Social Media Impact Study for Associations 2015
KELLENCOMPANY.COM
SOCIAL MEDIA IMPACT STUDY 2015
OFFICES
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Brussels Contact: Dani Kolb, Manager Phone: +32 2 761 16 00 E-mail: dkolb@kellencompany.com
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CONTENTS
About the Report Foreword....................................................................................................................pg 4 About Kellen..............................................................................................................pg 5 Introduction & Methodology.....................................................................................pg 6
Part I: Summary & Key Findings ...................................................................... pg 7 United States..............................................................................................................pg 8 Europe .......................................................................................................................pg 9
Part II: Detailed Survey Results....................................................................... pg 10 United States............................................................................................................pg 11 Europe......................................................................................................................pg 22 Transatlantic Comparison........................................................................................pg 33 China........................................................................................................................pg 34
Part III: Implications & the Future of Social Media......................................... pg 37
Case Studies.................................................................................................... pg 40 Acknowledgements ................................................................................................pg 45
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SOCIAL MEDIA IMPACT STUDY 2015
FOREWORD
Kellen is proud to publish its third global report on the use of social media by associations. We’re excited to share these findings and our thoughts on the potential future impact of social media on associations.
Thanks to 439 organizations in the U.S. and Europe that participated in our survey, we’re able to share with you experiences and insights related to associations’ use of social media. Over the last three years we have seen some significant shifts in how organizations utilize social media. In 2015, organizations are using a greater variety of social media platforms, combining paid, earned and owned tactics, and utilizing measurement and accountability to identify new opportunities and increase member engagement. Overall, organizations are becoming not only smarter in their use of social media but braver. They’re sharing more video content, leveraging Twitter to engage with key opinion leaders, experimenting with crowd sourcing and more. To fully cover the breadth and depth of the survey data, we have broken the results into three parts. • Part I: Summary & Key Findings – We have condensed the most important takeaways from the survey into a single section for easy reference. • Part II: Detailed Survey Results – We offer a closer look at how the survey was structured, qualitative findings and detailed data from each question. Impact reports have been included for the U.S., Europe and China. • Part III: Implications & the Future of Social Media – Finally, we offer our vision for how these findings are impacting organizations like yours. We also offer key recommendations based on the data that will help you increase your return on investment for your social media activities. We’d like to thank our survey partner ComRes as well as the hundreds of association representatives that took the time to complete the survey, participate in one of our focus groups or share their feedback from previous years. Finally, once you’ve taken time to digest the report, I invite you to reach out to us and share your impressions on what these findings mean to your specific organization. Please email us at surveyfeedback@kellencompany.com or call us at +1 212 297 2103 or +32 2 761 16 00. Best wishes, Peter Rush Chairman and Chief Executive Officer, Kellen
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ABOUT KELLEN
Kellen is a global management and communications company serving more than 125 trade associations, professional societies and charitable organizations representing over 10,000 companies and 100,000 professionals worldwide. Our professionals specialize in management, communications, digital strategy, regulatory affairs, meetings and events, and consulting across a diverse range of industries. Founded in 1964 and charter-accredited through the AMC Institute, Kellen has offices in Atlanta, Chicago, Denver, New York City, Washington, D.C., Brussels and Beijing. Our global network extends further, with strategic alliance partners and representative offices in Singapore, Japan, Korea, India and the Middle East. In addition, Kellen belongs to the Worldcom Group, a global network of 110 leading public relations and public affairs agencies operating in over 95 cities across 6 continents. Kellen understands the complexities of associations and the pivotal role communications play. We specialize in developing and implementing strategic communications programs that promote the benefits, defend the issues and protect the integrity of associations and their members. Our staff includes experts in reputation management, digital marketing and social media strategy as well as publicists, journalists, scientists, engineers, registered dieticians, public policy/regulatory experts, graphic designers and web developers. From event marketing to policymaker outreach; from social media strategy to crisis communications and everything in-between; Kellen is a single source for association communications.
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SOCIAL MEDIA IMPACT STUDY 2015
INTRODUCTION & METHODOLOGY
2015 – Social Media Impact Study For the third consecutive year, Kellen partnered with ComRes, an independent market research firm with offices in London and Brussels, to conduct an online survey in Europe and the United States measuring the impact of social media on associations. ComRes fielded the study from February 11, 2015 to March 3, 2015. A total of 439 associations, professional societies and charitable organizations took part, 274 from the United States and 165 from Europe. In addition to the survey, Kellen hosted four focus groups: two in Brussels, one in New York and one in Washington, D.C. Group sizes ranged from six to ten participants. A complete list of focus group attendees can be found at the back of this report. In this third year, several new questions were introduced to the online survey, including the uptake of new photo and video sharing channels, the growing role of paid digital media and when and how organizations are choosing to outsource their programs. A core set of questions remained the same to allow for year-on-year comparisons. Throughout the report you will find a series of insights derived from our correlation analysis and satisfaction crosstab. We have included these findings to highlight statistical relationships relevant to our industry. Case studies have been included to showcase practical examples of organizations successfully integrating social media into their programs and strategic plans in the U.S., Europe and China. At the end of the report, you will find a series of advanced insights identified by Kellen’s social media experts. If you have questions or comments about the report, please contact us at: surveyfeedback@kellencompany.com. All data tables can be found on ComRes’ website: www.comres.co.uk
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PART I
SUMMARY & KEY FINDINGS
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SOCIAL MEDIA IMPACT STUDY 2015
PART I - SUMMARY & KEY FINDINGS
United States • Use of multiplatform social media programs up across the board – The utilization of all social media channels increased in the past year. In particular, the proportion of respondents utilizing Instagram has increased by half (29% in 2015 up from 19% in 2014), with Pinterest and YouTube usage also up – Pinterest increased from 21% to 24% and YouTube from 64% to 73%. The most utilized platforms are still Facebook (93%) and Twitter (91%), both of which grew 2 and 5 percentage points respectively. • Senior communications staff appear to be becoming more adept at social media – Compared with 2014, more U.S. respondents who manage at least some social media content internally reported that their social media is being managed by a communications manager (48% up from 41%). Only 17% reported employing a dedicated social media manager. This finding suggests that associations view social media as part of a larger mix of communications tools necessary to achieve their business objectives. • U.S. associations are allocating a significant amount of time to social media – Almost a quarter (23%) of U.S. respondents say that the dedicated person in their organization spends more than ten hours on social media activity each week, with one in eight (12%) spending over 20 hours. • The vast majority of U.S. associations have specific goals for using social media –The top reasons to use social media included communication and engagement with members/site users and building their organizations’ profiles. Only 1% of those surveyed said that they had no specific reason for using social media. • U.S. associations are still struggling with member recruitment and influence via social media – When asked how effective social media has been for their organization across various functions, member recruitment (45% effective) and influencing key opinion leaders (65% effective) were cited as showing the weakest outcomes. • U.S. associations see building awareness as the most effective use of social media – Comparatively, organizations have high confidence in social media for the functions of building their organizations’ profiles (83%), information gathering (81%) and member communication and engagement (81%). • U.S. associations are behind the curve when it comes to measurement1 – The increase in measurement across respondents was attributable to so-called “vanity metrics” which measure quantity rather than quality of audience. Qualitative measures such as analyzing social media comments and social listening either stayed the same or decreased from 2014.
