best practices & new ideas in pr measurement
TRANSCRIPT
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
Internet TV
Authors
Opinion Sites
Branded
Entertainment
Radio
Broadcast
Television
Cable
Television
Branded
Applications
Brand
Website
Business
Media
Vertical
Media Lifestyle
Media
Social
Organizations
Community
Groups
Business
Organizations
Social Clubs
Celebrity
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