1、ELEVATING&EVOLVINGThis years Global Comms Report reveals much about the evolution of PR and communications,including the benefits of increased data reliability,access and interpretation,as well as changes in the way and the where comms pros work today on all matters over which they now have purview,

2、from influencer partnerships to social media,AI to KPIs.And the common thread linking it all is the growing mandate for PR pros to impact their companies and clients bottom lines.2024 GLOBAL COMMS REPORTeB x 22024 GLOBAL COMMS REPORT ELEVATING&EVOLVING x 2Greater expectations The C-suite counts on c

3、omms to move the business needle as it never has before.This years Global Comms Report delves deep into not only how PR is meeting this mandate,but the optimal workplace setting in which it is doing so.The shifting sands of social media Data is shared that highlights the social media platforms found

4、 most valuable by our respondents for their broader content strategies.Powers of persuasion Some interesting year-over-year shifts in the influencers found to be the most impactful on consumer behavior.Media matters So much of what communicators do revolves around media be it earned,social,even meas

5、urement.The findings on this page underline related sentiments,decisions and objectives.Agency vs.in-house Intriguing differences abound when comparing how agency and in-house practitioners responded to some of the same survey questions.Around the world No global report can be complete without regio

6、nal comparisons.These two pages zero in on the similarities and contrasts between U.S.,European and APAC comms and marketing pros.All in a days work Each and every day,communicators must focus on myriad matters ranging from metrics to creativity to talent and so much more.These daily considerations

7、are at the heart of the data on these two pages.The difference a year makes From the challenges they face to the tools/platforms they prioritize,this years respondents differ in opinion from last years in many areas.We focus on some of the most notable shifts here.396Table of ContentsMuch

8、 data in this report compares the U.S.to Europe and APAC.For the purposes of our study,Europe includes France,Germany,Sweden and the U.K.APAC includes Australia,China,Hong Kong and S x 32024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookC-suites increasingly expect PR to move the business needle.This y

9、ears Global Comms Report focuses not only on the tools and tactics communicators are using to answer that call,but on the rising consideration being given to the optimal workplace setting in which this crucial work is best done.Words Chris DanielsMore than any prior iteration,last years Global Comms

10、 Report,the annual study presented by Cision in partnership with PRWeek,underscored the great strides the discipline has made in achieving a key place in the C-suite.This years worldwide survey of 427 industry professionals goes a step further.Based on conversations they are having with compa-ny lea

11、dership teams,PR practitioners understand that the C-suite seeks more from them than handling reputational issues and crises.There is now an expectation that comms play a key role in moving the needle on business factors such as revenue,share of voice and a companys overall value.Respondents to this

12、 seventh annual survey,taken by senior-level leaders in PR,communications and marketing across 10 countries,were asked to choose the four factors they believe to be comms biggest priorities in the eyes of their CEOs.Two matters that see significant year-over-year upticks are“customer acquisition/eng

13、agement”and“driving sales/revenue.”For the former,43%put it in their top four this year(as compared to 34%last year).With the latter,42%rank it among their top four this year(versus 33%last year).The top-ranking factor is“building sustainable growth and value for the brand,”which 60%put in their top

14、 four this year,compared to 54%last year.The emphasis on these business-moving matters doesnt surprise Sarah OGrady,SVP of marketing for Cision and Brandwatch.“The C-suite knows that the tools available to measure comms impact have gotten significantly more sophisticated,”she asserts.“With that know

15、ledge,they now expect their comms teams to be able to track and report out on data at a much more real-time and granular level than ever before.”“They also realize that reliable,authentic communication is essential for building consumer trust and managing brand reputation,”notes OGrady.“Therefore,it

16、 is critical to acquiring and retain-ing customers.”Boeing CCO Brian Besanceney,who previously held the same role at Walmart,agrees that the C-suite wants the PR function to demon-strate the extent of its influence beyond what many would consider to be traditional areas.“Comms has played an essentia

17、l role in helping CEOs manage the tectonic events of this decade,from the pandemic to social issues to geopolitics,”he suggests.“Part of our responsibility as communi-cators is continuing to demonstrate increased ROI for our function not just through firefighting,but through the unique ways we stren

18、gthen business performance.”Forty-one percent of respondents(whether themselves or their comms lead)report directly to the CEO.However,that number doesnt fully represent the increasing levels to which PRs expertise is sought out by the executive branch.In fact,92%of global pros say that their C-suit

19、e sought their counsel more often last year than in prior years.Devotion to data Tara Darrow,VP of corporate and financial communi-cations,values and reputation and executive brand at Renewed OptimismIn-house respondentsA strong indicator of industry health and confidence can be found in budgetary t

20、rends and forecasts.That story becomes even clearer when you compare answers year on year.Below we gauge the optimism among our agency and non-agency respondents,with both anticipating even greater increases to their budgets next year than they saw this year.As compared to this time last year,has yo

21、ur budget increased,decreased or stayed the same?Budget-wise,what are you anticipating for next year?202320232022202252%47%43%30%26%27%18%23%22%4%8%44%21%35%Increased Decreased Stayed the same Will increase Will decrease Will stay the same Not sure(continued on next page)Greater x 42024 GLOBAL COMMS

22、 REPORT ELEVATING&EVOLVINGeBookPR and corporate comms teams more effective at their jobs,as they derive a better understanding of who their audiences actually are,what matters most to them and how to deliver that in a streamlined,memorable way.”Though the trend of leaning into data capture and analy

23、sis to inform strategies continues to move in the right direction,communications teams at different companies are at different stages in this transfor-mation.At Boeing,the function has undertaken internal and external changes toward becoming more data-informed and reliant.“Were midstream on strength

24、ening our insights and analytics capabilities with a mix of in-house and outside agency changes,”reports Besanceney.“Weve been decent at capturing data,but not as good at democratizing it to inform how we allocate our teams bandwidth or share insights with our business partners.”Already using data a

25、nd analytics to formulate PR strategy and messaging plans,as well as measuring output,Darrow seeks to improve their role in informing and measuring corporate response to crises and impact on reputation-building.“Those are softer factors to measure,”she admits,“but I am constantly trying to crack tha

26、t code and illustrate how reputation is a business priority for performance.”Dawn Beauparlant,North America CEO at WE Communications,thinks the reliance on data and analytics will only increase,noting economic headwinds that have put comms budgets under enormous scrutiny.The emergence of reputationa

