best practices & new ideas in pr measurement

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Slide 1 -- October 31, 2009 Presented to PRSA St. Louis Tim Marklein, [email protected] Updated April 15, 2009 PR Measurement in a Difficult Economy Best Practices & New Ideas for 2009

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  1. 1. PR Measurement in a Difficult Economy Best Practices & New Ideas for 2009Presented to PRSA St. LouisTim Marklein, [email protected] Slide 1 -- October 31, 2009Updated April 15, 2009
  2. 2. Economy : Cold :: Measurement : Hot Evaluate program success Gauge trends, topics and issues Develop better strategies and plans Tie to marketing, executive priorities Protect resources and grow budgets What gets measured gets done. Albert Einstein Slide 2 -- October 31, 2009
  3. 3. Current state of PR measurement THE GOOD Everyone agrees: Measurement is important Basic standards, tools in place for measuring media CMOs, CFOs and CEOs are asking for moreTHE BAD Still lots of lip service without investment PR wastes time fighting AVE media value is real Quarterly reports are shelfware, dont drive decisionsTHE UGLY PR metrics arent translated into executive terms Not enough definition or accountability for outcomes Random acts of measurement not enough integration Source: Weber Shandwick Slide 3 -- October 31, 2009 Measurement & Strategy practice
  4. 4. Methods gaining, but still under-evaluationUse of PR Evaluation Methodologies 1 = Do not use at all, 7 = Use significantlyInfluence on corporate reputationInfluence on stakeholder awarenessInfluence on employee attitudesContent analysis of clips Influence on stakeholder opinionTotal # of clips Influence on corporate culture Total impressions Total # of clips in "top tier" media Crisis avoidance/mitigation Total circulation Influence on share of voiceAd equivalency of clipsContribution to sales Contribution to market shareContribution to profitability Influence on stock performance0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.002005 2007Source: Annenberg School of Communication, Fifth Annual Slide 4 -- October 31, 2009 Public Relations Generally Accepted Practices study, Q108
  5. 5. The critical challenge = Mind the GAP Typical PR metricsKey business metrics Total clips Contribution to sales Total clips in top-tier media Contribution to market share Total circulation/impressions Contribution to profitability Share of voice Influence on stock performance Media sentiment Influence on stakeholder awareness Message pull-through Influence on stakeholder opinion Ad equivalency Influence on employee attitudes Cost per thousand Influence on customer consid/pref Influence on stakeholder awareness Influence on customer satisfaction Influence on stakeholder opinion Influence on customer loyalty Influence on employee attitudes Influence on brand equity Influence on corporate reputation It will be difficult for PR to get a larger share of the total communications expenditure without quantitative means thatgo well beyond measurement of media outputs. Source: Adapted from GAP V report, Annenberg Slide 5 -- October 31, 2009 School of Communication, Fifth Annual Public RelationsGenerally Accepted Practices study, Q108
  6. 6. Now lets explore Best practices Some well established Some emerging New ideas From industry research From agencies and companies From academia Slide 6 -- October 31, 2009
  7. 7. Best practices: Standardizing earned media evaluation Canadian Media Relations Rating Points Model 90% of Canadian agencies use same model endorsed byCanadian Public Relations Society, IABC of Canada, CanadianCouncil of PR Firms Standard impressions for every outlet with extra points criteria Photo Message inclusion Positive/negative/neutral tone Brand mention Each placement receives a grade 80% is good. Enables clients, agencies to compare results and PR investment in more apples to apples waySource: Canadian Public Relations Society, IABC of Canada, Slide 7 -- October 31, 2009 Canadian Council of PR Firms
  8. 8. Best practices: Analyzing messages, associations, attributes Source: Weber Shandwick Slide 8 -- October 31, 2009 Measurement & Strategy practice
  9. 9. Best practices: Competitive benchmarking, share of voice Source: Weber Shandwick Slide 9 -- October 31, 2009 Measurement & Strategy practice
  10. 10. Best practices: Linking media value to outcomes (sample #1)Source: Exploring the Link Between Share of Slide 10 -- October 31, 2009Media Coverage and Business Outcomes,Institute for Public Relations, April 2007
  11. 11. Best practices: Linking media value to outcomes (sample #2)Source: Exploring the Link Between Share of Slide 11 -- October 31, 2009Media Coverage and Business Outcomes,Institute for Public Relations, April 2007
  12. 12. New ideas: Uniting earned and paid media evaluation Slide 12 -- October 31, 2009 Source: VMS Integrated Media Intelligence system
