To coincide with the launch of the AMEC Education Programme on 30th Jan, we hosted a PR measurement webinar with AMEC and Booz Allen Hamilton, which provided PRs with practical knowledge to effectively measure communications activity and position in the context of an organisation's wider objectives.

1. How can PR measurement benefit your
business?
Webinar: Deliver meaningful measurement
to your next campaign

2. Welcome & Introduction
Jeremy Thompson
Gorkana Group & AMEC
David Rockland
Ketchum & AMEC
Chris Foster
Booz Allen Hamilton
Eloise Munday
Defra
2

3. Agenda
Moderator and Introduction
Jeremy Thompson, CEO, Gorkana Group
Setting goals and using the Valid Metrics framework
David Rockland, Partner & MD, Ketchum Global Research & Analytics
Choosing KPIs that map to real business objectives that your board will
understand
Chris Foster, VP, Booz Allen Hamilton
Defra case study – how clear social media measurement can benefit an
organisation
Eloise Munday, Senior Digital Media, Defra
Wrap up
Q&A
3

4. Some context
•
Education is at the heart of AMEC’s work in 2014
•
First of a series of webinars highlighting the importance and value of
measurement
•
Sponsored by Booz Allen Hamilton
•
Supported by Gorkana Group
#amecwebinar
4

5. Growth of PR industry
•
Signs of recovery and growth in the global economy
•
Optimism in business markets
•
Reflected in the PR industry economic growth:
– Industry reports all speak of growth
Turnover
£9.62bn
– Global PR Industry up 8% in 2012*
Employees
62,000
– UK PR industry forecasts strong growth 2013**
*World PR Report 2013, Holmes Report and ICCO
**2013 PR Census; PRCA and PR Week;
Average Earnings
£53,781
2013 PR Census; PRCA and PR Week;
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6. Industry challenges and opportunities
• Key issues impacting the future of PR:
• The rise of digital
• Talent acquisition
• Reputation management
• Measurement
Inability to effectively measure impact
of PR was identified as a key challenge
AFR
M…
ASIA
A…
E…
W…
UK
LAT
N/A
0
High
Asia
18.2%
5
10
15
% of respondents
20
Lo
w
Latin
America
8.3%
World PR Report 2013, Holmes Report and ICCO
6

7. Importance of measurement
Where’s the proof?
“If we cannot prove the value of what we do, we will never
command the fees that we should. The evaluation issue has
held our industry back for far too long.”
David Gallagher, ICCO President & CEO EMEA, Ketchum
Francis Ingham, ICCO Chief Executive
World PR Report 2013, Holmes Report and ICCO
7

8. Findings from the AMEC Business Insights
survey supporting industry growth
• PR industry growth reflected in the growth of the measurement
industry according to the AMEC 2013 Business Insight Study
• Clients demanding simplicity and transparency
• Integrated social measurement is important
• AMEC needs to do more to establish the Barcelona Principles
and set standards
8

9. measurement is evolving
David Rockland, Ketchum & AMEC
9

10. Measurement: Past, Present, and Future
2000
2012
2015
Clip Books…
Online Portals…
Analytics and ROI
• Messy
• Cumbersome
• Time Consuming
• Sleek
• User Friendly
• Data at the Click
of a Button
• Linked to Sales
• Market Intelligence
• Big Data

11. the Barcelona principles of
measurement

12. Seven Principles of PR Measurement: 2010-2020
1.
Importance of Goal Setting and Measurement
2.
Measuring the Effect on Outcomes is Preferred
to Measuring Outputs
3.
The Effect on Business Results Can
and Should Be Measured Where Possible
4.
Media Measurement Requires Quantity
and Quality
5.
AVEs are not the Value of Public Relations
6.
Social Media Can and Should be Measured
7.
Transparency and Replicability are Paramount
to Sound Measurement

13. Measuring communications on three impact levels
Outputs
Contact/response level
Reach, content
Frequency
Visits
Prominence
Reader contacts
Tonality
Message impact
Share of voice
Journalist inquiries
…
Impact on
media/channels
Outcomes
Perception/
behavioral level
Knowledge, opinions, attit
udes
Business Results
Awareness
Comprehension
Recollection
Recognition
Credibility
Image changes
Recommendations
Purchasing intentions
...
Revenue/turnover
Contracts closed
Reputation value
Brand value
Price-Earnings Ratio
Market share
Stock price
Employee Retention
...
Impact on
target groups
Impact on
organizations
Business level
Added value

14. HOW TO WRITE MEASUREABLE
GOALS

15. Goals: What You Need
 Who?
What?
Goals that translate into business
performance
How much?
By when?

16. Bad Goal – Good Goal
BAD GOAL
Drive media coverage
GOOD GOAL
Through targeted reach outreach, reach 10M target
audience members by the end of 2014. Deliver
messages in 60% of all coverage.
Change the perception from a company that makes
computers to a company that is a leader in global
business solutions
Achieve 65% strategy comprehension in top 3 boxes
on pulse survey fielded at end of year.
Create “card envy” among affluent consumers in
the San Francisco market
Increase awareness from 57% to 60% for the credit
card brand among the affluent target (HHI $125K+)
in San Francisco within campaign timeframe (May
2014-Dec 2014).
Set emotional connection with consumers
(consideration)
By the end of 2009, raise 1st choice consideration
(by 5%) of available lens and eyeglass among
GenXers, 40 – 45 years old