27、l risks,such as AI-fueled misinformation,will also put comms front and center.“The complexity of media has risen,with multiple stakeholders all having expectations of a brand that can change at a very dynam-ic pace,”she underscores.“We need to build data-driven rationales for what we do.”Places of e

28、mploymentAs the comms function continues to opt into data-fueled transfor-mation,increasing thought is being devoted to where the work is actually happening.Globally,57%of respondents are in a hybrid arrangement(part in-office,part remote),with 29%working fully remote and 14%fully in-office.In the U

29、.S.,63%report working in a hybrid fashion.While that is the highest percentage among all regions surveyed with Europe coming in at 58%and APAC far lower at 40%those interviewed for this story note that PR staffers are coming into the office more often than just a year ago,when pandemic-related work

30、practices were in place and fully remote was far more the norm.“Were back in the office,”asserts Darrow.“Depending on the level,people on my team are in three-plus or four-plus days.You need face time to enhance creativity.As for areas such as crisis,on-the-spot problem-solving is critical.Trying to

31、 do that without the person right in front of you is really,really hard.”So how often are colleagues in the office?The answers,based on responses to this years survey,differ notably from region to region.For instance,23%of APAC respondents report being fully back in the office,as compared to 11%in b

32、oth Europe and the U.S.Inter-estingly,more APAC respondents also report working fully remote(37%)as opposed to staffers in Europe(31%)and the U.S.(26%).WE Communications is among the global firms to have adopted a by-market approach.“The number of our people going into the office in Asia every day T

33、-Mobile,proclaims,“Were at the table with other business leaders because were now treated as a strategy,not a tactic.”With the mandate to be strategic,her department constantly questions the work it undertakes.“I always say to my team,If were not doing some-thing that has an impact on the business,w

34、hy are we doing it at all?”says Darrow.“Everything we do should be rooted in advancing one of our priorities and some of those are tied directly to financial or business performance,such as customer acquisition and retention.”Data and analytics are paramount to helping comms make those important con

35、nections,now more than ever.This year,42%of global respondents say“very much so”when asked if they are relying on data and analyt-ics more than they did a year ago,up significantly from 30%who said the same 12 months ago.In addition,59%of respondents have a dedicated data analyst on their team.“PRs

36、increasing reliance on data and analytics is a clear indication of a significant transformation,”ob-serves OGrady.“This evolution will ultimately make As compared to this time last year,has client spend with you increased,decreased or stayed the same?In terms of client spend,what are you anticipatin

37、g for next year?PR agency respondents202320232022202247%53%47%28%27%31%25%9%13%11%9%47%31%22%Increased Decreased Stayed the same It will increase It will decrease It will stay the same Not sureRenewed Optimism(continued from previous page) x 52024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookis much h

38、igher than in the U.S.right now,”notes Beauparlant,validating the survey findings.“People have come back at different paces and speeds,so weve become attuned to whatever the norms are in a region.”“Weve also learned that whatever the current construct,its not forever,”she adds.“We havent necessarily

39、 settled on anything long-term.Whatever form of hybrid it is,the goal is striking the right balance with purpose and thoughtfulness.People are craving more in-person connection than theyre currently getting.”Citizen Relations is another multinational agency that has not adopted a blanket approach to

40、 where their employees around the world work.For instance,Canada had more and longer COVID-related lockdowns than many other countries in the West,so return to office has been slower there.Meanwhile in the U.K.,the length of time employees were fully out of the office was comparatively much shorter

41、than other countries.CEO Nick Cowling says a good number of Citizens clients have mandated their employees be back in the office four or even five days a week.“Were not mandating this at our agency,but a lot of companies are headed to at least Tuesdays to Thursdays in the office,”he reports.“Comms r

42、elies on teamwork.Being in-person drives more productive collaboration.There is more energy,buzz and osmosis that happens being together in the office.”Media of choiceRegardless of where PR pros are working,some of their most important decisions revolve around the content channels they prioritize.An

43、d while each of the PESO options paid,earned,shared and owned has its place,this years Global Comms Report indicates that earned media tops the list of value drivers.This year,33%(up from 30%last year)of our respondents say their overall media strategies rely on earned the most.Paid at 25%(down from

44、 28%last year)and owned(also 25%)are next,followed by shared(17%).The latter two percentages are unchanged from last year.“Third-party validation from earned media is still critical,especially for a B2B and B2G business-to-Outside AssistanceFor the first time since we debuted the Global Comms Report

45、,we sought to gauge(from all non-PR agency respondents)the types of external pro-viders they employ and their level of satisfaction with those partners.We also offer some comparisons to other disciplines in this regard.Which types of service providers do your organization use?(Select all that apply)

46、How satisfied are you with your EXTERNAL PR AGENCYs performance?How satisfied are you with your EXTERNAL MARKETING AGENCYs performance?How satisfied are you with your EXTERNAL SOCIAL MEDIA AGENCYs/EXPERTS performance?How satisfied are you with your EXTERNAL CONTENT PRODUCERS performance?(The main pe

47、rcentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)External PR agency:45%(59%;39%;35%)External marketing agency:50%(37%;60%;57%)External social media agency/experts:42%(36%;41%;62%)External content producers(i.e.,web content,thought leade

48、rship):36%(39%;31%;35%)Other:7%(12%;4%;3%)None:11%(19%;5%;6%)Very much so:40%(28%;62%;14%)Somewhat:54%(60%;36%;84%)Minimally:6%(12%;2%;0%)Not at all:0%(0%;0%;0%)Very much so:43%(27%;54%;41%)Somewhat:51%(61%;45%;59%)Minimally:6%(12%;1%;0%)Not at all:0%(0%;0%;0%)Very much so:38%(29%;49%;25%)Somewhat:5

49、4%(56%;45%;70%)Minimally:8%(15%;6%;5%)Not at all:0%(0%;0%;0%)Very much so:41%(33%;48%;44%)Somewhat:52%(59%;48%;48%)Minimally:5%(8%;5%;4%)Not at all:2%(0%;2%;4%)In Comparison:The 2022 Association of National Advertisers(ANA)18th annual“Trends in Agency Compensation”report found that when brands chang

50、ed their ad agency agreements:50%cited“unsatisfactory agency product/service performance,”while 25%cited“recognition of improved agency performance.”Meanwhile,according to the 2022 Deloitte Global Outsourcing Survey.52%of all companies use outsourcing for key business functions such as legal,tax,HR

