Paid, earned, shared & owned - getting insight from integrated communications measurement - presentation for Ebiquity at EACD 2014 Brussels
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Paid, earned, shared & owned - getting insight from integrated communications measurement - presentation for Ebiquity at EACD 2014 Brussels
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Paid, earned, shared & owned - getting insight from integrated communications measurement - presentation for Ebiquity at EACD 2014 Brussels
- 1. an Ebiquity company “Paid, earned, shared and owned” Insight from integrated communications measurement
- 4. 4 PESO
- 5. EPOS
- 6. 6 POSE
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- 11. 11 “73% of CEOs think marketers lack business credibility: they can’t prove they generate business growth.” “They keep talking about brand, brand values, brand equity … (without) linking back to results that really matter: revenue, sales, EBIT or even market valuation.”
- 12. 12
- 13. 13 “The trouble with marketing and communications is that it is a little like the Americans and the British. They are separated by a common language.” Many comms professionals see the role of the marketer as nebulous, worrying about branding, taglines and ‘fluffy stuff’ while their work is more hard-hitting, defending corporate reputations against a 24/7 barrage of … scrutiny.” To many marketers, PR represents a huge cost – often carved from their budgets – with a seemingly impossible-to- calculate return. Too often marketing sees comms as a sub-set, who just sit there and bang out press releases. Or spin, as some marketers still insist on calling it. Their world is black and white. Ours is a bit grey.
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- 23. Today’s exam questions 23 • What gets in the way of all of your different components of communication working together? • What strategies have you used to make the different parts work together? • If you were starting out today with a blank sheet of paper, what kind of integrated measurement approach would you create? Think about structure, planning, metrics, reporting
- 24. 1. Work together right from the start. Be partners 2. Agree and align KPIs as simple & understandable 3. Accept complementary impacts of different roles 4. Create a common lexicon and understanding 5. Don’t work in silos and live close to each other 6. Demonstrate value to the C-suite (CEO, CFO) 7. Keep comms lines open b/w corporate & marketing 8. Agree who controls which parts of social 9. Be prepared to be always “on”, 24/7 10.Don’t try to control everything that happens 24 Ten ways be terrific
- 25. “The Brand function at P&G now encompasses brand management; communication; consumer and marketing, communications; and design.”
- 26. an Ebiquity company Head Office City Point, 1 Ropemaker Street LONDON, EC2W 9AY tel. +44 (0) 20 7650 9600 fax. +44 (0) 20 7650 9650 web. ebiquity.com twitter. Twitter.com/ebiquityglobal blog. blog.ebiquity.com
Editor's Notes
- https://www.youtube.com/watch?v=aXV-yaFmQNk&feature=kp
- Work together right from the start – don’t bring in the other discipline at the point of launch. Agree and align KPIs, using simple, understandable, and meaningful performance metrics, such as effective delivery of aligned messages through paid as well as earned and owned media. Understand, accept and appreciate the different – and complementary – impacts that the different roles have on the business and the business of communication. Create a common lexicon. Understand, for instance, what each means by media, media auditing, media analysis, channels, and coverage. They are not always the same. Don’t work in silos and ensure corporate communications and marketing teams are physically co-located, working together on projects in multi-disciplinary teams. Use physical geography to foster collaboration. Demonstrate the value of your function to the business in a way that has meaning to the C-suite. C-suite endorsement of the integrated approach goes a long way towards making this way of working the new normal. Ensure lines of communication between corporate communications and marketing are kept open at all times. It may sound basic, but instituting a regular meeting between both groups is a critical starting point. Agree who controls which parts of social – work out what social can and should do for your organisation, and plan social outreach with precision. Be prepared to be always “on” – always available for proactive and reactive commentary – particularly because of social. The social revolution has made comms and marketing truly 24/7. Don’t try to control everything that happens, particularly in social. Be prepared to be the start of a branded communication, but let it take on its own life as your customers and consumers turned an owned media channel into a shared one