It’s a Complex World

LOCAL +GLOBAL

UNDERSTAND CULTURES

PAID MEDIA +EARNED, SHARED & OWNED

UNDERSTAND CHANNELS

ANALYTICS +BIG DATA

UNDERSTAND NUMBERS

DEMOGRAPHICS +PSYCHOGRAPHICS

UNDERSTAND PEOPLE

What’s Your Reality?

A BACKGROUND IN MEASUREMENT

Why Measure?

Serve Business

Grow Business

Protect Business

Clients want proof

Measurement wins business

If you can’t show results, others will

Evolution in Measurement

Clip Books

2000 2010 2015

Barcelona Principles

Barcelona Principles 2.0

Foundational Principles of Communications Measurement

Our Original Goal: To end years of debate as to whether metrics, such as AVEs and multipliers, should be used, and provide a foundation and hierarchy.

Translating the Principles

Impact onMEDIA/CHANNELS

Impact onTARGET GROUPS

Impact onORGANIZATIONS

OutputsContact/response level

Reach, content

OutcomesPerception/behavioral level

Knowledge, opinions, attitudes

Business ResultsBusiness LevelAdded Value

FrequencyVisits

Reader contactsTonality

Message ImpactShare of voice

Journalist inquiries…

AwarenessComprehension

RecollectionRecognitionCredibility

Image changesRecommendations

Purchasing intentions…

Revenue/turnoverContracts closedReputation Value

Brand ValuePrice-earnings ratio

Market shareStock price

Employee retention…

So, When You Are Asked to Show Value…There are basically three answers:

Did you reach the right people with the right message?

Did the target audience change as a result of the PR reach?

Did the organization benefit from the target audience change?

Step One: Understanding the Client

Clients Demand Proof: Not All Clients Are The Same

Clips count

Clips have to be good

They like me

They do something different

Money matters

Step Two: Communication Goals

Principle 1Goal setting and measurement are fundamental to communication and public relations.

What to do:

• Conduct measurement and evaluation against defined goals and SMART.

• Make goals quantitative or qualitative, but still identify who, what, how much, by when.

• Be holistic: traditional and social media; changes in awareness among key stakeholders, comprehension, attitude, and behavior; and impact on organizational results. Campaigns or ongoing are both relevant.

• Be integrated and aligned across paid, earned, shared and owned channels where possible.

Goals should be defined as quantitatively as possible.

Measurement is based on setting goals first

Who?

What?

How Much?

By When?

Weak Goal Strong Goal

• Drive media coverage.

• Change the perception from a company that makes computers to a computer 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)

• Through targeted media relations, reach 10M target audience members by the end of 2016. Deliver messages in 60% of all coverage.

• 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 £75K+) in Greater London within campaign timeframe (May-Dec 2016)

• By the end of 2016, raise 1st choice consideration by 5% among GenXers, 35-55 years old.

Vs.

Case Study

The power to bring change is expanding as people and communities make their voices heard.

• Reach out more directly to civil society.

• Leverage the collective force of individuals uniting around causes.

• Work closely on advocacy issues to connect with vulnerable communities and children.

Youth & Millennials Middle ClassUNICEF’s Audiences:

Case Study

Voice

Engagement

Reach

Cross-Cutting

Be the leading voice for – and with – Children.

Reach 1 Billion people around the world by the end of 2017.

Engage 50 Million people acting in support of children by the end of 2017.

Contribute to the positioning of UNICEF’s Brand.

UNICEF’s Strategic Pillars:

Case StudyReach KPIs:

Quantity of People Reached• Metric: impressions to target/other audiences. Examples:

o Reach 1B people with UNICEF messages.o UNICEF received substantive mention in top tier publications.o Number of people reached via mobile phones.o Volume of traffic to websites and blogs.o People attending events.

Quality of Message Delivery• Metric: media algorithm score. Examples:

o Using a media algorithm, achieve a quality score of 60+ on -100 to +100 scale in top tier publications.

o Achieve at 50% or higher number of articles that focus solely on UNICEF in conjunction with improving the lives of children.