51、or finance.“Part of our responsibility as communicators is continuing to demonstrate increased ROI for our function not just through firefighting,but through the unique ways we strengthen business performance.”BRIAN BESANCENEY,CCO,BOEING x 62024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBook“Weve set u

52、p our own in-house journalists because we know its really hard to break through in a media landscape where reporters have so little time,”she explains.“We pull every lever in almost everything we do.”While one form of media might be leveraged more than others,most pros agree that all channels must w

53、ork together.For example,a campaign aimed at driving earned media may very well include a paid influencer program.“An either-or construct between paid,owned,earned and shared is outdated in terms of where comms is now,”asserts Darrow.“The best communications programs are integrated.They use data and

54、 analytics to fine-tune,dial up and dial down each component while its in market so that there is a net impact.”Identifying influenceFor more than a decade,tapping into the impact of influencers(beyond celebrity spokespeople)on consumer behavior has been recognized as a viable option for brands look

55、ing to increase sales,raise brand awareness,grow audience and deliver on other vital business goals.The key,of course,is working with the right ones.With whom are companies and causes looking to partner?Who are the influencers perceived to have the greatest impact on consumer behavior?Industry profe

56、ssionals who took this years survey provide some notably different opinions to those who did so last year.According to this years respondents,everyday consumers(57%placed among the top three globally)rank the highest by far in terms of potential influencer effectiveness.(Think everyone from the peop

57、le who leave Amazon or Yelp reviews to the Facebook connections you crowdsource for product recommendations.)It is worth noting that interest in partnering with three other personas corporate executives and employees(both 44%among the top three globally)and niche or micro-influencers(42%)has grown s

58、ince last year.This data suggests that companies and brands continue to experiment and measure the impact of various types of influencer campaigns as part of their overall messaging strategy.(See“Powers of persuasion”on p.10 for a detailed breakdown by region,sector and organization type of the infl

59、uencers our respondents deem to be most impactful.)Boeing is certainly tapping into its executives and employees to influence customers.“Everywhere Ive worked,executives would love for the outside world to see the company and the culture that they see every day,”shares Besanceney.“Our most important

60、 audience is our employees,who,in many ways,are our most important influencers because they can offer that peek behind the curtain.”The data we collected for this report supports that belief.(Article continues on p.8)Sure,the Facebooks,Instagrams and LinkedIns of the world still rule the roost in th

61、e content-strategy arena.However,there are myriad newer options knocking on the door and some of our respondents are eager to open it.Many are not ready,though.So,as a means of education and/or inspi-ration,we present 11 such platforms below and indicate how many of our respondents intend to start u

62、sing these in the next 12 months.The discrepancies by region are readily apparent.With the above emerg-ing channels,U.S.respondents expect to adopt them far less than their counterparts in Europe and APAC.“This aligns with the social media usage of U.S.consumers overall,which tend to be more concent

63、rated on the big-player platforms,”explains Sarah OGrady,SVP of marketing for Cision and Brandwatch.Facebook still commands 53%of all social media usage in the U.S.,she points out,while having less market share overseas.And while OGrady cites BeReal as a platform growing in popularity,especially amo

64、ng Gen Z,“it remains to be seen whether it leaves a lasting impression in the cultural zeitgeist.”“Newer platforms often lack APIs and functionality to listen,gather insights and measure conversation,which makes it hard to quantify,”she says.“Comms teams tend to focus their efforts where they believ

65、e their audiences are most active and most engaged,and where they can with the most accuracy trust the data.”Still,pros should keep an eye on emerging platforms,as that helps them keep“their finger on the pulse of consumer and social media behavior,”continues OGrady.New platforms can also indicate s

66、hifts“where their consumers are spending their time.”“The shiny new object syndrome is real and absent a valid business case or clear value proposition for exploring a niche platform(i.e.,if you know that your target audience is there and active)can be a distraction to resource-strapped teams,”she a

67、dds.“Most teams need to manage their bandwidth effectively and make their strategies within existing platforms work harder than ever.”(The main percentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)Threads.31%(43%;26%;20%)BeReal.22%(7%;52%

68、;29%)Mozilla.social.20%(3%;51%;31%)Bluesky Social.17%(6%;30%;35%)Gowalla.13%(1%;27%;37%)Lemon8.13%(1%;27%;28%)Damos.12%(0%;31%;26%)Artifact.12%(4%;17%;28%)Nocam.7%(0%;12%;23%)P92(Meta).6%(0%;13%;15%)RTRO.6%(0%;14%;12%)New Kids on the Blockgovernment company such as ours,”notes Besanceney.“Owned and

69、paid are really important and those legs of the stool are certainly growing,but earned is still the best way to reach some of our most critical stakeholders.”While Darrow truly relies on all four pillar platforms of the PESO model,she highlights that a team at her company is dedicated to x 72024 GLO

70、BAL COMMS REPORT ELEVATING&EVOLVINGeBookGenerative AI:Using the Tools at Your DisposalNo survey of the comms profession is complete today without a report on generative AI use.We focused on eight key functions of PR professionals.In each case,the percentages that follow indicate our respondents team

71、s current usage of generative AI to help with that function.Which of the following best describes your own current use of generative AI tools?32%33%27%7%1%FrequentInfrequentUnlikely to use themNot sureConsidering starting to experiment with them(See“Around the world Part 2”on p.17 to learn how respo

72、ndents in speciic geographies answered this question.)(The main percentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)Were using generative AI with at least some regularity:38%(14%;56%;63%)We are experimenting with generative AI,but not ye

73、t using it with any regularity:37%(45%;31%;29%)We are not using generative AI for this:25%(41%;13%;8%)Content creation for external audiencesWere using generative AI with at least some regularity:28%(14%;39%;48%)We are experimenting with generative AI,but not yet using it with any regularity:37%(35%

74、;39%;34%)We are not using generative AI for this:35%(51%;22%;18%)Content review/optimizationWere using generative AI with at least some regularity:27%(8%;41%;52%)We are experimenting with generative AI,but not yet using it with any regularity:36%(34%;38%;32%)We are not using generative AI for this:3

75、7%(58%;21%;16%)Crafting media pitchesWere using generative AI with at least some regularity:27%(8%;41%;51%)We are experimenting with generative AI,but not yet using it with any regularity:35%(31%;43%;32%)We are not using generative AI for this:38%(61%;16%;17%)Writing press releasesWere using generat

