Best Practices & New Ideas in PR Measurement
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Best Practices & New Ideas in PR Measurement

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PRSA St. Louis presentation on "Best Practices & New Ideas in PR Measurement" by Tim Marklein, executive VP of measurement and strategy for Weber Shandwick

PRSA St. Louis presentation on "Best Practices & New Ideas in PR Measurement" by Tim Marklein, executive VP of measurement and strategy for Weber Shandwick

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Best Practices & New Ideas in PR Measurement Best Practices & New Ideas in PR Measurement Presentation Transcript

  • PR Measurement in a Difficult Economy Best Practices & New Ideas for 2009 Presented to PRSA St. Louis Tim Marklein, tmarklein@webershandwick.com Slide 1 -- October 31, 2009 Updated April 15, 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 Slide 2 -- October 31, 2009
  • 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 more THE BAD Still lots of lip service without investment PR wastes time fighting AVE – “media value” is real Quarterly reports are shelfware, don’t drive decisions THE UGLY PR metrics aren’t 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
  • Methods gaining, but still “under-evaluation” Use of PR Evaluation Methodologies 1 = Do not use at all, 7 = Use significantly Influence on corporate reputation Influence on stakeholder awareness Influence on employee attitudes Content analysis of clips Influence on stakeholder opinion Total # of clips Influence on corporate culture Total impressions Total # of clips in "top tier" media Crisis avoidance/mitigation Total circulation Influence on share of voice Ad equivalency of clips Contribution to sales Contribution to market share Contribution to profitability Influence on stock performance 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 2005 2007 Source: Annenberg School of Communication, “Fifth Annual Slide 4 -- October 31, 2009 Public Relations Generally Accepted Practices” study, Q1’08
  • The critical challenge = “Mind the GAP” Typical PR metrics Key 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 that go well beyond measurement of media outputs.” Source: Adapted from GAP V report, Annenberg Slide 5 -- October 31, 2009 School of Communication, “Fifth Annual Public Relations Generally Accepted Practices” study, Q1’08
  • 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 Source: Canadian Public Relations Society, IABC of Canada, Slide 7 -- October 31, 2009 Canadian Council of PR Firms
  • Best practices: Analyzing messages, associations, attributes Source: Weber Shandwick Slide 8 -- October 31, 2009 Measurement & Strategy practice
  • Best practices: Competitive benchmarking, share of voice Source: Weber Shandwick Slide 9 -- October 31, 2009 Measurement & Strategy practice
  • Best practices: Linking media value to outcomes (sample #1) Source: “Exploring the Link Between Share of Slide 10 -- October 31, 2009 Media Coverage and Business Outcomes,” Institute for Public Relations, April 2007
  • Best practices: Linking media value to outcomes (sample #2) Source: “Exploring the Link Between Share of Slide 11 -- October 31, 2009 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
  • New ideas: Re-framing the measurement conversation activities reach relevance outcomes worth What activities Did you reach Were you What business What is the were performed your audience? relevant to your results did you estimated dollar to achieve How many audience? Were achieve? value of your results? impressions, you credible? Awareness? communication web visits, Did your ideas Reputation? efforts? What reports, and messages Engagement? was the ROI? attendees, etc. resonate? Did Leads? Sales? were you drive Loyalty? generated? conversation? Advocacy? Resonates with Resonates with Resonates with Resonates with Resonates with communications communications communications CMO + sales + C-level execs, executives + marketing + marketing + business dev. + including CMO, executives sales executives executive team CFO and CEO Source: Weber Shandwick Measurement & Slide 13 -- October 31, 2009 Strategy practice, “ARROW” measurement model
  • New ideas: Collecting data from multiple sources Media Media Web Keyword Analysis Analysis Analytics Analysis (traditional) (social) (site) (search) WOM Brand Customer Employee Analysis Tracking Satisfaction Satisfaction (surveys) (surveys) (surveys) (surveys) Lead Gen Events & Analyst Data & Ind. Awards & Sales data DM data Reports & Scorecards (CRM) (CRM) (third party) (third party) Source: Weber Shandwick Measurement & Strategy practice – Slide 14 -- October 31, 2009 ARROW Measurement Suite, February 2009
  • New ideas: Deploying integrated dashboards (light view) Source: Weber Shandwick Measurement & Slide 15 -- October 31, 2009 Strategy practice, “ARROW” measurement model
  • New ideas: Deploying integrated dashboards (full view) Source: Weber Shandwick Measurement & Slide 16 -- October 31, 2009 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 Source: Weber Shandwick Measurement & Strategy Slide 17 -- October 31, 2009 practice, “Inline” measurement framework
  • Best practice: Tracking WOM conversation volume, quality Low Volume / High Quality High Volume / High Quality Nationwide Prudential Industry All State Average Quality of Advocacy (%) State Farm Metric Score Industry Share of Conversation 10% 4% Net Favorability -62% 18% Net Recommendation -24% 29% Propensity to Relay 31% 50% AIG Low Volume / Low Quality High Volume / Low Quality Share of Conversation (%) Source: Weber Shandwick Measurement & Strategy analysis, Slide 18 -- October 31, 2009 based on Keller Fay TalkTrackTM survey data Jan’08-Dec’08
  • New ideas: Analyzing Advocacy “hubs” of influence “Inside” Advocacy Sources “Outside” Advocacy Sources DAY-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 specialized advice? publications) does your audience seek out when they want information Who in turn do they contact and and advice? influence? How does this contribute to their decision-making? What groups, clubs or networks What brands, celebrities or (online or offline) does your cultural trends have caught audience turn to for information the attention of your audience and advice? and are most influential in their decision-making? Who do they in turn communicate with? SOCIAL HUB MEGA HUB Slide 19 -- October 31, 2009 Source: Weber Shandwick & KRC Research
  • New ideas: Analyzing non-linear influence patterns “Inside” Advocacy Sources “Outside” Advocacy Sources DAY-TO-DAY HUB EXPERT HUB Experts Sales Trade show Home E-mail Reps Telephone Podcasts Customer Service Work Vertical place Business Media Lifestyle SMS Media Media Pundits Mobile Brand WOM Authors Phone Website Social Blogs Branded Celebrity Organizations Entertainment Community Search VOD Print Direct Groups Mail Cable Social Clubs Social Broadcast Television Networks Television Branded Opinion Sites Radio Applications Business Internet TV Organizations ARG’s Video games SOCIAL HUB MEGA HUB Slide 20 -- October 31, 2009 Source: Weber Shandwick & KRC Research
  • 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 “control” showed big PR impact over non-PR markets, studies led to $21M PR investment (saved $210M) “Reputation” and • Specialized surveys and scorecards “risk” measurement • Tracking to understand reputation, risk drivers • In-depth quantitative modeling to isolate the Marketing mix “contribution” of discrete marketing functions analysis and/or programs to business results 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
  • Thank You!!! Email: tmarklein@webershandwick.com Blog: www.allaboutadvocacy.com Twitter: tmarklein - 23 -