Suzanne Delzio (January 13, 2015). Research Shows Metrics Marketers Think Matter Most. Social Media Examiner. Retrieved from http://www.socialmediaexaminer.com/researchshows-metrics-marketers-think-matter/
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PART I - SUMMARY & KEY FINDINGS
Europe • Image and video platforms are the fastest growing social channels for European associations – From 2014 to 2015, European organizations expanded their presence on almost all major social media platforms. In 2015, the proportion of organizations on YouTube grew by a third (52% up from 40%) and the number of organizations on Instagram increased seven-fold (7% up from 1%). • European associations spread social media responsibility out across a wider range of communications professional than in the U.S. – While both European and U.S. organizations appear to be moving control of social media from dedicated social media managers to integrated communications professionals, European associations are farther along in this process. In 2015, 56% of European organizations centralize their social media management with communications managers, compared to just 48% in the U.S. • European associations are spending more time with social media – When compared to 2013, the number of EU organizations spending over 10 hours a week on social media has increased by just under a half (13% up from 9%). • Influencing key opinion leaders is the fastest growing social media goal in Europe – Compared to 2014, the proportion of European organizations that used social media to influence key opinion leaders grew 10% in 2015 (54% up from 49%). Other fast growing uses include taking part in the online debate and communicating and engaging with members. • European associations appear to have more targeted goals for paid digital media – Compared to their U.S. counterparts, European organizations used paid digital media on a smaller range of goals. European organizations focused heavily on promoting events (66%) and content (60%) while moving away from using paid media to grow their social media following (14%). • European associations are overall more satisfied with their social media programs than U.S. organizations – Over a series of organizational goals, 79% of European respondents said social media was effective versus 73% of U.S. organizations. The goals against which European organizations felt social media was most effective were building their organization’s profile (91%), information gathering (88%) and communicating and engaging with members (82%).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II
DETAILED SURVEY RESULTS
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PART II: DETAILED SURVEY RESULTS – U.S.
United States Social Media Channels Used Usage of all social media channels by U.S. organizations increased in 2015. While Facebook (93%) and Twitter (91%) remain the most utilized platforms, photo and video sharing channels saw the largest growth. Compared to 2014, the proportion of respondents utilizing Instagram increased by half (29% in 2015 up from 19% in 2014). Pinterest and YouTube usage increased from 21% to 24% and 64% to 73% respectively.
91% | 93% |
86% | 91% |
88% | 88% |
LinkedIn 64% | 73% |
YouTube Blog
47% | 19% | 29% |
21% | 24% |
Pinterest None of the above
2% | 1% |
2014
2015
Base: All Kellen U.S. Contacts (2014 n=98; 2015 n=274). Respondents were asked to select all answers that applied.
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – U.S.
Responsibilities for Managing Social Media Activities U.S. organizations which manage some or all social media internally are most likely to say that their communications manager is responsible for social media program management (48% up from 41% in 2014). Just one in six (17%) reported employing a dedicated social media manager.
41% | 48% |
Communications manager 18% | 17% |
Dedicated social media manager
16% | 15% |
Staff member with departmental responsibility 2% | 4% |
Assistant
21% | 16% |
Other Don’t Know
1% |
2014
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2015
Base: All Kellen U.S. contacts who manage some or all of their social media internally (2014 n=91; 2015 n=269).
PART II: DETAILED SURVEY RESULTS – U.S.
Time Dedicated to Social Media Activities U.S. organizations appear to be more likely to dedicate a large amount of time to social media than in 2014. Almost a quarter (23%) of U.S. respondents say that the dedicated person in their organization spends more than ten hours on social media activity each week. The biggest shift was seen in the number of organizations spending more than 20 hours a week on social media, which increased by half in 2015 (12% up from 8% in 2014).
More than 40 hours per week
2% | 2% | 6% | 10% |
21-40 hours per week
13% | 11% |
11-20 hours per week
23% | 24% |
6-10 hours per week
42% | 45% |
1-5 hours per week 11% | 7% |
Less than one hour per week Don’t Know
24% of professional societies dedicate more than 10 hours per week to social media, compared to just 15% of trade associations.
2% | 1% |
2014
2015
Base: All Kellen U.S. contacts who manage some or all of their social media internally (2014 n=91; 2015 n=269).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – U.S.
Perceived Impact of Social Media Twitter is now considered to be the social media channel that organizations say has the greatest potential for having a negative impact (22%). Conversely, even more (26%) respondents perceive Twitter as having the potential for a positive impact. LinkedIn is seen as having the greatest potential for a positive impact by three in ten organizations (30%), with less than one in ten (8%) perceiving the platform as high-risk.
Pinterest Instagram
16% | 9% | 1% | 20% | 9% |
Blogs YouTube
7% | 11% | 19% | 22% |
22% | 26% |
8% | 30% |
LinkedIn Potential for greatest negative impact Potential for greatest positive impact
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Base: All Kellen U.S. contacts (2015 n=274).
PART II: DETAILED SURVEY RESULTS – U.S.
Outsourcing Social Media The vast majority of U.S. organizations (86%) manage their social media operations internally. A small minority (12%) split responsibilities between an agency and internal staff with an even smaller proportion (2%) completely outsourcing their social media responsibilities. Among those that outsource some of their social media activities (n=39), over a third (36%) outsource their print/digital publications, social network accounts and videos. Social media programs surrounding live events were outsourced the least, at just 5%.
Live events Membership eNewsletters Blogs
5% | 18% | 26% |
Articles
28% |
Webinars/Webcasts
28% |
Reports or research studies
28% |
Videos
36% |
Social network accounts
36% |
Print/digital publications
36% | Base: All Kellen U.S. contacts who outsource some/all aspects of their social media (2015 n=39). Respondents were asked to select all answers that applied. Small base size: results are indicative only.
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – U.S.
Use of Paid Digital Media Advertising
Organizations that said they used social media for digital public relations programs are more likely to invest in paid media advertising. They are also more likely to have blogs, emphasizing the role original content plays in building influence and establishing organizations as thought leaders.
Over one-third of U.S. organizations (36%) say that they use paid digital media advertising, up from 32% in 2014. Among those who do, Google search ads are the most commonly used of the options available (52%). This is followed by banner advertisements and Facebook ads (47% and 46% respectively). The most common reason for organizations to invest in paid digital media is for event promotion (67%). This is followed by content promotion (58%) and driving visitors to their websites (53%).
To promote events
67% |
To promote content
58% |
To attract website visitors
53% |
To grow its social media following
38% |
To promote issues Other
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25% |
5% |
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Base: All who use paid online digital media (2015 n=99). Respondents were asked to select all answers that applied.