76、ive AI with at least some regularity:28%(7%;44%;52%)We are experimenting with generative AI,but not yet using it with any regularity:33%(28%;36%;39%)We are not using generative AI for this:39%(65%;20%;9%)Image,audio or video creationWere using generative AI with at least some regularity:29%(14%;42%;

77、49%)We are experimenting with generative AI,but not yet using it with any regularity:38%(40%;34%;35%)We are not using generative AI for this:33%(46%;24%;16%)Brainstorming campaign ideas/strategiesWere using generative AI with at least some regularity:29%(14%;48%;32%)We are experimenting with generat

78、ive AI,but not yet using it with any regularity:42%(46%;33%;48%)We are not using generative AI for this:29%(40%;19%;20%)ResearchWere using generative AI with at least some regularity:34%(17%;50%;49%)We are experimenting with generative AI,but not yet using it with any regularity:36%(37%;33%;42%)We a

79、re not using generative AI for this:30%(46%;17%;9%)Content creation for internal x 82024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAbout the Global Comms ReportIn 2017,inspired by the continuing evolution in how the work of PR and communications professionals is practiced and perceived,Cision and P

80、RWeek joined forces on an initiative to clearly identify and more deeply understand communicators use of and interaction with technology,data,measurement,content and influencers.Now in its seventh year,this Global Comms Report from Cision and PRWeek highlights challenges and opportu-nities with all

81、of the areas mentioned above and more.Each year,communications ability to rise to any occasion has become clearer,as has the respect it receives from the C-suite,other internal departments and various ex-ternal stakeholders.In fact,the past few tumultuous years and the changes they have brought seem

82、 to have made the discipline more vital to companies and brands.In turn,comms has seen its purview and power grow.More opportunity and more eyes watching,though,means more responsibility.This years report,as did all the iterations that preceded it,is a powerful glimpse into how communications is pra

83、cticed regionally and globally and what we can expect going forward.(Article continued from p.6)“Were seeing great results whenever our team members are able to share their pride in coworkers on our owned channels or on LinkedIn,”adds Besanceney.T-Mobile,meanwhile,strategically uses president and CE

84、O Mike Sievert and other top leaders to break company news.“We use them often to add personalization to news and give a human touch to what we do as a company,”reports Darrow.“From a broader advertising perspective,we use big names and celebrities,but weve had really good success using execs as well

85、.Employee storytelling has really resonated with our audiences.”On the flip side,celebrities(36%placed among the top three globally)are notably down this year in terms of perceived impact on consumer behavior.“Celebrities are the original influencers.They still have a role,”suggests Cowling.“However

86、,people are pretty savvy about understanding when a celebrity is pushing something because theyre being paid to do it.Niche or micro-influencers,though,are more open about sponsorship in that regard and willing to say,I am doing this sponsorship because Ive used this product before.”“I dont think ce

87、lebrities would ever be our first recommendation in the influencer space,though it really depends on what a client is looking to achieve,”he adds.“Often,they seek an expert to verify a claim or someone who connects with their audience and that doesnt typically take a celebrity.”PRs star has certainl

88、y risen in the eyes of the C-suite.As such,each decision made about and by commu-nications takes on added relevance and scrutiny.This years Global Comms Report indicates that commu-nicators more than ever have the tools,tactical expertise and flexibility to rise to the occasion.“To become a center o

89、f excellence for the company at a global scale.”“Clearly defining in better measured terms the impact were having on the success of the business.”“Continuing to refine our audience metrics to inform content development.”“Generating content that results in meaningful business outcomes.”“Seamlessly wo

90、rking across paid and earned opportunities,especially in relation to trade media and micro/niche online influencers.”“To build a first-class data/tech stack and services suite that supports a global platform.”“Understanding the next big thing for Gen Z.”Looking Ahead for PR and CommsWe asked respond

91、ents to identify their teams biggest goal for 2024.We received a lot of strong replies.The following really caught our eyes.Even as the comms discipline continues to expand its capabilities and purview,crisis management remains an essential responsibility.Here youll see what experienced communicatio

92、ns staffers think about their abilities related to preventing,responding to and managing a public-or investor-facing problem.Crisis Management(The main percentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)Do you have the necessary TOOLS t

93、o optimally manage crises for your company/the brands you work with?(68%85%83%)(32%15%17%)77%YES29%29%22%12%28%29%44%56%63%46%51%45%22%13%15%30%19%20%5%2%0%12%2%6%23%NOHow would you rate your current ability to respond to EXISTING crises?How would you rate your current ability to PREVENT crises befo

94、re they happen?Excellent Good Fair Below average29%21%52%47%16%25%7%3% x 92024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookThe shifting sands of social mediaA key part of the content-creation process is determining which social media platforms to emphasize.And the decisions are not as obvious as they

95、 once might have been.To that end,we asked respondents to choose the four platforms they deem most valuable to their broader strategy.This is what they told us:Sector SentimentsBelow we focus on the four industry verticals from which we received the most responses and reveal the top four platforms c

96、hosen by those professionals:GlobalRegional ReportHere we focus on the U.S.,Europe and APAC and reveal the top four platforms chosen by professionals in those regions:Takeaways Facebooks reign as the overall platform of choice may soon be over,as other social platforms gain in popularity,both global

97、ly and by region.In our first-ever Global Comms Report(2017),Facebook was by far the top-chosen platform in every region,and it bested the second-most popular channel(Twitter,now X)by 22%.This year,Facebook is no longer the top choice in every region,and on a global scale,it beats Instagram by only

98、2%.*Main percentages on this page indicate how many respondents placed that social platform among the four most important to their broader content strategy this year.(Percentages in parentheses indicate how many respondents placed that social platform among their top four in last years report.)And t

99、he data below also reveals some very interesting comparisons between regions.InstagramFacebookLinkedInYouTube82%53%78%59%50%79%96%62%77%66%59%79%41%50%63%59%ARTS/ENTERTAINMENT/MEDIAFINANCIAL SERVICESHEALTHCARE/PHARMATECHNOLOGY/INTERNET73%(73%)Facebook14%(19%)Reddit37%(33%)TikTok71%(68%)Instagram13%(

100、12%)WeChat36%(50%)X(formerly Twitter)WhatsApp23%(15%)LinkedIn67%(65%)52%(42%)YouTube14%(23%)PinterestAPACEUROPEU.S.U.S.EUROPEAPACAt 54%,X formerly Twitter was also chosen by a notable percentage.LinkedIn is up from 79%last year.WhatsApp(45%)was also chosen by a notable percentage.YouTube is up from

