Management tools for corporate communications: Relevance, benefits and experiences. Results of an empirical study in communication departments.

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Management tools for corporate communications –
Relevance, benefits and experiences
Results of an empirical study in communication departments w October 2018

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Imprint
Publisher:
University of Leipzig
Institute for Communication and Media Studies
Chair of Strategic Communication
Burgstrasse 21, 04103 Leipzig, Germany
LAUTENBACH SASS
Management Consultancy for Communications
Schleusenstraße 15-17, 60327 Frankfurt am Main, Germany
Citation:
Zerfass, A., Volk, S. C., Lautenbach, C., & Jakubowitz, M. (2018). Management tools for corporate
communications: Relevance, benefits and experiences. Results of an empirical study in communication
departments. Leipzig, Frankfurt am Main: University of Leipzig / Lautenbach Sass.
© 2018 by the authors. All rights reserved. This report is available for download at http://bit.ly/tools-cc, http://www.communicationmanagement.de and
www.lautenbachsass.de. The German version of this report is available at http://bit.ly/tools-uk. Publishing and uploading this document elsewhere is
prohibited. The use of graphics and statements from this report is permitted if the source is quoted in full (see above) and the following reference is
made directly below each illustration. “Source: Zerfass, Volk, Lautenbach & Jakubowitz, 2018; http://bit.ly/tools-cc”.
Images: https://barnimages.com (p. 1), https://www.pexels.com (p. 22).
Management tools for corporate communications I Study report

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Preface
Today, strategic communication is a key success factor
for corporate management. However, in contrast to other
professions, communicators do not yet have a repertoire
of established procedures for carrying out their tasks.
This makes it difficult for different functions, colleagues
and service providers to work together. All too often the
wheel is reinvented again and again. Therefore, board
members, executives and internal business partners
might get the impression that communication can be
carried out ad hoc without a specific body of knowledge.
Management tools set a counterpoint. They provide
orientation and make everyday work easier by enabling
practitioners to perform frequently occurring tasks in a
uniform, routinized and comprehensible manner.
Such tools are widely used in business management and
management consulting. But what about corporate
communications? To what extent do communicators use
tools for analysing, planning, implementing and
evaluating communication activities?
We wanted to shed some light on these questions
and conducted the world's first study on the use of
management tools in strategic communication. To this
end, we interviewed chief communication officers and
communication managers with responsibility for strategy,
steering or controlling in leading German companies.
The results show that there is still room for improvement
in the use of management tools in corporate communi-
cations. In addition to classic, more operational PR tools,
more established management tools should be adapted.
A toolbox tailored to your own needs is essential for the
further development of the communications department –
and for being recognized as a trusted partner by top
management.
We would like to thank everyone who took part in the
survey. Many thanks also to the German Public Relations
Association (DPRG) for supporting the study.
Prof. Dr. Ansgar Zerfass Christoph Lautenbach
Sophia Charlotte Volk Melanie Jakubowitz

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01 Introduction: Management tools in
business and communications 05 Tools in different management stages
02 Research design and methods 06 Factors influencing the use of
management tools
03 Relevance, knowledge and experiences 07 Conclusions and call to action
04 Familiarity, diffusion and satisfaction 08 Literature and additional information /
About the authors
Inhalt

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Introduction: Management tools
in business and communications
01

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Companies and their communication departments face
many challenges today, ranging from the digital
transformation and constant change to increasing
complexity. In order to cope with more and more tasks
with limited resources, clear orientation, agile structures
and goal-oriented processes are necessary.
Communication managers must set the right course.
Management tools as drivers of excellence
Management tools in the sense of standardized thinking
tools and procedures for the analysis, planning,
implementation and evaluation of recurring tasks are an
aspect of excellence (Tench et al., 2017) that has so far
hardly been discussed in corporate communications.
Tools are common in many areas of business
management. This applies not only to operational aspects
such as project plans or quality controls, but also to
strategic decisions and complex issues. Management
consultancies such as McKinsey, Bain and BCG have
always relied on management tools that are recognized
by board members and executives when analysing
markets, technologies and business processes. This
ensures efficiency and effectiveness, and also fosters
acceptance by internal business partners and other
stakeholders.
But what role do management tools play in
communications? What are the best known procedures,
what is frequently used, what about satisfaction with the
most important tools? This is unknown until now; there is
a worldwide lack of knowledge on this subject. This study
closes this gap. It provides a first insight into the practice
of German companies and shows possible courses of
action.
Tools in strategic management
In management research, training and consulting, there
has long been an intensive debate about the benefits and
limitations of strategy tools. Well-known examples are the
industry analysis (Five Forces) by Porter (1980) and the
Balanced Scorecard by Kaplan and Norton (1996).
These are frameworks that make complex contexts
understandable and create a basis for discussion by
mapping relevant elements, variables and influencing
factors for specific problems. This enables practitioners to
work on targeted solutions. Such frameworks are to be
distinguished from theories that explain terms and
connections, as well as from models that show
empirically measurable effects (Ostrom, 2009, p. 414).
The comparatively high popularity and acceptance of
management research is often attributed to the fact that
it has succeeded in developing such tools, communica-
ting them in a practical manner, spreading them widely at
universities and in executive training and implementing
them in practice through strategy consulting under a
uniform name (Jarzabkowski et al., 2010, 2013).
Introduction

