How can PR measurement benefit your business?

Webinar: Deliver meaningful measurement to your next campaign

2

Welcome & Introduction

Jeremy Thompson Gorkana Group & AMEC

David RocklandKetchum & AMEC

Chris FosterBooz Allen Hamilton

Eloise MundayDefra

3

Agenda

Moderator and IntroductionJeremy Thompson, CEO, Gorkana Group

Setting goals and using the Valid Metrics frameworkDavid Rockland, Partner & MD, Ketchum Global Research & Analytics

Choosing KPIs that map to real business objectives that your board will understandChris Foster, VP, Booz Allen Hamilton

Defra case study – how clear social media measurement can benefit an organisationEloise Munday, Senior Digital Media, Defra

Wrap up

Q&A

4

Some context

• Education is at the heart of AMEC’s work in 2014

• First of a series of webinars highlighting the importance and value of measurement

• Sponsored by Booz Allen Hamilton

• Supported by Gorkana Group

#amecwebinar

5

Growth of PR industry

• Signs of recovery and growth in the global economy

• Optimism in business markets

• Reflected in the PR industry economic growth:

– Industry reports all speak of growth

– Global PR Industry up 8% in 2012*

– UK PR industry forecasts strong growth 2013**

*World PR Report 2013, Holmes Report and ICCO**2013 PR Census; PRCA and PR Week;

Turnover

£9.62bnEmployees

62,000Average Earnings

£53,7812013 PR Census; PRCA and PR Week;

6

Industry challenges and opportunities

• Key issues impacting the future of PR:

• The rise of digital

• Talent acquisition

• Reputation management

• Measurement

N/ALATUK

W EURE EURAUSTASIA

M EASTAFR

0 2 4 6 8 10 12 14 16 18 20

Inability to effectively measure impact of PR was identified as a key challenge

% of respondents

High

Low

Asia18.2%

Latin America8.3%

World PR Report 2013, Holmes Report and ICCO

7

Importance of measurement

Where’s the proof?

David Gallagher, ICCO President & CEO EMEA, KetchumFrancis Ingham, ICCO Chief Executive

“If we cannot prove the value of what we do, we will never command the fees that we should. The evaluation issue has held our industry back for far too long.”

World PR Report 2013, Holmes Report and ICCO

8

 Findings from the AMEC Business Insights survey supporting industry growth

• PR industry growth reflected in the growth of the measurement industry according to the AMEC 2013 Business Insight Study

• Clients demanding simplicity and transparency

• Integrated social measurement is important

• AMEC needs to do more to establish the Barcelona Principles and set standards

9

measurement is evolvingDavid Rockland, Ketchum & AMEC

20122000 2015

Measurement: Past, Present, and Future

Clip Books…• Messy• Cumbersome• Time Consuming

Online Portals…• Sleek• User Friendly• Data at the Click

of a Button

Analytics and ROI• Linked to Sales• Market Intelligence• Big Data

the Barcelona principles of measurement

Seven Principles of PR Measurement: 2010-2020

1. Importance of Goal Setting and Measurement 2. Measuring the Effect on Outcomes is Preferred

to Measuring Outputs3. The Effect on Business Results Can

and Should Be Measured Where Possible 4. Media Measurement Requires Quantity

and Quality5. AVEs are not the Value of Public Relations 6. Social Media Can and Should be Measured 7. Transparency and Replicability are Paramount

to Sound Measurement

OutputsContact/response level

Reach, content

Business Results

Business levelAdded value

OutcomesPerception/

behavioral levelKnowledge, opinions,

attitudes

FrequencyVisits

ProminenceReader contacts

TonalityMessage impactShare of voice

Journalist inquiries…

AwarenessComprehension

RecollectionRecognitionCredibility

Image changesRecommendations

Purchasing intentions...

Revenue/turnoverContracts closedReputation value

Brand valuePrice-Earnings Ratio

Market shareStock price

Employee Retention...

Measuring communications on three impact levels

Impact on media/channels

Impact on target groups

Impact onorganizations

HOW TO WRITE MEASUREABLE GOALS

Who?

What?

How much?

By when?

Goals: What You Need

Goals that translate into business performance

Bad Goal – Good Goal

Drive media coverage

Change the perception from a company that makes computers to a company that is a leader in global business solutions

Create “card envy” among affluent consumers in the San Francisco market

Set emotional connection with consumers (consideration)

Achieve 65% strategy comprehension in top 3 boxes on pulse survey fielded at end of year.

Increase awareness from 57% to 60% for the credit card brand among the affluent target (HHI $125K+) in San Francisco within campaign timeframe (May 2014-Dec 2014).