101、26%last year.LinkedIn(43%)and WhatsApp(40%)were also chosen by a notable percentage.LinkedIn:86%Instagram:80%Facebook:75%YouTube:65%Facebook:71%Instagram:68%LinkedIn:54%YouTube:46%Facebook:66%Instagram:57%TikTok:52%WeChat:46% x 102024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookPowers of persuasionIf

102、 you want to win the hearts,minds and wallets of consumers,determining the right influencers with whom to work is among the most important decisions a brand will make.We presented our respondents with seven types of influencers and asked them to rank them from most to least impactful.*Main percentag

103、es on this page indicate how many respondents placed that influencer among the three most effective at impacting consumer behavior this year.(Percentages in parentheses where provided indicate how many respondents selected that influencer type among their top three last year.)Takeaways“Everyday cons

104、umers”clearly rule the roost of influence globally and in two of the three regions.The only outlier is the U.S.,where“niche or micro-influencers”topped the list(though“everyday consumers”are still in the top three).Beyond that,direct brand representatives corporate executives and employees scored th

105、e highest.And once again,the U.S.is the outlier with journalists firmly among the top three.One finding,however,is consistent across the board:Celebrities are not deemed to be among the most influential with consumers.By RegionEveryday consumersCorporate executives EmployeesNiche or micro-influencer

106、sJournalistsSocial media influencersCelebritiesGLOBALU.S.EUROPEAPAC57%(38%)44%(31%)44%(28%)42%(20%)39%(30%)37%(N/A)36%(41%)48%(27%)32%(23%)39%(23%)56%(34%)52%(35%)42%(N/A)32%(22%)61%(43%)52%(36%)52%(37%)28%(11%)27%(24%)35%(N/A)45%(51%)68%(55%)55%(40%)40%(25%)40%(6%)34%(31%)28%(N/A)35%(69%)Note:Three

107、 of the options provided to respondents are different from last year.“Niche and micro-influencers”was“micro-influencers.”“Journalists”was“mainstream journalists.”And“social media influencers”replaces“bloggers.”By IndustryCelebritiesEveryday consumersEmployeesSocial media influencersCorporate executi

108、vesJournalistsNiche or Micro-influencers45%26%33%26%68%74%52%53%50%47%33%26%27%34%67%35%41%58%44%56%36%29%22%50%32%32%48%53%ARTS/ENTERTAINMENT/MEDIAFINANCIAL SERVICESHEALTHCARE/PHARMATECHNOLOGY/INTERNET x 112024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookWhich of the following MOST reflects your ear

109、ned media monitoring goals?(Respondents could only choose one option.)Thinking about your current earned media analytics capabilities,are you able to identify the BUSINESS IMPACT of specific outlets where youve received coverage?Ultimate ObjectiveThe Bottom Line Ensuring we never miss an external me

110、ntion of our brand:25%(16%;32%;37%)Comparing coverage for our brands and our competitors:20%(15%;27%;25%)Keeping our finger on the pulse of whats happening in the market:20%(23%;16%;15%)Knowing the value/reach of our earned media:17%(27%;6%;8%)Getting real-time alerts for high-priority mentions:16%(

111、13%;19%;15%)Tracking earned media and social media side-by-side:2%(5%;0%;0%)Media mattersWhether earned,social or good old-fashioned press releases,so many key PR functions,decisions and objectives revolve around a form of media.*The main percentages are GLOBAL;the numbers in parentheses indicate wh

112、at respondents in the U.S.,Europe and APAC had to say.16%(32%;2%;5%)50%(58%;44%;38%)34%(10%;54%;57%)Very much soTo some extent,but can do much betterNot reallyWe presented eight metrics and asked respondents to choose the three they deem most important in gauging whether or not their social media st

113、rategy is working.(The percentages reflect those who place that challenge among their top three.)The following eight matters are of key tactical importance to comms pros.In each case,we asked respondents if they are relying on it more or less than last year.Measure of SuccessMore or Less?45%(41%;48%

114、;54%)SHARES37%(52%;24%;20%)CLICK-THROUGH RATE43%(44%;44%;40%)REACH35%(26%;44%;40%)FOLLOWERSIMPRESSIONS38%(30%;41%;52%)CONVERSION RATE27%(39%;16%;15%)37%(31%;41%;45%)COMMENTS15%(25%;7%;5%)TIME SPENT WITH CONTENTContent syndicationPress release syndication(direct-to-web platforms)Earned mediaSocial me

115、dia(earned)Working with influencersSocial media(paid)Press release distribution Sponsored content(e.g.,advertorials)TakeawaysAbout a third(34%)of our global respondent pool is very much able to gauge the business impact of coverage they receive in specific outlets(though U.S.respondents clearly stru

116、ggle more).Conversely,U.S.professionals far outpace the other regions when it comes to emphasizing direct purchase-related matters when gauging the success of social media strategy.37%29%53%46%36%46%45%34%20%25%14%18%23%18%21%21%12%53%71%13%44%48%56%51%49%43%48%59%26%44%48%44%46%51%38%49%60%20%44%55

117、%20%21%15%20%25%29%7%18%20%14%16%21%20%22%29%7%26%28%16%24%23%18%21%23% x 122024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAgency vs.in-house(Part 1)In the spirit of comparative data,its always enlightening to compare responses between agency and corporate comms leads.On the next two pages,we highl

118、ight some intriguing differences.We presented respondents with eight key functions PR pros work on.Below we highlight the three where there is at least a 10%difference among those who said,“Were using generative AI with at least some regularity.”We provided 13 options and asked respondents to choose

119、 and then rank the four that currently challenge their comms efforts the most.Our team has a dedicated data analyst.Part of the Team?Thinking about your current earned media analytics capabilities,are you able to identify the BUSINESS IMPACT of specific outlets where youve received coverage?(Percent

120、ages below reflect those who said“very much so.”)The Bottom LineEmploying Generative AIDifferent ObstaclesCrisis ControlAgency Securing appropriate budgets:72%Talent recruitment and retention:52%Inability to measure impact effectively:50%Making the case for earned media:38%Corporation Inability to m

121、easure impact effectively:50%Needing better alignment with other internal departments:49%Ability to identify and invest in the best tools for my team:48%Securing appropriate budgets:43%72%78%38%27%14%23%We have the necessary tools to optimally manage crises for our brand/clients.Content creation for

