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CORPORATE COMMUNICATION PRACTICES & TRENDS 2001

9 January 2002 Corporate Communication Institute at FDU Michael B. Goodman, Director www.corporatecomm.org

Corporate Communication Institute at FDU www.corporatecomm.org

CORPORATE COMMUNICATION PRACTICES & TRENDS 2001


l Michael B. Goodman l Jill Alexander l Jim Hutton l Gary Radford l Jennifer Lehr l Christina Genest l Lisa Mobus l Jeanette Cruz l Jennifer Brown
Corporate Communication Institute at FDU www.corporatecomm.org 2

GOALS OF THE STUDY


l Describe the current state of the art in Fortune 1000 companies l Continue the CCI Benchmark Study l Develop a snapshot of Corporate Communication practices l Identify trends in Corporate Communication l Build a database for further study

Corporate Communication Institute at FDU www.corporatecomm.org

THE STUDY METHODS


l The Survey: 18 Questions l Mailed survey to Fortune 1000 companies -- March 2001; l Follow-up post-card reminder -- April 2001 l Second survey mailing -- May 2001 l Response rate 18% l Interviews -- May - June 2001 l Number of interviews: 30 +

Corporate Communication Institute at FDU www.corporatecomm.org

OVERVIEW OF FINDINGS
l Competition & technology drive actions Evolving roles & responsibilities Accelerating pace of work Increasing strategic importance Critically important for business units Trends: globalization, technology, social responsibility, employee focus, reputation management l Core competencies expand to strategic abilities l l l l l l Practitioners are younger, smarter, and better paid l Impact of terrorism and September 11 to be determined
Corporate Communication Institute at FDU www.corporatecomm.org 5

KEY FUNCTIONS OF CORPORATE COMMUNICATION


l Advertising & Image Building l Change & Corporate Culture l Media Relations l Investor Relations l International Communication l Communication Policy l Internal Communication & Technology l Crisis Communication l Corporate Citizenship & Ethics l Executive Communication Issues Building a Communication Culture l Leadership and Communication l Public Relations

Corporate Communication Institute at FDU www.corporatecomm.org

CURRENT TRENDS in CORPORATE COMMUNICATION


l Relationships with the community matter a great deal l Culture is vital to organizational health l Communication is strategic now more than ever l The age gap between managers and employees must factor into planning l People in the workforce care more about themselves than the company l Speed is faster then it ever was l Company is expected to be a good citizen, AND make money l Media relations is more complex no more old boy system l Internet is just a tool; Internet is a strategy truth is on the continuum l Company will have a crisis; prepare for the ones you cant conceive of l Writing is still the core skill for Corporate Communication

Corporate Communication Institute at FDU www.corporatecomm.org

NUMBER OF EMPLOYEES -2000 & 2001


45 40 35 30 25 20 15 10 5 0 38.7 34.5 25.5 12.4 11.7 5.1 2.2 1.4 up to 1000 1k 4.9k 5k 9.9k 13.8 16.8 9 4.1 1.4 7.6

less than 500

15k - 20k + 20k - 25k - 30k - 40k + 19.9 24.9k 29.9k 39.9k

Corporate Communication Institute at FDU www.corporatecomm.org

GENDER OF CORPORATE COMMUNICATION EXECUTIVES


60 50 40 30 20 10 0 Male Female 44 53.9 56 46.1 2000 2001

Corporate Communication Institute at FDU www.corporatecomm.org

AGE OF CORPORATE COMMUNICATION EXECUTIVES


30 25 20 15 10 5 0 20-34 35-39 40-44 45-49 50-54 55-59 60-64 65+

Corporate Communication Institute at FDU www.corporatecomm.org

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EDUCATION OF CORPORATE COMMUNICATION EXECUTIVES


2000 2001 60 50 40 30 20 10 0 Ph.D JD CPA BA BS BBA MA MS MBA some col 3.2 1.1 0.7 1.5 2.2 1.1 50.4 39.5 19.5 12.4 0.7 0.5

16.2 13.9

11.9 8.8 8.8 3.8 2.2 0.7

Corporate Communication Institute at FDU www.corporatecomm.org

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SALARY 2000 & 2001


35 30 25 20 15 10 5 0 < 50,000 50k 99.9k 100k 149k 150,000 + 150k 199k 200k 299k 300k + 3 1.1 9 28.5 23 18 16.9 32.8 32 32.8

Corporate Communication Institute at FDU www.corporatecomm.org

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REPORTING LINES
50 45 40 35 30 25 20 15 10 5 0 47.5

30 2001 9.8

5.5 0

7.1

CEO

CFO

COO

CIO

Counsel

Other

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (1)


Advertising
100 80 60 40 20 0 Yes - Function No - Function Yes - Budget No - Budget 56.2 42.2 43.8 57.8 42.3 37 57.7 63 2000 2001

