Post on 17-May-2018
How to Measure Social Media
Speaker
Katie Delahaye PaineKatie Delahaye PaineCEO, KDPaine & Partners
Speaker
Tim MarkleinE i VP M & SExecutive VP, Measurement & Strategy
Weber Shandwick
S i l M di Di t th M k t lSocial Media Disrupts the Marketplace
CRM MKTGADV/DM/ CRM MKTGADV/DM/POS
C t l i tCustomer complaintsActivist boycotts
Competitors agendaNegative experiencesNegative experiences
How the new marketplace works p• Before: • Today Hey, do
you need Hey,
everyone, I’ve got a
you need some help?
I ve got a business!
It’s not just about media anymoreIt s not just about media anymore
Conversations
Customer Marketing & Competitive Business HRCustomer Service
Marketing & Sales
Competitive Intelligence
Business Analytics
HR
It’s the end of measurement as we know itIt s the end of measurement as we know it
1 person --Dave Carroll (United Breaks Guitars) cost United $180M th t f th 51 000 l t it $180M—the cost of more than 51,000 replacement guitars. USO’s donation server crashed when Obama was wrapping care packagesP t & G bl i i f t t b ll Procter & Gamble is now paying for engagement, not eyeballs Sodexho cut $300K (NET) out of its recruitment budget using TwitterHSUS gene ted $650 000 in ne don tion f om n on line photo HSUS generated $650,000 in new donations from an on-line photo contest on FlickrIBM sells more with a $500 podcast than it does from an ad11 M ’ t d d W l M t' i d d li d 11 Mom’s turned around Wal-Mart's image and delivered measureable increases in sales. Mark Stouse at BMC Software reports results in EPS every quarter SAP made $1 million from its small business communityNational Public RADIO won the White House photo journalism award
Measurable Goals for Marketing Today
1. Marketing/leads/sales/2. Relationship/reputation/positioninge at o s p/ eputat o /pos t o g3. Mission/safety/civic engagement
Goals drive metrics, metrics drive results ,
Reputation/
Relationships Get the word outSales
Relationships
Relationship scores
Get the word out
Engagement IndexGoal
Recommendations
% hearingCost per customer
acquisition
Positioning
% believing Web analytics
Metrics Positioning
% acting
Sales leads
Marketing Mix Modeling
Metrics
EngagementMarketing Mix Modeling
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35,152,789 OTS
Red line indicates media impressions
6,253,852 OTS
7 steps to PR Measurement in the 21st Century
1. Define the “R” – Define the expected results?2. Define the “I” -- What’s the investment?3. Understand your audiences and what motivates
them D i h b h ki i4. Determine what you are benchmarking against
5. Define the metrics (what you want to become) 6 Pick a tool and undertake research6. Pick a tool and undertake research7. Analyze results and glean insight, take action,
measure againmeasure again
Step 1: Define the “R”
• What return is expected?– Define in terms of the business or
i imission
– Revenue generated or saved.
Wh bl i • What problems are you trying to solve?
• If you are celebrating complete 100% success a year from now, what is different about the what is different about the organization?
ROI iROI = revenue or savings
• ROI = cost savings – + Cost of program
ReachFrequencyHit– + Cost of program
– – Cost elimination
• ROI = greater efficiency
HitsFriendsFollowers ROI greater efficiency
– +cost of program– – cost of doing something “the old way” (cost
per percentage point gained)
• ROI = greater revenue, improved ALP+ t f – +cost of program
– –value of leads/sales
Step 2: Define the “I”
• Social Media is not “FREE”– Ning– Facebook– Promoted Tweets
• What is the investment? – PersonnelPersonnel– Agency compensation– Senior Staff timeSenior Staff time– Opportunity cost
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Step 3: Define the universe and your role in it
• There is no “audience.” There are multiple constituencies constituencies
• Should you blog or Twitter? Don’t ask me, ask your customers your customers
• Understand your role in the conversation– Raise awareness– Increase preference– Increase engagement– Improve relationshipsImprove relationships– Customer service
Step 4: Define your benchmarks
Past Performance• Past Performance• Different programs, different tactics
Think 3• Think 3– Peer
U d d i i t h l– Underdog nipping at your heels– Stretch goal
Wh t k th C it t i ht• Whatever keeps the C-suite up at night
Step 5: Define your Key Performance Indicators (KPIs)
The Perfect KPIGets you where you want to go (achieves corporate Gets you where you want to go (achieves corporate goals)Is actionableContinuously improves your processesIs there when you need it
KPIs should be developed for: ProgramsgOverall objectives Different tactics
15
Step 6: Pick a measurement tool p• For sites over which you
have no control • For sites you can control
• Web Analytics:• Content Analysis
• What is accuracy worth? • Look at the whole
conversation not just your
Not just visits, engagement
Downloads, coupons, conversation, not just your brand
• Separate out paid content vs. organic (coupons etc.)