122、 external audiencesCrafting media pitchesWriting press releasesWe are EXCELLENT at responding to existing crises.We are EXCELLENT at preventing crises before they happen.42%AgencyAgencyAgencyAgency63%CorporationCorporationCorporationCorporationAgency19%19%25%14%Corporation37%42%28%31%Takeaway Optima

123、lly proving the business impact of comms efforts is still elusive for many,but that seems even truer for agency practitioners.Takeaway It seems in-house pros are more regularly employing generative AI than their agency counterparts.Takeaway With the broad acceptance that data analysis is table stake

124、s for communications,this is an interesting revelation in terms of how teams are being constructed.Takeaway Agency pros seem more confident in their ability to manage an existing crisis,while in-house pros seem better at predicting a crisis before it happens.Takeaway Securing appropriate budgets is

125、clearly a bigger challenge for x 132024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAgency vs.in-house(Part 1)contd.We asked respondents to rate themselves/their teams based on current ability to effectively perform a dozen key comms tasks.The scale was Excellent/Good/Satisfactory/Below average/Poor.

126、Assuming“Excellent”is the goal as it should be we highlight below the tasks where there was at least a 10%difference between agency and corporate respondents in those who said“Excellent.”Pursuit of ExcellenceArticulate a compelling brand narrative56%33%Evaluate the media strategies of your competiti

127、on/track the competitive landscape30%20%Understand the drivers of brand reputation34%22%Identify and collaborate with“the right”influencers37%24%Identify and collaborate with“the right”journalists22%48%Track and analyze investor sentiment21%9%Takeaway The abilities to articulate a compelling narrati

128、ve and identify/collaborate with“the right”journalists stand out as the biggest discrepancies between the two groups with agency pros communicating greater strengths when it comes to these areas of work.AgencyC x 142024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAgency vs.in-house(Part 2)I AGREE tha

129、t the corporate C-suite at my organization/at my clients organizations has sought the counsel of communications more in the past year than in prior years.Three metrics that are most important in gauging the success of social media strategy.We asked respondents to identify them.Heres what they told u

130、s:We asked respondents to specify the social media platforms that are most valuable to their broader content strategy.We asked respondents to break down how much of their overall media strategy(whether for their own companies or for clients)relies on Paid,Earned,Shared and Owned content.Counsel Soug

131、ht?Social Media SuccessPlatform PreferencesPESO PercentagesWhere You Work25%73%2%100%remote100%remotewith 24%saying STRONGLY AGREEwith 37%saying STRONGLY AGREEHybridHybrid100%in-office100%in-office91%92%AgencyAgencyCorporationCorporation17%48%15%20%27%31%18%24%Agency Click-through rate:61%Shares:48%

132、Conversion rate:42%Corporation Impressions:42%Reach:41%Shares:40%61%50%80%65%69%73%84%67%YouTubeLinkedInFacebookInstagramAgencyPaidEarnedSharedOwnedCorporation Takeaway The same quartet was placed in the top four by agency and corporate respondents.The order,however,differed notably.Facebook still s

133、its atop the list for corporate pros,but its a somewhat distant third to Instagram and LinkedIn among agency respondents.Takeaway In our survey two years ago,87%overall agreed with this statement.This year,92%do.Takeaway Surprisingly,impressions is still the metric chosen most by in-house respondent

134、s.Takeaway While“Hybrid”is by far the most common arrangement,its noteworthy how very few agency pros are in-office full time,far fewer than their corporate counterparts.Takeaway The major focus here is on PAID(which corporate pros rely on much more)and EARNED(which agency pros not only rely on far

135、more,but it accounts for nearly half of their overall media strategy).28%58%14%PaidEarnedSharedOwnedAgencyC x 152024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAgency vs.in-house(Part 2)contd.We focus on budgets here both for the past year and the one ahead.Looking Back and AheadAgencyAgencyCorporat

136、ionCorporation47%52%18%30%25%28%As compared to this time last year,has client spend/your budget increased,decreased or stayed the same?In terms of client spend/your budget,what are you anticipating for 2024?53%50%Client spending with your agency will increaseOur budget will increase20%Our budget wil

137、l decreaseClient spending with your agency will stay the sameOur budget will stay the same11%3%27%27%UnsureUnsureClient spending with your agency will decrease9%Takeaway On all fronts above,there is optimism in terms of client spend/budget for 2024.Stayed the sameStayed the sameIncreasedIncreasedDec

138、reasedD x 162024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookAround the world(Part 1)A global report would not be complete without the inclusion of data that compares how comms and marketing pros from various regions responded to the same questions.Here,we focus on challenges and needs.Inability to m

139、easure impact effectivelySecuring appropriate budgets Needing better alignment with other internal departmentsAbility to identify and invest in the best tools for my teamGLOBALU.S.EUROPEAPAC50%48%47%46%56%60%47%28%46%41%49%61%48%29%42%63%We asked respondents to identify the four factors that current

140、ly challenge their comms efforts the most.We focus here on the four identified as the most challenging by the global respondent pool.We then reveal how those four factors rated in the U.S.,Europe and APAC.Does your team have a dedicated data analyst(s)?Do our respondents have the necessary tools to

141、effectively measure and demonstrate the impact of PR work on their organizations/clients business objectives?The following percentages reflect those who said VERY MUCH SO.Do our respondents have the necessary tools to optimally manage crises for their companies/the brands they work with?The followin

142、g percentages reflect those who said YES.The Biggest ChallengeDealing With DataMeeting the Need?32%16%79%88%GLOBALU.S.EUROPEAPAC25%77%GLOBALGLOBAL16%68%U.S.U.S.EUROPEEUROPE29%83%36%85%APACAPACTakeawaysThe“ability to identify and invest in the best tools for my team”is clearly the biggest challenge i

143、n both Europe and APAC,but it only ranks seventh among U.S.respondents.Meanwhile,securing the appropriate budget is clearly a bigger obstacle among American comms pros than it is for their European and APAC counterparts.Equally glaring is the discrepancy between how few U.S.respondents report having

144、 a dedicated data analyst on their team,while well more than three-quarters of Europe and APAC pros say they x 172024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookBranded social media (in aggregate)Brand websiteDigital advertisingBrand video (in aggregate)65%46%52%57%45%28%40%38%35%43%37%55%54%The fol

145、lowing charts reflect the current use of generative AI tools among our respondents.We asked respondents to identify the four content options that are proving most effective at influencing stakeholder behavior.We focus here on the four identified as the most effective by the Global respondent pool.We

