2009 Counselors Academy Presentation


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Developing a health index for your agency while leveraging the power of research to drive success.

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  • Famous quote: I notice increasing reluctance on the part of marketing executives to use judgment; they are coming to rely too much on research, and they use it as a drunkard uses a lamp post for support, rather than for illumination. – David Ogilvy Too often, performance measurement is vague and anecdotal. It should be objective, consistent and readily available.
  • Creating a health index is part of diagnostic business management. Information about your business flows to you from many different areas: people, reports, newspapers even. Instead of reacting to a situation, establishing a process to evaluate your company’s health prepares you for the hard-decisions whenever those might occur.
  • Win/Loss Studies go a long way in building a SWOT analysis. It gives you an opportunity to get back in front of a client you may not have otherwise had a reason to connect with. This approach takes the emotion out of the Win or the Loss and lets you objectively understand the decision-making process and the role your business really plays.
  • Exit Interviewing follows a similar process as the Win/Loss. It’s an excellent gauge of how you sold your brand and services throughout the relationship cycle. It is also an indicator of brand growth or retraction. The elements of the resigning relationship provide a point of understanding between the fit with the brand and the future potential.
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  • 2009 Counselors Academy Presentation

    1. 2. About this session <ul><li>Diagnostic Business Management </li></ul><ul><li>Process </li></ul><ul><li>Using the Results </li></ul><ul><li>Designing a Healthy Program </li></ul><ul><ul><li>Win/Loss Surveys </li></ul></ul><ul><ul><li>Airfoil’s Surveys of Quality (ASQ) </li></ul></ul><ul><ul><li>Client Exit Interviews </li></ul></ul><ul><ul><li>Employee Exit Interviews </li></ul></ul><ul><li>Making it work for you </li></ul>
    2. 4. About Airfoil Public Relations <ul><li>Progressive, fast-growing, independent, tech firm known for providing emerging businesses with competitive communications </li></ul><ul><ul><li>Strong track record of bringing start-up and mid-stage, regional companies to national prominence in the media </li></ul></ul><ul><ul><li>10+ year retained relationship with Microsoft </li></ul></ul><ul><li>National footprint; local presence </li></ul><ul><ul><li>60 professionals between our Michigan and Silicon Valley offices </li></ul></ul><ul><li>Recognized as one of the nation’s top independent public relations firms </li></ul><ul><ul><li>Holmes Report Tech Agency of the Year </li></ul></ul><ul><ul><li>Holmes Report Top PR Firm To Work For </li></ul></ul><ul><ul><li>PR Week Boutique Agency of the Year </li></ul></ul><ul><ul><li>PR Week Top 50 PR Firm </li></ul></ul><ul><ul><li>O’Dwyer’s Top 10 Technology PR Firm </li></ul></ul><ul><ul><li>PR News Small Agency of the Year 2008 </li></ul></ul>
    3. 5. Janet Tyler, President and Co-Founder <ul><li>About Me </li></ul><ul><li>Responsible for setting the strategic path for the agency and for an extensive range of national clients. </li></ul><ul><li>Provide the strategic direction for key accounts including Microsoft, eBay and Starbucks. </li></ul><ul><li>Established Airfoil’s Silicon Valley office in Mountain View, California and extended the agency’s success in the arenas of new media and online technology. </li></ul><ul><li>Recruited a staff of professionals with exceptional capabilities in PR for consumer and business technology. </li></ul><ul><li>Led the sales team which produced a roster of some of the Valley’s most innovative emerging companies.  </li></ul><ul><li>Areas of Expertise </li></ul><ul><li>Analyst, investor and thought leader outreach strategy </li></ul><ul><li>Event concepts, production and execution </li></ul><ul><li>Customer and channel marketing communications strategy </li></ul><ul><li>Messaging development and deployment – executive training </li></ul>