registration• Business
Intelligence/Analyticsg ( p )
To measure relationships, preference etc. • Segmentation,
segmentation, segmentation
• Get as specific as you can get
Step 6: Selecting a measurement toolStep 6: Selecting a measurement toolObjective KPI Tool
M ffi i t t % d i t W b A l ti CRMMore efficient customer acquisition
% decrease in cost per customer acquisition% increase in ALP vs activity
Web Analytics + CRM
activity
Reduction in churn % renewal rate by activity % repeat traffic
Web Analytics + CRM
E k t l C ti i d t W b l ti C t t Engage marketplace Conversation index greater than .8Rankings % increase in engagement
Web analytics or Content Analysis: TypePad, Technorati Omniture, Google Analytics% increase in engagement Omniture, Google Analytics
Communicate messages % of articles containing key messagesTotal opportunities to see
Media content analysis –
Total opportunities to see key messagesCost per opportunity to see key messages
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1. Tools for Content Analysis
• Content sources:
– Google News/Google Blogs, RSS feeds, Technorati,Social Mention, Tweetdeck, Radian 6, Sysomos Alterian Visible Technologies Scout Labs Sysomos, Alterian, Visible Technologies, Scout Labs, Cyberalert, CustomScoop, e-Watch, Crimson Hexagon, Boardreader
• A way to analyze that content – Automated vs Humans
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Then: A coding methodologyThen: A coding methodology• Tonality
P i i• Positive• Negative• Neutral• Balanced
• What messages were communicated• How you’re positioned on key issues• Dominance/Prominence/Visibility
A th it f th t• Authority of the poster• Subject of the article/posting• Who was quoted?• Who was quoted?• Products, events, initiatives, battles mentioned• The Kick Butt Index• The Kick Butt Index
Standard classifications of discussion
Supportive Conversations
•Critical Conversations
Neutral conversationsDi l i l
•Calling for action•Distributing media•Expressing agreement
•Expressing surprise•Calling for action•Giving a heads up
•Disclosing personal information•Acknowledging receipt of informationp g g
•Expressing support•Expressing surprise•Giving a heads up
Expressing criticism•Showing dismay•Responding to
iti i
•Advertising something•Answering a question•Asking a question•Making a jokeGiving a heads up
•Responding to criticism•Giving a shout-out•Rallying support
criticism•Augmenting a previous postOffering an opinion
Making a joke•Making a suggestion•Making an observation•Offering a greetingRallying support
•Validating a position•Augmenting a previous post
•Offering an opinion•Putting out a wanted ad•Showing dismay
•Offering an opinion•Putting out a wanted ad•Recruiting people•Soliciting commentspo •Showing dismay•Soliciting comments•Soliciting help•Starting a poll
Content Analysis: Why you need a Kick‐Butt Index?Content Analysis: Why you need a Kick Butt Index?
• You decide what’s important:• Benchmark against peers and/or competitors• Track activities against OCS over time• Understand the cost of perfection vs good p g
enough
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How to calculate your KBI
Quality score +10 0 ‐10
Score Score Score
‐10
Score Score ScoreTonality Positive 3 Neutral 0 Negative ‐3
Positioning Contains 2 Doesn't contain 0
Positions the competition favorably or positions Sargento negatively ‐2Does not contain or
Messaging Contains 3 partially contains 0miscommunicates key message (neg mess) ‐1
Quotes Contains 1 Does not contain ‐1Competitive mention
Does not mention Competition 1
Competition mentioned prominently ‐3
Total Score 10 0 ‐10
Visibility Score+10 0 ‐10
Score Score ScoreContains competitive
Brand Photo Contains 3 Doesn't contain 0Contains competitive photo ‐5
Dominance Focal point 3 Not a focal point ‐1Visibility Headline mention 2 Top ‐20 % of story 0 Minor mention ‐2Target publication Top Tier 2 2nd tier 0 Not on target list ‐2
Total Score 10 0 ‐10
Charting KBI over time between divisions
Optimum Content Score Relative to CompetitorsTh P t Diff B t E h B i U it' A O ti C t t S d th
400%
500%
The Percent Difference Between Each Business Unit's Average Optimum Content Score and theAverage Optimum Content Score of Tracked Competitors for each Business Unit
200%
300%
ce SASAESA ASAT Patriot
Patriot (Korea)
0%
100%
200%
% D
iffer
enc
IDSIISMS
DIB
FBX-T
DDG-1000 MSE
AESA for F-15E, Glory APS and
VIIRS vs.
