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IABC Colorado Measurement Workshop March 2009

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Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media

Published in: Business, Technology
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IABC Colorado Measurement Workshop March 2009

  1. 1. IABC Colorado Workshop University of Denver CO Tuesday, March 24, 2009 1
  2. 2. Describe an example of an outstanding and  successful communication strategy Why was it successful?  What indicators did you use to conclude  that? 2
  3. 3. How would your CEO have described success?  By what indicators?  3
  4. 4. You will learn and appreciate:   How to integrate practical measurement strategies into your communication plan  How to design and implement your measurement strategies  How you can apply measurement strategies to the use of social media What objectives do you have for today?  4
  5. 5. Section Content Time Introductions 8:30 am Module one The measurable communication plan 8:45 am Break 9:30 am Module two Measurement tools and tactics 9:45 am Break 10:45 am Module three What lies ahead? 11:00 am Summary Trends and tips 11:50 am Adjourn 12 noon 5
  6. 6. Starts with your organization‟s plan 6
  7. 7. 7
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  10. 10. Credibility Well researched strategy Respect = + Well Trust documented results Power 10
  11. 11. Strategy  Management plan for completing objectives;  Procedures to be implemented to do something.  Actions calculated to achieve an end 11
  12. 12. “Build a simple, reliable car, a car that average  American worker can afford” “Obstacles are those frightful things you see  when you take your eyes off the goal Henry Ford 1908 
  13. 13. Google‟s mission Organize the world‟s information and make it  universally accessible and useful Southwest Airlines  Dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit
  14. 14. Kellogg‟s values We act with integrity and show respect  We are all accountable  We are passionate about our business, our brands and our food  We have the humility and hunger to learn  We strive for simplicity  We love success 
  15. 15. Mandate for Communication  The organizational territory it occupies What communication delivers The contribution it makes to success Example: The Communication Division Mandate  Design and execute communication strategies that:  Build supportive relationships with stakeholders  Support the successful achievement of organization goals 18
  16. 16. Guiding principles for communication  What we stand for  The values we hold for communication  The values we share with the organization  The values others will see in our behavior As the communication team, we believe…………  Example  The Communication Team believes in two-way communication with stakeholders that:  Is passionate and innovative  Fosters integrity, trust and respect  Demonstrates compassion, best practices and efficiency 19
  17. 17. RESOURCES •People • Materials •$ ROI 20
  18. 18. The indicators of success lead you to measurable objectives
  19. 19. Case Study One British Columbia Automobile Association (BCAA) 22
  20. 20. BCCA – the organization Number of members 750,000  Mission: Provide members security and peace  of mind through:  Automobile support services  Travel agency  Insurance agency Three year plan   Aggressive growth and increased sales 23
  21. 21. A survey of 550 Sales Division employees revealed: Chaotic, untimely communication of sales  information  Too much interdepartmental email;  Uncoordinated distribution from four departments  Contradictory information  Long rambling messages; inadequate subject line  Confusion between fyi and action messaging  Messages not searchable or retrievable 24
  22. 22.  The result:  Sales lost  Customers lost  Sales reps frustrated  Staff dissatisfied 25
  23. 23. The starting point of a measurement strategy  The communication  goal:  Maximize sales 26
  24. 24. The goal: Maximize sales with better communication  If you were the CEO, what two indicators of 1. success would you expect? Create a measurable objective from each of 2. these indicators How would you measure success? 3. 27
  25. 25. (This was an IABC Gold quill winner) 28
  26. 26. The Goal: Maximize sales Indicators Objectives Strategies Measures The results 29
  27. 27. Impacts – what the organization needs to achieve   More sales  Increased sales revenues  Increased operating profits Outcomes– what the audience needs to achieve   Staff knowledge  Value to staff productivity Outputs – what we need to create  Access  Readership  Readability  Accuracy  30
  28. 28. Increase the access, readership, timeliness  and readability of sales communication Ensure sales staff can easily retrieve  information about sales opportunities, plans and customer performance Ensure all sales staff are knowledgeable  about and understand the information customers look for or need to know 31
  29. 29. Publish one daily Sales Division e-newsletter   Publish at outset of each workday  News item summaries with links to the intranet Single divisional editor; four dept. publishers   Each publisher posts items to intranet;  Summaries and links to forwarded to editor for posting All items archived and searchable, on intranet   Common templates and subject line protocols 32
  30. 30. The outputs – we achieved   Increased access and readership – up 20%  Increased timeliness – 79% satisfied  Easy to read format – 78% satisfied The outcomes – the audience achieved   Staff ratings 76% better informed  70% found the newsletter more useful  85% found the information more accurate  72% found retrieval and access easier and improved  The impact – the organization achieved   Sales revenues increase; more sales offices needed  BCAA celebrate best-ever operating profit 33
  31. 31. What did the CEO use as the measure? BCAA celebrated its best-ever operating  profit Sales revenues increased  34
  32. 32. You deserve a 15 minute break – enjoy the networking 35
  33. 33. Communication measures everyone understands (including you!)