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (2)


Annual Report
100 80 60 40 20 0 Yes - Function No - Function Yes - Budget No - Budget 20.4 19.5 30.7 6.8 79.6 80.5

69.3 73.2 2000 2001

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (3)


Communication Policy & Strategy
100 80 60 40 20 0 Yes No Yes No 13.1 9.7 4.4 4.3 2000 2001 86.9 90.3 95.6 95.7

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (4)


Community Relations
100 80 60 40 20 0 Yes - Function No - Function Yes - Budget No - Budget 33.6 35.7 66.4 64.3

56.9 55.4

43.1 44.6

2000 2001

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (5)


Corporate (Organizational) Culture
100 80 60 40 20 0 Yes - Function No - Function Yes - Budget No - Budget 48.9 33 51.1 39.4 26.1 67 67.6 73.9 2000 2001

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (6)


Corporate Identity
100 90 80 70 60 50 40 30 20 10 0

75.2

69.7

67.9

59.8 32.1 40.2 2000 2001

24.8

30.3

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (7)


Mission Statement
100 90 80 70 60 50 40 30 20 10 0

61.3 57.8 38 42.2 29.9 34.8

70.1

65.2 2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (8)


Philanthropy (Citizenship)
100 90 80 70 60 50 40 30 20 10 0

46.7

52.4

53.3

47

58.4 56 41.6 44

2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (9)


Crisis & Emergency
100 90 80 70 60 50 40 30 20 10 0 89.8 92.4 77.4 80.4 2000 2001 10.2 7.6 Yes - Function No - Function Yes - Budget 22.6 19.6

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (10)


Employee Relations
100 90 80 70 60 50 40 30 20 10 0 82.5 81.5 56.2 60.5 43.8 39.5 17.5 18.9 2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (11)


Ethics Code
100 90 80 70 60 50 40 30 20 10 0 91.2 87.6

2000 2001 8.8 11.9

Yes - Function

No - Function

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (12)


Executive Speeches
100 90 80 70 60 50 40 30 20 10 0 90.5 89.2 86.1 81 2000 2001 9.5 10.8 Yes - Function No - Function Yes - Budget 13.9 19

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (13)


Government Relations
100 90 80 70 60 50 40 30 20 10 0 78.1 80.3 76.1 2000 2001

72.4

21.9

27.6

19.7 23.9

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (14)


Internet Site
100 90 80 70 60 50 40 30 20 10 0

73.7 72.4 59.1 44 26.3 27.6 40.9 56 2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (15)


Intranet Site
100 90 80 70 60 50 40 30 20 10 0

72.3 73

58.4 62 27.7 27 41.6 38

2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (16)


Investor Relations
100 90 80 70 60 50 40 30 20 10 0 80.3

73 69

71.2 2000 2001

27

31

19.7

28.8

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (17)


Issues Management
100 90 80 70 60 50 40 30 20 10 0

58.4 58.9 41.6 41.1

48.2 52.7

51.8 47.3

2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (18)


Labor Relations
100 90 80 70 60 50 40 30 20 10 0 96.4 94.6 98.5 97.8

2000 2001 3.6 5.4 Yes - Function No - Function 1.5 2.2 Yes - Budget No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (19)


Marketing Communications
100 90 80 70 60 50 40 30 20 10 0 73.7 77.2 52.6 42.7 47.4 57.3 26.3 22.8 2000 2001

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (20)


Media Relations
100 90 80 70 60 50 40 30 20 10 0 93.4 96.8 88.3 95.1

2000 2001 6.6 3.2 Yes - Function No - Function Yes - Budget 11.7 4.9

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (21)


Public Relations
100 90 80 70 60 50 40 30 20 10 0 93.4 94.6 80.3 83.2 2000 2001 6.6 5.4 Yes - Function No - Function Yes - Budget 19 16.8

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (22)


Reputation Management
100 90 80 70 60 50 40 30 20 10 0

71.9

66.8 33.2 2000 2001

28.1

Yes - Function No - Function

Yes - Budget

No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (23)


Technical Communication
100 90 80 70 60 50 40 30 20 10 0 89.1 89.7 92.7 90.8

2000 2001 10.9 10.3 Yes - Function No - Function 7.3 9.2 Yes - Budget No - Budget

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION FUNCTIONS & BUDGET (24)


