Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable?
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Transcript of Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable?
© Copyright 2010 Dow Jones and Company
Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable?
Aligning measurement with business objectives
Basics of measurement PR measurement of new
and traditional media Social Media ROI Cost effective tools &
applications Post evaluation:
Leveraging results
Lars VoedischRegional Head – Media Intelligence, APACDow Jones and [email protected] @larsv
© Copyright 2010 Dow Jones and Company 2
About Dow Jones: Meet the Family
© Copyright 2010 Dow Jones and Company
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What we will do today?
Understand that it’s not enough to LOOK busy
NOT talking about ROI!
Focus on KPIs
Look at CONTEXT
Hear about REAL problems and REAL solutions
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Why measure media coverage?
Quick discussion in small groups:
Why do youwant to measure ?
Quick discussion in small groups:
Why do youwant to measure ?
||© Copyright 2010 Dow Jones and Company
Why measure media coverage?
Reason 1: Demonstrate value of PR (e.g. Outputs)- What key initiatives did you drive? Results?
Reason 2: Plan & evaluate communications activities across channels and markets (e.g. Outtakes)- How do you connect to publications & journalists,
campaigns; what’s your brand perception? Reason 3: Strategic Communications (e.g. Outcomes)
- How do your results relate to the budget allocation? Do you measure KPIs linking PR to business results? What is the value PR adds your organization?
Reason 4: Discovering opportunities and threats (Radar)- What’s happening in the industry, with my clients; is there
a crisis, are there issues…?
||© Copyright 2010 Dow Jones and Company
Managing what you measure, identifying the right objectives & setting smart goals
1) Aligning measurement with business objectives
Too many communicators work very hard on tactics…
…that DON’T support corporate goals!
Too many communicators work very hard on tactics…
…that DON’T support corporate goals!
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
Make business GOALS your communications goals, then develop STRATEGIES:
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
Conduct a gap analysis to understand your benchmarks and to decide what are your priorities Choose metrics to measure the results
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
You can’t manage what you don’t measure What impact do your programs have – what are the
results?
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Example: Bicycle Manufacturer The challenge is to measure your success in a
meaningful way!
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
||© Copyright 2010 Dow Jones and Company
Align Corporate Communications to Achieve Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiva Whitepaper
The challenge is to measure your success in a
meaningful way!
||© Copyright 2010 Dow Jones and Company
Monitor Analyse Discover
research & promote the buzz
issues, trends& strategies for
impact
opportunities &risks in time
to act
Engage
& pinpointbetter the influential
Planning, Execution, Controlling
Communications Objectives & Strategy
Originally, measurement is post-mortem analysis.
For fast environments, it becomes near-time!
Business Objectives
||© Copyright 2010 Dow Jones and Company 2020
Simple start: Smart Goal Setting for your (Social) Media Strategy
Goals drive the type of measurements you are going to use
What’s your ultimate objective:1. Awareness2. Image / Reputation3. Sales4. Cost savings5. Something else?
Source: 25 Must Read Social Media Marketing Tips
||© Copyright 2010 Dow Jones and Company
Managing what you measure, identifying the right objectives & setting smart goals
1) Aligning measurement with business objectives
Key learnings?Key learnings?
||© Copyright 2010 Dow Jones and Company
Input vs Output vs Outcomes PR is always comparative: What’s your
benchmark? Field studies, media content analysis, etc
2) Basics of measurement: Key approaches that give you the right kick-start
||© Copyright 2010 Dow Jones and Company
How to measure media coverage?
Quick discussion in small groups:
What do youcurrently
measure ?
Quick discussion in small groups:
What do youcurrently
measure ?
||© Copyright 2010 Dow Jones and Company
What’s your share of voice?
What can we look at?
What are the main topics?
Where is the conversation?
Who’s talking?