17. The Valid Metrics

18. Valid Metrics:
A Simplified Approach to PR and Measurement
What Happens
What is Measured
PR Activity
The PR professional creates
and tells the story
What was
created/carried out
Intermediary
The story is distributed
through a third party
What was carried by the
third party that could
impact the target
audience (OUTPUTS)
Target Audience
The story is consumed by
the target audience
The impact on the
target audience
(OUTCOMES)

19. Aligning with the Communication Funnel
Awareness
Knowledge
Interest
Preference
Action

20. The Valid Metrics Matrix
Awareness
Knowledge/
Understanding
Interest/
Consideration
Preference/
Support
Action
Public
Relations
Activity
P
H
A
S
E
S
Intermediary
Effect
(Outputs)
Target
Audience
Effect
(Outcomes)
Org/
Business
Result

21. The Matrix in Action: Sample Metrics To Measure
Visit the AMEC website for the full Valid Metrics toolkit: http://amecorg.com/importantstuff/
Awareness
P
H
A
S
E
S
Knowledge/
Understanding
Interest/
Consideration
Preference/
Support
Public
Relations
Activity
•Media
engagement
•Blogger
outreach
Intermediary
Effect
(Outputs)
•Number of
articles
•Reach
•SOV
•Key message
alignment
•Expressed
opinions
•Positive
sentiment
•SoMe
fans/followers
•Net Promoter
Score
•Retweets/
Likes/Links
•Comments
Target
Audience
Effect
(Outcomes)
•Unaided/
aided
awareness
•Knowledge of
company/brand/et
c.
•Brand association
•Inclusion in
competitive set
•Visits/click-thrus
to site
•Change in
attitude
•Brand loyalty
•Expressed
advocacy
Action
•Sales
•Market share
•Cost per
thousand sold

22. Choosing KPIs that map to real business
objectives that your Board will understand
Chris Foster, Vice President, Booz Allen Hamilton
01/30/2014

23. In today’s complex environment, it is challenging to obtain
uniform consensus on Key Performance Indicators (KPIs)
23

24. The way that stakeholders interact with a company has changed, affecting how we
understand, track and measure impact
Shift from shareholder to stakeholder centric approach
Consumer
Consumer
Activist
Government
Company
•
•
•
Technology
Mobility
Education
Company
Academic
Expert/
Practitioner
Investor
Investor
24 2
4

25. This changing environment brings unique challenges for
companies, requiring a revised toolkit for responding effectively
Challenge
Response
Direct relationship with all stakeholders
Understand stakeholder perceptions and
needs from a company
Inability to control the conversation
Understand role as a contributor to the
conversation about company and brand
Transparency into companies that shines a
spotlight on the disconnect between
actions and words
Make sure actions and words are
consistent—do the right thing
Need to justify budgets on par with lines of
business
Quantify outcomes in line with strategic
priorities
25

26. Return On Engagement (ROE) provides a data-driven approach to track
and evaluate initiatives aligned to corporate strategic objectives
Insights from Return on Engagement enable companies to holistically understand, evaluate and predict performance
Internal to Company
Stakeholders
Dashboard across initiatives
ROE Model: Portfolio
of Initiatives
Strategy drives resource allocation across portfolio and brand & reputation
CORPORATE
STRATEGY
Brand &
Reputation
Stakeholder
Outcomes

27. ROE provides companies with a powerful tool for informing strategy at
the highest level, backed by rigorous analysis
Design strategy
against stakeholder
interests and needs
Evaluate the
effectiveness of
initiative and portfolio
adjustments over
time based on
performance against
key metrics
Understand what key
stakeholders care
about at any given
time
Companies
will be able
to:
Assess and adjust the
portfolio of
initiatives, as well as
resources, according
to strategic priorities
Collect, track and
standardize data over
time
Understand the
impact of individual
initiatives
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28. evaluating government communications:
A case study
Eloise Munday, Defra

29. Government evaluation : the context
Evaluation is crucial – need to demonstrate good value to the taxpayer.
Practically, if we want money for communications activity need to be able to show
that previous work has worked. Just like an agency, we need to justify further
investment in our work.
• Where we were: piecemeal evaluation (for example, of big campaigns with
spend, but not on one off pieces of work done in-house). More money.
• What we are working towards: systematic evaluation of all communications
activity, no matter size or cost (always a cost as staff time – payable by taxpayer!).
Aiming for best possible, not best ever. Shared standards across Government
Communications Service. Less money!
ROI may seem slightly different, as often harder to work out and prove financial
implications – much longer term in behaviour change campaigns (which may span
Governments and seem difficult to quantify financially) or may not seem as clear
cut, for example with engagement work. Having clear objectives can help.
There is often a need to separate non-financial outcomes vs financial outcomes.