  34. 34. Lets me know if I did a  good job Provides evidence that I did  a good job for my boss Informs my plans to make  my program/service more effective
  35. 35. Keeps me connected to  others in my organization Enables others to  communicate what they need Facilitates organizational  dialogue
  36. 36. Impacts on the organization Outcomes of the influence Communication „stuff‟ generated
  37. 37. 40
  38. 38. 41
  39. 39. Benefits sought Purpose In-depth discussions Exploratory research   Participant interactions  focused on specific subject Broad understanding of  matter staff needs Staff ideas and suggestions  Scope Use In-depth examination of  Pre-cursor to questionnaire issues and range of  development opinions Generate hypothesis to test  in quantitative research Participants Generate new  Representatives of specific ideas, concepts for testing  interests in the issue feasibility and desirability The focus group The focus group plan outcomes 42
  40. 40. Impacts • ROI Input Output Outcomes • Changed Measurement • Cost • Tallies • Attitudes lives • Measures • Time • Counts • Behaviours • Influence • Tools • People • Visits • Preferences • Profit • Balance • Clients • Surveys •Performance sheet • Score assessment Sheets
  41. 41. Your company‟s sales are down, the stocks  are down and there are to be cuts in staff and services to customers Your goal is to preserve:   The goodwill of your most profitable customers; and  The loyalty of your most productive employees 45
  42. 42. Choose one of these two audiences Action Customers Employees •Identify one strategy that will achieve the goal •Name one indicator of success for your audience (your measurable objective) •Identify the one key measure 1. for: 1. 2. 2. Outputs 3. 3. Outcomes Impacts •Name the tools you will need for 1. 1. 2. 2. each measure 3. 3. 46
  43. 43. The customer goal: The employee goal: Preserve goodwill Preserve loyalty Indicators Indicators Objectives Objectives Measures Measures Tools Tools 47
  44. 44. Best practices for effective surveys 48
  45. 45. People value the ability to  provide anonymous feedback. Less enfranchised people need  communication opportunities. People need to feel safe to  provide candid feedback.
  46. 46. High performing companies use employee surveys 64% of high-performing companies report  using employee surveys on a regular basis Best Practices LLC (2005) 74% percent of high-performing companies  use employee surveys at least once per year Industry Week‟s Best Plants 2001-2004 (Gibbons, 2006).
  47. 47. Most companies believe in the value of surveys 95% of businesses believe that gaining feedback from  employee surveys and customer surveys will positively impact their business. 18% of businesses conduct annual customer surveys or  employee surveys. Why the gap?   Not enough time  Insufficient resources  Lack of in-house expertise (Surveywerks.com 2008) 51
  48. 48. Anyone conducting an organizational survey should appreciate that the very act of surveying itself influences attitudes (Walters, 2002).
  49. 49. Create the strategic frame   The survey communicates what is important to an organization.  What is asked and responded to creates a social contract.  The process tells people you care about their issues and that you are willing to do something about these issues (Church & Oliver, 2006). The survey then sets the limits or boundaries for a  creative and innovative discussion around continual improvement.
  50. 50. Publicly demonstrating the steps taken to  achieve the plan - will impact stakeholder‟s perceptions of trust (Gibbons, 2006) It is expected that: :   Stakeholders will be more satisfied  Management will have better information for making decisions  The organization will have the means to check on collective progress.
  51. 51. People feel they gained a voice in decision  making The results of the survey can identify  current strengths and challenges Each participant can focus and move  towards a shared vision.
  52. 52. When stakeholders don‟t think anything will  change The questions are not relevant to their  immediate experience Senior management receive and use the  results but the results do not impact the day- to-day life of the participants
  53. 53. With raised expectations, the importance of  action exceeds that of the feedback itself (Kraut, 2006).
  54. 54. The survey itself is a powerful  communication tool See the process through the  eyes of the audience. Take demonstrable actions  Communicate   Follow-up during implementation  Report progress after implementation  Tie the communication back to the survey process.