What’s the context?
||© Copyright 2010 Dow Jones and Company
Understanding PR Measurement
1. Measurement is research, research is measurement.
2. PR should link communications and business objectives.
3. Measurement must move beyond simple outputs.
4. There is no singular industry standard.
5. Approaches to measurement are evolutionary.
“We aren’t in the business of securing media coverage. We’re in the business of projecting and
protecting the reputations of organizations.”Alan Chumley, Director of Measurement for Hill & Knowlton, Toronto
||© Copyright 2010 Dow Jones and Company
Determine what success looks like
Benchmark- What’s your image now in your core markets
Conduct a rigorous self-assessment- Spend time up front to know what you’re getting
into. Ask: “Why do we want to measure?”
- Whose perception do you want to impact? - Don’t start too wide -- it can distract from core goals- Identify the KPIs which will show success
||© Copyright 2010 Dow Jones and Company
Turn Output into Positive Outcomes
What do you want to do with the data you gather?- Justify spend and headcount- Help prove your value to your organization
Don’t be afraid of what you might find:- Finding out that you are not who you thought
you were should be seen as a success, not a failure of the initiative.
Promote your successes internally Reassess.
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
||© Copyright 2010 Dow Jones and Company
Turn Output into Positive Outcomes
Outputs- what is generated as a result of a PR program or
campaign Outtakes
- what audiences have understood and/or heeded and/or responded to
Outputs- quantifiable changes in awareness, knowledge,
attitude, opinion and behavior levels
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
||© Copyright 2010 Dow Jones and Company
Too dry,too
theoretical,too
complicated?
||© Copyright 2010 Dow Jones and Company
Example – FIFA Worldcup
Won 6 games
Won 5 games
8 goals scored
16 goals scored
7 matches played
7 matches played
OUTCOMEMETRIChas to answer“So what?”
OUTTAKEMETRIC
OUTPUTMETRIC
ACTIONGOAL
2010 World Champion
Win matchesScore goalsPlay in the final round in South Africa
Become the best country
WORLD CHAMPION
3rd Place
How to translate this to PR?
||© Copyright 2010 Dow Jones and Company
Typical Output, Outtake and Outcome Metrics
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
# of requests for information
% awareness of your brand% considering your brand% preferring your brand
# meetings# of speaking engagements# of blog mentions# of reviews# of media contacts made# of news releases sent
Place product reviewsInitiate speakers programProactive blogger outreach
Sales Leads
OUTCOMEMETRIChas to answer“So what?”
OUTTAKEMETRIC
OUTPUTMETRIC
ACTION (INPUT)
GOAL
||© Copyright 2010 Dow Jones and Company
Typical Output, Outtake and Outcome Metrics
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
# of requests for information
% awareness of your brand% considering your brand% preferring your brand
# meetings# of speaking engagements# of blog mentions# of reviews# of media contacts made# of news releases sent
Place product reviewsInitiate speakers programProactive blogger outreach
Sales Leads
OUTCOMEMETRIChas to answer“So what?”
OUTTAKEMETRIC
OUTPUTMETRIC
ACTION (INPUT)
GOAL
BYO: Build your own KPI framework,
suiting your requirements, capabilities and resources
||© Copyright 2010 Dow Jones and Company
Example DHL: Built our own KPI framework,
suiting our requirements, capabilities and resources
||© Copyright 2010 Dow Jones and Company
Business Goal:- Sell more Palm Centro phones
Communications Objectives:- Introduce lifestyle & non-tech media influencers- Attract fashion phone upgraders - Encourage Palm handheld users to change to a smartphone
Measurement Metrics:- Outputs:
- Number of articles- Audience reach
- Outtakes: - How favourable is the device viewed by the media- Is the coverage on message
- Outcomes: Number of phones sold Result:
- Close to 80 articles; most positive (rest neutral); nearly all on message
Case Study : Measuring PR’s Contribution to Sales
||© Copyright 2010 Dow Jones and Company
Business Goal:- Sell more Palm Centro phones
Communications Objectives:- Introduce lifestyle & non-tech media influencers- Attract fashion phone upgraders - Encourage Palm handheld users to change to a smartphone
Measurement Metrics:- Outputs:
- Number of articles- Audience reach
