The document discusses a significant shift in marketing spending from traditional advertising to public relations (PR) and digital media, indicating an increase in PR spending by 35% from 2005 to 2012. It highlights that effective PR strategies can enhance a company's financial performance and provide measurable outcomes, supported by various case studies that illustrate successful PR campaigns. The report emphasizes the importance of data-driven insights and continuous measurement in communication programs to justify expenditures and improve effectiveness.

2. Advertising
has traditionally
dominated the
media landscape,
2

3. but other forms of
marketing are taking center stage,

4. such as digital media,
flickr user rheauchyr
social media,
and public relations.

5. And, marketing
dollars are
moving toward
these channels.
5

6. ………………………………………………………………………………………………………………………………………………………………………………………………………….
In 2005, for every
$56 spent on
advertising,
only $1 was spent
on PR.
6

7. This $1:$56 ratio is moving in PR’s favor…
TV advertising: $56 billion
Direct Marketing: $48 billion
Newspaper: $30 billion
Internet advertising:
$23 billion
Magazine Today, the PR:advertising ratio is $1:$44
Advertising:
$18 billion
PR:
$4 b
And in 2012 it will be $1:$40.
Data: Zenith Optimedia Analysis: Burson-Marsteller

8. So, from 2005 to 2012,
PR spend will
increase 35%,
and advertising spend will
decrease 3%.
Zenith Optimedia
Burson-Marsteller Data: Zenith Optimedia Analysis: Burson-Marsteller

9. Why is this
shift happening?
9

10. Because data
proves that
effective PR
programs drive
value…
10

11. A well-communicated
corporate mission and
purpose can impact a
company’s financial
performance by
up to 17%.
11
Burson-Marsteller EMEA and IMD data

12. Globally, companies
with the most
effective internal
communications
programs have 47%
higher returns to
shareholders.
12
Watson Wyatt data

13. Case Study:
Real estate website
casa.it increased the
number of paying
agencies on its
website by 24% after
optimizing its
digital and
social media
communications
channels.
13
Burson-Marsteller Case Study

14. Case Study:
The World Wildlife
Foundation awarded
the green light to
Norwegian cod fishing
and exports increased
by up to 34% after a
public relations
program restored
public opinion about
the sustainability of
cod fishing in
Norwegian waters.
14
Burson-Marsteller Case Study

15. Case Study:
Research-based
messaging about the
ease of bypassing
common home
security systems
increased the sales
of home insurance
products 44% for a
leading regional
insurance company.
15
Burson-Marsteller Case Study

16. Case Study:
A New York City
Board of Elections
public education
campaign resulted in
84% of New Yorkers
reporting that they
were confident
about how to use a
newly-implemented
voting system.
16

18. SET MEASURABLE
OBJECTIVES:
Highly effective
communicators are
3 times more likely
to have a formal
measurement program.
18
Watson Wyatt data

19. FOCUS ON
OUTCOMES:
53% of highly effective
communicators are
increasing use of outcome
metrics – as compared
with only 34% of less
effective communicators.
19
Watson Wyatt data

20. Insights
(beginning)
And, apply an
EVIDENCE-BASED
APPROACH. Measurement Monitoring
(end) (on-going)
20 20

21. Use
DATA-DRIVEN
INSIGHTS
to justify every
component of
a communications
program.
Insights
(beginning)
Measurement Monitoring
(end) (on-going)
21

22. MEASURE
CONTINUOUSLY,
not just at the
end of a program.
Insights
(beginning)
Measurement Monitoring
(end) (on-going)
22 22

23. Burson-Marsteller
has developed
TOOLS to quantify
PR results,
such as…
Insights
(beginning)
Measurement Monitoring
(end) (on-going)
23

24. 48%
Gap
Mainstream
the Message Company
Message Media
Gap Analysis… Message
Insights
(beginning)
Measurement Monitoring
(end) (on-going)
24

25. the Social Media
Check-Up…
Presence Visibility
Insights
(beginning)
Reputation Capabilities
Measurement Monitoring
(end) (on-going)
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Engagement
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25

26. and the Purpose
& Performance
Audit.
Insights
(beginning)
Measurement Monitoring
(end) (on-going)
Purpose Purpose
Communication Impact
time
past 2005 2009
Financial
Financial Performance
Performance
26 26

27. Insights
(beginning)
An Evidence-Based Approach… Measurement Monitoring
(end) (on-going)
with measurable objectives,
a focus on outcomes,
and continuous measurement =

28. Ashley Welde
Director, Evidence-Based Communications
Burson-Marsteller
ashley.welde@bm.com