s Inn Fields
London, WC2A 3ED
United Kingdom