- Outtakes: - How favourable is the device viewed by the media- Is the coverage on message
- Outcomes: Number of phones sold Result:
- Close to 80 articles; most positive (rest neutral); nearly all on message
Case Study : Measuring PR’s Contribution to Sales
||© Copyright 2010 Dow Jones and Company
Business Goal:- Sell more Palm Centro phones
Communications Objectives:- Introduce lifestyle & non-tech media influencers- Attract fashion phone upgraders - Encourage Palm handheld users to change to a smartphone
Measurement Metrics:- Outputs:
- Number of articles- Audience reach
- Outtakes: - How favourable is the device viewed by the media- Is the coverage on message
- Outcomes: Number of phones sold Result:
- Close to 80 articles; most positive (rest neutral); nearly all on message
Case Study : Measuring PR’s Contribution to Sales
Messaging, email, built-in capabilities to view & edit documents and access to over 20,000 applications, makes the Centro THE customizable mobile companion for dynamic junior-to mid-level professionals to help them managing their busy work and social live
Through it’s intuitive user interface and the combination of touch screen and keyboard, the Centro is the ideal partner for young, energetic and sociable users who want a smart phone to organize their lives and relationships on the go
Choosing the Centro is the ultimate smart decision for fashion phone upgraders who want both style & smart phone functionalities
Increasing personal productivity on the go
Easy-to-use –not just ‘another’computer
It’s time for a smart decision
Key Message CKey Message BKey Message A
Tone Analysis
No. ofPositivesNo. ofNeutralsNo. ofNegatives
Tone Analysis
No. ofPositivesNo. ofNeutralsNo. ofNegatives
On-Message Analysis
23
3
No. On Message
No. Not On Message
On-Message Analysis
23
3
No. On Message
No. Not On Message
||© Copyright 2010 Dow Jones and Company
Case Study : Measuring PR’s Contribution to Sales
Business Goal:- Sell more airplane tickets
Communications Objective:- Drive traffic to web site from press releases and media
stories Measurement Metrics:
- Outputs: Number of articles- Outtakes: Awareness of Southwest service to the region;
% increase in unique visitors to web site from PR site- Outcomes: Number of tickets sold
Result:- Over $40 million in ticket sales from press releases.
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
||© Copyright 2010 Dow Jones and Company
Case Study: Media PerceptionsUK General Elections 2010
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Since WW II, the UK did not have a coalition government
It is the first time TV debates for the candidates were introduced
Gordon Brown did not go through public elections before
UK strongly affected by global financial crisis
UK Elections - Background
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Public Timeline: Traditional vs. Social Media
Analyze
06 Apr – Brown calls elections
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Public Timeline: Traditional vs. Social Media
Analyze
16 Apr – Clegg ‘wins’ first TV debate (Domestic policy)
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Public Timeline: Traditional vs. Social Media
Analyze
22 Apr – Second TV debate helps Cameron and Clegg (International affairs)
||© Copyright 2010 Dow Jones and Company
Public Timeline: Traditional vs. Social Media
Analyze
28 Apr - Brown calls 65-year-old widow ‘bigoted woman’, apologizes
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Public Timeline: Traditional vs. Social Media
Analyze
29 Apr – Cameron does well during third TV debate (Economy & Taxes)
||© Copyright 2010 Dow Jones and Company
Public Timeline: Traditional vs. Social Media
Analyze
6 May – Polling Day
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Public Timeline: Traditional vs. Social Media
Analyze
11/12 May – Government forms, Cameron becomes PM
Social vs Traditional Media:• Higher amplitudes• Looking for ‘news’• Generally in-sync
||© Copyright 2010 Dow Jones and Company
Early stages: Brown dominates until first TV debate
•06 Apr – Brown calls elections
•16 Apr – Clegg ‘wins’ first TV debate
Brown dominates the media
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Phenomenon Clegg: Liberal leader’s star starts rising even before the first TV debate
-Nick Clegg’s rise started before the 1st
debate – not only down to TV appearance.
