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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Slide 1 -- October 31, 2009

Presented to PRSA St. Louis

Tim Marklein, [email protected]

Updated April 15, 2009

PR Measurement in a

Difficult EconomyBest Practices & New Ideas for 2009

Slide 2 -- October 31, 2009

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

Current state of PR measurement

Everyone agrees: Measurement is important

Basic standards, tools in place for measuring media

CMOs, CFOs and CEOs are asking for more

TH

E G

OO

D

Still lots of lip service without investment

PR wastes time fighting AVE – “media value” is real

Quarterly reports are shelfware, don’t drive decisionsTH

E B

AD

PR metrics aren’t translated into executive terms

Not enough definition or accountability for outcomes

“Random acts of measurement” – not enough integration

TH

E U

GLY

Slide 3 -- October 31, 2009Source: Weber Shandwick

Measurement & Strategy practice

Methods gaining, but still “under-evaluation”

0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00

Influence on stock performance

Contribution to profitability

Contribution to market share

Contribution to sales

Ad equivalency of clips

Influence on share of voice

Total circulation

Crisis avoidance/mitigation

Total # of clips in "top tier" media

Total impressions

Influence on corporate culture

Total # of clips

Influence on stakeholder opinion

Content analysis of clips

Influence on employee attitudes

Influence on stakeholder awareness

Influence on corporate reputation

Use of PR Evaluation Methodologies1 = Do not use at all, 7 = Use significantly

2005 2007

Slide 4 -- October 31, 2009Source: Annenberg School of Communication, “Fifth Annual

Public Relations Generally Accepted Practices” study, Q1’08

The critical challenge = “Mind the GAP”

Typical PR metrics

• Total clips

• Total clips in top-tier media

• Total circulation/impressions

• Share of voice

• Media sentiment

• Message pull-through

• Ad equivalency

• Cost per thousand

• Influence on stakeholder awareness

• Influence on stakeholder opinion

• Influence on employee attitudes

• Influence on corporate reputation

Key business metrics

• Contribution to sales

• Contribution to market share

• Contribution to profitability

• Influence on stock performance

• Influence on stakeholder awareness

• Influence on stakeholder opinion

• Influence on employee attitudes

• Influence on customer consid/pref

• Influence on customer satisfaction

• Influence on customer loyalty

• Influence on brand equity

Slide 5 -- October 31, 2009

Source: Adapted from GAP V report, Annenberg

School of Communication, “Fifth Annual Public Relations

Generally Accepted Practices” study, Q1’08

“It will be difficult for PR to get a larger share of the total

communications expenditure without quantitative means that

go well beyond measurement of media outputs.”

Now let’s explore…

• Best practices

• Some well established

• Some emerging

• New ideas

• From industry research

• From agencies and companies

• From academia

Slide 6 -- October 31, 2009

Best practices:

Standardizing earned media evaluation

• Canadian Media Relations Rating Points Model

• 90% of Canadian agencies use same model endorsed by Canadian Public Relations Society, IABC of Canada, Canadian Council 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” way

Slide 7 -- October 31, 2009Source: Canadian Public Relations Society, IABC of Canada,

Canadian Council of PR Firms

Best practices:

Analyzing messages, associations, attributes

Slide 8 -- October 31, 2009Source: Weber Shandwick

Measurement & Strategy practice

Slide 9 -- October 31, 2009

Best practices:

Competitive benchmarking, share of voice

Source: Weber Shandwick

Measurement & Strategy practice

Best practices:

Linking media value to outcomes (sample #1)

Slide 10 -- October 31, 2009

Source: “Exploring the Link Between Share of

Media Coverage and Business Outcomes,”

Institute for Public Relations, April 2007

Best practices:

Linking media value to outcomes (sample #2)

Slide 11 -- October 31, 2009

Source: “Exploring the Link Between Share of

Media Coverage and Business Outcomes,”

Institute for Public Relations, April 2007

New ideas:

Uniting earned and paid media evaluation

Slide 12 -- October 31, 2009 Source: VMS Integrated Media Intelligence system

Slide 13 -- October 31, 2009

New ideas:

Re-framing the measurement conversation

activities reach relevance outcomes worth

What activities

were performed

to achieve

results?

Did you reach

your audience?

How many

impressions,

web visits,

reports,

attendees, etc.

were

generated?

Were you

relevant to your

audience? Were

you credible?

Did your ideas

and messages

resonate? Did

you drive

conversation?

What business

results did you

achieve?

Awareness?

Reputation?

Engagement?

Leads? Sales?

Loyalty?

Advocacy?

What is the

estimated dollar

value of your

communication

efforts? What

was the ROI?

