Philip Sheldrake "Social Media Measurement"


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Social media strongly influences the way of communications controlling.
Philip Sheldrake demonstrates the new measurement concept and shows some practical examples.

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Philip Sheldrake "Social Media Measurement"

  1. 1. //The Business of Influence Philip Sheldrake Social Media Measurement and the Influence Scorecard30th June 2011 4th Swiss Conference on Communications Controlling 1
  2. 2. //4th Swiss Conference on Communications Controlling Zurich 30th June 201130th June 2011 4th Swiss Conference on Communications Controlling 2
  3. 3. //Three things…Social mediachanges nothing and everythingMeasurementthe latest thinking from AMECThe Influence Scorecardbusiness performance management30th June 2011 4th Swiss Conference on Communications Controlling 3
  4. 4. changes nothing and everything //Social media30th June 2011 4th Swiss Conference on Communications Controlling 4
  5. 5. //An illustrated historyContent – an illustrated history @karoshikula & @sheldrake30th June 2011 4th Swiss Conference on Communications Controlling 5
  6. 6. //Changes nothing .1My lovely marketing & PR June 2011 4th Swiss Conference on Communications Controlling 6
  7. 7. //Changes nothing .2My lovely marketing & PR June 2011 4th Swiss Conference on Communications Controlling 7
  8. 8. //Changes nothing .3The digital / social “bolt on”Do you recognise this picture?How many of you consider your digitalactivities to be integrated seamlessly intoeverything you do?30th June 2011 4th Swiss Conference on Communications Controlling 8
  9. 9. //Changes nothing .4Digital is not ...a new team or department.something to procure, design or manage separately.Digital does…require new skills.bring new opportunities, and threats.But think about it. Would you have…30th June 2011 4th Swiss Conference on Communications Controlling 9
  10. 10. //Changes nothing .5A telephone section? June 2011 4th Swiss Conference on Communications Controlling 10
  11. 11. //Changes everything .1The Cluetrain ManifestoThe Internet allows markets to revert back tothe days when a market was defined by peoplegathering and talking amongst themselvesabout buyer reputation, seller reputation,product quality and prices.This was lost for a while as the scale oforganisations and markets outstripped thefacility for consumers to coalesce. Theconsumers’ conversation is now reignited.30th June 2011 4th Swiss Conference on Communications Controlling 11
  12. 12. //Changes everything .2Social analyticsIf you could go back to the mid-90s and offer amarketer a little box that could sit on her deskand let her listen in on thousands of customerconversations and participate in thosediscussions regardless of geography or timezone, it would appear so far-fetched that she’dprobably call security.The Social Web Analytics eBook 2008, Philip Sheldrake.30th June 2011 4th Swiss Conference on Communications Controlling 12
  13. 13. //Changes everything .3Social analytics is the application ofsearch, indexing, semantic analysis andbusiness intelligence technologies to thetask of identifying, tracking, listening toand participating in the distributedconversations about a particular brand,product or issue, with emphasis onquantifying the trend in eachconversations sentiment and influence.30th June 2011 4th Swiss Conference on Communications Controlling 13
  14. 14. //Changes everything .4Perception is realityMay have been a relevant axiom for 20thCentury marketing and PR practice, but now…Reality is perceptionReal-time social marketing and PR must, bynature, be authentic. Real-time PR marks thedeath of ‘spin’. You can’t fake it.30th June 2011 4th Swiss Conference on Communications Controlling 14
  15. 15. the latest thinking from AMEC //Measurement30th June 2011 4th Swiss Conference on Communications Controlling 15
  16. 16. //AMEC Barcelona Principles• Goal setting and measurement are important• Media measurement requires quantity and quality• AVEs are not the value of public relations• Social media can and should be measured• Measuring outcomes is preferred to measuring media results (outputs)• Organisational results and outcomes should be measured whenever possible• Transparency and replicability are paramount to 2010 sound measurement.30th June 2011 4th Swiss Conference on Communications Controlling 16
  17. 17. //AVEsAdvertising value equivalence is aspecious sum based on falseassumptions using an unfoundedmultiplier, only addressing afraction of the PR domain.30th June 2011 4th Swiss Conference on Communications Controlling 17
  18. 18. //But…“The world of online marketing hasbeen suffering from a delusion ofprecision and an expectation ofexactitude.”Social Media Metrics, Jim Sterne, ISBN 978-047058378430th June 2011 4th Swiss Conference on Communications Controlling 18
  19. 19. //AMEC valid metrics framework30th June 2011 4th Swiss Conference on Communications Controlling 19
  20. 20. //Applying the AMEC frameworkFrom the Lisbon conference:Select relevant metrics.Track over time to identify trends.Consider plotting the ‘Target Audience Effect’ outcomemetrics against the ‘Intermediary Effect’ metrics.Not exhaustive – may be other metrics that areappropriate to the campaign being measured. 201130th June 2011 4th Swiss Conference on Communications Controlling 20
  21. 21. //AMEC framework examplesSee the presentation from Ruth Pestana andMike Daniels, 8th June June 2011 4th Swiss Conference on Communications Controlling 21
  22. 22. business performance management //Influence Scorecard30th June 2011 4th Swiss Conference on Communications Controlling 22