ASAT, Patriot
RISS, GBS
MALD, APG-63 (v3) RIS JPL
-100%
0%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun JulALR-67(V)3 APG-79, APG63
VIIRS delaysERGM cancellation
NPOESS; BOE B-52 jammer
2007 2008
Trend against competition with KBI
Optimum Content Score by Company
0,70
0,80
0,90
0 40
0,50
0,60ClientCompany BC C
0,20
0,30
0,40 Company CCompany DCompany ECompany F
0,00
0,10
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2007 2008
Assessing Influence
• Free tools: Twitter Grader, Tweetlevel, , ,Twitalyzer, Hubspot
• $$: Hitwise, Compete, Quantcast
Web Analytics Must account for all activity
Metrics
Must account for all activityMust measure engagement, not just eyeballs
Level 1 Searchers % Unique Visitors
Metrics
Level 2 Lurkers % Repeat visitors > 3‐5/month
Level 3 Casuals % Comments friends followersLevel 3 Casuals % Comments, friends, followers
Level 4 Actives % repeat comments, retweets, participation in threads threads
Level 5 Defenders % Advocating, recommending, defending the brand
Aspects of relationships
Control mutualityControl mutualityTrustSatisfactionSatisfactionCommitmentExchange relationshipExchange relationshipCommunal relationship
Components of a Relationship Index• Control mutuality
– In dealing with people like me, this organization has a tendency to throw its weight around. (Reversed)
– This organization really listens to what people like me have to say.• Trust
– This organization can be relied on to keep its promises.– This organization has the ability to accomplish what it says it will do.
• SatisfactionGenerally speaking I am pleased with the relationship this organization has – Generally speaking, I am pleased with the relationship this organization has established with people like me.
– Most people enjoy dealing with this organization.• Commitment
– There is a long-lasting bond between this organization and people like me.C d t th i ti I l l ti hi ith thi i ti – Compared to other organizations, I value my relationship with this organization more
• Exchange relationship– Even though people like me have had a relationship with this organization for a
long time; it still expects something in return whenever it offers us a favor.– This organization will compromise with people like me when it knows that it will
gain something.– This organization takes care of people who are likely to reward the organization.
• Communal relationship– This organization is very concerned about the welfare of people like me.This organization is very concerned about the welfare of people like me.– I think that this organization succeeds by stepping on other people. (Reversed)
Key words to search forKey words to search for • Control mutuality
– Throw its weight around, bully, unfairThrow its weight around, bully, unfair– Listens, responsive,
• Trust, – Untrustworthy, luscious,– Relied on to keep its promises, accomplish what it says it will do.
• Satisfaction– Hate, dissatisfied, unhappy
Pleased satisfaction enjoy dealing– Pleased, satisfaction, enjoy dealing• Commitment
– Quit, churn, cancel– Long standing, renew, retention, g g, , ,
• Exchange relationship– expects something in return whenever it offers us a favor,– compromise
C l l ti hi• Communal relationship– stepping on other people, abuse– Concerned, caring, want it to succeed
Step 7: Analysis ‐ ‐Research without insight is just trivia
• Look for failures first• Ask “So What” 3 times• Check to see what the competition is doing • Then look for exceptional success• Compare to last month, last quarter, 13-month average• Figure out what worked and what didn’t work• Figure out what worked and what didn t work• Move resources from what isn’t working to what is
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Best Practices:• Correlations to bottom-line
impactD ti
• Benchmarking against your peers– Looking at what the best do
– Donations– Memberships– Sign-ups
L d
– Setting goals accordingly– Use data to persuade
recalcitrant spokespeopleI C i i– Leads
• Using SMM for planning– Define the time frame,
k t/t i t t
• In Crisis– Listen instantly to a wide
range of influencersId tif k i market/topic you want to
study– Use Google News, Technorati
or Radian6 to identify the
– Identify weaknesses in communications, customer service, or in the product
• Improve your reputationor Radian6 to identify the conversations around the topic
– Analyze the conversations for
Improve your reputation– Listen first, then respond– Stop doing stupid things
ytype, tone and positioning
– Look at share of positioning, tone or conversation
Thank You!Thank You!
• For more information on measurement, read my blog: http://kdpaine.blogs.com or subscribe to The M t St d d Measurement Standard: www.kdpaine.blogs.com/themeasurementstandard
For a copy of this presentation go to: • For a copy of this presentation go to: http://www.kdpaine.com
• Follow me on Twitter: KDPaineFollow me on Twitter: KDPaine• Friend me on Facebook: Katie Paine • Or call me at 1-603-682-0735