PART II: DETAILED SURVEY RESULTS – U.S.
Measurement of Social Media Impact Three in five (62%) respondents said that they measure the impact of their social media efforts, increasing from just over a half (58%) in 2014. This was attributable to an increase in respondents relying on vanity metrics, including the amount of fans and/or followers (93% up from 83% in 2014). Qualitative measures such as analyzing social media comments and social listening remained the same compared to 2014.
83% | 93% |
Amount of followers or fans 68% | 70% |
Response from target audience Analysis of comments made by other social media users Social listening research by an independent company Other 2014
51% | 51% | 15% | 14% | 25% | 10% |
2015
Base: All who measure the impact of their social media efforts (2014 n=53; 2015 n=169).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – U.S.
Reasons to Use Social Media The top reason to use social media continues to be for communication and engagement with members/site users (94%). Building their organizations’ profiles (89%) is also a major reason. Other common uses of social media include recruiting new members (59%), information gathering (49%) and influencing opinion formers (43%).
89% | 94% |
Communications and engagement with members To build your organization’s profile
89% | 65% | 59% |
Recruitment of new members for your organization 46% | 49% |
Information gathering
37% | 43% |
Influencing key opinion formers 22% | 29% |
To take part in the online debate on specific issues
20% | 19% |
Crisis communication We have no specific objective
8% | 1% |
2014
Base: All Kellen U.S. contacts (2014 n=91; 2015 n=274). Respondents were asked to select all answers that applied.
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2015
PART II: DETAILED SURVEY RESULTS – U.S.
Social Media in Achieving Business Objectives U.S. organizations believe that their social media efforts are effective for three of the top four reasons for using social media: building the organization’s profile (83%), information gathering (81%) and communication and engagement with members (81%). Member recruitment (45%) and influencing key opinion leaders (65%) were cited as the least effective functions for social media.
83% | 12% |
To build your organization’s profile Communication and engagement with members and site users
81% | 15% |
Information gathering
81% | 18% | 78% | 19% |
Take part in the online debate
69% | 16% |
Crisis communications
65% | 25% |
Influencing key opinion formers Recruitment of new members
45% | 38% |
Net: Effective Net: Ineffective
Base: All Kellen U.S. contacts who use social media for each purpose (n=51-258).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – U.S.
Impact Report: United States Survey statistics don’t always reveal the entire story. Seeking more insight into the U.S. survey findings, Kellen held two focus groups – one in New York City and one in Washington, D.C. Attendees included those responsible for implementation or oversight of social media initiatives at trade associations, professional societies and researchbased nonprofit organizations.
The fact that more associations are utilizing specific channels and media to address different target audiences shows that the use of social media by associations is maturing.
The primary take-away: there is no “one-approach-works-for-all” and that in itself, is a finding. The fact that more associations are utilizing specific channels and media to address different target audiences shows that the use of social media by associations is maturing. U.S. associations are becoming more strategic and as a result, seeing greater success and satisfaction from their social media efforts.
Use of video increased over the past year and for the first time, we heard focus group attendees saying they use Vimeo in addition to YouTube. Video production quality makes a difference – but not in the way one might think. Organizations hoping to reach younger audiences found out the hard way that slick, high quality videos turned off teens, who would rather watch amateur quality footage shot with a smartphone. Members of trade associations, however, expect and prefer high quality video. The mantra for social media as with any communications tactic, remains to know your audience. Tailored approaches were a recurring theme in the focus groups, with some organizations saying they have different strategies and content for each channel. Others have multiple accounts within each channel such as separate Twitter handles for industry and consumer outreach, or global organizations that need country and/or language specific messaging. Approaches to content also varied among the focus group participants, with the majority using a combination of original and third party content. Only two of the 17 participating organizations say they use 100% original content and much of that was research-based. There was less consistency regarding who within the organizations are permitted to post social content. One organization encourages more than 100 of its staffers to contribute, with each employee set up with access to the accounts. There was strong agreement within the two focus groups that the right individual to carry-out social media within their organization is someone with a balance of digital media skills and subject matter knowledge. Having an affinity for the organization’s mission and understanding its “brand voice” are highly desired.
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PART II: DETAILED SURVEY RESULTS – U.S.
The ability to target digital ads and launch them quickly has led some organizations to conclude that paid digital can be very effective for communicating with policy makers or for issues management.
According to the survey, the use of paid digital media among U.S. associations increased by 13% in 2015 over the previous year (36% up from 32%). Roughly half of those polled use Google search ads, Facebook ads and banner advertising. Similar to the survey respondents, the focus group participants say the top reasons for using digital advertising are to drive website traffic, promote website content, and attract people to events. The ability to target digital ads and launch them quickly has led some organizations to conclude that paid digital can be very effective for communicating with policy makers or for issues management. At least one 501c3 organization was funding paid digital with a Google grant.
Social media use by associations is expanding in new directions that we have yet to formally measure. For example, one organization represented in the focus groups experimented with crowdsourcing on Indiegogo to help fund the production of a documentary for the organization’s upcoming 100th anniversary. The group used a series of video pitches to attract donors and was delighted to come within 83% of its crowdsourcing goal. Kellen’s social media focus group participants have plenty of advice for others. Here are the top five lessons they have learned through their organizations’ social media use: 5. Recognize that some audiences are passive and they just want to receive your content but not comment on it. 4. An organization is better off having fewer channels and doing them well. 3. Know when to interject your organization into the conversation and when to standby. You do not always have to respond to negative posts. Often, your social media community will do that for you. 2. Monitor! Listen! Social media can be an early warning system if your organization is paying attention. 1. And…the #1 take-away…Know your audience. The better your organization understands where and how your audience is consuming content the more successful you will be in achieving your communications goals.
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – EUROPE
Europe Social Media Channels Used From 2014 to 2015, European organizations expanded their presence on almost all major social media platforms. In 2015, the proportion of organizations on YouTube grew by a third (52% up from 40%) and the number of organizations on Instagram increased seven-fold (7% up from 1%).
76% | 77% | 83% |
Twitter 59% | 77% | 76% |
LinkedIn 59% | 57% | 60% |
Facebook 37% | 40% | 52% |
YouTube 33% | 33% | 30% |
Blog Instagram Pinterest None of the above
1% | 7% | 3% | 6% | 6% | 8% | 10% | 2% |
2013
2014
2015
Base: All Kellen EU Contacts (2013 n=123 2014 n=115; 2015 n=165). Respondents were asked to select all answers that applied.
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PART II: DETAILED SURVEY RESULTS – EUROPE
Responsibilities for Managing Social Media Activities The majority (56%) of European organizations centralize the management of social media with communications managers, a tendency that has increased from previous years. In 2015, only 8% of associations employ a dedicated social media manager.