-Comparing days immediately before and after the debate, Cameron lost ground, Clegg gained ground Brown remained stable (based on volume).
||© Copyright 2010 Dow Jones and Company
Candidate Presence – Cameron 2010
Clegg received more media attention than eventual Prime minister Cameron until shortly before the confirmation of a conservative led government.
||© Copyright 2010 Dow Jones and Company
Domestic Issues – Immigration / Crime
• Immigration – Brown – (31.03.) – “Controlling Immigration for a Fairer Britain” keynote speech
• Immigration – Clegg – (16.04.) – “good/bad immigration”, “other parties talk tough on immigration, but deliver chaos”
• Crime – Brown (10.04.) – Campaigning for DNA database
• Crime – Clegg – (16.04.) – Prison reform & deterrents for young offenders (However, ascent started pre-debate with manifesto)
||© Copyright 2010 Dow Jones and Company
Domestic Issues Dominating ElectionsNo real topic ‘Ownership’
•Clegg’s immigration policy plans caused much controversy
•Brown did not manage to dominate economic topics after all
•Conservative topics like Crime and Education were not picked up enough
||© Copyright 2010 Dow Jones and Company
Clegg gets attention through controversies
• Incumbent PM Brown was largely shown in a neutral context
•Liberal Clegg caused the most emotional reactions – but stayed top-of-mind
•Challenger Cameron could actually not win a significant favourable public perception
||© Copyright 2010 Dow Jones and Company
Twitter coverage follows the traditional media timeline, but is much faster – with the news and gone again
Social Media: Short lived in Attention
Source: Trendistic
||© Copyright 2010 Dow Jones and Company
Twitter coverage follows the traditional media timeline, but is much faster – with the news and gone again
Social Media: Short lived in Attention
Source: Trendistic
#leadersdebate: 5.5% of total twitter activity during first TV debate -that's as big as ipad launch
||© Copyright 2010 Dow Jones and Company
Twitter coverage follows the traditional media timeline, but is much faster – with the news and gone again
Social Media: Short lived in Attention
Source: Trendistic
#leadersdebate: 5.5% of total twitter activity during first TV debate -that's as big as ipad launch
Social Media in general – and even more Twitter does NOT WANT to play by traditional media rules.
Hence, it is largely casual speak: emotional, not balanced – from the heart.
||© Copyright 2010 Dow Jones and Company
It’s the first mass-media influenced election
- TV debates
- NOT (yet) social media
Driven by domestic issues
Everybody lost
- End of Labour government
- Tories have to form coalition
- Liberals could not ‘cash in’ the Clegg bonus
UK Elections - Observations
||© Copyright 2010 Dow Jones and Company
Input vs Output vs Outcomes PR is always comparative: What’s your
benchmark? Field studies, media content analysis, etc
2) Basics of measurement: Key approaches that give you the right kick-start
Key learnings?Key learnings?
||© Copyright 2010 Dow Jones and Company
3) PR measurement of new and traditional media
Differences, challenges, and the right approach to take
||© Copyright 2010 Dow Jones and Company
Media Measurement is not (only) about Search Most free tools help you
with your search efforts –maybe with monitoring
What about analysis and measurement?
||© Copyright 2010 Dow Jones and Company
Media Measurement is not (only) about Search Most free tools help you
with your search efforts –maybe with monitoring
What about analysis and measurement?
||© Copyright 2010 Dow Jones and Company
Media Measurement is not (only) about Search
- Are all sources important? Are you excluding your own marketing?
- Relevance vs. dates- Normalization (Coke vs. Coca Cola); want to include
other brands (e.g. Sprite)?- Are we getting the correct meaning of “coke”
- Numbers are only approximations (what about duplications?)
||© Copyright 2010 Dow Jones and Company
Social Media Relations: Everything Changes!?
Everything ChangesEverything Changes It’s about two-way
conversations You’ve to deal with more
channels We HAVE to listen and
understand what’s said about us!
What about those negative comments and posts?