Training & Development
100 90 80 70 60 50 40 30 20 10 0 90.5 97.8 94.9 95.7

2000 2001 9.5 2.2 5.1 4.3 Yes - Budget No - Budget

Yes - Function No - Function

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION BUDGETS -- Dollar Value


50 45 40 35 30 25 20 15 10 5 0 45

27.2 19.1 14 8.3 5.6 14.7 12.8 4.4 4.4 1m - 4.9m 5m 7.49m 7.5m9.9m

23.9 20.6

2000 2001

<500k

500k 999k

10m +

Corporate Communication Institute at FDU www.corporatecomm.org

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BUDGET CHANGES -- 2001


40 35 30 25 20 15 10 5 0
ea

33.5

36.6 30.3

INCREASED Budget l 20% -- 5% increase l 5.4% -- 10% increase


2001

l 1.1% -- 15% increase l 7.0% -- 15% + increase DECREASED Budget l 13% -- 5% decrease l 9.7% -- 10% decrease

se

Ch

se

No

cr

De

In

cr

l 3.8% -- 15% decrease l 3.8% -- 15% + decrease


39

Corporate Communication Institute at FDU www.corporatecomm.org

ea

BUDGET CUTS TO REDUCE COST


90 80 70 60 50 40 30 20 10 0 First Cut No Change Last Cut 9.3 10.4 2001 80.3

Corporate Communication Institute at FDU www.corporatecomm.org

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STAFF CHANGES -- 2001


70 60 50 40 30 20 10 0
se Ch se g ea No ea

62.8

INCREASED Staff l 10.3% -- 5% increase l 4.3% -- 10% increase


2001

l .5% -- 15% increase l 4.9% -- 15% + increase DECREASED Staff l 8.1% -- 5% decrease l 4.9% -- 10% decrease l 1.6% -- 15% decrease l 3.2% -- 15% + decrease
41

20

17.8

cr

De

In

cr

Corporate Communication Institute at FDU www.corporatecomm.org

COMMUNICATION & RISK


In simpler times corporate leaders communicated little in an effort to reduce the risks to themselves and their organizations. l Mean -- Benchmark 2000-- 3.35 l Mean -- 2001 -- 3.22 l Std. Deviation -- Benchmark 2000 -- .96 l Std Deviation 2001 -- 1.06

Corporate Communication Institute at FDU www.corporatecomm.org

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COMMUNICATION & SUCCESS


In a complex environment, honest, clear, and coherent communication can drive the rewards of success toward the organization and its leaders. l Mean -- Benchmark 2000 -- 4.59 l Mean -- 2001 -- 4.58 l Std. Deviation -- Benchmark 2000 -- .54 l Std. Deviation -- 2001 -- .74

Corporate Communication Institute at FDU www.corporatecomm.org

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ROLE OF CORPORATE COMMUNICATION IN COMPANIES


Percent of Respondents who RANKED the following functions #1 : 20% -- Manager of companys reputation 15.1% -- Source of public information about the company 14.1% -- Manager of relationships -- co. & key NON-CUSTOMER constituencies 13.8% -- Advocate or engineer of public opinion 12.4% -- Manager of the companys image 11.9% -- Driver of company publicity 11.4 % -- Manager of relationships -- co. & ALL key constituencies 2.7% -- Support for marketing & sales 8.1% -- Other
Corporate Communication Institute at FDU www.corporatecomm.org 44

USE OF AGENCIES or VENDORS (1)


100 90 80 70 60 50 40 30 20 10 0 95.6 95.7 75.9 66.5 73.7 81.8 78.4 68.1 Yes 2000 No 2000 Yes 2001 No 2001

24.1

33.5

26.3

31.9 18.2 21.6 4.4 4.3 Strategy

Advertising

Annual Report

Policy

Corporate Communication Institute at FDU www.corporatecomm.org

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USE OF AGENCIES or VENDORS (2)


100 90 80 70 60 50 40 30 20 10 0 89.7 90.3 93.1 95.7 64.3 97.1 94.6

56.9 43.1

35.7

Yes 2000 No 2000 Yes 2001 No 2001 2.9 5.4

10.3 9.2 Community Relations

6.9

4.3 Corporate Identity

Corporate Culture

Mission Statement

Corporate Communication Institute at FDU www.corporatecomm.org

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USE OF AGENCIES or VENDORS (3)


100 90 80 70 60 50 40 30 20 10 0 97.8 93.5 71.5 67.9 93 92.9 97.8 97.3

28.5 32.1 2.2 6.5 Crisis & Emergency 7 7.1 2.2 2.7

Yes 2000 No 2000 Yes 2001 No 2001

Citizenship

Employee Relations

Ethics Code

Corporate Communication Institute at FDU www.corporatecomm.org

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USE OF AGENCIES or VENDORS (4)


100 90 80 70 60 50 40 30 20 10 0 81.8 78.9 80.3 81.6 54 59.5 77.4 75.7 46 18.2 21.1 19 18.4 Yes 2000 No 2000 Yes 2001 No 2001

40.5 22.6 24.3

Exec Speeches

Gov Relations

Internet

Intranet

Corporate Communication Institute at FDU www.corporatecomm.org

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USE OF AGENCIES or VENDORS (5)


