4. Blogs and other social media have shifted how companies’ messages are communicated
………………………………………………………………………………………………………………………………………………………………………………………………………….
• While traditional/mainstream media is
shrinking, bloggers and social media are
growing in influence.
• There are 200 million blogs and 73% of
active online users have read a blog (Source:
Blogpulse)
• 44% of those online get news at least a
few times a week through posts from
social networking sites, automatic
updates and emails. (Source: Pew Research)
• 26% of Twitter users get their news from
tweets.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 4
5. In addition, the mainstream media landscape has been turned upside-down
………………………………………………………………………………………………………………………………………………………………………………………………………….
What direct impact will cost cuts have on your
editorial work? (Check all that apply)*
• News content is still big, but journalism
is getting smaller. This has caused a
shift in the quality and quantity of
editorial product:
Fewer Less space/ Less time Less time to
– Eight in 10 European journalists report meetings
with sources
time for
editorial
content
to research attend press
stories conferences/
events
cost cutting at their publications, and
28% expect a reduction in editorial staff
in the next year
Has your workload increased since the
– Now more than ever, speed trumps economic crisis started?*
accuracy
– Journalism-grade news is shrinking and
aggregated raw content keeps
expanding
* Source: Burson-Marsteller EMEA Media Survey 2010, among 115
senior journalists from top-tier media organizations in 27 countries.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 5
6. The result is a fractured and evolving media landscape
………………………………………………………………………………………………………………………………………………………………………………………………………….
The fragmented, evolving and
expanding media landscape means
corporate messages and brands
face:
• Competing traffic
• Distortion
• Dilution
As a result, corporate messages may
not be represented in the media as
the company intends.
This evolution is widening the gap between the corporate and media
message…but also provides opportunities to close this gap.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 6
7. Methodology
………………………………………………………………………………………………………………………………………………………………………………………………………….
• Burson-Marsteller conducted a Message Gap Analysis on 158 messages from
16 companies from the Financial Times Global 100 companies.
- Four companies from each of the following regions: U.S., Latin America, EMEA and
Asia-Pacific.
• Key company messages reflected in the companies’ thought leadership,
product service launches, corporate social responsibility work, etc., were
compared against related company coverage in mainstream media sources
and in influential blogs.
- Mainstream media sources included both online and offline sources.
- “Influential” bloggers are defined by high traffic and/or reader comments as
indicators of influence.
- Sources were both global and local media and bloggers (i.e., from the native
country).
• Data was collected between March and May 2010 by Burson-Marsteller’s
global research team.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 7
9. The Message Gap: Mainstream Media
………………………………………………………………………………………………………………………………………………………………………………………………………….
• For our sample, the gap between the company’s message and the mainstream
media message is 48%, meaning that almost half of the mainstream media message
focus does not reflect the company message. The other 52% of the mainstream
media content is consistent with the message presented by the company.
48%
Gap
Company
Message Mainstream
Media
Message
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 9
10. The Message Gap: Mainstream Media by Region
………………………………………………………………………………………………………………………………………………………………………………………………………….
• While the sample is small (four companies per region), data confirms a gap exists between
company messages and related mainstream media messages around the globe. Greater
longevity of the PR industry in the U.S. and Europe may explain the relatively lower gaps in
these regions, where companies have more experience communicating through the media.
Mainstream Media Global Gap: 48%
Europe Gap:
U.S. Gap:
40%
45%
Asia-Pacific
Gap: 58%
Latin America
Gap: 53%
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 10
11. The Message Gap: Bloggers by Region
………………………………………………………………………………………………………………………………………………………………………………………………………….
• The gap between company messages and messages from bloggers is even greater than the
gap with mainstream media. Bloggers more freely state opinions, personal experience,
knowledge of competitors and products, and speculation, increasing the message gap.
Blogger Global Gap: 69%
Europe Gap:
U.S. Gap: 59%
76% Asia-Pacific
Gap: 63%
Latin America
Gap: 82%
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 11
12. Case 1: Music Download Service Launch by Mobile Device Company
………………………………………………………………………………………………………………………………………………………………………………………………………….
Overview: A global mobile devices company launched an Company Message vs.
unlimited download music service in China. Mainstream Media Message
Gap
Company Message v. Mainstream Media Message:
26%
• For this product launch, the company focused on the
localization and consumer benefits of their new download
music service, as well as the company’s global leadership in 10%
the space, and these messages were fairly well supported
by mainstream media.
Gap
• Mainstream media, however, also focused more heavily on
the detailed features of the service, specifically the 45%
unlimited and free downloads.
64%
What the analysis shows: The company communications
should provide extensive details about product features (e.g.,
number of tracks available) to satisfy the mainstream media
demand for this information. Demonstrate the competitive
benefits of the product, as the media - and especially bloggers - tend to focus on comparing a range of
competitive products, so it is advantageous to present the company’s product distinctly.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 12
13. Case 2: Speaker Series from Global Oil Company Executive
………………………………………………………………………………………………………………………………………………………………………………………………………….