    4. 7. Value <ul><li>Why research? </li></ul><ul><li>Objective and not reactive </li></ul><ul><li>Preparation for seasons/cycles </li></ul><ul><li>Highlight opportunity </li></ul><ul><li>Maneuver the economic tide </li></ul><ul><li>Support decision-making </li></ul><ul><li>Eliminate emotion; act rationally </li></ul>
    5. 8. process
    6. 9. Importance of Process <ul><li>Puts a stake in the ground </li></ul><ul><li>Eliminates seasonality </li></ul><ul><li>Is less dependent on relationship cycles </li></ul><ul><li>Evaluates all brand touchpoints </li></ul><ul><li>Assesses brand promise in action </li></ul>
    7. 10. Importance of Timeline                                        Q1 Q2 Q3 Q4 Win Loss Client ASQ Employee ASQ Client Exit Employee Exit
    8. 11. using results
    9. 12. Trend Analysis
    10. 13. designing a healthy program
    11. 14. Using the Right Information <ul><li>Vague versus specific </li></ul><ul><li>Anecdotal versus measurable </li></ul><ul><li>Detailed versus targeted </li></ul>
    12. 15. <ul><li>Focused signifiers of performance </li></ul><ul><li>Early indicators for process improvement </li></ul>Diagnostic Business Management Success
    13. 16. win/loss
    14. 17. Win/Loss Analysis <ul><li>What It Is </li></ul><ul><li>1:1 interview with “client” participating in the pitch process </li></ul>Trigger Automatic notification Objective Evaluate overall approach Reinforce winning strength Avoid losing characteristics
    15. 18. Win/Loss Analysis
    16. 19. Win/Loss Analysis Works for Us <ul><li>Revised new-business development process </li></ul><ul><li>Clarified direction (e.g., What does creative mean to you?) </li></ul><ul><li>Identified “healthy” brand attributes </li></ul><ul><li>Improved targeting </li></ul><ul><li>Reinforced strength of brand for future consideration </li></ul>
    17. 20. Win/Loss Analysis Example <ul><li>Considerations </li></ul><ul><li>Question Flow </li></ul><ul><ul><li>How did they know about us? </li></ul></ul><ul><ul><li>How did we compare? </li></ul></ul><ul><ul><li>What was the approach? </li></ul></ul><ul><ul><li>Key imagery </li></ul></ul><ul><ul><li>What lessons did we learn? </li></ul></ul><ul><li>Report </li></ul><ul><ul><li>Anecdotal to provide background </li></ul></ul><ul><ul><li>Quantitative to compare over time </li></ul></ul>
    18. 21. client ASQ
    19. 22. Client Airfoil Survey of Quality(ASQ) <ul><li>What It Is </li></ul><ul><li>Formal, anonymous feedback mechanism conducted online </li></ul>Trigger Annual Contract renewal Objective Evaluate overall approach Look for opportunity
    20. 23. Client ASQ Diagnostic Developmental
    21. 24. Client ASQs Work for Us <ul><li>“ Healthy” marketplace </li></ul><ul><li>Found alignment between strengths and potential service offerings </li></ul><ul><ul><li>Media relations efforts through preferred social networking tools </li></ul></ul><ul><li>Identified areas of opportunity </li></ul><ul><ul><li>Digital media wasn’t considered six months earlier </li></ul></ul><ul><ul><li>Took on creative work being done internally or by other agencies </li></ul></ul>
    22. 25. Client ASQ Example <ul><li>Considerations </li></ul><ul><li>Maintain general integrity to establish trends </li></ul><ul><li>Monitor progress </li></ul><ul><li>Make adjustments that fit business need and opportunity </li></ul>
    23. 26. employee ASQ
    24. 27. Employee ASQ <ul><li>What It Is </li></ul><ul><li>Formal, anonymous feedback mechanism </li></ul>Trigger Annual date Objective Understand attitudes and behaviors Help shape culture
    25. 28. Employee ASQ