49% | 51% | 56% |
Communications manager 17% | 14% | 18% |
Staff member with departmental responsibility 11% | 10% | 8% |
Dedicated social media manager
8% | 12% | 7% |
Assistant
14% | 8% | 12% |
Other Don’t know
2% | 2% |
2013
2014
2015
Base: All Kellen EU contacts (2013 n=123; 2014 n=115; 2015 n=165).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – EUROPE
Time Dedicated to Social Media Activities European associations are spending more time with social media. When compared to 2013, the number of EU organizations spending over 10 hours a week on social media increased by just under a half (13% up from 9%).
More than 40 hours per week 21-40 hours per week
1% | 1% | 2% | 3% | 4% | 7% | 7% | 8% |
11-20 hours per week
19% | 24% | 18% |
6-10 hours per week
48% | 44% | 52% |
1-5 hours per week 21% | 17% | 13% |
Less than one hour per week
Don’t know
2% | 4% | 4% |
Base: All Kellen EU contacts (2013 n=123; 2014 n=115; 2015 n=165).
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2013
2014
2015
PART II: DETAILED SURVEY RESULTS – EUROPE
Perceived Impact of Social Media Twitter is considered to be the social media platform with the most potential for the greatest negative impact (32%). Conversely, Twitter is also seen as the platform with the most potential for the greatest positive impact (43%), followed by LinkedIn (23%).
32% | 43% |
Twitter 3% | 23% |
25% | 16% |
Facebook 15% | 10% |
Blog YouTube Pinterest Instagram
6% | 7% | 12% | 8% | Potential for greatest negative impact Potential for greatest positive impact
Base: All Kellen EU contacts (2015 n=165).
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – EUROPE
Outsourcing Social Media While the majority of European organizations (85%) manage their social media operations internally, they are more likely to outsource some, but not all, of their activities when compared to U.S. groups (15% compared to 12%). Among those who do utilize an external agency (n=24), almost two in five outsource print or digital publications and videos (38%), followed by live events (29%) and webinars (29%). One in four (25%) outsource their reports or research studies.
Videos
38% |
Print/digital publications
38% |
Live events
29% |
Webinars/webcasts
29% |
Reports or research studies
25% |
Social network accounts
25% |
Articles
21% |
Membership eNewsletters Blogs
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17% | 8% |
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Base: All Kellen EU contacts who outsource some/all aspects of their social media (2015 n=24). Respondents were asked to select all answers that applied. Small base size: results are indicative only.
PART II: DETAILED SURVEY RESULTS – EUROPE
Use of Paid Digital Media Advertising One in five respondents (21%) say that their organization uses paid digital media advertising, increasing by half in 2015. Among those organizations (n=35), banner advertisements are used by a small majority (54%), while Google search ads and Facebook ads are used by at least one in five respondents. Compared to their U.S. counterparts, it appears that European organizations use paid digital media on a smaller range of goals. European organizations focused heavily on promoting events (66%) and content (60%) while shifting away from using paid media to grow their social media following (14% vs. 38% in the U.S.).
To promote events
66% |
To promote content
60% |
To promote issues
31% |
To attract website visitors To grow its social media following Other
29% | 14% | 9% |
Base: All who use paid online digital media (2015 n=35). Respondents were asked to select all answers that applied. Small base size: results are indicative only.
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SOCIAL MEDIA IMPACT STUDY 2015
PART II: DETAILED SURVEY RESULTS – EUROPE
Measurement of Social Media Impact Over half of respondents (53%) say that their organization measures the impact of its social media efforts, increasing from 41% in 2013. Among those that do, the most common metric used is the number of followers or fans (89%).
73% | 89% | 89% |
Amount of followers or fans 53% | 61% | 62% |
Response from target audience
47% | 72% | 43% |
Analysis of comments made by other social media users 14% | 16% | 10% |
Social listening research by an independent company
10% | 13% | 14% |
Other
2013
2014
2015
Base: All who measure the impact of their social media efforts (2013 n=51; 2014 n=61; 2015 n=87). Respondents were asked to select all answers that applied.
Those organizations that measured social media in some way, shape or form reported better outcomes than those that did not. This trend underscores not only the importance of understanding the impact of social media on organizational objectives but also how measurement can lead to better spend through program optimization.
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PART II: DETAILED SURVEY RESULTS – EUROPE
Reasons to Use Social Media While the number one reason European organizations use social media is to build their organization’s profile (86%), the proportion of organizations that use social media to influence key opinion leaders grew by over 10% in 2015. Other fast growing uses of social media include taking part in the online debate (9%) and communicating and engaging with members (5%). As in the U.S., European organizations appear focused in their social media efforts. Only 1% of respondents stated they have no specific objective for using social media.
To build your organization’s profile
86% | 67% | 72% | 76% |
Communication and engagement with members and site users 46% | 49% | 54% |
Influencing key opinion formers through their social media accounts
60% | 60% | 52% |
Information gathering 44% | 43% | 47% |
To take part in the online debate on specific issues 28% | 30% | 28% |
Recruitment of new members for your organization Crisis communication We have no specific objective
11% | 14% | 12% | 12% | 7% | 1% |
2013
2014
2015
Base: All Kellen EU contacts (2013 n=123; 2014 n=115; 2015 n=165). Respondents were asked to select all answers that applied.
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PART II: DETAILED SURVEY RESULTS – EUROPE
Social Media in Achieving Business Objectives 79% of European organizations believe social media is effective in helping them achieve their business objectives versus 73% percent in the U.S. The goals against which European organizations felt social media was most effective were building their organizations’ profiles (91%), information gathering (88%) and communicating and engaging with members (82%). Efforts to recruit new members through social media are considered the least effective.
91% | 6% |
To build your organization’s profile
88% | 8% |
Information gathering
82% | 13% |
Communication and engagement with members
81% | 16% |
Take part in the online debate 68% | 11% |
Crisis communications
63% | 26% |
Influencing key opinion formers 53% | 30% |
Recruitment of new members Net: Effective
Net: Ineffective
Base: All Kellen EU contacts who use social media for each purpose (n=19-142). Small base size: results are indicative only.
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Impact Report: Europe Kellen organized two focus groups with communication executives from European (EU) trade associations based in Brussels. Presented with the 2015 survey findings, participants shed light on how the results aligned with their associations’ experiences with social media. The sessions also explored the challenges, risks and opportunities associated with the growing role of social media within EU organizations.
Positioning and achieving association objectives through social media The primary objective of most EU trade associations is to be recognized by policy makers, policy influencers and stakeholders as the voice of the industry or sector they represent. EU associations now recognize that social media can have a powerful role in amplifying their respective association’s voice and authority. Social media enables an organization to build its profile while also providing EU associations now a channel through which to communicate their positions on issues directly to recognize that social me- policy makers and influencers.
dia can have a powerful role in amplifying their respective association’s voice and authority.