Resonates with

communications

executives

Resonates with

communications

+ marketing

executives

Resonates with

communications

+ marketing +

sales executives

Resonates with

CMO + sales +

business dev. +

executive team

Resonates with

C-level execs,

including CMO,

CFO and CEO

Source: Weber Shandwick Measurement &

Strategy practice, “ARROW” measurement model

MediaAnalysis

(traditional)

MediaAnalysis(social)

WebAnalytics

(site)

KeywordAnalysis(search)

WOMAnalysis(surveys)

BrandTracking(surveys)

CustomerSatisfaction(surveys)

EmployeeSatisfaction(surveys)

Lead Gen& Sales data

(CRM)

Events &DM data(CRM)

Analyst Data & Reports

(third party)

Ind. Awards& Scorecards(third party)

Source: Weber Shandwick Measurement & Strategy practice –

ARROW Measurement Suite, February 2009

New ideas:

Collecting data from multiple sources

Slide 14 -- October 31, 2009

Slide 15 -- October 31, 2009

New ideas:

Deploying integrated dashboards (light view)

Source: Weber Shandwick Measurement &

Strategy practice, “ARROW” measurement model

Slide 16 -- October 31, 2009

New ideas:

Deploying integrated dashboards (full view)

Source: Weber Shandwick Measurement &

Strategy practice, “ARROW” measurement model

Best practices:

Leveraging digital, social and search data

measures: 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 company’s web properties

measures: Analyze volume, content, sentiment of conversations about company/brands across sites, media

measures: Assess audience, reach and “touch points” of company content/conversations across sites, media

• Outcome measures: Assess how the content, conversation and community measures correlate with desired outcomes

Slide 17 -- October 31, 2009Source: Weber Shandwick Measurement & Strategy

practice, “Inline” measurement framework

Best practice:

Tracking WOM conversation volume, quality

Source: Weber Shandwick Measurement & Strategy analysis,

based on Keller Fay TalkTrackTM survey data Jan’08-Dec’08

AIG

Industry

Average

State Farm

All State

Prudential

Nationwide

High Volume / High QualityLow Volume / High Quality

High Volume / Low QualityLow Volume / Low Quality

Share of Conversation (%)

Qu

alit

y o

f A

dvo

ca

cy (

%)

Metric Score Industry

Share of Conversation 10% 4%

Net Favorability -62% 18%

Net Recommendation -24% 29%

Propensity to Relay 31% 50%

Slide 18 -- October 31, 2009

New ideas:

Analyzing Advocacy “hubs” of influence

SOCIAL HUB MEGA HUB

“Inside” Advocacy Sources “Outside” Advocacy Sources

EXPERT HUBDAY-TO-DAY HUB

Who in their personal or work lives does

your audience trust for information and

advice?

Who in turn do they contact and

influence?

What kinds of experts (specific people,

categories of people, or specialized

publications) does your audience

seek out when they want information

and advice?

How does this contribute to their

decision-making?

What groups, clubs or networks

(online or offline) does your

audience turn to for information

and advice?

Who do they in turn communicate with?

What brands, celebrities or

cultural trends have caught

the attention of your audience

and are most influential in

their decision-making?

Slide 19 -- October 31, 2009 Source: Weber Shandwick & KRC Research

SOCIAL HUB MEGA HUB

EXPERT HUBDAY-TO-DAY HUB

New ideas:

Analyzing non-linear influence patterns

Social

Networks

Blogs

HomeTrade show

Podcasts

VODDirect

Mail

Internet TV

Authors

Opinion Sites

Branded

Entertainment

Radio

Broadcast

Television

Cable

Television

Print

Branded

Applications

Brand

Website

Business

Media

Vertical

Media Lifestyle

Media

Social

Organizations

Community

Groups

Business

Organizations

Social Clubs

Celebrity

E-mail

Work

placeSMS

WOMMobile

Phone

Telephone

Search

Video gamesARG’s

Pundits

Experts Sales

Reps

Customer

Service

“Inside” Advocacy Sources “Outside” Advocacy Sources

Slide 20 -- October 31, 2009 Source: Weber Shandwick & KRC Research

Other best practices

• Assess change in Attitudes or Behaviors

• Assess change in Awareness, Consideration

• Identify impact of programs on audience

“Pre” and “post” surveys

• Treasury “GoDirect” example: Four-state pilot showed big PR impact over non-PR markets, led to $21M PR investment (saved $210M)

“Test” and “control” studies

• Specialized surveys and scorecards

• Tracking to understand reputation, risk drivers

“Reputation” and “risk” measurement

• In-depth quantitative modeling to isolate the “contribution” of discrete marketing functions and/or programs to business results

Marketing mix analysis

Slide 21 -- October 31, 2009 Source: Weber Shandwick & KRC Research

Best practices:

The “Magic Number”

10-15%

• Without appropriate measurement, you can’t truly gauge success, focus resources on what works, adjust plans if they don’t work, get more budget or engage executives

• Investing 10-15% makes the other 85-90% work harder

Slide 22 -- October 31, 2009

- 23 -

Thank You!!!

Email:

[email protected]

Blog:

www.allaboutadvocacy.com

Twitter:

tmarklein