    26. 29. Employee ASQs Work for Us <ul><li>“ Healthy” endorsement; revealed attachment with the Airfoil brand </li></ul><ul><li>Reinforced Airfoil values </li></ul><ul><li>Realigned </li></ul><ul><li>staff during </li></ul><ul><li>time of re- </li></ul><ul><li>organization </li></ul>Overall, how would you rate Airfoil as a place to work? Excellent Good Neutral Fair Poor 2008 32% 53% 9% 8% 0 2007 30% 50% 11% 7% 2%
    27. 30. Employee ASQ Example <ul><li>Considerations </li></ul><ul><li>Ensure confidentiality </li></ul><ul><li>Maintain general integrity to establish trends </li></ul><ul><li>Communicate results and provide feedback </li></ul><ul><li>Provide access to executive management </li></ul>Ratings FIRST SECOND THIRD 2008 Cooperation within your team Communications between you and your manager Variety of workload 2007 Friendliness of other employees Team environment Access to management 2006 Friendliness of other employees Team environment Opportunity to enhance skills 2005 Opportunity to enhance skills Provide a sense of job security Recognition for your achievements
    28. 31. client exit
    29. 32. Client Exit <ul><li>What It Is </li></ul><ul><li>1:1 interview with client </li></ul>Trigger Resignation or termination point Objective Evaluate performance Understand decision/business
    30. 33. Client Exit RELATIONSHIP Reference Marketing Materials Consideration Cultural Chemistry Change
    31. 34. Client Exit Interviews Work for Us <ul><li>“ Healthy” profile: Quality, performance and future recommendation high </li></ul><ul><li>Initial goals and work environment shifted over time </li></ul><ul><li>So what happened? </li></ul><ul><li>Management changes in addition to executive board now requiring approval for budget did not result in a positive outcome for outside PR services </li></ul>
    32. 35. Client Exit Interview Example <ul><li>Considerations </li></ul><ul><li>Similar to the win loss </li></ul><ul><li>Identifies the relationship cycle </li></ul><ul><li>Encourages total evaluation </li></ul><ul><li>Peeks inside the client business </li></ul>Questionnaire Flow
    33. 36. employee exit
    34. 37. Employee Exit Interview <ul><li>What It Is </li></ul><ul><li>1:1 interview with employees resigning or being resigned </li></ul>Trigger Final day of employment Objective Compare decisions to leave Identify internal influences contributing to attrition
    35. 38. Employee Exit Interview
    36. 39. Employee Exit Interview Works for Us <ul><li>“ Healthy” relationships </li></ul><ul><li>Learning how we compare to norms </li></ul><ul><li>Communicating with our staff </li></ul><ul><li>Analyzing rate of turnover and trends </li></ul>
    37. 40. Employee Exit Interview Example <ul><li>Considerations </li></ul><ul><li>Ensure answers will be used to direct change </li></ul><ul><li>Establish trust to encourage honesty </li></ul><ul><li>Share results among management </li></ul><ul><li>Aggregate responses to analyze trends </li></ul>
    38. 41. making it work for you
    39. 42. Getting Started <ul><li>Establish a process </li></ul><ul><li>Be mindful of survey distribution timing </li></ul><ul><li>Consider nominal incentives to encourage response </li></ul><ul><li>Create a strong foundation that will require few changes from year to year </li></ul><ul><li>Ask the “same” question in different ways </li></ul><ul><li>Link together similar queries in different questions </li></ul><ul><li>Look for correlations </li></ul><ul><ul><li>Stay away from holidays, traditionally busy work periods and seasonal events (Spring Break, Graduation, etc.) </li></ul></ul><ul><ul><li>Between similar questions, types of respondent or general trends </li></ul></ul><ul><ul><li>Donations to a charity in client’s name or group reward for full employee participation </li></ul></ul>
    40. 43. Diagnostic Business Management Image Ratings Overall Satisfaction Overall Rating Consideration Recommendation Are we clearly establishing our brand value? What indicates our brand promise in action? Is our brand promise evident throughout every touchpoint? How does our brand live when we can’t directly control the interaction? Success
    41. 44. 866.Airfoil / www.airfoilpr.com