Overview: A global oil company executive delivered a series of Company Message vs.
speeches on the future of energy. Mainstream Media Message
Gap
Company Message v. Mainstream Media Message: 77%
• In this oil company executive’s speeches, he focused on visionary
concepts such as new “frontiers” to meet energy demand, but
this concept was not reflected strongly in mainstream media.
Industry-focused terms such as recovery rates and “iocs” 100%
(international oil companies) were also not picked up by media.
• Mainstream media were relatively more focused on the specific Gap
growth of natural gas. They also discussed shale as a new natural
gas source extensively, even though this executive did not 100%
specifically mention shale in his speech.
91%
What the analysis shows: Aspirational ideas such as “frontiers”
are more likely to be picked up by media when connected to
specific examples such as “shale,” which the company executive
omitted from his speech. Instead journalists independently introduced “shale” into the conversation
about energy. In addition, the executive should have used the more widely used phrase “international
oil companies,” as “iocs” was too industry-specific to be used in the media.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 13
14. Case 3: Thought Leadership About History of Beauty by Global Beauty Company
………………………………………………………………………………………………………………………………………………………………………………………………………….
Overview: A global beauty company released a thought leadership Company Message vs.
piece about the history of beauty. Blog Message
Gap
Company Message v. Blog Message: 64%
• The company focused on the human, abstract and aspirational
aspects of beauty (“sign of the times” and “the quest for
beauty”), which were not extensively picked up by bloggers.
50%
• However, bloggers were inspired to discuss the company’s hair
and skin products, even though this was not the focus of the Gap
thought piece. 75%
What the analysis shows: Without directly mentioning its hair 72%
and skin products, the company drove conversation in the blogs
about its products. Thought leadership that resonates well with
the brand will drive discussion about the company’s products
and core identity.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 14
15. Case 4: Recall of Children’s Product by Major Retailer
………………………………………………………………………………………………………………………………………………………………………………………………………….
Overview: Following an investigative report by the media, a major Company Message vs.
retailer announced it would immediately stop selling children’s Blog Message
products that had very high levels of toxic materials.
Gap
58%
Company Message v. Blog Message:
• The company discussed its own investigation and testing on
the products and stressed that it was working with the
100%
Consumer Product Safety Commission on the
recall. Mainstream media echoed the company message and
did not place the blame on the retailer, but bloggers did not
address this.
Gap
• Instead, bloggers used the retailer’s situation as a jumping off 100%
point to discuss the contamination of Chinese products in
general. Bloggers also discussed the toxicity of the materials
involved.
100%
What the analysis shows: While the retailer’s message about its
positive management of contaminated products was not reflected
by bloggers, it was able to escape accusations from bloggers who
were eager to vilify contaminated Chinese products. In directly addressing the contamination issue, the
retailer prevented a potential crisis.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 15
17. Insight #1: “Aspirational” language needs to be supported by concrete facts
and messages or it will be ignored
………………………………………………………………………………………………………………………………………………………………………………………………………….
“Aspirational” language, such as a “prestige” brand, or a new “frontier,” or a “quest” for beauty,
is more likely to be picked up by the media when tied to more concrete statements. Mainstream
media and bloggers do not repeat these aspirational concepts extensively, and instead focus on
the actual benefits of the new prestige brand (instead of its aspirational qualities), the
technology which drives the new frontier and the research which fulfills the quest for beauty.
Implication #1: Companies should clearly connect the use of aspirational/buzz phrases, with full descriptions
of how the company fulfills that aspiration in a tactical way. Media is more likely to leverage the aspirational
message if they have facts to support it.
Implication #2: Aspirational language like “frontier” is more likely to be picked up by the media when
delivered in a speech rather than other communications methods. These words are also more likely to be
communicated as part of a direct quote rather than in the journalist’s writing.
Implication #3: When a thought leadership message is well-tied to the company’s attributes and products,
there is a “halo effect” where the media may initiate discussions about the company’s products without the
company having to do so directly. For example, in the second example in this report, the global beauty
company’s objective – to connect its thought leadership piece with its products – was successful based on the
bloggers’ messages about the companies’ skin and hair products. Mainstream media also focused on the
research-orientation of the company, which is a key company attribute.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 17
18. Insight #2: Tell the whole story – or the media will tell it for you
………………………………………………………………………………………………………………………………………………………………………………………………………….
Mainstream media, in an effort to present a holistic story, often includes specific
details related to the story that the company has failed to provide. And, because
the specific details may be from a non-company source, the message is not always
aligned with the company view. The media is also likely to identify and quote
critics for a different point of view, especially if there is potential controversy.
Implication: Communicators should expect that journalists will attempt to present a 360-
degree view of the story and anticipate and answer questions the media will have when
writing the story. The company messages should include responses to these questions
to clearly present the company position on potential issues that will arise.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 18
19. Insight #3: Avoid jargon and make it accessible.
………………………………………………………………………………………………………………………………………………………………………………………………………….