Choosing The Right Metrics

EXPOSURE ENGAGEMENT INFLUENCE IMPACT ADVOCACY

Create potential audience exposure to content & message.

Interaction that occurs in response to content on an owned channel ‘engaging with you’.

Also earned social conversation ‘talking about you’.

Ability to cause or to a change in opinion or behavior.

Effect of a social media campaign, program or on the target audience.

Also Value - the financial impact.

Act of pleading or making the case forsomething. Includes positive sentiment and one ofthe following:

• A recommendation

• A call to action to purchase

• Suggested usage or suggested change to opinion.

Choosing The Right MetricsEXPOSURE ENGAGEMENT INFLUENCE IMPACT ADVOCACY

PAID

• Impressions• Reach• CPM

• Interaction rate• Click-thrus• Time viewing• Completion Rate• Click-Thru Rate

• Purchase consideration• Awareness• Purchase Intent• Likelihood to

Recommend

• Visit website• Attend event• Sales• Download coupon• Leads captured• Promo redemptions

• Recommendations• Review• Ratings

EARNED• Impressions• Reach

• Mentions• Hashtag usage

• Purchase intent• Awareness• Message inclusion

• Visit website• Attend event• Download coupon• Leads captured• Promo redemptions

• Recommendations• Ratings• Reviews

SHARED• Impressions• Reach

• Comments• Shares• Retweets

• Purchase consideration• Tell a friend• Likelihood to

Recommend

• Visit website• Attend event• Sales• Download coupon• Leads captured• Promo redemption

• Ratings• Reviews• Recommendations

OWNED

• Unique visitors• Reach • Impressions

• Return visits• Page Views• Interaction rate• Time on site

• Tell a friend• Change in opinion • Association with key

attributes

• Visit website• Attend event• Sales• Download coupon• Leads captured• Promo redemption

• Recommendations• Ratings• Reviews

STEP THREE: HOW DO YOU MEASURE

Did you reach the right people with the right message?

Did the target audience change as a result of the PR reach?

Did the organization benefit from the target audience change?

Ideally, we should measure all three…

Impact onMEDIA/CHANNELS

Impact onTARGET GROUPS

Impact onORGANIZATIONS

OutputsContact/response level

Reach, content

OutcomesPerception/behavioral level

Knowledge, opinions, attitudes

Business ResultsBusiness LevelAdded Value

FrequencyVisits

Reader contactsTonality

Message ImpactShare of voice

Journalist inquiries…

AwarenessComprehension

RecollectionRecognitionCredibility

Image changesRecommendations

Purchasing intentions…

Revenue/turnoverContracts closedReputation Value

Brand ValuePrice-earnings ratio

Market shareStock price

Employee retention…

I. Media Measurement (Outputs)

Media Monitoring vs. Media MeasurementMonitoring Measurement

What it is:• An effective way to track mass coverage on specific

brands, initiatives and key issues in the media• Allows for issues identification and issues

management

What it can do:Provide access to traditional coverage and social conversation about Hilton Worldwide, and portfolio brands – across all regions• Top-tier coverage can be shared with Leadership to

keep them informed (normally based on a finite list of publications)

What it is:• A perspective tool based on a defined set of key

performance indicators (KPIs) that are consistent across brands and regions to drive communications strategies by highlighting what is and isn’t working

• Allows for the connection between communication activities and target audience outcomes

What it can do :• Provide in-depth evaluation of media coverage from

agenda-setting publications that have an impact on company and portfolio brands (generally spans key trade, consumer and business media)

• Provide context for comparisons and differentiation from competitive set

Case Study

Case Study

II. Audience Measurement (Outcomes)

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II. Audience Measurement (Outcomes)

Outcomes: Using Surveys to Measure Change

Survey research can be used to measure a variety of outcomes, which either measured pre-post or tracked over time:

Often the tools or data already exist to measure outcomes

AttitudesAwareness Comprehension Behavior

“Only 13% of consumers are aware of your

product.”

“74% of Brits understand why your company is in

trouble.”