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In the business discipline, textbooks and anthologies
describing the most popular tools (e.g. Burtonshaw-Gunn,
2008; Schawel & Billing, 2018) are as widespread as
studies on the use and acceptance of tools (Rigby, 2001;
Rigby & Bilodeau, 2018).
Empirical evidence shows that management tools are
widely used (Jarzabkowski & Kaplan, 2015). Everyone
who has ever dealt with strategy knows the best-known
concepts – this fosters trust and facilitates cooperation.
Backlog in corporate communications
The knowledge in the area of strategic communication
has not yet been distributed in a comparable manner.
Apart from the widely used SWOT analysis, there are
only a few tools in the literature that are repeatedly
mentioned and linked to concrete concepts (e.g. the
RepTrak for reputation measurement or the brand
steering wheel). Systematic descriptions of tools are
scarce. When they exist, they usually focus on sub-areas
such as press relations or social media (Reineke &
Pfeffer, 2000; Pfannenberg & Schmalstieg, 2015).
A toolbox for strategic communication management as
an overview of established concepts from management,
marketing and PR as well as newly developed
management frameworks was only recently developed in
a research project (Volk et al., 2017). A description of the
most important tools for communicators will be published
in the near future (Zerfass & Volk, 2019). So far, the
discussion has not even started internationally.
Practical experiences
Experiences of management consultants for communica-
tion show that the systematic documentation and training
of tools is scarce in communication departments.
Standards are just as rare as the adaption of scientifically
based concepts. Employees often use self-developed
templates and procedures, so that neither learning curves
are used nor acceptance by (internal) clients is created.
Only a few companies, such as Deutsche Telekom, GIZ
and Munich Airport, have documented and further
developed key processes – and they have had positive
experiences throughout.
Introduction
Examples: Practice-oriented descriptions of management tools (Rigby, 2017);
industry analysis by Porter (2010, p. 4)

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In contrast to management consultancies, only a few
communication agencies have a repertoire of proven
management tools that can be used in projects with
clients. Here, the experience is consistently positive as
well – those who apply established concepts will reach
their goals faster and better.
Communication management tools: a definition
Communication management tools can be defined as
methods, procedures, standard processes and frame-
works (thinking tools) for the analysis, planning, imple-
mentation and evaluation of communication activities
in organisations, and for steering those processes.
They are implemented according to a uniform scheme
and can be used in a wide variety of situations. This
terminology is based on the established understanding of
tools in strategic management.
This understanding of tools therefore does not include
technical platforms and software solutions such as
editorial systems, databases, chatbots, social intranets,
etc. These are also important, but do not primarily
concern management tasks.
In this context, corporate communications refers to all
managed communication processes (messaging and
listening) with which a contribution is made to the defi-
nition and fulfilment of tasks in profit-oriented business
entities, and which in particular serve to coordinate
actions and clarify interests within the organisation
(internal communications), on markets (market communi-
cations) and in the socio-political sphere (public relations)
(Zerfass, 2014). Communication management steers
these activities and should be aligned with overarching
corporate goals and act upon the maxims of strategic
communication (Zerfass et al., 2018).
Introduction
Toolbox Strategic Communication Management (Volk et al., 2017, p. 38-39)

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Research design and methods
02

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Objectives and starting point
The aim of this study is to gain an initial empirical insight
into the relevance and assessment of management tools
in the practice of corporate communications. The
research is explorative and descriptive, since there are
no findings on the subject beyond the descriptions of
individual cases to date. It is therefore not possible to
formulate and test hypotheses.
Research questions
The study asks for the understanding and knowledge,
fundamental assessments and the perceived added value
of management tools for communications on the
individual level of communication professionals (RQ1).
On the level of communication departments, general
patterns of practice as well as the use of and satisfaction
with key tools for analysis, planning, implementation and
evaluation are explored (RQ2). Finally, the study checked
whether the identified characteristics are influenced by
characteristics of the respective person, department or
organisation (RQ3).
Design and survey method
Based on an interdisciplinary literature analysis, an online
questionnaire with a total of 30 questions was created.
Five-pole Likert scales as well as single and multiple
selection questions were used. Some questions were
only asked depending on previous answers (filters).
The questionnaire was programmed with Questback's
EFS survey tool and made available for various devices
(computer, tablet, smartphone). Functionality and
comprehensibility were checked during a pre-test with
15 communicators and subsequently optimized.
Population and sample
For the study, an elite sample of communication mana-
gers in German companies with dedicated responsibility
for strategy, steering or controlling of corporate communi-
cations was surveyed. The basis was a address list of
383 chief communication officers (CCOs) and managers
responsible for strategy and controlling of communica-
tions in large German companies, which was compiled
by the researchers. Personal invitations werde sent via
e-mail. In addition, the German Public Relations Asso-
ciation (DPRG) announced the study. The survey was
online from April 25 to June 5, 2018. For this report, only
fully completed questionnaires by communication mana-
gers meeting the above criteria were evaluated. This
resulted in 125 respondents (32.6% of the original list).
Data analysis
The data were analysed with descriptive and analytical
statistical methods using IBM SPSS software.
Correlations are only shown in this report if they are
statistically significant.