The game get’s so much faster
Nothing ChangesNothing Changes You’ve to manage
relationships So it’s wires, print,
broadcast – and social media
You already: monitor and analyze your media coverage
Not every negative comment means a crisis
Already forgot newswires? Look at trends over time
||© Copyright 2010 Dow Jones and Company
Monitor Analyse Discover
research & promote the buzz
issues, trends& strategies for
impact
opportunities &risks in time
to act
Engage
& pinpointbetter the influential
Planning, Execution, Controlling
Communications Objectives & Strategy
Originally, measurement is post-mortem analysis.
For fast environments, it becomes near-time!
Business Objectives
||© Copyright 2010 Dow Jones and Company 64
It takes 20 years to build a reputation and five minutes to ruin it. If you think about that, you’ll do things differently.Warren Buffet
Case Study: Automotive Monitor
||© Copyright 2010 Dow Jones and Company 65
What is the context? Monitor Analyse
Break it down:
The best way to analyse the big
picture is to break it down.
||© Copyright 2010 Dow Jones and Company 66
Analyse
Where is your brand
discussed??How good is your
brand image?
Ready to dive deeper?
What are the important trends?
||© Copyright 2010 Dow Jones and Company 67
Analyse
Who are they talking about?
Ready to dive deeper?
How is your media footprint
globally?
What topics / issues are discussed?
||© Copyright 2010 Dow Jones and Company 68
Where does it happen vs. where
does it start?How does the story play out in traditionaland social media?
How bad (good) is it?
Example: Toyota Crisis Analyse
||© Copyright 2010 Dow Jones and Company 69
Discover
iPhone
Discovery Issues in Time to Act: Toyota Crisis’ Key Topics
“This is not about searching knowns, this is about
uncovering unknowns and understanding the context.”
||© Copyright 2010 Dow Jones and Company 70
Discover
iPhone
Change: Mainly Positive Topics Now for Toyota!
“This is not about searching knowns, this is about
uncovering unknowns and understanding the context.”
||© Copyright 2010 Dow Jones and Company
3) PR measurement of new and traditional media
Differences, challenges, and the right approach to take
Key learnings?Key learnings?
||© Copyright 2010 Dow Jones and Company
Myths and Realities How to quantify efforts
in blogs, Twitter, etc.
4) Social Media ROI: Measuring your online success
||© Copyright 2010 Dow Jones and Company 7373
Media Analysis: Stop confusing ROI with results, and measurement with counting
“Measurement is not counting. Or monitoring. It is not the number of followers, friends, rankings, or scores.
Measurement is a process that requires you to compare results against something — either with your competition or with your own results over time.
You note the change, analyze the reasons why, and improve your program accordingly.”
Source: Stop confusing ROI with results, and measurement with counting, KD Payne
||© Copyright 2010 Dow Jones and Company 7474
Media Analysis: Stop confusing ROI with results, and measurement with counting
“Measurement is not counting. Or monitoring. It is not the number of followers, friends, rankings, or scores.
Measurement is a process that requires you to compare results against something — either with your competition or with your own results over time.
You note the change, analyze the reasons why, and improve your program accordingly.”
Source: Stop confusing ROI with results, and measurement with counting, KD Payne
Show you’re busy –or indispensable?
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..II..RETURNRETURN ONON INVESTMENTINVESTMENT
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..AA..RETURNRETURN ONON ATTENTIONATTENTION
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..EE..RETURNRETURN ONON ENGAGEMENTENGAGEMENT
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..PP..RETURNRETURN ONON PARTICIPATIONPARTICIPATION
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..TT..RETURNRETURN ONON TRUSTTRUST
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..II..RETURNRETURN ONON INVOLVEMENTINVOLVEMENT
||© Copyright 2010 Dow Jones and Company
ROI is a business metric, not a media metric
ROI =COST OF INVESTMENT
(GAIN FROM INVESTMENT - COST OF INVESTMENT)
Can you connect your PR investments ($$$ ) with the financial impact, e.g. sales or savings ($$$)?
||© Copyright 2010 Dow Jones and Company
Real ROI requires you to connect investments, activities and financial impact!
Source: The Brandbuilder – Basics of Social Media ROI
Investments leading
to activities
$$$Financial
Impact$$$
||© Copyright 2010 Dow Jones and Company
Myth: Are you sure you mean ROI?
