This document provides steps and guidance for creating a communications dashboard. It outlines 5 key steps: 1) Get consensus on goals and objectives, 2) Conduct an audit of existing tools and data, 3) Identify available data sources, 4) Decide on implementation approach, and 5) Use the dashboard on an ongoing basis. It also provides examples of different types of dashboards including sales, brand metrics, culture metrics, and media/engagement. The document advises determining what success looks like, who will use and maintain the dashboard, and how the dashboard can improve decision making.

1. Measurement Hour
May 25, 2016
Katie Delahaye Paine
CEO, Paine Publishing
www.painepublishing.com | @queenofmetrics | measurementqueen@gmail.com
How To Plan for, Design, and Implement
a Communications Dashboard

2. Steps to follow when creating a dashboard:
 Step 1: Get consensus on goals & objectives
 Step 2: The audit
 Step 3: Track down data
 Step 4: Implementation
 Step 5: Put your dashboard to work
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3. Step 1: Get consensus on goals & objectives
 Set up a meeting to decide:
 What’s the definition of “success”?
 What outcomes need to be measured?
 Who will use it?
 Who will maintain it?
 What will it be used for?
For your department or funct
For the dashboard itself
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4. Step 2: The audit
 Who else is using dashboards?
 What technology exists?
 What tools are available?
 Who are the experts?
 Outsource vs. in-house
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5. Step 3: Track down data
 How will you get the data you need?
 What sources of data exist?
 How valid is the data you have?
 Accuracy tests
 Validity tests
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6. Step 4: Implementation
 Outsource? In-house?
 Who do you need on the team?
 Platforms & vendors
 Content analysis
 Survey research
 Web analytics
 Social analytics
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7. Step 5: Put your dashboard to work
 Benchmarks
 Reporting strategies?
 Format?
 Timing?
 Improve the decision-making process
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8. Examples of Dashboards

9. Sales Target Risk Reduction New Market Share
Increases Brand
Awareness, Reduce
Sales Cycle
Increase Trust, Reduce
Threats
Expand the Marketable
Universe
Bench-
mark
Current Goal
Bench-
mark
Current Goal
Bench-
mark
Current Goal
% increase in
share of
desirable
voice
8.9% 8.9% 10% % decrease
in
undesirable
Share of
Conversation
10% 12% 8% % Increase in
stakeholder
awareness
10% 9% 20%
% decrease
in share of
undesirable
voice
3.1% 2.1% <3% % decrease
in
stakeholders
not aware
21% 21% 7% % Increase in
online
engagement
on issue
% Increase in
in-bound
requests for
information
10% 5% 15%
% increase in
awareness
11% 11% 13% % increase in
Trust scores
50% 45% 75% 0 100 500
Below Target
At Risk
On Target
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Public Affairs Dashboard

10. Understanding Relationships Between Metrics
What worked?
What didn’t work?
What we will do next:
0
5
10
15
20
25
30
35
40
45
50
0
100
200
300
400
500
600
Jan Feb Mar Apr May June
Analyzing the impact of messaging on
web traffic and social engagement
Sessions (in thousands)
Social Engagement
410

11. -5
-4
-3
-2
-1
0
1
2
3
4
5
6
Jan Feb Mar Apr May June
% point change since last month
Share of desirable voice Share of undesirable voice
Unique visits to Website Engagement Index
Overview of Dashboards
Corporate Reputation
-5
0
5
10
Jan Feb Mar Apr May June
% point change since last month
Share of desirable voice in biologics
Visits to UnderstandingBiologics.com
Share of desriable HepC voice
Share of undersirable voice in HepC
Visits to HepCInfo.com
Perception of AbbVie as HepC leader
-6
-4
-2
0
2
4
6
Jan Feb Mar Apr May June
% point change since last month
Desirable Oncology SOV
Innovative positioning in media
Visits to abbvie.comresearch-innovation
Innovation social engagement index
Perception of AbbVIe as Oncology leader
-6
-4
-2
0
2
4
6
Jan Feb Mar Apr May June
% point change since last quarter
Ratings on trust
Employee knowledge of "Way We Work"
Understanding of Strategic Objectives
Reduction in Say/Do gap
Culture MetricsSupporting the Business with Messaging & Positioning
Disease Awareness/Patient Support/Engagement
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12. Brand Metrics
KPI Last month/period This period Difference
Share of Desirable
Voice
10% 12%  2pts
Share of Undesirable
Voice
5% 2%  2pts
% increase in Unique
Visits
100k 137K 2%
Engagement Index 1357 2568 2%
What worked?
What didn’t work?
What we will do next:
-5
0
5
10
Jan Feb Mar Apr May June
% point change since last month
Share of desirable voice
Share of undesirable voice
Unique visits to Website
Engagement Index
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13. Culture Metrics
KPI Last quarter This
Period
Difference
% increase in ratings on
communications
trustworthiness
3% 5% 2pts
% increase in employee
knowledge of “Way we
work”
12% 14% 2pts
% employees strongly
understanding strategic
objectives
2% 8% 25%
% reduction in Say/Do gap on
agility metrics
50% 48% 2pts
What worked?
What didn’t work?
What we will do next:
-4
-3
-2
-1
0
1
2
3
4
5
Q1 Q2 Q3 Q4
% change since last period
% increase in
ratings on
communiations
trustworthiness
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14. 14
Media and Engagement Dashboard

15. Media and Engagement Analysis
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16. Suggested calculation of “value” (to be validated by
actual sales and marketing numbers)
 100 reps contact physicians and these contacts produce on
average 100 scripts/month or 12,000 scripts/year.
 85% of reps actively engage with communications events.
 85% x 12,000 = There are 10,200 scripts that are potentially
influenced by communications programs each year.
 An average communications event for reps costs $10,000
and Communications does 50 programs a year. So,
assuming communications programs cost $500,000 annually,
the communications contribution cost is per script written is
$49/script.
 The $49 per script written cost can be compared to the cost
of in-office visits @ $300 per script.
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17. Media and Engagement Dashboard
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