Most associations that participated in Kellen’s Brussels focus groups recognize the value that social media and the specific channels have in helping their organization become a trusted advisor to the EU institutions. The value of social media for associations has been strengthened by greater acceptance from member companies, many of which understand that social media can have a key role in in developing their organization’s profile within their respective industry. Member companies are also recognizing the value of a strong, collective voice for their industry and their association’s ability to put forward a position that members may not. Social media has been integrated into both the communications and business strategies of EU trade associations. A big part of that has been due to the increased use of social media by policy makers, especially in comparison with two years ago. All EU Commissioners are now on Twitter and are actively using the channel to seek information and connect with industry and sector representatives. Becoming or remaining a trusted advisor via social media is no longer as simple as setting up a profile and occasionally re-tweeting an opinion that aligns with your association’s position. EU associations now recognize that producing and sharing quality content results in greater recognition from policy makers who come to recognize their organization as a valuable source of information. By refining their content strategies, EU associations are building credibility and establishing trust with members, within their industries and with policy makers and key opinion leaders. In addition to greater access to policy makers, associations are increasingly following and monitoring competing associations via social media, enabling associations to adjust their strategy, as necessary.
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Channels For the majority of EU trade associations, LinkedIn and Twitter are viewed as the most effective channels. Associations are using Twitter to distribute content, engage communities and reach journalists and media. Associations are also becoming more aware of the risks associated with Twitter and view it is as having the greatest potential to negatively impact their organization. LinkedIn is still frequently used by EU trade associations, especially via its groups that allow for committee or working group discussions. Community building and engagement as well as membership development and outreach are other reasons why associations use LinkedIn. Facebook and YouTube are used for topical or event related purposes.
Measurement It remains difficult for associations to connect tangible results to their increasing investment in social media. Most measurement is done via the basic analytic tools offered by each of the platforms, with nine out of ten organizations who measure the impact (89%) defining success through “vanity metrics” such as the number of followers or fans. Only 10% of EU associations invest in more sophisticated analysis such as social listening. Associations that can tie their interaction with policy makers on social media to business outcomes are less likely to use either of these quantitative metrics.
Trends 1. While attracted by the benefits of building an engaging presence on social media, EU associations are very aware of the risks and have put a number of policies in place to protect their brands. Compared to previous years, almost all associations reported having a crisis plan in place for social media, enabling them to react quickly to an online attack. 2. For the majority of EU associations, increasing numbers of staff are being recruited to support their social media efforts. By implementing social media usage and content policies for their branded accounts, associations are able to maintain brand consistency across channels. 3. Privacy remains an issue for EU associations. Facebook’s privacy terms, while widely understood, have resulted in associations becoming more resistant to using the channel professionally. There is greater uncertainty with regard to Twitter and its privacy policy, which is perceived to be less transparent. 4. In 2014, global mobile usage surpassed desktop for the first time. While considered the future of social media, most EU associations are yet to fully integrate mobile into their communications strategies. Few associations have redesigned their websites with the mobile-user experience in mind. Optimizing content delivery, e-commerce systems and apps are all areas of opportunity for associations. The same is true for mobile advertising and all other forms of digital paid media. While few are currently utilizing this channel, they expect to see an increase in usage (similar to U.S. associations) over the coming years.
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PART II: DETAILED SURVEY RESULTS
Transatlantic Comparisons Crossing the Pond: More Similarities Emerge Unlike previous years, 2015’s social media survey found more similarities than differences between the use of social media by associations in the U.S. and Europe. This trend is evidence of a maturing experience with social media that is producing greater effectiveness, more positive outcomes and an emergence of best practices. More than four in five U.S. and European associations surveyed manage their social media initiatives internally. A small percentage share the responsibility for implementation with an outside agency. When compared to the U.S., European associations (15%) are more likely to outsource some, but not all, of their social media than their U.S. counterparts (12%). More than 70% of U.S. and EU associations polled believed that their social media efforts were effective. They also agreed on what they found to be the most and least effective uses for social media, with building their organizations’ online profiles considered the most effective use of social media and recruiting new members the least successful practice. The use of visual social media platforms such as YouTube and Instagram showed upticks across the board. In the U.S., the proportion of associations utilizing Instagram rose by 53%, with Pinterest and YouTube usage up by 14%. While European associations were initially slower to adopt these channels, over the past year, that’s changed quite a bit. According to our survey, EU association use of YouTube increased by 30% and Instagram increased seven-fold. Paid media placements such as Google ads, sponsored Facebook posts or tweets are also on the rise and we see the U.S. leading the trend. Just over one-third of U.S. associations are promoting their organizations through paid media while only one-fifth of associations in Europe are doing so. Despite this, both regions agree on the top two reasons associations use paid media: 1) to promote events and 2) to promote content. The proportion of associations that said they measure the impact of their social media efforts remained about the same, but the U.S. is more engaged, with almost two-thirds of associations in the U.S. (62%) and just over half in Europe (53%) confirming they actively track their results. The numbers of followers or fans, also known as vanity metrics, universally remains the most common form of measuring social media impact and is used by around nine in ten associations in both the U.S. (93%) and Europe (89%). In Europe, far more than in the U.S., associations are harnessing the power of social media to influence key opinion formers and to take part in online debate about specific issues. The use of social media to influence policy or public opinion are very specific outcomes and this strategic use of social media aligns with our overall finding that associations are much more focused in their objectives. In 2015, only 1% percent of respondents in both regions stated their organization has no specific objective for the use of social media. Experience is a great teacher. As associations use of social media evolves, we are likely to see measurement that ties more closely to the organizations’ business goals increase. This could lead to more selective use of individual social platforms as groups are able to better track the results of their efforts.
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PART II: DETAILED SURVEY RESULTS – CHINA
Impact Report: China As the world’s fastest-growing major economy over the past three decades, China’s internet usage has exploded throughout its vast population. By the end of 2013, China reached 618 million internet users. With an internet penetration rate of 45.8% (compared to 85% is the United States) this number has vast potential for growth.2 According to a survey conducted by McKinsey4, China has the world’s most active environment for social media. Ninety-five percent of internet users have a social media account, compared to 70% in South Korea, 67% in the United States and 30% in Japan. Usage ranges from blogs to social-networking sites to microblogs (e.g. Twitter equivalents) and other online communities.
The estimated number of active social networking users in China is...
650,000,000 That’s twice the population of the USA3
2
The China Internet Information Networking Center (2015). Retrieved from http://www.cnnic.cn
Online Social Media (February 26, 2015). 2015 Chinese Social Media Trends. http://www.onlinesocialmedia. net/20150226/2015-chinese-social-media-trends/
3
McKinsey iConsumer (January, 2013). High influence: China’s social media boom. Retrieved from http://www.mckinseyonmarketingandsales.com/sites/default/files/pdf/McKinsey_iConsumer-compendium_article-8.pdf
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PART II: DETAILED SURVEY RESULTS – CHINA
Social Media in China Like in other parts of the world, social media is growing rapidly in China with users spending an average of 90 minutes per day on social media applications. The volume of social sharing has also increased, growing by 65% in 2014 alone. China’s strict control over internet usage has led to the government blocking access to many western social media websites. With censorship laws prohibiting Chinese consumers from participating in popular western social networks, China created its own platforms with many now boasting user bases of over half a billion (compared to Facebook’s 1.3 billion)5. China’s “home grown” platforms also take into account specific linguistic needs and cultural preferences.