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Tools
Knowledge Assessment Added value
• General
understanding
• General knowledge
through academic
studies or further
education
• General knowledge
through professional
experience
• Knowledge of
selected tools for
analysis, planning,
implementation and
evaluation
• Importance for
communications
• Competences of
communicators
• Structured problem
recognition
• Routinized problem
solving
• Simplification of
complex problems
• Acceleration of
decision making
processes
• Efficient solution
finding
Use Application Satisfaction
• Systematic
documentation
• Competent appli-
cation by communi-
cation employees
• Increased intensity
of use
• Use of selected tools
for analysis, planning,
implementation and
evaluation
• Frequency of use
of the tools applied
• Degree of satisfaction
with the tools used
Online survey about the knowledge, use and assessment of management tools in
corporate communications
Person
Demographics Education Position
• Age
• Gender
• Academic degree
(level)
• Degree in business
or economics
• Management trainings
• Hierarchy level
• Responsibility for
strategy and steering
• Job experience in
communciations
• Job experience in
consulting
• Responsibility for
management tools
Organisation
Size Leadership Comms Dept.
• Total annual revenue
or total assets
• Degree of support for
the use of tools by top
management
• Headcount
• Previous assessment
by management
consultants
External factors
• Environmental uncertainty
• Complexity of communication tasks

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n = 125 communication managers in charge of strategy, steering or control in Germany who have completed the entire questionnaire. Questions: What is your position? In your
position, do you have responsibility for strategy, steering or control of the communications department? How old are you? How many years of professional experience do you have
in the communications industry? Did you study business or economics? Did you attend management trainings? Did you work as a consultant in your previous professional life?
Sample characteristics
Communication managers in German companies in charge of strategy, steering or control125
Overall heads of
communication (CCOs)41%
Department, area
or team leaders46%
Communication
specialists13%
Male68%
Age (years)Ø47
> 16 years of
job experience72%
Academic background
with management content36%
Further education in
management87%
Formerly working in
a consultancy38%

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Management tools explored in the study
PlanningAnalysis
Evaluation Implementation
Analysis tools
§ SWOT analysis
§ Benchmarking
§ Stakeholder map
§ Process analysis
§ Persona analysis
§ Budget analysis / Financial
Decomposition
§ Scenario technique & forecasting
§ Communication touchpoint
analysis
Evaluation tools
§ Big data and
social media analytics
§ Communication dashboard
§ Sentiment tracking
§ Communication reports
§ Media response analysis
§ Communication scorecards
§ Reputation analysis
§ Brand assessment
Planning tools
§ Topic planning
§ Budget planning
§ Reputation management
§ Outsourcing /
Make-or-buy decision
§ House of communication
targets
§ Positioning matrix
§ Brand steering wheel
§ Mission statement
Implementation tools
§ Editorial plan
§ Communication briefing
§ Communication checklist
§ Communication scrum
§ Portfolio of instruments
§ Topics pyramid
§ Target radar
§ Flow charts and swim lanes

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Relevance, knowledge
and experiences
03

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Parameters for communication
A clear majority of the communication managers
surveyed observe that their organisation operates in an
increasingly turbulent environment (79.2%). The constant
change is even more evident at the level of communica-
tion tasks. 92.3 percent confirm that these are becoming
increasingly complex: this is not the case in only very few
companies (5.1%).
Importance of tools in practice
Communication management tools help to capture and
structure complex challenges. So it is not surprising that
the relevance of tools has increased recently. 72.1
percent of the communciation leaders stated that
communication management tools are used more
intensively in their company today than five years ago.
Irrespective of this, nine out of ten respondents (91.2%)
demand that tools should be part of the professional
knowledge and skills set of communicators. From a
practical point of view, it makes sense to deal with this
topic in any case.
Basic understanding and knowledge gaps
However, the empirical results reveal a clear uncertainty
when defining and discussing communication manage-
ment tools. The conceptual understanding of the
interviewees does not always coincide with the general
management discourse. A majority postulates that
methods (85.6% approval; e.g. stakeholder or media
analyses) or procedures and standardized processes
(e.g. for communication planning; 76.8%) can be
understood as tools. Only one in two (52.8%) knows that
the term also includes thinking tools (e.g. for situation
analyses). Instead, databases (e.g. for journalists),
software systems (for project management), platforms,
channels and apps (instagram, websites) or measures
(e.g. news letters) are often considered as tools. One
reason for this more operational understanding of the
term is probably the fact that only a quarter of the
respondents were confronted with management tools
during their academic studies or further education. For
practitioners, the topic has so far become more or less
randomly accessible – if at all – in everyday working life.
Practical experience and added value
Only four out of ten companies state that those working in
the communications department are able to use tools
competently (39.5%). The proportion of departments in
which tools are systematically documented is a bit higher
(41.9%). There is a lot to do – especially because the
added value of such frameworks and processes is clearly
recognised. From the respondents' point of view, the
structured recognition (79.0%) and routinised processing
(79.0%) of problems are particularly supported. More
than two-thirds also mention the efficiency of finding
solutions and the simplification of complexity as positive
effects of tool usage.
Relevance, knowledge and experiences