Companies often use terminology that is industry-specific or part of their company
lexicon, but this terminology does not resonate with or is confusing to media and
stakeholders. Mainstream media either ignores it, or, if they understand what the
company intends to say, clarifies these confusing company messages. The media and
bloggers use the relevant plain language to make things clear and familiar, even if the
company does not.
Implication: Organizations should take an Evidence-Based approach by testing communications
through research among stakeholders or getting feedback from a third party before releasing.
This should uncover industry-specific or confusing terminology. Without this testing, the
company message may be ignored or improperly translated by journalists.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 19
20. Insight #4: Press releases are being reprinted extensively, which affects the
strategy for the communications professional
………………………………………………………………………………………………………………………………………………………………………………………………………….
Many media outlets, including blogs, are reprinting press releases without adding any
commentary*. As news organizations continue to shrink and online sources multiply,
this may become more and more common.
Implication: The evolution of mainstream media slightly shifts the strategy and provides
opportunity for the PR function. Communicators must realize that the audience for press
releases is no longer just the media, and their language must be appropriate for
consumers, financial analysts, and other stakeholders, as well as media. Without
journalistic editing, the company’s exact message will be printed, which lessens concern
about media distortion. However, the company can no longer rely as heavily on the
benefit of a journalist’s tailoring of the message to make it resonate with their specific
audience based on the media outlet. Companies must be more cognizant about the
ultimate viewer of the press release.
*Repurposed press releases in mainstream and social media were not included in this study.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 20
21. Insight #5: Bloggers are more likely to make comparisons to competitors
and to speculate
………………………………………………………………………………………………………………………………………………………………………………………………………….
Bloggers are more likely to generate a broad discussion that includes comparisons to
competitors and competitive products. Many have a deep interest and expertise
about the topics under discussion and are keen to educate others who share their
interests. They are also more likely to speculate about the companies’ underlying
intentions and strategy. Because bloggers are more likely to incorporate their own
opinions and personal experiences and to bring in messages from multiple sources,
there is less likelihood that the company’s message will get through.
Implication: Communications professionals need to be aware of who is blogging about their content and
how their messages are being presented in social media in general. Reaching out to bloggers and
Twitterers where appropriate can foster a dialogue that enables the company to clarify its messages
for bloggers and keep the communications on target. Also, monitoring, responding to and
(re)tweeting bloggers’/Twitterers’ posts helps generate a dialogue and gives the company an
opportunity to refine the social media message.
Implication: As with mainstream journalists, anticipating and providing the information that bloggers
may want to discuss, including comparisons to competitive offerings and broader issues can help the
company position itself in the context that bloggers are likely to write about.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 21
23. Using the Message Gap Analysis
………………………………………………………………………………………………………………………………………………………………………………………………………….
• Enables continuous measurement and prescriptive recommendations:
Conducting a Message Gap Analysis helps the company quickly identify which
messages are and are not getting through, and enables a swift response to clarify
the company’s underlying purpose in its messaging. In some cases we reviewed,
the Message Gap helps home in on the missing piece of the full message, and the
company’s quick response helped answer the media, blogger and stakeholder
questions and get the messages back on track. Using Message Gap Analysis
techniques to continually monitor messaging can help the company keep
messages on-point.
• Quantifies the qualitative effectiveness of the messaging: Measuring the success
of media is moving beyond hits and clips, and the Message Gap Analysis focuses
on the quality of the message. By using data to compare the quality and essence
of the company and media messages, the Message Gap Analysis uses metrics to
quantify the message effectiveness, and to identify the disparity in messages.
These metrics highlight the differences in company versus media messages and
lead to recommendations about how to tweak and add to the message so it is on
target.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 23
24. Using the Message Gap Analysis, continued
………………………………………………………………………………………………………………………………………………………………………………………………………….
• Is versatile: In comparing company messages with mainstream and social media
messages, many questions are answered. Is the company using terms that are not
being understood by journalists or stakeholders? Is our aspirational messaging
getting lost, or is it well-grounded in our concrete messages? Is our thought
leadership or CSR messaging creating a halo effect, and driving dialogue about our
products? The analysis helps identify numerous potential problems with a
company’s messages and leads to clear and specific direction about how to respond.
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 24
25. Contacts
………………………………………………………………………………………………………………………………………………………………………………………………………….
United States Latin America
Jennifer Graham Clary Claudia Gioia
Chair, Global Technology Practice Managing Director & Practice Chair, Technology
Burson-Marsteller San Francisco Burson-Marsteller Miami
415 591 4016 305 347 4347
jennifer.grahamclary@bm.com claudia.gioia@bm.com
EMEA Asia-Pacific
Chris Cartwright Cassandra Cheong
Managing Director & Practice Chair, Technology Managing Director, Technology
Burson-Marsteller London Burson-Marsteller Beijing
0207 300 6463 86 10 5816 2568
chris.cartwright@bm.com cassandra.cheong@bm.com
BURSON-MARSTELLER EVIDENCE-BASED COMMUNICATIONS 25