RR..OO..II..RETURNRETURN ONON INVESTMENTINVESTMENT
(OUTTAKES)(OUTTAKES) (ACTIVITIES)(ACTIVITIES)
||© Copyright 2010 Dow Jones and Company
ROI in Social Media? Yes and No!
RR..OO..II..RETURNRETURN ONON INVESTMENTINVESTMENT
||© Copyright 2010 Dow Jones and Company
RR..OO..II..RETURNRETURN ONON INVESTMENTINVESTMENT
ROI in Social Media? Yes and No!
||© Copyright 2010 Dow Jones and Company
Typical Output, Outtake and Outcome Metrics for Communications
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
# of requests for information
% awareness of your brand% considering your brand% preferring your brand
# meetings# of speaking engagements# of blog mentions# of reviews# of media contacts made# of news releases sent
Place productreviewsInitiate speakers programProactive blogger outreach
Sales Leads
OUTCOMEMETRIChas to answer“So what?”
OUTTAKEMETRIC
OUTPUTMETRIC
ACTION (INPUT)
GOAL
If not ROI, what do I do? Build your own KPI framework,
suiting your requirements, capabilities and resources
||© Copyright 2010 Dow Jones and Company
Social Media
–where
to start?
2 things might help:
1)The inequality of the web
2)The concept of targetmedia
||© Copyright 2010 Dow Jones and Company
90-9-1 Principle: The Inequality of the Web
Source: Jakob Nielsen - Participation Inequality: Encouraging More Users to Contribute
||© Copyright 2010 Dow Jones and Company
Who Are You Listening to –Are You Catching the Long Tail?
How many relevant social media sites are there? How many should or simply can you monitor or
even measure?
Source: http://www.longtail.com – Chris Anderson
Reach vs. Influence
||© Copyright 2010 Dow Jones and Company
Blogs Facebook Twitter Youtube
Let’s get more concrete:Ratings worth monitoring on …
||© Copyright 2010 Dow Jones and Company
Unique visitors per month to your blog Total posts read Subscribers to your RSS / email feed Independent credibilty ratings by external
authorities such as Klout, Compete.com or Hubspot
Number of comments Who is commenting (small players or major
players) Links Time on site
Ratings worth monitoring on Blogs
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Unique visitors per month to your blog Total posts read Subscribers to your RSS / email feed Independent credibilty ratings by external
authorities such as Klout, Adage, Compete.com or Hubspot (with its website and blog gradings)
Number of comments Who is commenting (small players or major
players) Links Time on site
Ratings worth monitoring on Blogs
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of fans Types of Fans (ordinary or high value) Comments
Ratings worth monitoring on Facebook
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of fans Types of Fans (ordinary or high value) Comments
Ratings worth monitoring on Facebook
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of followers How many lists you are on How many ReTweets you are generating The number of Direct Messages Followers-per-tweet Klout rating
Ratings worth monitoring on Twitter
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of followers How many lists you are on How many ReTweets you are generating The number of Direct Messages Followers-per-tweet Klout rating
Ratings worth monitoring on Twitter
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of views Number of subscribers Quantity of comments
Ratings worth monitoring on YouTube
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Number of views Number of subscribers Quantity of comments
Ratings worth monitoring on YouTube
Sources: 20 Social Media Ratings You Should Be Monitoring
||© Copyright 2010 Dow Jones and Company
Myths and Realities How to quantify efforts
in blogs, Twitter, etc.
4) Social Media ROI: Measuring your online success
Key learnings?Key learnings?
||© Copyright 2010 Dow Jones and Company
Cost effective tools & applications
5) Measuring with a tight budget
||© Copyright 2010 Dow Jones and Company
Cost efficient tools that work
Quick sharing:
Which tools do you currently
use?