146、 then reveal how those four options rated in the U.S.,Europe and APAC.On Board With Generative AIContent That Causes ActionAround the world(Part 2)The focus below shifts to the use of generative AI tools and sentiments regarding the types of content that most impacts stakeholder behavior.U.S.EuropeA

147、PACGlobal32%24%42%31%33%33%30%43%27%33%21%21%7%9%6%5%1%1%1%40%56%43%TakeawaysU.S.respondents clearly do not use generative AI tools with anywhere near the frequency of their European or APAC counterparts.In terms of the content,there are many common findings in all three regions,including the opinio

148、n that branded social media moves stakeholders to act.However,there are notable differences between the three groups.U.S.respondents were the only ones to place“brand video”among their top four.Meanwhile,in both Europe and APAC,“brand podcast/other audio content”made their top four.In APAC,in fact,i

149、t was the top response(57%).FrequentConsidering starting toexperiment with themInfrequentUnlikely to use themNot sureEvents was in the top four in the U.S.at 45%Brand podcast/other audio content was in the top four in Europe at 41%Brand podcast/other audio content was the top answer in APAC at 57% x

150、 182024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookInability to measure impact effectively:50%(56%46%48%)Securing appropriate budgets:48%(60%41%29%)Needing better alignment with other internal departments:47%(47%49%42%)Ability to identify and invest in the best tools for my team:46%(28%61%63%)Not en

151、ough tools/resources to support my strategy:35%(36%30%39%)Making the case for earned media:31%(28%32%37%)Talent recruitment and retention:29%(34%25%23%)Staying on top of industry trends:27%(30%23%22%)Buy-in from the C-suite:26%(27%24%31%)Not the right tools/resources to support my strategy:22%(19%26

152、%20%)Unsure of quality/trustworthiness of data(re:social media):18%(17%17%14%)The 24/7 chatter about my brand among external sources:14%(14%13%22%)Too many tools/resources to support my strategy:9%(4%14%12%)We presented our respondents with 13 factors and asked them to identify the four that current

153、ly challenge their comms efforts the most.The percentages reflect those who place that challenge among their top four.The ones in bold represent the top four in that region.We presented our respondents with nine activities and asked them to tell us the three that are their biggest priorities.Here we

154、 reveal the top three.The percentages reflect those who place that activity among their top three priorities.To what extent do you agree with this statement:The corporate C-suite at my organization/at my clients organizations has sought the counsel of communications more in the last year than in pri

155、or years.The ChallengesThe PrioritiesHeeding Comms Counsel*The main percentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)All in a days work(Part 1)Each and every day,there are certain challenges and priorities on which communicators focus

156、.Another key daily consideration revolves around comms direct reporting structure.Our study delved deep into all these matters.37%38%32%50%57%63%11%5%5%We asked all non-PR agency respondents to tell us to whom they or the senior-most comms leaders at their organization report.Below we show the perce

157、ntages of organizations in which the senior-most comms leaders report directly to the CEO.Reporting Structure41%GLOBAL45%U.S.EUROPE35%41%APAC Analytics and reporting:52%(57%45%57%)Media outreach/influencer management:47%(56%41%37%)Content creation:45%(56%40%34%)Takeaways The top challenges are somew

158、hat common in all regions,though there are clearly some differences.In terms of priorities,the U.S.and Europe share the same top three.APAC is a bit of an outlier,with“media database management”scoring very high.As far as C-suite access goes,far more of our respondents report directly to the CEO(41%

159、globally)than do to the CMO/head of marketing(25%globally).StronglyagreeAgreeDisagreeStrongly disagree2%0%0%1%7%56%36% x 192024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBook*The main percentages are GLOBAL;the numbers in parentheses indicate what respondents in the U.S.,Europe and APAC had to say)All

160、in a days work(Part 2)Overcoming challenges is part of every communicators daily life.We highlight some of those challenges below.The percentages below reveal how many respondents are struggling with the following content challenges.Please rate your organization/comms team based on its current abili

161、ty to effectively do each of the following.(Note:“Satisfactory,”“Below average”and“poor”are combined because all can agree that any of those choices indicate obvious room for improvement.)We presented our respondents six specific challenges directly related to comms measurement and asked them if the

162、y are experiencing those at present.They had the option to choose as many as possible.Earned MediaMetricsCreating content that is effective at directly facilitating a desired consumer action/behavior:68%(53%;78%;91%)Measuring the impact of earned media in a way that can be easily proved:72%(72%;70%;

163、83%)Determining the optimal channel/platform on which to publish the content:61%(42%;74%;88%)Identifying the best tools to measure most effectively:46%(40%;48%;65%)Continued over-reliance on media impressions:48%(44%;54%;57%)Converting data into actionable insights:48%(49%;48%;46%)Aligning metrics t

164、o revenue or other vital business KPIs:49%(62%;34%;48%)Lack of access to efficient measurement tools:24%(29%;23%;17%)Proving/validating PRs impact to the C-suite:24%(42%;9%;9%)ExcellentGoodSatisfactory/Below average/PoorArticulate a compelling brand narrativeDemonstrate ROI of earned mediaEvaluate t

165、he media strategies of your competition/track the competitive landscapeIdentify an emerging media crisis/Manage a media crisisIdentify and collaborate with “the right”influencers Identify and collaborate with “the right”journalists Identify opportunities to drive business goals via media Leverage di

166、gital tools to perform and optimize comms activitiesRespond in both a timely and appropriate manner to changes in the marketplaceTrack and analyze investor sentimentTrack and analyze public sentimentUnderstand the drivers of brand reputation35%(36%;36%;32%)23%(13%;32%;29%)21%(15%;29%;25%)31%(29%;31%

167、;40%)24%(20%;26%;34%)27%(30%;30%;20%)23%(21%;26%;23%)22%(13%;31%;29%)25%(18%;31%;31%)19%(10%;29%;26%)22%(10%;31%;35%)25%(24%;28%;26%)45%(41%;49%;48%)37%(28%;45%;44%)37%(28%;43%;45%)36%(35%;38%;34%)35%(33%;39%;35%)36%(32%;29%;58%)40%(36%;41%;42%)41%(37%;43%;48%)39%(39%;39%;42%)34%(20%;43%;45%)36%(33%