BAD GOAL

By the end of 2009, raise 1st choice consideration (by 5%) of available lens and eyeglass among GenXers, 40 – 45 years old

Through targeted reach outreach, reach 10M target audience members by the end of 2014. Deliver messages in 60% of all coverage.

GOOD GOAL

The Valid Metrics

What Happens What is Measured

PR Activity The PR professional creates and tells the story

What was created/carried out

Intermediary The story is distributed through a third party

What was carried by the third party that could impact the target audience (OUTPUTS)

Target Audience The story is consumed by the target audience

The impact on the target audience (OUTCOMES)

Valid Metrics: A Simplified Approach to PR and Measurement

Awareness

Knowledge

Interest

Preference

Action

Aligning with the Communication Funnel

Awareness Knowledge/Understanding

Interest/Consideration

Preference/Support

Action

Public Relations Activity

Intermediary Effect (Outputs)

Target Audience Effect (Outcomes)

PHASES

Org/Business

Result

The Valid Metrics Matrix

Awareness Knowledge/Understanding

Interest/Consideration

Preference/Support

Action

Public Relations Activity

•Media engagement•Blogger outreach

Intermediary Effect (Outputs)

•Number of articles•Reach•SOV

•Key message alignment

•Expressed opinions•Positive sentiment•SoMe fans/followers

•Net Promoter Score•Retweets/Likes/Links•Comments

Target Audience Effect (Outcomes)

•Unaided/aided awareness

•Knowledge of company/brand/etc.•Brand association

•Inclusion in competitive set•Visits/click-thrus to site

•Change in attitude•Brand loyalty•Expressed advocacy

•Sales•Market share•Cost per thousand sold

The Matrix in Action: Sample Metrics To Measure

PHASES

Visit the AMEC website for the full Valid Metrics toolkit: http://amecorg.com/important-stuff/

Choosing KPIs that map to real business objectives that your Board will understand

Chris Foster, Vice President, Booz Allen Hamilton01/30/2014

In today’s complex environment, it is challenging to obtain uniform consensus on Key Performance Indicators (KPIs)

23

The way that stakeholders interact with a company has changed, affecting how we understand, track and measure impact

24

24

Company Company

ConsumerConsumer

InvestorInvestor

Government

Expert/ Practitioner

Activist

Academic

Shift from shareholder to stakeholder centric approach

• Technology• Mobility• Education

This changing environment brings unique challenges for companies, requiring a revised toolkit for responding effectively

Challenge Response

25

Direct relationship with all stakeholders

Inability to control the conversation

Transparency into companies that shines a spotlight on the disconnect between actions and words

Need to justify budgets on par with lines of business

Understand stakeholder perceptions and needs from a company

Understand role as a contributor to the conversation about company and brand

Make sure actions and words are consistent—do the right thing

Quantify outcomes in line with strategic priorities

Internal to Company

Strategy drives resource allocation across portfolio and brand & reputation

Return On Engagement (ROE) provides a data-driven approach to track and evaluate initiatives aligned to corporate strategic objectives

CORPORATE STRATEGY

Brand & Reputation

StakeholderOutcomesStakeholders

Dash

boar

d ac

ross

initi

ative

s

ROE Model: Portfolio of Initiatives

Insights from Return on Engagement enable companies to holistically understand, evaluate and predict performance

ROE provides companies with a powerful tool for informing strategy at the highest level, backed by rigorous analysis

27

Companies will be able

to:

Understand what key stakeholders care about at any given

time

Design strategy against stakeholder interests and needs

Collect, track and standardize data over

time

Understand the impact of individual

initiatives

Assess and adjust the portfolio of initiatives, as well as resources, according to strategic

priorities

Evaluate the effectiveness of

initiative and portfolio adjustments over

time based on performance against

key metrics

evaluating government communications: A case study

Eloise Munday, Defra

Government evaluation : the context

Evaluation is crucial – need to demonstrate good value to the taxpayer. Practically, if we want money for communications activity need to be able to show that previous work has worked. Just like an agency, we need to justify further investment in our work.

• Where we were: piecemeal evaluation (for example, of big campaigns with spend, but not on one off pieces of work done in-house). More money.

• What we are working towards: systematic evaluation of all communications activity, no matter size or cost (always a cost as staff time – payable by taxpayer!). Aiming for best possible, not best ever. Shared standards across Government Communications Service. Less money!

ROI may seem slightly different, as often harder to work out and prove financial implications – much longer term in behaviour change campaigns (which may span Governments and seem difficult to quantify financially) or may not seem as clear cut, for example with engagement work. Having clear objectives can help.

There is often a need to separate non-financial outcomes vs financial outcomes.

How we do evaluation - P.R.O.O.F

• Pragmatic – best possible within budget, not best ever. Acknowledge implication of gaps.