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Increasing complexity of communications leads to a growing
importance of tools; know-how in this area is indispensable
n ≤ 125 communications managers in charge of strategy, steering or control in Germany in Germany. Questions: If you think about the topic in general, to what extent do you agree
with the following statements? When you think about your department, how do you agree with the following statements? | Agreement on a scale from 1 (disagree fully) to 5 (fully
agree). Percentages show answers with scale points 4 and 5 (agree/fully agree).
Our communication tasks are becoming increasingly complex92.3%
Tools will gain in importance due to growing and more complex tasks88.0%
Tools should be part of the knowledge and skills of communicators91.2%
Communication management tools are used more intensively today than five years ago72.1%
↪

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Correct understanding
(going along with the business discourse)
52.8%
76.8%
85.6%
Thinking tools
Procedures and
standard processes
Methods
Mentions in %
Different understanding
31.2%
47.2%
61.6%
64.8%
Activities
Platforms, channels
and apps
Software systems
Databases
Mentions in %
Not all communication leaders have a clear picture of
communication management tools
n = 125 communication managers in charge of strategy, steering or control in Germany. Question: There are many different definitions and understandings of communication
management tools. What do you mean by that? In my understanding, tools for communication management ... | Percentages show agreement with individual statements.
Multiple answers possible.

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n = 125 communication managers in charge of strategy, steering or control in Germany. Questions: If you think about the topic in general, to what extent do you agree with the
following statements? Communication management tools ... When you think of your department, how far do you agree with the following statements? | Agreement on a scale from
1 (fully disagree) to 5 (fully agree). Percentages show answers with scale points 4 and 5 (agree/fully agree).
Communication management tools in practice
Knowledge, skills and documentation of management tools are
lagging behind
39.5%
41.9%
63.2%
25.6%
The staff in our department can use tools
competently
In our department tools are systematically
documented
I learned about tools in detail during the course of
my professional practice
I learned about tools in detail in my studies or in
further education
Agreement in %

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n ≤ 125 communication managers in charge of strategy, steering or control in Germany. Question: If you are thinking specifically about the use of communication management tools
in your daily work, to what extent do you agree with the following statements? I Agreement on a scale from 1 (fully disagree) to 5 (fully agree). Percentages show answers with
scale points 4 and 5 (agree/fully agree).
Added value of tools in the daily work of communication managers
79.0% 79.0%
69.4%
62.6%
68.5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Management tools help to identify, simplify and solve problems
… enable a
routinized
processing of
problems
… help to simplify
complex problems … help to
accelerate
decision-making
processes
… enable
efficient solution
finding
... facilitate a
structured
recognition of
problems
Communication management tools

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Familiarity, diffusion
and satisfaction
04

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The study reveals which tools have already been used in
the communication departments surveyed and – if this is
the case – the frequency of use and satisfaction. In the
case of the tools not used, it was also clarified whether
the respondents had any knowledge about them at all.
In total, 32 established tools in all stages of the
communication management process (analysis, planning,
implementation, evaluation) were examined (see p. 13).
Spectrum of management tools used
A first descriptive insight is that an average company has
already used 21 of the 32 tools presented. This means
that a broad repertoire of established thinking tools and
methods is available in practice, even if they are not
systematically documented or reflected upon.
Frequently used procedures
Tools for the operational planning and implementation of
communication enjoy the greatest awareness and
spread. These are often easy to use, but not
standardized in the industry. In German communication
departments, topic and budget planning as well as
editorial plans and communication checklists are
widespread (used by 88% to 94% of companies in the
sample). The top ten most widely used tools include only
two analysis tools: SWOT analysis (90.4%) and
benchmarking (84.8%). Of the evaluation tools, only one
method – media response analysis – is used in a very
large number of companies (92.8%).
Low profile tools
The ranking of the least known communication
management tools is led by the communication
touchpoint analysis. More than a quarter of the
communication leaders surveyed (28.0%) are unfamiliar
with this popular method known from marketing
communications. There are also knowledge gaps in
implementation tools such as the communication scrum,
flow diagrams, target radar, and the topics pyramid.
Most popular communication management tools
The 12 most important tools for communication
management were identified on the basis of satisfaction
with the practical application. It turns out that some
methods are among the favourites that are less frequently
used, e.g. reputation analysis, mission statements or
touchpoint analysis. It is evident that more complex tools
with a high strategic impact can achieve a lot. Overall,
however, the comparison of commitment and satisfaction
shows that traditional and simple tools have been at the
forefront of communication departments up to now.
Familiarity, diffusion and satisfaction

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n = 125 communication managers in charge of strategy, steering or control in German companies. Question: Which of the following analysis tools / planning tools / implementation
tools / evaluation tools have already been used in your department? Answer options: (1) "don't know this tool", (2) “has been used here", (3) “has never been used here", (4) "don't
know whether it has been used here“ | Figure shows the mean based on all 32 tools with positive answers for (2) “has been used here".
Communication departments use a variety of management tools
Use of tools (average number)
21
… of 32 tools
(on average)
have already been
used by the
companies surveyed
Ø
“If the only tool
you have is a
hammer, (it is
tempting) to treat
everything as if it
were a nail.“
(Maslow, 1966, p. 15)