In 2014 the volume of social sharing in China went up by
65%
61%
of Chinese web users
Social media platforms blocked in China include Facebook, Twitter, Instagram and anything related to Google, including Google+, Gmail and YouTube.
or 400 million people in China use mobile devices to access social networks. That’s more than the entire population of South America
By 2017 it is predicted that there will be 745 million Chinese mobile netizens
2017
Mark Chubb (February 26, 2015). 2015 Chinese Social Media Trends. Online Social Media. Retrieved from http://www.onlinesocialmedia.net/20150226/2015-chinese-social-mediatrends/ Digital In Asia (April 9, 2015). A Quick Guide to Social Media in China. Retrieved from http://digitalinasia.com/2015/04/09/a-quick-guide-to-social-media-in-china/
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PART II: DETAILED SURVEY RESULTS – CHINA
Social Media Trends in China 1. Following the flourishing of smartphones, mobile messenger app WeChat has gained phenomenal popularity and now rivals Weibo as a leading marketing platform for local organizations. 2. Video sharing has made its first appearance. Inspired by Vine, the major Chinese players are Sina owned Meipai, Tencent’s 微视 and WeChat’s Sight. 3. LinkedIn is one of the few western platforms that remains unblocked.6
Recommendations for Associations in China • As many international platforms (such as Facebook, Twitter, YouTube) will not be accessible to members and industry partners, assess which Chinese platforms are right for your organization. Any embedded social media content on your website (e.g. Twitter feeds) will be affected in China according to local regulations and limitations. • Consider local servers and China-based hosting for better website accessibility. • Chinese social media platforms offer a diverse set of functionalities and means to interact with audiences. An effective social media strategy will take advantage of the ability to closely interact with followers. If you want to reach a Chinese audience, localize the language of your content, membership programs and promotions. • As you develop your social media strategy, consider the sensitivities and restrictions regarding dispersal of information in China. This will impact the type of content you are able to post. • Work toward building relationships with local vendors and strategic partners. Establishing a Memorandum of Understanding (MoU) or alliance with a Chinese counterpart association or government agency could be the difference between making it or breaking it in China.
Joshua Steimle (January 4, 2015). The State of Social Media in China. ClickZ. Retrieved from http://www.clickz.com/clickz/column/2383850/the-state-of-social-media-in-china
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PART III
IMPLICATIONS & THE FUTURE OF SOCIAL MEDIA
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PART III: IMPLICATIONS & THE FUTURE OF SOCIAL MEDIA
We are equally excited by the survey results as we are about the story the numbers tell and what they foretell for the future of associations. Indeed, we can see from the responses that the state of social media is strong for associations, professional societies and other nonprofit organizations. However, when we examine the relationships between the data and the type of organization, how organizations are using various digital platforms and their motivations, we start to see some clear paths to the future.
Digital & Social Media as Core Organizational Measurements As reflected in the data, the organizations that got the most benefit from their social media programs were also the ones most likely to measure their efforts and learn from the insights.
Together with the advanced insights gathered by social listening tools, social media can now be used to interpret the mood and reaction of entire industries or sectors.
The technology used by social media platforms is evolving, not just for endusers but for organizations themselves. Many, like Twitter, are building native measurements that can be used to measure success. This means measurement data is becoming easier to access and to assess your return on digital investment. Together with the advanced insights gathered by social listening tools, social media can now be used to interpret the mood and reaction of entire industries or sectors. We’re seeing this with many of our Kellen clients. Those that make even small investments into researching and understanding the nature of conversations online reap huge rewards in terms of opinion leader insights and opportunities for future activation.
As more organizations use these kinds of measurements, we see them becoming not just “nice to haves” but insightful tools that can inform strategy at the highest levels of organizational governance.
The Rise of Just-In-Time Opportunities As if on cue, two new live-streaming platforms were introduced as this report was going to print. Tools such as Meerkat (http://meerkatapp.co) and Periscope (http://www.periscope.tv/) are not just cool new toys for first movers, it turns out they are timed perfectly with what we call the “Just-in-Time” advocacy trend with associations. Kellen introduced its audiences to “Just-in-Time” advocacy in our 2015 predictions blog in January (http://kell.in/ yearahead2015). We talked about how organizations are moving from reactive to proactive using social media platforms for rapid response and engagement around key issues. From the data collected through the 2015 survey, we can see that organizations are using issue engagement to build larger organizational footprints online via social media. Though live-streaming has been around for a while, apps like Meerkat and Periscope are bringing just the right accessibility and economies of scale to fulfill a critical need of “Just-in-Time” advocacy.
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At Kellen, we’re excited for this meeting of trends and technology and can see great opportunities for associations. From live-streaming media events to “ask me anything” interviews with industry subject matter experts, we’re eager to see how organizations will use these technologies in their most proactive industry-level communications.
Expanding Reach by Shifting Content Focus from Quantity to Quality Finally, something we heard during our focus group discussions is how important content is to organizations’ digital and social media executions. Although participants were all aware that “content is king” they cited challenges in sourcing enough quality content to make originality a sustainable element of their online profiles. Interestingly, in the survey data we also saw a willingAlthough participants ness to pair content creation with paid support.
were all aware that “content is king” they cited challenges in sourcing enough quality content to make originality a sustainable element of their online profiles.
This presents an opportunity for associations, professional societies and nonprofits to take the pressure off generating content for content’s sake and to focus on enriching content with enough value that it amplifies the paid media expenditure. Particularly with respondents’ affinity for visual elements, we can see organizations repurposing their content in multiple ways to get more out of a single article.
The ability to turn a single, well-written article into three to five pieces of individual content has resulted in a multiplier effect for Kellen’s clients. Rather than simply exposing a single, captive audience to a single article, by repurposing, repositioning and retargeting the content via paid executions, we see an exponentially larger number of shares and posts “going viral.”
Conclusion Kellen’s 2015 Social Media Impact Study is a significant research document against which every association can measure its success in social media. ComRes and the Kellen team poured over hundreds of comments and thousands of data points to compare these insights to what we see going on at the larger, association sector level. We found a momentum in digital and social media executions that in many ways exceeds that of individual footprints for companies or brands. The potential impact for social and digital activations for associations, professional societies and other nonprofits could not be more exciting and we look forward to what the future brings.
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SOCIAL MEDIA IMPACT STUDY 2015
CASE STUDIES
Case Study: The Obesity Society Social Media for Sharing Science-Based Information As the leading professional organization for obesity researchers and clinicians, The Obesity Society (TOS) seeks to improve the science-based understanding of obesity research, treatment and prevention. To combat the rampant weight-loss and obesity misinformation among the public, TOS focused its efforts on sharing science-based information about obesity through its social media channels.