30. How we do evaluation - P.R.O.O.F
•
Pragmatic – best possible within budget, not best ever. Acknowledge
implication of gaps.
•
Realistic – prove what you can, but acknowledge what you can’t. Over time you
can build on knowledge gathered.
•
Objective – approach evaluation with an open mind, focusing on what didn’t
work as well as on what did. Use to refine future strategies & work in iterative
way.
•
Open – record and share as much as possible, develop case studies
•
Fully integrated - integrate into planning and delivery. Restrospective actions
less useful as may not have captured all needed data. This relies heavily on
having the right, SMART objectives in place before activity begins. Use
iteratively where possible evaluating throughout the planned activity.

31. Government evaluation outline
Objectives
• Communications objective (what role does comms have to play in delivering policy?)
• Communications sub objectives (relating to different channels or activity – needs to set
out what each activity was set up to achieve, and measure of success).
Audiences
• Intermediary audiences (eg. press, stakeholder bodies). Their activity will influence end
audience.
• End audience (eg. SME owners)
Performance metrics
• Input (eg. press releases or tweets sent)
• Output (eg. pieces of coverage, impressions)
• Out-takes (eg. how many people are aware, how many understand
• Immediate outcomes (eg. how many shared the message, clicked on website)
• Outcomes (eg. how many filed tax return on time?)

32. Data
Data will come from a number of sources
-
Activity data (eg re-tweets, page views)
Data from partners and stakeholders
Existing data sources (eg Government stats, wider data)
Market research – often paid for, eg. omnibus surveys, discussion
groups, online surveys
- Feedback (comment / questions from audiences – could include friendly
journalists, stakeholders, looking at replies to tweets)
It’s important to plan data sources well ahead of time, and to decide who will
collect which data (very important when it comes to partnership working). If
possible, benchmarking beforehand is useful.
Tracking data – make it continuous, consistent, and comparable.

33. #ChipMyDog
Policy: Change in the law to make microchipping compulsory by April 2016
Communications plan:
• Traditional media utilising Ministers and partners / stakeholders
• Social media activity with hashtag; encouraging people to share photos and
reunification stories; Google map of places to get microchipping done for free;
videos
• Case studies

34. #ChipMyDog evaluation case study
Objectives
• Communications objective Every dog chipped by April 2016 – raise awareness so people get their
dog microchipped
• Communications sub objectives (1) get people to share message online with key message that
microchipped dogs can be reunified more easily; (2) drive people to stakeholder organisations who
can organise microchipping; (3) share message that law is changing using print, broadcast and
digital media
Audiences
• Intermediary audiences Press, social media users, animal welfare charities
• End audience Dog owners and their friends and family
Performance metrics
• Input Tweets sent, press notices, calls, visits, digital content, meetings
• Output Pieces of coverage, impressions, replies to SM posts, hashtag used over 2000 times, RTs
from key influencers we’d contacted
• Out-takes Key message penetration, sentiment of SM, stakeholder conversations
• Immediate outcomes Enquiries to database provider doubled, sharp rise in website visits (Defra and
partners), 65,000 views of google map, number of shares and RTs, queries on SM, case studies
came forward with reunification stories
• Outcomes 125,000 dogs chipped in 2013 vs 30,000 in 2012 (so far….)

35. Data
- Activity data Press cuttings, hits to online sources, social media activity. Newspapers
and broadcasters, as well as websites, will often give you their readership / listening
figures if you ask which makes your evaluation more accurate
- Data from partners and stakeholders Dogs Trust and Pet Log
- Existing data sources N/A in this case
- Market research N/A in this case – but could be used nearer the time
- Feedback Regular and frank discussions with partners, spoke to journalists, feedback
from social media activity. Use this to constantly tweak messaging in an iterative
process
Deciding who will track what data – building relationships with partners and stakeholders
was invaluable in this case, and made this process smooth with regular meetings and
conversations
Tracking data – continually track coverage and social media activity, and talk to partners
regularly to check in on data – especially as the work will continue until 2016

37. Questions?
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38. Key takeaways
• Setting goals is key. If you can’t write goals, you can’t do measurement
David Rockland, Partner & MD, Ketchum Global Research & Analytics
• At the core of what are we trying to drive from communications strategy is
engagement. As such, we need to be sure to effectively measure it so we can support
KPIs
Chris Foster, VP, Booz Allen Hamilton
• Flexibility and working iteratively is vital in big pieces of comms work. Planning
evaluation into your activity from the start - and allowing for change in your evaluation
plan - can allow you to do this so much more effectively
Eloise Munday, Senior Digital Media, Defra
• Measurement needs to be at the heart of your PR programme to secure the
investment needed in this channel
Jeremy Thompson, CEO, Gorkana Group
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39. Join experts from around the world!
•
•
•
•
2014 AMEC International
Summit on Measurement.
The world’s biggest event on
PR measurement.
Top speakers…outstanding
knowledge share.
Register now!
http://amecinternationalsummit.org/
@amecorg