100 90 80 70 60 50 40 30 20 10 0 82 80 91.2 88.6 93.4 93 67.4 61.3 38.7 18 20 8.8 11.4 Issues Mgt

32.6

Yes 2000 No 2000 Yes 2001 No 2001

6.6

7 Marketing Comm

Investor Relations

Labor Relations

Corporate Communication Institute at FDU www.corporatecomm.org

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USE OF AGENCIES or VENDORS (6)


100 90 80 70 60 50 40 30 20 10 0 85.4 59.9 40.1 66.5 56.9 55.1 43.1 44.9 14.6 0 0 Media Relations Public Relations Reputation Mgt Training & Dev'mt 16.1 12.4 83.9 87.6 Yes 2000 No 2000 Yes 2001 No 2001

33.5

Corporate Communication Institute at FDU www.corporatecomm.org

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COMMENTS (1)
l the role of corporate communication [is to] manage a company's brand reputation through broad involvement in a number of different capacities such as providing counsel to the CEO, ...overseeing communications to all constituencies to achieve consistency, and managing the long-term reputational implications of a corporation's strategy to ensure the brand retains its integrity - regardless of the financial environment. l Increasingly technology-driven. l We are the corporate conscience.

Corporate Communication Institute at FDU www.corporatecomm.org

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COMMENTS (more)
l Employee communications is being recognized (finally) as very important. The key here is that our people are watching behavior. Actions speak louder. l Communication professionals, even at the most senior levels, must be both strategic (thinkers) and execution (doers) focused. l Corporate communications tends to be taken more seriously each day at this and most other serious companies. As a profession, we would be best if we let communications imply what the average educated person means by communication and avoid making unsupportable claims for its capability or utility.
Corporate Communication Institute at FDU www.corporatecomm.org 52

COMMENTS (more)
l ...the profession is evolving along with business toward meeting the new dynamics of globalization and e-commerce. This transformation is raising the profile of the profession and requiring new skill sets. Continuing education will be critical to success... l To be flexible and to utilize new tactics. To anticipate problems before they are problems. To have a respected and honest relationship with senior management allowing the communicator to speak candidly... l The office must serve as a clearinghouse of information and policy.
Corporate Communication Institute at FDU www.corporatecomm.org 53

COMMENTS (more)
l The role of corporate communications in our company is significant. It has earned its "place at the table" by delivering value to our business units... l ... Today's communication leader must be skilled in all disciplines, including IR, and be in a strategic position on the senior management team to be effective and valuable. l ...Our execs are largely caught in a 1970's time warp who seem to think communications is best functioning organizing office parties/picnics/etc. or taking reactive positions with the media...

Corporate Communication Institute at FDU www.corporatecomm.org

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COMMENTS (more)
l ...corporate communications responsibility is to ensure employees were well-informed about the company, and that the company's perspective is represented in the media. l Corporate communication underpins virtually every aspect of the company to realize a very viable exponential ROI, communications must be viewed as a strategic function reporting to either the CEO, CFO or head of marketing. l Corporate communications is viewed by management as an essential and vital skill set. Viewed as major contributor to public standing and business success. l Our constant challenge is to be included as a strategic partner to our executives...
Corporate Communication Institute at FDU www.corporatecomm.org 55

INTERVIEW QUESTIONS AND SOME RESPONSES ...


Eight questions sent by e-mail -- option to have a telephone interview or send return e-mail: l The three or four critical issues l Importance of Corporate Communication to - YOU; CEO l Top three trends in corporate communication in companies l Trends unique to the industry l Downsizing; growing; restructuring; streamlining l Core Competencies: individual practitioners; the corporation as a whole l Internet Responsibility -- CC, IS
Corporate Communication Institute at FDU www.corporatecomm.org 56

FINDINGS
l Competition & technology drive actions l Evolving roles & responsibilities l Accelerating pace of work l Increasing strategic importance l Critically important for business units l Trends: globalization, technology, social responsibility, employee focus, reputation management l Core competencies expand to strategic abilities l Practitioners are younger, smarter, and better paid

Corporate Communication Institute at FDU www.corporatecomm.org

57

WHEN ALL IS SAID AND DONE


With all the changes in the nature of work, the tools, the people, the companies, maybe some simple guidelines might be helpful How about Nordstroms? They have two: #1 Use your best judgement #2 See Rule #1 Judgement, wisdom, understanding, integrity develop and rely on them

Corporate Communication Institute at FDU www.corporatecomm.org

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CORPORATE COMMUNICATION PRACTICES & TRENDS 2001


9 January 2002 Corporate Communication Institute at FDU Michael B. Goodman, Director www.corporatecomm.org

Corporate Communication Institute at FDU www.corporatecomm.org

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