“49% of employees are satisfied with their jobs.”

“27% of consumers have purchased or plan to

purchase your product in the next six months.”

Things to Consider in Outcome Measurement

• Is there an existing survey to which 2-3 questions can be added to measure the effect of PR?

• Does a market research department or provider exist that you can connect with?

• What is the timing of the PR campaign? When does it make most sense to measure?

• How large is the campaign investment? Will there be sufficient activity to see a possible impact?

• How long will the program run? Should it be measured pre-post or at regular intervals?

Case Study: Measuring Impact on Target

8.4

9.0 8.9

CC Mayo JH

Improvement in Reputation

0.3

8.7

Case Study: Measuring Impact on Target

ChallengeImprove reputation and key behaviors (likelihood to travel to Cleveland Clinic for a serious medical condition or to refer toit as a leader in healthcare policy in the U.S.) among its target audience and influencers who lead or impact trends and policies.ApproachUsed advanced statistical analysis to determine the most effective drivers: channels, messengers, messages, media topics, and capabilities to improve Cleveland Clinic’s reputation and key behaviors.Results

KEY MESSAGESTrusted, Innovative & Visionary

predicts

51% to 58%

of CC’s Reputation and Key Behaviors

COMMON DENOMINATOR:

TRANSPARENCY

CC Reputation Score vs. Competitors if Performance of all Three Key Message Drivers

Increased by 1-point

III. Determining Organizational Impacts

Examples of Organizational Results from PR

• Contribute 10% of the increase in sales through earned media.

• Increase the amount of online conversation around the launch of the new product to increase market share.

• Create high awareness of the need for medical testing for prostate cancer to drive doctor visits.

• Create an umbrella brand that drives up sales of all products in its portfolio.

• Decrease retention costs of employees with a better employee value proposition.

What about your organization’s performance will be different because of PR?

One Approach: Marketing Mix Modelling

• Marketing mix modeling determines the impact marketing spend has on business results, taking into account all tools for communication:

• What is the impact on organizational results generated by specific communications measures?

• What is the optimal communications budget (ROI) in order to achieve the organization’s target?

• What media mix has the greatest effect on brand awareness?

• Which products in the portfolio drive sales best?

• Shall communication activities be planned parallel to competition or alternate?

• Which communications strategy is most successful?

Case Study: Measuring Impact on Business Results

ApproachRegression analysis was used to determine the relationship between marketing spend made via direct mail, PoP H, PoP, radio, and online (independent variables) and two outcomes, leads and final registration. ResultsOnline was the most cost effective marketing spend, almost five times as efficient as direct mail. Strategic professional PoP outreach was also more effective than hodgepodge PoP outreach.

Channel Leads Generated Per

$1,000

Total Leads Generated (Annual)

Direct Mail 7 59,747

Radio 5 4,645

Online 33 6,249

PoP H 10 2,270

PoP P 23 11,126

Model 1: Leads = 96.51 + 0.007 (Direct Mail) + 0.005 (Radio) + 0.033 (Online) + .010 (PoP H) + .023 (PoP P) + 136 (If summer) + 168 (If fall)

R2 = .668

If LLS decreased its current annual direct mail spend 10% and spent it

on online, it would lose 5,975 direct mail leads, but gain 29,020 leads from online, a net gain of

23,045 or potentially $64,526,466 (23,045 X $2,800 average amount raised per participant in the fiscal

year.

Case Study: Sales Modelling

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MAT Release

Line Extension PR

In-Store Coupon

PR

In-Pack Coupon

Shelftalk

FSI

New Packaging lift

TV

Trade Merchandising

Base Volume

Chart data reflects estimated volume from the sum of 65 DMAs

Volume Decomposition: (May 2008 – Apr 2010)

Interactive Effects Need to be Explored

Calculating the impact of marketing elements on sales in 2 ways:

Sales ImpactMarketing Elements

A Direct Marketing Mix Model (ROMI)

Marketing Elements

WebsiteVisits

Sales Impact(residual)

A Two-Stage Model

Website model Residual model

Before We Close

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