Quick sharing:
Which tools do you currently
use?
||© Copyright 2010 Dow Jones and Company
Start Here: Simple Tools for Basic Analysis
||© Copyright 2010 Dow Jones and Company
Start Here: Simple Tools for Basic Analysis
||© Copyright 2010 Dow Jones and Company
Start Here: Simple Tools for Basic Analysis
||© Copyright 2010 Dow Jones and Company
Start Here: Simple Tools for Basic Analysis
Remember the order and context:
1) Objectives
2) Strategies
3) …
4) Measurements: What for?
1) Outputs
2) Outtakes
3) Outcomes
Remember the order and context:
1) Objectives
2) Strategies
3) …
4) Measurements: What for?
1) Outputs
2) Outtakes
3) Outcomes
||© Copyright 2010 Dow Jones and Company
Looking at a more holistic picture
||© Copyright 2010 Dow Jones and Company
Use the Right Tools and Correct Content Not all approaches are right for all
companies Assess who you are
- Your staff’s capacity; history with “high-tech” tools
Traditional vs. Social Media- Which channels are you looking at?
Understand what you can / can’t do alone- Hint: Simple search won’t cut it
||© Copyright 2010 Dow Jones and Company
Cost effective tools & applications
5) Measuring with a tight budget
Key learnings?Key learnings?
||© Copyright 2010 Dow Jones and Company
Leveraging results for management buy-in and strategic improvements
6) Post evaluation
||© Copyright 2010 Dow Jones and Company
Leveraging results for management buy-in and strategic improvements
6) Post evaluationYou want a seaton the board table?
You want a seaton the board table?
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Translating PR results into the language of business
Source: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“.
• 60% of companies (PR Week) are measuring PR/ Communications at the request of senior management. – Better start before management asks for it
• Use multiple metrics – Show the whole picture through Communications KPIs
• Connect the dots between clip counts–trends in coverage and favourability
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Indispensable? Use KPIs to show your contribution!
Source: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“.
• Set your sights on the competition – show the context
• Top executives only need a high-level summary of results
“…From an executive’s viewpoint, it can be interpreted as the difference between the PR team being busy and the PR team being indispensable.
“…From an executive’s viewpoint, it can be interpreted as the difference between the PR team being busy and the PR team being indispensable.
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To act strategicly, you’d need a strategy…
Quantitative and qualitativeQuantitative
Smart tools & analysisOnly human analysis
StrategicTactical
Pro-activeReactive
The world of sites, titles, blogs, videos
Handful of key titles
Media Analysis & KPIsClip books
Managing outtakes & outcomesManaging activities & outputs
Benchmarking messages, competitors
Counting clips
NOW: Outtakes & OutcomesTHEN: Activities & Outputs
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Measurement is a Process
Planning
ExecutionEvaluation
Situationanalysis
The measurement process is formed around some basic questions:
What were the goals we wanted to achieve in the first place?
What do we want to measure against?
What do we want to compare?
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Leveraging results for management buy-in and strategic improvements
6) Post evaluation
Key learnings?Key learnings?
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Time for an exercise?
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Reputational Risk: It’s all about perception...
Emergence:Issue getspublic
Spreading:Growing interest
Establishment:Full crisis
Erosion:Relevancedeclines
Potential:Known areas
YOU?
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Exercise: BP = Best Practice? Form groups of 5-8 people You are the global communications team for
BP now Think about one on-line and one offline
campaign in context of the Output, Outtake and Outcome framework that you would do
Use the template go guide you Share after 10 minutes
http://www.prnewsonline.com/features/Crisis-Expert-With-Oil-Industry-Experience-Weighs-In-on-BP_13958.html?hq_e=el&hq_m=1987647&hq_l=1&hq_v=0af9001ba1
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Outlook & Summary
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Wrap Up: Strategic Media Measurement Keys to Success
1. Determine what success looks like
2. Use the right tools with the correct content
3. Have a plan to turn output into positive outcomes
4. Collaborate across markets and divisions to establish a consistent measurement program
5. Consider the impact of measuring across languages and cultures
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1. Determine what success looks like
Benchmark- What’s your image now in your core markets
Conduct a rigorous self-assessment- Spend time up front to know what you’re getting
into.- Staffing and ongoing investment
Ask: “Why do we want to measure?”- Whose perception do you want to impact? - Don’t start too wide -- it can distract from core goals- Identify the KPIs which will show success
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2. Use the right tools and correct content
Not all approaches are right for all clients. Assess who you are
- Your staff’s history with high-tech tools Traditional vs. Social Media
- Are you exposed by not monitoring social media?