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know whether it has been used here“ | Percentages show answers with (1) "don't know this tool".
"The Classics" – most widely used communication management tools
81.6%
81.6%
84.0%
84.8%
88.0%
90.4%
92.0%
92.8%
94.4%
94.4%
Planning/implementation tools are most frequently used;
but there are few established methods for evaluation
1
2
3
4
5
6
7
8
9
10
Editorial plan
Topic planning
Media response analysis
Budget planning
SWOT analysis
Communication checklist
Benchmarking
Communication briefing
Mission statement
Portfolio of instruments
Analysis tool
Planning tool
Implementation tool
Evaluation tool

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know whether it has been used here“ | Percentages show answers with (1) "don't know this tool".
"The Unknown" – least known communication management tools
11.2%
14.4%
16.0%
16.8%
17.6%
19.2%
19.2%
20.8%
26.4%
28.0%
Knowledge gap in analysis and implementation tools –
many thinking tools and procedures are not known
1
2
3
4
5
6
7
8
9
10
Communication touchpoint analysis
Communication scrum
Flowcharts and swim lanes
Target radar
Topics pyramid
House of communication targets
Persona analysis
Brand steering wheel
Scenario technique & forecasting
Budget analysis/Financial Decomposition
Analysis tool
Planning tool
Implementation tool
Evaluation tool

25
n ≤ 118 communication managers in charge of strategy, steering or control in German companies. Questions: How satisfied are/were you with the practical application of the
analysis tools / planning tools / implementation tools / evaluation tools in your department? Which of the following tools have already been used in your department? The figure
shows the three tools with the highest satisfaction for each stage of management. Percentages in brackets show satisfaction (scale points 4 and 5, satisfied/very satisfied) and use
(“has been used here").
"The Popular" – communication management tools with the highest satisfaction
The top 12 tools for communication management
with the highest level of satisfaction
Benchmarking
(64% / use: 85%)
SWOT analysis
(68% / use: 90%)
Communication
touchpoint analysis
(73% / use: 38%)
Reputation analysis
(75% / use: 71%)
(71% / use: 93%)
Brand assessment
(71% / use: 60%)
(81% / use: 88%)
(83% / use: 84%)
Editorial plan
(78% / use: 94%)
Topic planning
(76% / use: 94%)
Mission statement
(77% / use: 82%)
House of communication
targets
(74% / use: 53%)
PlanningAnalysis
Evaluation Implementation

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Comparison of use and satisfaction
Traditional and simple tools are ahead in use and satisfaction
Satisfaction
Use
100%
50%
75%
2.5 4.53.5 5.0
n = 125 communication managers in charge of strategy, steering or control in German companies. Questions: How satisfied are/were you with the practical application of the
analysis tools / planning tools / implementation tools / evaluation tools in your department? Which of the following tools have already been used in your department? Percentages
show answers for “has been used here" | Mean values of satisfaction on a scale from (1) "not satisfied at all" to (5) "very satisfied".
Analysis tool
Planning tool
Implementation tool
Evaluation tool
Editorial plan
Stakeholder map
Persona analysis
Process analysis
Benchmarking
SWOT analysis
Communication
touchpoint analysis
Scenario techniques
Mission statement
House of
communication
targets
Budget planning
Topic planning
Outsourcing / Make-or-buy decision
Target radar
Flow charts &
swim lanes
Communication scrum
Scorecards
Dashboards
Media response
analysis
Brand
assessment
Reputation analysis
Budget analysis
Reputation management
Positioning matrix
Topics pyramid
Reports
Sentiment tracking
Big data & social media analytics

27
Tools in different
management stages
05

28
A comparison of satisfaction and commitment for all
management tools provides a closer look at practices in
various stages of the communication management
process. The data reveal whether the respective tools are
used in the communication departments surveyed. The
frequency of use (weekly, monthly, yearly, etc.) was also
recorded. But this is not evaluated here for comparative
purposes, since some tools such as editorial plans and
checklists can be applied more frequently than methods
linked to specific points in time, e.g. the development of a
mission statement or the evaluation of a brand.
Satisfaction with and use of analysis tools
The degree of satisfaction with established methods is
least pronounced in the analysis stage. Only one method
scores more than 70 percent among the respondents:
communication touchpoint analysis. However, many
respondents are not even aware of this tool (see above)
and it is only used in 37.6 percent of the companies. It is
remarkable that stakeholder maps are used in three out
of four communication departments, of which only 57.7
percent are satisfied with their practical application.
Planning tools
Among the tools for communication planning the house of
communication targets is a method that receives quite
positive feedback from the users (74.1% satisfaction), but
is comparatively rarely used (by 52.8% of the companies).
Two well-known tools, mission statement and topic
planning, lead the satisfaction ranking in this stage.
Implementation tools
Four favourites clearly stand out in the implementation
stage of communication management, both in terms of
use (over 80%) and satisfaction (over 75%): communi-
cation briefings, communication checklists, editorial plans
and portfolios of instruments. However, flow charts and
swim lanes, the method with the lowest values in both
dimensions of all tools in the study, can also be found in
this section.
Tools for communication evaluation
Among the evaluation tools, reputation analyses have the
highest satisfaction value (75.3%), followed by media
response analyses (71.2%), brand evaluations (70.9%)
and communication dashboards (70.8%). The picture is
different when it comes to usage: media response analy-
ses (92.8%) and communication reports (80.8%) are in
the lead. However, only 63.5 percent of the communica-
tion departments that use the latter tool are satisfied or
very satisfied. For big data and social media analytics,
the frequency of use and satisfaction are exactly the
same (68.8%) – this is not the case with any other tool.
Tools in different management stages