• Realistic – prove what you can, but acknowledge what you can’t. Over time you can build on knowledge gathered.

• Objective – approach evaluation with an open mind, focusing on what didn’t work as well as on what did. Use to refine future strategies & work in iterative way.

• Open – record and share as much as possible, develop case studies

• Fully integrated - integrate into planning and delivery. Restrospective actions less useful as may not have captured all needed data. This relies heavily on having the right, SMART objectives in place before activity begins. Use iteratively where possible evaluating throughout the planned activity.

Government evaluation outline

Objectives• Communications objective (what role does comms have to play in delivering policy?) • Communications sub objectives (relating to different channels or activity – needs to set

out what each activity was set up to achieve, and measure of success).

Audiences• Intermediary audiences (eg. press, stakeholder bodies). Their activity will influence end

audience.• End audience (eg. SME owners)

Performance metrics• Input (eg. press releases or tweets sent)• Output (eg. pieces of coverage, impressions)• Out-takes (eg. how many people are aware, how many understand• Immediate outcomes (eg. how many shared the message, clicked on website)• Outcomes (eg. how many filed tax return on time?)

Data

Data will come from a number of sources

- Activity data (eg re-tweets, page views)- Data from partners and stakeholders- Existing data sources (eg Government stats, wider data)- Market research – often paid for, eg. omnibus surveys, discussion groups,

online surveys- Feedback (comment / questions from audiences – could include friendly

journalists, stakeholders, looking at replies to tweets)

It’s important to plan data sources well ahead of time, and to decide who will collect which data (very important when it comes to partnership working). If possible, benchmarking beforehand is useful.

Tracking data – make it continuous, consistent, and comparable.

#ChipMyDogPolicy: Change in the law to make microchipping compulsory by April 2016

Communications plan: • Traditional media utilising Ministers and partners / stakeholders• Social media activity with hashtag; encouraging people to share photos and

reunification stories; Google map of places to get microchipping done for free; videos

• Case studies

#ChipMyDog evaluation case studyObjectives• Communications objective Every dog chipped by April 2016 – raise awareness so people get their

dog microchipped• Communications sub objectives (1) get people to share message online with key message that

microchipped dogs can be reunified more easily; (2) drive people to stakeholder organisations who can organise microchipping; (3) share message that law is changing using print, broadcast and digital media

Audiences• Intermediary audiences Press, social media users, animal welfare charities• End audience Dog owners and their friends and family

Performance metrics• Input Tweets sent, press notices, calls, visits, digital content, meetings• Output Pieces of coverage, impressions, replies to SM posts, hashtag used over 2000 times, RTs

from key influencers we’d contacted• Out-takes Key message penetration, sentiment of SM, stakeholder conversations• Immediate outcomes Enquiries to database provider doubled, sharp rise in website visits (Defra

and partners), 65,000 views of google map, number of shares and RTs, queries on SM, case studies came forward with reunification stories

• Outcomes 125,000 dogs chipped in 2013 vs 30,000 in 2012 (so far….)

Data- Activity data Press cuttings, hits to online sources, social media activity. Newspapers

and broadcasters, as well as websites, will often give you their readership / listening figures if you ask which makes your evaluation more accurate

- Data from partners and stakeholders Dogs Trust and Pet Log- Existing data sources N/A in this case- Market research N/A in this case – but could be used nearer the time- Feedback Regular and frank discussions with partners, spoke to journalists, feedback

from social media activity. Use this to constantly tweak messaging in an iterative process

Deciding who will track what data – building relationships with partners and stakeholders was invaluable in this case, and made this process smooth with regular meetings and conversations

Tracking data – continually track coverage and social media activity, and talk to partners regularly to check in on data – especially as the work will continue until 2016

37

Questions?

38

Key takeaways

• Setting goals is key. If you can’t write goals, you can’t do measurementDavid Rockland, Partner & MD, Ketchum Global Research & Analytics

• At the core of what are we trying to drive from communications strategy is engagement.  As such, we need to be sure to effectively measure it so we can support KPIsChris Foster, VP, Booz Allen Hamilton

• Flexibility and working iteratively is vital in big pieces of comms work. Planning evaluation into your activity from the start - and allowing for change in your evaluation plan - can allow you to do this so much more effectivelyEloise Munday, Senior Digital Media, Defra

• Measurement needs to be at the heart of your PR programme to secure the investment needed in this channelJeremy Thompson, CEO, Gorkana Group

Join experts from around the world!

• 2014 AMEC International Summit on Measurement.

• The world’s biggest event on PR measurement.

• Top speakers…outstanding knowledge share.

• Register now! http://amecinternationalsummit.org/

@amecorg