  13. 13. New ideas:Re-framing the measurement conversation activities reachrelevanceoutcomesworthWhat activities Did you reach Were youWhat business What is the were performed your audience?relevant to your results did you estimated dollar to achieve How manyaudience? Wereachieve?value of yourresults? impressions,you credible? Awareness?communicationweb visits,Did your ideasReputation?efforts? Whatreports, and messages Engagement? was the ROI?attendees, etc.resonate? Did Leads? Sales?were you driveLoyalty?generated? conversation? Advocacy?Resonates with Resonates with Resonates with Resonates withResonates with communications communications communicationsCMO + sales +C-level execs,executives+ marketing+ marketing + business dev. + including CMO, executivessales executivesexecutive team CFO and CEOSource: Weber Shandwick Measurement &Slide 13 -- October 31, 2009 Strategy practice, ARROW measurement model
  14. 14. New ideas: Collecting data from multiple sourcesMediaMediaWeb Keyword Analysis AnalysisAnalytics Analysis (traditional)(social) (site) (search)WOM BrandCustomerEmployee Analysis TrackingSatisfactionSatisfaction(surveys) (surveys)(surveys) (surveys)Lead GenEvents &Analyst Data & Ind. Awards & Sales data DM dataReports& Scorecards(CRM)(CRM) (third party) (third party)Source: Weber Shandwick Measurement & Strategy practice Slide 14 -- October 31, 2009 ARROW Measurement Suite, February 2009
  15. 15. New ideas: Deploying integrated dashboards (light view) Source: Weber Shandwick Measurement & Slide 15 -- October 31, 2009 Strategy practice, ARROW measurement model
  16. 16. New ideas: Deploying integrated dashboards (full view) Source: Weber Shandwick Measurement & Slide 16 -- October 31, 2009 Strategy practice, ARROW measurement model
  17. 17. Best practices: Leveraging digital, social and search datameasures: Assess how content is accessed, shared,adapted, amplified across various sites and media properties measures: Assess the volume, engagement, sentiment and reach of content shared via the web. measures: Assess the paid and organic search rankings for company content, brands and keyword associations measures: Assess the volume, engagement, feedback and reach of content shared via companys web properties measures: Analyze volume, content, sentimentof conversations about company/brands across sites, media measures: Assess audience, reach and touchpoints of company content/conversations across sites, media Outcome measures: Assess how the content, conversation and community measures correlate with desired outcomesSource: Weber Shandwick Measurement & Strategy Slide 17 -- October 31, 2009 practice, Inline measurement framework
  18. 18. Best practice:Tracking WOM conversation volume, qualityLow Volume / High QualityHigh Volume / High QualityNationwidePrudential Industry All StateAverageQuality of Advocacy (%)State FarmMetric ScoreIndustry Share of Conversation10% 4% Net Favorability -62%18% Net Recommendation -24%29% Propensity to Relay31% 50%AIG Low Volume / Low QualityHigh Volume / Low QualityShare of Conversation (%)Source: Weber Shandwick Measurement & Strategy analysis, Slide 18 -- October 31, 2009 based on Keller Fay TalkTrackTM survey data Jan08-Dec08
  19. 19. New ideas: Analyzing Advocacy hubs of influence Inside Advocacy SourcesOutside Advocacy SourcesDAY-TO-DAY HUB EXPERT HUB Who in their personal or work lives does What kinds of experts (specific people,your audience trust for information and categories of people, or specializedadvice? publications) does your audienceseek out when they want informationWho in turn do they contact and and advice?influence? How does this contribute to their decision-making? What groups, clubs or networksWhat brands, celebrities or(online or offline) does your cultural trends have caughtaudience turn to for information the attention of your audienceand advice?and are most influential in their decision-making?Who do they in turn communicate with?SOCIAL HUBMEGA HUB Slide 19 -- October 31, 2009Source: Weber Shandwick & KRC Research
  20. 20. New ideas: Analyzing non-linear influence patterns Inside Advocacy Sources Outside Advocacy SourcesDAY-TO-DAY HUBEXPERT HUB ExpertsSalesTrade show Home E-mailReps Telephone PodcastsCustomer Service WorkVertical place BusinessMediaLifestyle SMS MediaMediaPundits Mobile BrandWOM Authors PhoneWebsiteSocial BlogsBrandedCelebrity Organizations Entertainment Community SearchVOD PrintDirectGroupsMail CableSocial Clubs SocialBroadcast Television NetworksTelevision BrandedOpinion Sites RadioApplications BusinessInternet TV Organizations ARGs Video games SOCIAL HUB MEGA HUBSlide 20 -- October 31, 2009 Source: Weber Shandwick & KRC Research
  21. 21. Other best practices Assess change in Attitudes or Behaviors Pre and post Assess change in Awareness, Consideration surveys Identify impact of programs on audience Treasury GoDirect example: Four-state pilot Test and controlshowed big PR impact over non-PR markets, studiesled to $21M PR investment (saved $210M)Reputation and Specialized surveys and scorecardsrisk measurement Tracking to understand reputation, risk drivers In-depth quantitative modeling to isolate theMarketing mixcontribution of discrete marketing functionsanalysisand/or programs to business resultsSlide 21 -- October 31, 2009 Source: Weber Shandwick & KRC Research
  22. 22. Best practices: The Magic Number 10-15% Without appropriate measurement, you cant truly gauge success, focus resources on what works, adjust plans if they dont work, get more budget or engage executives Investing 10-15% makes the other 85-90% work harderSlide 22 -- October 31, 2009
  23. 23. Thank You!!!Email:[email protected] Twitter:tmarklein - 23 -