29
n ≤ 113 communication managers in charge of strategy, steering or control in German companies. Questions: How satisfied are/were you with the practical application of the tools
in your department? Which of the following tools have already been used in your department before? Bars show satisfaction (scale points 4 and 5, satisfied/very satisfied).
Percentages show answers for “has been used here".
Satisfaction with and use of analysis tools
Analysis tools: High satisfaction with communication
touchpoint analysis – but few use it
50.0%
53.3%
56.8%
57.7%
59.3%
64.1%
68.4%
73.0%
Process analysis
Persona analysis
Scenario technique and forecasting
Stakeholder map
Budget analysis / Financial
Decomposition
Benchmarking
SWOT analysis
Communication touchpoint analysis 37.6%
90.4%
84.8%
56.0%
74.4%
44.0%
59.2%
63.2%
Use in %Satisfaction in %

30
Satisfaction with and use of planning tools
Planning tools: House of communication targets in the top
three with highest satisfaction, but only used by every second
57.1%
64.1%
68.9%
70.7%
71.3%
74.1%
76.2%
77.1%
Outsourcing / Make-or-buy decision
Reputation management
Positioning matrix
Budget planning
House of communication targets
Topic planning
Mission statement 81.6%
94.4%
52.8%
92.0%
61.6%
50.4%
62.4%
46.4%

31
Satisfaction with and use of implementation tools
Implementation tools: Communication briefings and checklists
are most popular – swim lanes little recognized
42.4%
63.3%
64.3%
65.8%
75.8%
77.5%
81.1%
82.8%
Flow charts and swim lanes
Communication scrum
Topics pyramid
Target radar
Editorial plan
Communication briefing 84.0%
88.0%
94.4%
81.6%
37.6%
40.0%
25.6%
35.2%

32
Satisfaction with and use of evaluation tools
Evaluation tools: Almost all companies use media response
analyses, but only 71 percent are satisfied
55.6%
61.9%
63.5%
68.8%
70.8%
70.9%
71.2%
75.3%
Communication scorecards
Sentiment tracking
Communication reports
Big data & social media analytics
Communication dashboards
Brand assessment
Reputation analysis 71.2%
92.8%
60.0%
68.8%
68.8%
80.8%
55.2%
43.2%

33
Factors influencing the
use of management tools
06

34
In order to explain the spread and acceptance of
management tools in corporate communications, it is
particularly interesting to identify independent variables
that influence the values researched. In the present
study, this is done with analytical statistical methods that
calculate cross-tabulations (chi-square or T-tests) and
show statistically significant correlations (at least at the
level of 0.05).
Assessment of added value
The number of tools used in a communication department
influences their assessment by communication leaders.
The contribution of tools to accelerating decision-making
processes (Pearson correlation: 0.220) and to efficient
solution finding (0.299) are seen more clearly if more
methods or procedures are used.
Influence of company and department size
Management tools help to ensure that recurring tasks are
processed systematically and according to a comparable
pattern. This facilitates cooperation within the communi-
cation department, with other company functions and with
service providers. In this respect, it can be assumed that
larger companies and larger communication departments
use more tools than smaller ones, as the need for coordi-
nation increases and the expected benefit is greater. This
is supported by the empirical data. Companies with
annual revenues of up to 1 billion Euros use an average
of 17 different methods, while companies with revenues
of between 1 and 20 billion Euros use 21 tools, and the
largest companies with revenues of over 20 billion Euros
use 23 methods. This number is also reported by com-
munication departments with more than 100 employees;
those with up to 10 employees use an average of 18
tools.
Management consultants leave their mark
Significantly more tools are also used if a communication
department has been analysed by external or internal
management consultancies (McKinsey & Co.) in the last
five years. These consultants themselves work heavily
with management tools; this could lead to learning effects
for communicators.
Experience and competence of communicators
The personal profile of those responsible for strategy,
steering and controlling communications in a company
is also relevant. Significantly more tools are used if
respondents have been working in the communications
industry for a longer time. If they regularly attend
management training courses, an average of 23 tools are
used for communication management in the department.
If no management skills are acquired, the number is
significantly lower (15 tools on average).
Factors influencing the use of management tools

35
Number of tools used depends on company size and previous
assessment by consultants
Number of tools used and total revenues
or assets
Number of tools used and former assessment
by consultants
n = 119 communication managers in charge of strategy, steering or control in German
companies. Questions: Which of the following tools have been used in your depart-
ment? How high are the total annual revenues or total assets of your company
worldwide? Figures show mean values.
companies. Questions: Which of the following tools have been used in your depart-
ment? Has your department been assessed by external or internal management
consultants in the last 5 years? Figures show mean values.
Ø23
Tools
Ø17
Tools
Small firms
(≤ 1 billion Euros total
annual revenues / ≤ 50
million Euros total assets)
Large enterprises
(> 20 billion Euros total
annual revenues / > 500
billion Euros total assets)
The higher the company's turnover and
the more employees in the communication
department, the more tools are used.
More tools are used if a communication
department has a track record of being
analysed by management consultants.
Ø23
Tools
Ø19
Tools
No assessment
of the communication
department by in-house
consultants or external
management consultants
in the last five years
At least one
assessment of the
communication department by
in-house consultants or external
management consultants in the
last five years
à à