  55. 55. You deserve another break – enjoy the networking 59
  56. 56. Communication measurement in the world of social media 60
  57. 57. Increased opportunities for  collaboration, access, sharing and integration Consistent, strategic measurement  more complex Growth of conversational  communication strategies 61
  58. 58. Social media connect people, share information, build knowledge. The outcome of use is collaborative. The result is the wisdom of crowds. 62
  59. 59. 63
  60. 60. 64
  61. 61. Social media tools - a year ago   Half of IABC members were using them to share information  40% said their organizations were ready to use them  20% had strategies that used them  Less than half said they had plans to use them  40% had no budget to use them IABC social media study 2008 65
  62. 62. Excellence in communication is achieved through  relationships (Reference: IABC Foundation Excellence Study, 1991)  Depends upon: Difficult using traditional media  sharing and collaboration  face-to-face and interpersonal conversations  Social media enables relationship building through:  virtual conversations,  sharing and collaboration 66
  63. 63. Boomers are sticking with email  Xers use everything  Millennials have adopted social media   Millennial influence is increasing Facemailing? 67
  64. 64. Facebook: Usage Statistics Sources: Google Insights & Google Adplanner http://www.ignitesocialmedia.com/ 2008-social-network-analysis- report/ •More than 120 million active users •Facebook is the 4th most- trafficked website in the world
  65. 65. Tracking Social Media Usage http://server-uk.imrworldwide.com/pdcimages/Global_Faces_and_Networked_Places- A_Nielsen_Report_on_Social_Networkings_New_Global_Footprint.pdf
  66. 66. 70
  67. 67. PRSA.org IABC.com 71
  68. 68. 72
  69. 69. 73
  70. 70. 74
  71. 71. Insights into behaviors lead to innovation Technologies change – humans do not Human nature does not change, human behavior does 75
  72. 72. Impacts • ROI Input Output Outcomes • Changed Measurement • Cost • Tallies • Attitudes lives • Measures • Time • Counts • Behaviours • Influence • Tools • People • Visits • Preferences • Profit • Balance • Clients • Surveys •Performance sheet • Score assessment Sheets 76
  73. 73. Two questions to consider as you plan  your measures: Did I design my social networking  programs to accomplish specific conversational objectives? Did I deliver on those conversational  objectives? 77
  74. 74. Engagement Contribution Behaviours Advocacy Feelings The results of using social media Financials Source: Measurementcamp http://measurementcamp.wikidot.com/what-are- we-trying-to-measure 78
  75. 75. Behaviours To be measured Outputs Outcomes Impacts Engaging Friends  Conversions  Involvement  Visits/reading  Downloads  Contributing Content creation  Voting  Reviews  Tagging  Participation  Volume of inputs  Variety of topics  79
  76. 76. Behaviours To be measured Outputs Outcomes Impacts Advocacy Brand loyalty  Recommendations  Virality  (potential for web sharing) Feelings To be measured Outputs Outcomes Impacts Conversations  Sentiment  Positivity  Word of mouth unit  Promotion score  Authority  80
  77. 77. Financials To be measured Outputs Outcomes Impacts Revenues  Profit  ROI  Sales by source  Leads/enquiries  Bottom line impacts  Raw numbers  81
  78. 78. Breakout group assignment 3 15 minutes CEO‟s daily interactive blog   Topics - Current business issues  Strategy – establish conversations with customers  Support with video clips and PowerPoint  Share the messages on your company‟s three social networks 82
  79. 79. Create your measurement strategy around  one output, one outcome and one impact  Name:  your indicators  your objectives  how you would measure each 83
  80. 80. 84
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  82. 82. 86
  83. 83. Seven trends in internal communication Democratization of information 1. Strategy shift – information to influence 2. Tactical shift – distribution to conversations 3. Focus on engagement and loyalty 4. Focus on ROI 5. Simplicity 6. Personalization 7. 87
  84. 84. Five trends in marketing Customer empowerment 1. Atomization of media 2. Fixation on ROI 3. Integration of marketing communication 4. Conversational marketing 5. Quest for the cult brand 6. 88
  85. 85. Top Tips for Measurement Link to organizational strategy 1. Measure strategically – measure what matters 2. Always explain what and why you are measuring 3. Focus process on the future 4. Ask questions that matter and yield actionable data 5. Act fast - the value of data decreases with time 6. Involve decision makers in the research process 7. Measure often to track change 8. 89
  86. 86. Peter Block Charlene Li & Josh Bernoff Rick Levine, Christopher Locke et al Don Tapscott (2008) (2007) 90
  87. 87.  “All indicators are flawed whether qualitative or quantitative….. What matters is not finding the perfect indicator but settling upon a consistent and intelligent method of assessing your results – and then tracking with rigor” Jim Collins Good to Great and the Social Sector 91
  88. 88. Tudor Williams Principal, TWI Surveys Inc. Tudor@twisurveys.ca @Twitter.com/tudorwilliams Office:604 948 8888 Direct: 604 838 6000 92

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