2. •Up to now, measurement has often focused on Ad Equiv Value, to measure return on
investment in dollars.
•AEV is increasingly controversial, with multiple equations etc to calculate value. No
consideration for quality.
•Social media metrics often only focus on output.. And not results.
•Metrics are often very detached from Strategy, and don’t inform how strategy is being
met
•It sometimes seems like we are pulling meaningless numbers, … as illustrated in this
Dilbert cartoon.
3. •Here are some examples of classic or traditional MR and Social Media metrics – numbers
that don’t help us set our future direction.
4. •So, are you metrics really:
•relative to your Strategy?
•informing your future tactics?
•informing your future Strategy?
•Do they matter to your overall Corporate Strategy? To your CEO and true business
goals?
Often the answer is NO.
5. •We have set out as a project to define and create meaningful measures
•It starts with setting our Global Communications Strategy (both MR and SM)
•Then we look at setting our key accounts Strategy.
•We ensure our efforts are focused on only media that are most likely to reach our target
audience and reach our goals.
•To do this - set a criteria list of questions, and vet media against them with a scoring
system. This will ensure maximum efficiency in media and influencer outreach.
•Next – we develop meaningful measures that speak to our objectives. If your goals aren’t
all about money, go beyond Ad Equivalency. Ensure your measures speak to you strategy
and tactics – and will inform your future tactics and activities based on the results.
•Next… act based on the results. We will make changes to our tactics and activities based
on what these measures tell us.
•And moving ahead, we will look to have these measures directly inform our future
strategies.
6. Here are the steps are taking to reaching our goal:
•We conducted a measurement audit, having a look back on our:
•Metrics
•Methods
•Systems
•All in relation to our strategy
Are we speaking to our Strategy?
•Next we are testing out a new monthly dasboard for our metrics, called the ARROW
model. I’ll speak to this more in the next slide.
•Then, we set out, through a team process, to define our measures and complete our
dashboard.
7. After the measurement audit conducted by our Agency Weber Shandwick, Here’s how this
looked on our team:
•First We had a two day measurement session with key members of the team
•In this session we looked at all of our activities, what we do and what we want to
accomplish out of them. We then inputted them into our measurement dashboard. It was a
long and arduous process!... But necessary.
•Next – after some final tweaking, we presented the complete dashboard to the entire
team, over a 1 day session. We ensured agreement on what we are measuring, what tactics
feed into these measures, who is responsible for providing the information, and how.
•We set a date for reviewing the dashboard a few months in.
8. Our Dashboard – the arrow model.
Here is the general overview.
9. •In order to break it down and get going on inputting our information in the ARROW
dashboard, we started with just the activities, their reach and the relevance measures. This
became our start… the ARR!!! Model.
•We also agreed to drop the worth section, as any ad value would become a reach metric,
and the remaining worth would be measured as an outcome tied into CTC’s Strategic
Objectives.
10. •Next we look to add in the Outcomes… our real treasure.
•This is the section that truly speaks to our strategy as a unit, and our objectives and
strategy for the company as a whole.
•These measures will allow us to show how our work is moving the CTC’s objectives and
goals along, and measure how well we are doing this.
11. Here’s an example of a few of these measures for our Media Relations work (read a few
examples from slide)
12. Here’s an example of a few of these measures for our Media Relations work (read a few
examples from slide)
13. And here are few for Social Media (read a few examples from slide)
14. We then set out to put a scoring system against our relevance metrics – to provide us with
numbers for analyses as to whether we are reaching our goals, and to provide information
for recommends on what we can change.
All scoring is based on a 1 – 5 scale – with 5 being best.
A few examples:
•Position/ Prominence for Print:
•Gives points for where the article appears in a publication, and the quality of our content
being represented.
•Print Sentiment
•Assesses the degree to which the article is positive, neutral or negative – to inform how
we may wish to change our pitches or focus of our pitches in the future.
15. Print Signature Experience and USP Penetration – or Content Theme penetration
•This scoring looks at what USP’s are represented, and whether Signature experiences are
involved.
•This score helps to determine if we are meeting our general CTC strategy, and helps
provide basis for making changes to increase the exposure of these key Strategic factors.
16. •Here is an example of our average scores for print, broadcast and online.
•In general it shows some areas for improvement.
•For instance on signature experience penetration (understandable at this point as it is
about to launch).
•But gives us a basis to decipher a need to change our tactics around this area.
17. Here are some insights on Signature experiences and neutral story tones that will assist us
in changing how and what we pitch.
18.
19.
20. For Social Media – the traditional metrics flow is a “one way” street.
21. •For Social Media – you recall the one way street I referred to at the start of the
presentation?
•Here’s where we want to be – in a situation where our metrics are truly informing our
tactics and activities, and changing the way we do business in order to create efficiencies in
reaching our Strategic goals.
22. For SM – We are currently exploring a tool called Syncapse.
23. •In Conclusion – it is important to point out that we are in the beginning stages of this
measurement pilot.
•January results just came in on Friday.
•We intend to provide a comprehensive update and recommendations once we have seen
a few months of analyses, for presentation to you all at Go Media in September
(Edmonton)
•When setting your path to meaningful measures – consider the following:
•Define your strategy
•Tie your campaigns to your objectives
•Set you Key Accounts Strategy
•Measure accordingly
•Don’t stop at activities, measure results
•Make sure your measures are useful and informative to you
•If not informing your future activities and strategy, reset your metrics!
•Keep it simple