Strategy To better communicate the continually emerging science behind obesity, TOS focused its efforts on establishing a working system to increase the regularity and diversity of posts, shares and overall engagement on three of its most popular social media channels: Facebook, Twitter and LinkedIn. To evaluate the strategy’s success, TOS utilized the social media management software Hootsuite and Twitter-tracking software, Symplur.
Tactics TOS developed a social media calendar of planned “evergreen” posts that would be shared over three-to-four months, updated quarterly. The posts included science-based information on obesity, alongside details on the organization and its annual meeting. TOS integrated a number of additional tactics to share timely, relevant information with audiences. This included sharing science-based obesity news, the development of original content and regular outreach to staff, volunteers and partner organizations encouraging them to provide content. To promote its annual meeting hashtag, #OW2014, TOS integrated the hashtag into the majority of meeting communications, coordinating a pre-meeting Twitter chat with media partner, HealthCentral, and encouraging the use of the hashtag onsite through signage, inserts and two live tweet boards.
Results Between October 2013-2014, TOS’s Facebook likes increased by over 70%, Twitter followers grew by 42% and LinkedIn group participants increased by 57%. Referral traffic to the website from Facebook and Twitter doubled. During the annual meeting, ObesityWeek 2014, #OW2014 impressions reached more than 27 million, resulting from more than 6,000 tweets. A pre-meeting Twitter chat with HealthCentral secured more than 200 participants and trended on Twitter that day. With an active and engaged industry following, TOS has reinforced its position as the leading resource for sciencebased information on obesity treatment and prevention.
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CASE STUDIES
Case Study: The Outdoor Advertising Association of America Social Media for the Largest Outdoor Art Show Ever Conceived The Outdoor Advertising Association of America (OAAA) partnered with the Art Institute of Chicago, the Dallas Museum of Art, the Los Angeles County Museum of Art, the National Gallery of Art, and the Whitney Museum of American Art to bring Art Everywhere to the US. Art Everywhere US exhibited great American art on thousands of out-of-home advertising displays across America. The objective of the campaign was to demonstrate outdoor advertising’s capabilities in a way that created a positive association with the medium among advertisers, elected officials, regulators and the general public.
Strategy Art Everywhere US was officially unveiled in August 2014 at a press event in Times Square. The public was able to vote online for their top art choices. Votes were tallied, and the top 50 pieces of work were featured throughout the campaign. Art Everywhere US utilized Facebook, Twitter, Instagram, Pinterest, and YouTube channels prior to and during the event to attract media attention and promote the campaign.
Tactics Using the hashtag #ArtEverywhereUS, social media users tweeted favorite artworks and shared photos via Instagram, Facebook, Twitter, and other photo sharing platforms. The campaign’s website featured an interactive map, where public photos appeared near Art Everywhere installations. Social media channels were used daily to encourage engagement and conversation, with staff sharing news articles and photos of live installations across the country. A social media contest was also launched, asking Americans to photograph themselves (snap a selfie) with gallery installations across the country and Tweet or Instagram using the hashtag #ArtEverywhereUS.
Results From April 6, 2014 – November 12, 2014, Art Everywhere US gained 5,837 Facebook likes; 1,978 Twitter followers; 1,529 Instagram followers; 303 Pinterest followers; and over 26,000 YouTube video views. The campaign generated more than 50 million social media impressions and more than 1,000 media clips were in print or posted online. In addition, Art Everywhere US created buzz in Congress. U.S. Representatives and Senators posted on social media about art connections to their states. Representatives Billy Long (R-MO) and Steve Cohen (D-TN) published statements in the Congressional Record on June 25 and July 28, respectively, noting local artists represented in the national art show. To date, Art Everywhere US social media channels continue to grow and ignite conversation and have been invaluable in raising awareness of OAAA and its member organizations.
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CASE STUDIES
Case Study: Construction Products Europe Social Media to Engage Membership Construction Products Europe strives to facilitate sustainable competitive growth of the European construction products industry through consensus and dialogue with the European Institutions and societal stakeholders. The association represents the interests of all European construction products manufacturers, from small and medium-sized enterprises to large, multinational companies.
Strategy In 2012, Construction Products Europe underwent a complete rebranding. With a new visual identity, the association looked to social media to help build the organization’s profile and reputation within the industry while also building buy-in among members. The organization began work on a strategy that would not only engage their membership, but also bring awareness to issues affecting the industry.
Tactics To build support of the program with members, the association created a members guide to social media with information on the channels available, associated risks and governance as well as practical advice on how they could set their own social media strategies. After the launch of the guide, the secretariat organized a series of educational sessions for its members on how to effectively use social media in their advocacy programs. The information provided in the sessions was then turned into a report with tips and tricks for those organizations that were unable to attend.
Results Construction Products Europe’s social media guide is available for download on its website. Both members and industry stakeholders use it to guide their own communications strategies. Members now understand and support the association’s increasing investment in social media. By rallying its members, the association’s own advocacy programs have been much more effective, strengthening the association’s position in the industry. The guide continues to be revised to ensure the information remains valuable to members.
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CASE STUDIES
Case Study: European Union Chamber of Commerce in China Social Media to Attract New Members The European Union Chamber of Commerce in China (European Chamber) is recognized by Chinese and European authorities as the unified, independent voice of European business in China. It is a value-driven organization that represents the interests of all types of European companies throughout China. The European Chamber employs social media, together with other communication channels, to increase their authority as one of the primary influencers in China. The organization also uses social media to raise awareness of their work, enhancing their credibility which in turn helps them attract new members.
Strategy The European Chamber joined LinkedIn in 2010 to connect with the foreign business community in China. In late 2011, the organization joined Sina Weibo (the most popular social media platform in China at that time) to reach a Chinese audience. Responding to the rise in popularity of the WeChat platform, the European Chamber created a public WeChat platform in July 2013 and has since focused its efforts on the development of its presence there.
Tactics Despite an increase in the popularity of WeChat in China, Weibo is still the largest social media platform there, fueled by the online presence of cyber celebrities, journalists, economists and large media groups. Some of the leading influencers on Weibo include FT Chinese, the Wall Street Journal, Caixin and Sina Finance. The European Chamber’s press releases and commentary are frequently picked up by these influencers, resulting in their messages being shared thousands of times by followers. This has proven to be an extremely effective way to build awareness around the Chamber’s programs, as well as credibility within the China market. On mobile messenger app WeChat, shared messages are seen as personal endorsements and result in far greater engagement than mass media platforms like Weibo. The European Chamber uses WeChat to send updates on upcoming events, EURObiz articles, press releases, lobby actions and holiday wishes. The Chamber’s WeChat account is linked to different sections of the website, making it easy for followers to access content from mobile devices and share with friends. LinkedIn is still used to target foreign employees working in China. The European Chamber posts on average, one to two items per day, including upcoming events, EURObiz articles and press releases.