36
Experience and further training of communication leaders
influences the use of tools
Number of tools used and professional
experience of communication leaders
Number of tools used and attendance of
management trainings and further education
companies. Questions: Which of the following tools have been used in your
department? How many years of professional experience do you have in the
communications industry? Figures show mean values.
companies. Questions: Which of the following tools have been used in your
department? Have you attended management training/education courses? Figures
show mean values.
Ø22
Tools
Ø16
Tools
Less than 6 years
of professional
experience
More than 20 years
of professional
experience
Ø23
Tools
No management
trainings/
further education in
management attended yet
Regular attendance of
management trainings/
further education in
management
Ø15
Tools
Departments use more tools, if communicators
with management responsibility have more work
experience.
More tools are used when communication leaders
regularly attend management trainings or further
education in that area.
à à

37
Conclusions and call to action
07

38
Key findings of the study
The empirical survey shows that there is a considerable
need to catch up in the use of tools in corporate commu-
nications. The importance of tools is clearly seen by the
interviewed chief communication officers and commu-
nicators in charge of strategy, steering and control. But
there are clear gaps regarding the competent use and
documentation in communication departments. German
companies mainly use methods for planning and imple-
menting communication, which are often traditional PR
tools. Procedures with roots in marketing communication
or strategic management are less well known.
Satisfaction is often higher with more complex and less
frequently used tools than with the more widespread,
mostly operational standard procedures. The use of tools
is influenced both by structural characteristics of the
respective organisation and by personal experiences and
competences of the communicators in charge.
Success factors and recommendations
Based on the present study and the literature, some
recommendations and success factors for the use of
tools in communication management can be formulated
(Zerfass & Volk, 2019):
1. There will never be "the one right method" – but a
better one can almost always be found (Kiechel, 2013).
This requires thorough research, weighting strengths and
weaknesses, exchanging experiences with other tool
users and taking into account the particularities of the
respective company. Beware of elusive fashion waves.
2. Quick and simple solutions are not always effective.
The lower the effort involved in selecting and implemen-
ting tools, the greater the risk of dissatisfaction. In view
of scarce time resources, it is better to select a few
management tools and then use them purposefully
(Rigby & Bilodeau, 2018).
3. Systematic documentation is mandatory. Only if tools
are documented in writing – whether in guidelines,
manuals, toolkits, handbooks or intranets – can the
knowledge be codified and passed on to new employees
or service providers without loss of information. The
written specification also ensures that all parties involved
use the tools correctly and prudently (Nohria et al., 2003).
The same applies to tools and procedures developed in-
house: these should also be standardised and
documented.
4. A toolbox signals rationality and promotes acceptance
as a business partner by top management and other
departments. The introduction of a toolbox as a collection
of documented procedures and methods (Volk et al.,
2017) is a prerequisite for the continuous development
and professionalisation of the communication depart-
ment. Active support of management should be ensured
(Jarzabkowski & Kaplan, 2015).

39
5. The added value of tools is based on the right combi-
nation of different procedures. But these combinations do
not always have to be invented anew. For recurring
challenges, it makes sense to set up situation-specific
toolboxes for individual tasks or teams in addition to a
master toolbox: e.g. a toolbox for crisis management, a
toolbox for content management, a toolbox for change
communication.
6. The use of communication management tools has to
be learned. Thinking tools and methods are a means to
an end. Only those who know which concrete problems
need to be solved or goals need to be achieved can use
the right tools. This requires a clear assignment of tasks.
In addition, the use of tools must be practiced, e.g. with
the help of case studies and real-life examples from
within the company or in the context of further training
under professional guidance.
7. Tools must be adapted to existing processes and
systems in the company – not the other way around.
They provide generic templates and schemes. Therefore,
they do not have to be implemented rigidly or strictly
applied according to textbook descriptions. They should
provide food for thought and aid practice, but also allow
for creative ideas or unconventional approaches to
solutions (March, 2006).
8. Many potentials of tools are wasted without a regular
evaluation. Tools must be checked and updated again
and again, as factors influencing their appropriateness
and performance are constantly changing. It is also
necessary to reflect on which tools work poorly and
whether there have been situations in which tools have
led to wrong management decisions. Ideally, employee
satisfaction with the methods used should be measured
regularly (Rigby & Bilodeau, 2018).
9. Satisfaction with management tools often varies
between countries (Rigby & Bilodeau, 2018). This offers
opportunities for internationally operating communication
departments. For example, new tools can be tested in
pilot projects in one country and then implemented
globally.
10. Management training and education is a key to
success. A solid understanding of business fundamentals
and regular attendance of management training courses
is positively correlated with the use of management tools
in general (Nohria et al., 2003) and especially in commu-
nication management (see above, p. 36).