Understand why you shouldn’t do it alone- Hint: Search engine’s won’t cut it
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3. Turn output into positive outcomes
What do you want to do with the data you gather?- Justify spend and headcount- Help prove your value to your organization
Don’t be afraid of what you might find:- Finding out that you are not who you thought
you were should be seen as a success, not a failure of the initiative.
Promote your successes internally Reassess.
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4. Collaborate for Consistent Measurement
• Get all markets and divisions on the same page.- Save time and money with one approach (e.g.
through assigning a 3rd party)- Identify the global issues each unit has in common. - Establish consistent metrics with one methodology
But don’t forget to stay local. - Include sets of issues and competitors specific to
each region - Measure in the local language
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5. Consider the impact of measuring across languages and cultures
Some campaigns, markets and products cross borders and some don’t
Your vendor should speak your languages- Not just transliteration of search strings
Ensure equal measurement approaches in multiple languages- Normalized content structure and search
approaches
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What we did today?
Understand that it’s not enough to LOOK busy
NOT talking about ROI!
Focus on KPIs
Look at CONTEXT
Hear about REAL problems and REAL solutions
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Best Practices in Media Measurement
Use an objective evaluator - Think about governance
Think cause and effect - Connect communications activities to bottom-line
business results- Match metrics to your PR strategy and objectives
Think scalable- Marry human and artificial intelligence to cost-
effectively manage large volumes of information
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Media Measurement: Where to Start
Three Keys to Success Determine what success looks like
Use the right tools with the correct content
Have a plan to turn output into positive outcomes
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Questions?
Lars VoedischRegional Head – Media Intelligence, APACDow Jones and [email protected] @larsv
Thank you.
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Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable?
Appendix
Lars VoedischRegional Head – Media Intelligence, APACDow Jones and [email protected] @larsv
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Outcomes The effects of communications: i.e. numbers of
people attending your exhibition or show because of the media coverage, number of web hits, etc.
Distinguish between outcomes and outputs Outcomes are the effect of your communications
(see above) Outputs are the number of media releases
issued, number of media attending events, number of column centimetres and stories, reach of media coverage, etc
Outcomes and Outputs
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How to use Media Evaluation to best effect
Set your objectives carefully: all good research starts here Define your target audiences: who, when, where and why? Identify your key messages: write them down, be clear and consistent It’s the content that counts: consider what issues affect you and your
sector Don’t just think about your own coverage: consider your competitors’
too. Watch for bias: when sourcing materials and interpreting the results. Decide what output or report you need: not what the others want to sell
you. Win commitment at Board level: by demonstrating measured results. Share results with the other departments: their interest may help shape
the budget. Use the results: this is for planning and sharing, not for sitting on the
shelf. How timely do you need results?(AMEC, 2005)
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Key Benefits of Media Evaluation
To demonstrate the influence that media coverage can have on the attainment of PR objectives
To facilitate more effective audience targeting and reinforce other aspects of PR planning
To analyze key message pick-up in media and among journalists and their audiences
To gather intelligence about a sector, trends and issues (historic and future), and an organization and its peers’ perception in the media
To provide a benchmark against which to measure the effectiveness of media coverage both during a PR programme and in the final analysis
To help build the credibility and influence of PR in organizations, and demonstrate PR’s contribution to strategic business decision-making
To provide a ‘hard’ measure of success to reinforce the case for an expanded role for PR.
Institute of Public Relations Toolkit, 2003
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The Future of Media Measurement
Improvements to the mix of humans and machines
Technology improvements around:- machine translation- automated sentiment detection- speech to text (to harness video and podcasts)- discovery algorithms
Improved integration of print media measurement with online advertising metrics, market surveys and other data used for KPIs.
More workflow integration of media measurement tools