Results From January 2014 to the end of February 2015, the European Chamber’s LinkedIn followers (both on the company and group page) grew by 46% to over 8,200 followers, making the European Chamber the number one chamber of commerce page on LinkedIn. Over the same time period, Weibo followers grew by 48% to over 4,500, and WeChat followers increased five-fold to 1,800. With a focus on high quality content, the organization continues to build its influence in China and attract new audiences.
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CASE STUDIES
Case Study: Drug Information Association Social Media as a Professional Resource The Drug Information Association (DIA) utilizes the global reach of social media to spread information on life-saving medicines and health care technologies around the world. The DIA supports its members’ career needs by providing access to a global forum of information exchange and has grown into an internationally renowned organization for professionals working in the pharmaceutical and medical product development fields.
Strategy DIA focused its efforts on social media to promote its educational program and support its mission. The DIA established a blog, WeChat and LinkedIn profiles to provide opportunities for the association to promote its professional resources, academic meetings, webinars, e-learning and training programs throughout the world.
Tactics Social media content is delivered in attractive, digestible pieces to maximize its shareability among the local Chinese audience. Delivering high quality content establishes DIA as a premier knowledge resource for academic exchange around the world. More than 30 DIA online communities (formerly SIACs) provide members-only access to global, discipline-specific networks. The professional exchange of information and best practices through these trusted members-only networks have become a valuable resource to DIA members. In addition, the social channels offer the opportunity to network with regulatory, academic, and industry professionals as well as patient representatives from around the world.
Results Social media is allowing DIA members to quickly and easily connect with peers on a global scale. DIA’s LinkedIn group now has more than 30,000 members. Representing all facets of the discovery, development, and life cycle management of pharmaceuticals, medical devices, and related products, DIA’s membership has grown to over 18,000.
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ACKNOWLEDGEMENTS
We would like to thank the individuals who took the time to participate in one of our focus groups: Beijing Rui Gao, Marketing Coordinator, European Union Chamber of Commerce in China Fei Xie, Technical Specialist, Drug Information Association
Brussels Abby Bailey, Marketing and Communications Director, EDANA Daphné Charleton, Communications Manager, Foratom Elizabeth Hartman, Communications Officer, AmCham EU Wouter Lox, Managing Director, EuSalt Florence Ranson, Communications Director, FoodDrinkEurope Christophe Sykes, Director General, Construction Products Europe Cynthia Wee, Communications Manager, PostEurop
New York Andréa Basora, Executive Vice President, Insurance Information Institute
Jean-Claude Darné, Manager, Communications, International Trademark Association Duke Fanelli, Executive Vice President & CMO, Association of National Advertisers Kinya Harte, Manager, Digital Communications, Lymphoma Research Foundation Judi Huck, Communications Specialist, National Association of Pediatric Nurse Practitioners Aimée Ricca, Marketing & Communications Director, Society of Motion Picture & Television Engineers Sabrina Valvo, Director of Communications, Ovarian Cancer Research Fund Rory Williams, Director of Communications and Marketing, American Thoracic Society
Washington, D.C. Sara Bloom Leeds, Communications, American Society of Nephrology
Andrew Duncan, Director, Member Relations & Administration National Hospice and Palliative Care Organization Erica Glotfelty, Communications & Website Manager, Outdoor Advertising Association of America Matthew Haller, SVP, Media Relations & Public Affairs, International Franchise Association Kelsey Heinze, Member Engagement & Social Media Manager, The Gerontological Society of America Derede McAlpin, Vice President & Chief Communications Officer, Association of Corporate Counsel Jane Myers, Communications Manager, Association of Corporate Counsel Gigi Thompson Jarvis, Senior Director, Communications & Marketing, National Association of Enrolled Agents Karen Yoho, Senior Director, Marketing & Member Services, National Association for Gifted Children
Joseph Cephas, Editor-In-Chief, Insights Magazine - Independent Electrical Contractors, Inc.
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ACKNOWLEDGEMENTS
About the Authors Steven Basart, Manager, China, joined Kellen in 2006 overseeing the company’s China operations. Steven is highly experienced in developing China-entry strategies, overseeing local operations and developing relations with counterpart organizations. He also assists U.S. and EU associations in developing China-focused marketing strategies. Steven is fluent in written and spoken Chinese, Dutch and English. Joan Cear, Senior Vice President, Communications develops and oversees the implementation of integrated marketing, communications and public affairs programs for associations, not-for-profit organizations and corporate clients. This includes proactive initiatives designed to support clients’ strategic goals as well as issues management and crisis communications programs. A former journalist, Joan has 25 years of public relations experience and has served on the boards of several nonprofit organizations. Jared Degnan, Director of Digital Strategy, guides digital strategy and measurement insights for Kellen clients. Jared brings several years of experience in marketing analysis, strategy and online brand development with a focus on building digital and social media engagement. In addition to his work with associations, Jared has helped brands such as Kraft Foods, Vespa USA, MetLife, Intel, The Ritz-Carlton Company and Porsche Cars North America understand, expand and protect their online brand footprints. Nele Devolder, Manager External Relations, develops and oversees the implementation of strategic communications programs, business development programs and strategic advice plans for European and international associations looking to broaden their reach. Nele has over 16 years of experience in the management of European and international trade associations and professional societies. Dani Kolb, Manager, represents Kellen association clients across a diverse range of industries. Dani works with association clients to define their overall communication strategies and implement activity. Dani has over 12 years of experience working in advocacy and communications for European and international associations. Dani currently services as Chair of the American Society of Association Executives’ International Section Council. Anna Maltabarow, Marketing Manager, drives Kellen’s global marketing initiatives. Based out of New York, Anna oversees the company’s strategic outreach to audiences in the U.S. and Europe. Educated in Sydney, Australia, Anna spent three years in London with United Business Media, one of the UK’s largest events led marketing agencies, before joining Kellen.
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ACKNOWLEDGEMENTS
About ComRes ComRes is a leading research consultancy with a specialty in conducting corporate reputation, public policy and communications research. ComRes offers bespoke quantitative and qualitative research among policy makers and opinion formers, as well as research among professionals and the public in individual countries. Clients include high profile corporate companies, charities, trade associations, NGOs, international organizations and national governments. ComRes opinion research is used by clients to shed light on the reputation of individual organizations and industries as well as to understand the opinion landscape on key policy issues of interest to the client, informing strategies and changing behavior. Our research also defines debates: we often provide the content for events and publications which demonstrate an understanding of opinion among key stakeholders, and are a respected voice within the industry. ComRes also operates the largest and most regular omnibus surveys in the UK and in Europe – such as the EU Influencers omnibus survey, which includes MEPs, staff from EU institutions and key opinion formers within Brussels. ComRes follows the ICC/ESOMAR Code on Market and Social Research.
Contact us ComRes Brussels Rond Point Schuman 6 Box 5 1040 Brussels T +32 (0)2 234 63 82 F +32 (0)2 234 79 11 info@comres.eu.com
ComRes London Four Millbank London SW1P 3JA T +44 (0)20 7871 8660 F +44 (0)20 7799 2391 info@comres.co.uk
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