40
References and additional
information / About the authors
08

41
Burtonshaw-Gunn, A. A. (2008). The essential management toolbox:
Tools, models and notes for managers and consultants. London:
John Wiley & Sons.
Jarzabkowski, P., Giulietti, M., Oliveira, B., & Amoo, N. (2013).
“We don’t need no education” – or do we? Management education
and alumni adoption of strategy tools. Journal of Management
Inquiry, 22(1), 4-24.
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use:
A framework for understanding ‘Technologies of Rationality’ in
practice. Strategic Management Journal, 36(4), 537-558.
Jarzabkowski, P., Mohrman, S. A., & Scherer, A. G. (2010).
Organization studies as applied science: The generation and use of
academic knowledge about organizations. Introduction to the special
issue. Organization Studies, 31(9-10), 1189-1207.
Kaplan, R. S., & Norton, D. P. (1996). The balanced scorecard:
Translating strategy into action. Boston, MA: Harvard Business
School Press.
Kiechel, W. III (2013). The management century. Harvard Business
Review, 90(11), 62-75.
March J. G. (2006). Rationality, foolishness, and adaptive
intelligence. Strategic Management Journal, 27(3), 201-214.
Maslow, M. (1966). The psychology of science. New York, NY:
Harper & Row.
Nohria, N., Joyce, W. F., & Roberson, B. (2003). What really works.
Harvard Business Review, 81(7), 42-52.
Ostrom, E. (2009). Beyond markets and states: Polycentric
governance of complex economic systems. Nobel prize lecture on
December 8, 2009, Stockholm, Sweden. Retrieved from https://
assets.nobelprize.org/uploads/2018/06/ostrom_lecture.pdf
Pfannenberg, J., & Schmalstieg, D. (2015). Toolbox Social Media.
Stuttgart: Schäffer-Poeschel.
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing
industries and competitors: with a new introduction. New York, NY:
Free Press.
Reineke, W., & Pfeffer, G. A. (2000). PR Check-up: Arbeitshandbuch
Öffentlichkeitsarbeit – Checklisten für die Praxis. Essen: Stamm.
Rigby, D. (2001). Management tools and techniques: A survey.
California Management Review, 43(2), 139-160.
Rigby, D. (2017). Management tools 2017. An executive guide.
Boston, MA: Bain & Company.
Rigby, D., & Bilodeau, B. (2018). Management tools & trends.
Boston, MA: Bain & Company.
Schawel, C., & Billing, F. (2018). Top 100 Management Tools
(6. Aufl.). Wiesbaden: Springer Gabler.
Tench, R., Verčič, D., Zerfass, A., Moreno, A., & Verhoeven, P.
(2017). Communication excellence – How to develop, manage and
lead exceptional communications. London: Palgrave Macmillan.
Volk, S. C., Berger, K., Zerfass, A., Bisswanger, L., Fetzer, M., &
Köhler, K. (2017). How to play the game. Strategic tools for managing
corporate communications and creating value for your organization
(Communication Insights, Issue 3). Leipzig: Academic Society for
Management & Communication.
Zerfaß, A. (2014). Unternehmensführung und Kommunikationsmana-
gement: Strategie, Management und Controlling. In A. Zerfaß & M.
Piwinger (Hrsg.), Handbuch Unternehmenskommunikation (2. Aufl.,
S. 21-79). Wiesbaden: Springer Gabler.
Zerfass, A., Verčič, D., Nothhaft, H., & Werder, K. P. (2018). Strategic
communication: Defining the field and its contribution to research and
practice. International Journal of Strategic Communication, 12(4),
487-505.
Zerfaß, A., & Volk, S. C. (2019). Toolbox Kommunikationsmanage-
ment. Denkwerkzeuge und Instrumente für die Steuerung der
Unternehmenskommunikation. Wiesbaden: Springer Gabler.
References

42
More information
Book publication on the
44 most important tools
Online coaching for the practical
application of tools
Zerfaß, A., & Volk, S. C. (2019).
Toolbox Kommunikationsmanagement.
Denkwerkzeuge und Instrumente für die
Steuerung der Unternehmenskommuni-
kation. Wiesbaden: Springer Gabler
(German language).
Available early 2019 at
www.amazon.com
Volk, S. C., Berger, K., Zerfass, A., Bisswanger, L.,
Fetzer, M., Köhler, K. (2017). How to play the game.
Strategic tools for managing corporate communica-
tions and creating value for your organization
(Communication Insights, Issue 3). Leipzig: Aca-
demic Society for Management & Communication.
Free download at
www.academic-society.net
Booklet illustrating three
newly developed tools
digable offers: Interactive sessions on concrete
challenges. Practical application of tools for
communication management. Tangible results after
only half a day (German language).
More information at
www.digable.de

43
Prof. Dr. Ansgar Zerfass
Professor and Chair of
Strategic Communication
zerfass@uni-leipzig.de
About the authors
University of Leipzig
Sophia Charlotte Volk, M.A.
Research Associate &
Project Lead
sophia-charlotte.volk@
uni-leipzig.de
Christoph Lautenbach
Managing Partner
lautenbach@lautenbachsass.de
Melanie Jakubowitz, M.A.
Strategic Communication
Consultant
jakubowitz@lautenbachsass.de
Lautenbach Sass

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