  23. 23. //So what?As Katie Delahaye Paine likes tosay, if you want to know how goodyour metrics are –ask “So what?” three times.Measure What Matters: Online Tools For Understanding Customers, Social Media,Engagement, and Key Relationships, Katie Delahaye Paine, ISBN 978-047092010730th June 2011 4th Swiss Conference on Communications Controlling 23
  24. 24. //Return on investmentROI is a measure of the financial returnsecured for the capital employed.The AMEC Lisbon delegates rated themeasurement of public relations ROI theirnumber 1 priority.30th June 2011 4th Swiss Conference on Communications Controlling 24
  25. 25. //Intangibles .120th Century business was built aroundtangible assets (land, plant & machinery).The 21st Century business is more reliant onintangibles (intellectual property, brand,reputation, social dialogue), for whichtraditional accounting analyses are poorlydesigned.30th June 2011 4th Swiss Conference on Communications Controlling 25
  26. 26. //Intangibles .2Intangible assets tend to only havestrategic value when theyre in themix.30th June 2011 4th Swiss Conference on Communications Controlling 26
  27. 27. //Balanced ScorecardSo thats one reason why Kaplan and Nortondeveloped the Balanced Scorecard approach,designed to augment the lagging (financial)indicators of business success, with non-financial drivers of future financialperformance.Balanced Scorecard: Translating Strategy into Action, Robert S. Kaplan and David P. Norton,ISBN: 978087584651430th June 2011 4th Swiss Conference on Communications Controlling 27
  28. 28. //Influence You have been influenced when you think in a way you wouldn’t otherwise have thought, or do something you wouldn’t otherwise have done.30th June 2011 4th Swiss Conference on Communications Controlling 28
  29. 29. //The Six Influence Flows .130th June 2011 4th Swiss Conference on Communications Controlling 29
  30. 30. //The Six Influence Flows .2A new and simple model to thinkabout what we’re trying to achieve.Avoids words and phrases that come withthe ‘baggage’ of historic and current use andmisuse otherwise likely to confuse or narrowour thinking.30th June 2011 4th Swiss Conference on Communications Controlling 30
  31. 31. //Influence Scorecard .1How can we systematically learn from andmanage influence flows?How do we define, develop, and execute aconsistent and coherent influence strategy?How do we prioritize investments in influence-related human, information, and organisationalcapital?Kaplan and Norton’s strategy map tool andBalanced Scorecard framework are well suitedto these efforts.30th June 2011 4th Swiss Conference on Communications Controlling 31
  32. 32. //Influence Scorecard .2The Influence Scorecard serves as both themethodology for defining influencestrategy and the tool for executing it.It’s a subset of the Balanced Scorecard,contains all the influence-related objectivesand metrics extracted from their functionalsilos.30th June 2011 4th Swiss Conference on Communications Controlling 32
  33. 33. //Influence Scorecard .3Consider the hypothetical instanceof two organisations designing,executing and analysing exactly thesame public relations strategydelivering precisely the sameresults for the same investment.30th June 2011 4th Swiss Conference on Communications Controlling 33
  34. 34. //Influence Scorecard .4The two organisations are different(different missions, visions, values andobjectives).Their priorities will differ, and so thereforewill their portfolio of investments in allkinds of assets.And so the specific role PR plays will bedifferent, and so therefore its contributionto success; its ROI.30th June 2011 4th Swiss Conference on Communications Controlling 34
  35. 35. //Influence Scorecard .5AMEC’s working group asserts:“ROI = ROI ROI = Money In, Money Out Total Value of PR > ROI Total Value of PR = Tangible + Intangible Total Value of PR = Near-Term + Long-Term”The Influence Scorecard encompassestangibles & intangibles, near- and long-term.30th June 2011 4th Swiss Conference on Communications Controlling 35
  36. 36. //Influence Scorecard .6 Ultimately, the ease and effectiveness with which we manage and learn from influence flows is integral to the ways all stakeholders interact with organisations to broker mutually valuable, beneficial relationships.30th June 2011 4th Swiss Conference on Communications Controlling 36
  37. 37. //ROI .1When the boss rules‘Look, I’m told we’re investing in this. Now we justneed to work up the numbers to get it through finance.’When efficiency rules‘This investment will speed the process up.’ ‘Er, but it’snot actually a bottleneck.’When the guru rules‘Well the book’s at number 1.’When last year rules‘Well we did it this way last year ...’30th June 2011 4th Swiss Conference on Communications Controlling 37
  38. 38. //ROI .2When the competition rules‘They’ve gone for it, so ...’When vanity rules‘We can afford it and it’ll be a testament to our time.’When experience rules‘Do you think the CMO’s background in advertisingsways the budgeting process?’30th June 2011 4th Swiss Conference on Communications Controlling 38
  39. 39. //ROI .3When rules rule‘Let’s treat it as three separate projects so each comesunder the limit demanding cost justification.’When paralysis rules‘I just don’t know.’And when all else fails – when cost rules‘Just make a decision on a least-cost basis because thissort of thing never has a tangible ROI.’30th June 2011 4th Swiss Conference on Communications Controlling 39
  40. 40. //ROI .4I prefer it when strategy rules…the Influence Scorecard approach.30th June 2011 4th Swiss Conference on Communications Controlling 40
  41. 41. //The Business of Influence Reframing Marketing and PR for the Digital Age. Philip Sheldrake, Wiley, May 2011 ISBN 978-0470978627 Thanks for your attention. @sheldrake #infpro30th June 2011 4th Swiss Conference on Communications Controlling 41
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