168、;38%;44%)39%(36%;40%;45%)20%(23%;15%;20%)40%(59%;23%;27%)42%(57%;28%;30%)33%(36%;31%;26%)41%(47%;35%;31%)37%(38%;41%;22%)37%(43%;33%;35%)37%(50%;26%;23%)36%(43%;30%;27%)47%(70%;28%;29%)42%(57%;31%;21%)36%(40%;32%;29%)TakeawaysIts always telling to gauge how communicators are doing with the functions

169、 that are foundational to the job.An extra element of interest is derived by looking at the regions that struggle with certain tasks or have certain tendencies notably more than others.U.S.respondents seem to be challenged more than their European or APAC counterparts with:demonstrating ROI of earne

170、d media;tracking the competitive landscape;leveraging digital tools to perform and optimize comms activities;tracking/analyzing public sentiment;and proving/validating PRs impact to the C-suite.Conversely,on the content creation and distribution side,U.S.respondents are not as challenged as pros in

171、the other regions.American respondents also do not rely on media impressions to the levels their counterparts in Europe and APAC x 202024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookThe difference a year makesBelow we focus on data revealing notable year-on-year changes globally.(All percentages in p

172、arentheses reflect last years responses.)42%said VERY MUCH SO when asked if comms is relying on data and analytics more now than it was at this time last year.(30%said so in our last survey.)36%chose X(recently Twitter)among the social media platforms most valuable to their broader content strategy.

173、(This is a notable dip from 50%who did so last year.)In terms of factors that are challenging communicators the most,the following three saw notable movement from last years report.(Percentages reflect those who chose that option among their top four most challenging.)As to factors that respondents

174、believe CEOs would consider the biggest priority,the following four saw notable movement from last years report.(Percentages reflect those who chose that option among their top four biggest priorities.)How much of your overall media strategy relies on the following factors?Inability to measure impac

175、t effectivelySecuring appropriate budgetsBuy-in from the C-suite50%48%26%(61%)(37%)(36%)(Note:Shared 17%and Owned 25%were exactly the same as last year.)In terms of content options that most effectively influence stakeholder behavior,the following three saw notable movement from last years report.40

176、%(28%)33%(20%)57%(45%)Digital advertisingEventsBranded social media(in aggregate)AS FOR THE OTHER OPTIONS:Brand website:54%(50%)Brand video(in aggregate):37%(37%)Branded podcast/other audio content:29%(28%)Broadcast features:28%(18%)Digital features:26%(11%)Branded blog:26%(27%)Interactive/experient

177、ial content:23%(8%)Press releases:21%(15%)Out-of-home advertising/media:10%(3%)Print features:10%(6%)Print advertising:9%(3%)PaidEarned33%(30%)25%(28%)Building sustainable growth and value for the brand:60%(54%)Ability to respond to changing marketplace dynamics and opportunities in a timely manner:

178、55%(46%)Customer acquisition/engagement:43%(34%)Driving sales/revenue:42%(33%)TakeawaysBased on our respondents perceptions,CEOs have greater expectations this year that the comms function will directly impact the business and bottom line.TakeawaysIts interesting how buy-in from the C-suite seems to

179、 be less of a challenge,but securing budgets has increased in terms of how challenging it is.TakeawaysWhile the movement isnt huge,its still worth noting that EARNED is being relied on more and the difference is directly related to PAID.TakeawaysPerhaps not surprising,but a year further removed from

180、 the heart of the pandemic,EVENTS is certainly gaining prominence in brands efforts to connect with key x 212024 GLOBAL COMMS REPORT ELEVATING&EVOLVINGeBookMETHODOLOGYPRWeek partnered with Cision on this survey,which was sent via email to communica-tions and marcomms professionals in the U.S.,Canada

181、,France,Germany,Sweden,U.K.,Australia,China,Hong Kong and Singapore.Temra Ward Consulting assisted with survey collection in all markets outside the U.S.A total of 427 senior-level professionals,from both agencies and in-house,completed the online survey,conducted by PRWeek,between September 5 and O

182、ctober 12,2023.By gender,the respondent pool is 51%female,49%male.By organization type,59%are from corporations,15%from PR agencies and the rest from nonprofits,government agencies and PR arms from other types of organizations.By title,23%are agency CEO/president/managing partner.CMOs and CCOs compr

183、ise 10%each of the respondent pool.Beyond that,those who took the survey include EVP,SVP,VP,executive director,head,senior director,director,senior manager and manager.Industry verticals among our respondent pool include financial services(13%),tech/internet(12%),healthcare/pharma(10%)and 14 other d

184、ifferent sectors.Results are not weighted and are statistically tested at confidence levels of 90%and 95%.ABOUT CISIONCision is the global leader in consumer and media intelligence,engagement,and commu-nication solutions.We equip PR and corporate communications,marketing,and social me-dia profession

185、als with the tools they need to excel in todays data-driven world.Our deep expertise,exclusive data partnerships,and award-winning products,including CisionOne,Brandwatch,and PR Newswire,enable over 75,000 companies and organizations,includ-ing 84%of the Fortune 500,to see and be seen,understand and

186、 be understood by the audi-ences that matter most to them.ABOUT PRWEEKPRWeek epitomizes the modern business publishing brand,spanning online,print,events,and social media,incorporating a paid-for content strategy and gated website.Launched in November 1998,it is the essential title for PR pros.PRWee

187、k reflects an industry playing a more pivotal role than ever,not only in the marketing strategies of companies,brands,and organizations,but also within boardrooms and in the C-suite.In the transparent world epitomized by social media,corporate reputation is crucial.Executives need timely,authoritati

188、ve,insightful content to navigate this landscape thats where PRWeek comes in.Breaking news,analysis,and opinion fuels PRWeeks content.And the brand extends into the iconic PRWeek Awards,annual conferences,roundtables,webcasts and virtual forums.For more,visit .WELCOME TOA NEW ERA OF STRATEGICCOMMUNI

189、CATIONSFor over 150 years,Cision has been working behind the scenes to help brands and organizations understand,influence,and amplify their stories.Were the industry leader in media monitoring and communications technology.And now were joining forces with the industry leader in authoritive journalis

190、m.Dow Jones has chosen Cision to be its exclusive,long-term provider of content to the PR and corporate communications industry.This move to integrate Dow Jones trusted and authoritative content into Cisions AI-powered media intelligence solutions will fulfill the shared mission to provide the most complete and respected source of information to track the news,trends and conversations needed to manage brand reputation and monitor business-critical topics.One platform.Two industry leaders.Limitless advantage.To learn more,visit