Ben Levine, Vice President,Global Research & Analytics for Ketchum conducted a workshop on Getting The Basics of Media Intelligence Right last October 12th as part of the 2-day PR Measurement Summit. The theme of the event was “Measurement in an Age of Integrated Communications”. This was held last October 12th-13th at the Address Dubai Marina, Dubai, UAE.

2. It’s a Complex World
LOCAL +
GLOBAL
UNDERSTAND
CULTURES
PAID MEDIA +
EARNED, SHARED
& OWNED
UNDERSTAND
CHANNELS
ANALYTICS +
BIG DATA
UNDERSTAND
NUMBERS
DEMOGRAPHICS +
PSYCHOGRAPHICS
UNDERSTAND
PEOPLE

3. What’s Your Reality?

4. A BACKGROUND IN
MEASUREMENT

5. Why Measure?
Serve Business
Grow Business
Protect Business
Clients want proof
Measurement wins
business
If you can’t show results,
others will

6. Evolution in Measurement
Clip Books
2000 2010 2015
Barcelona
Principles
Barcelona
Principles 2.0

7. Foundational Principles of Communications Measurement
Our Original Goal: To end years of debate as to whether metrics, such as AVEs and
multipliers, should be used, and provide a foundation and hierarchy.

9. Translating the Principles
Impact on
MEDIA/CHANNELS
Impact on
TARGET GROUPS
Impact on
ORGANIZATIONS
Outputs
Contact/response level
Reach, content
Outcomes
Perception/behavioral level
Knowledge, opinions, attitudes
Business Results
Business Level
Added Value
Frequency
Visits
Reader contacts
Tonality
Message Impact
Share of voice
Journalist inquiries
…
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
…

10. So, When You Are Asked to Show Value…
There are basically three answers:
Did you reach the right people with the right message?
Did the target audience change as a result of the PR reach?
Did the organization benefit from the target audience change?

11. Step One:
Understanding the Client

12. Clients Demand Proof:
Not All Clients Are The Same
Clips count
Clips have to be
good
They like
me
They do
something
different
Money matters

13. Step Two:
Communication Goals

14. Principle 1
Goal setting and measurement are fundamental to communication and public
relations.
What to do:
• Conduct measurement and evaluation against
defined goals and SMART.
• Make goals quantitative or qualitative, but still
identify who, what, how much, by when.
• Be holistic: traditional and social media; changes in
awareness among key stakeholders,
comprehension, attitude, and behavior; and impact
on organizational results. Campaigns or ongoing
are both relevant.
• Be integrated and aligned across paid, earned,
shared and owned channels where possible.

15. Goals should be defined as quantitatively
as possible.
Measurement is based on setting goals first
Who?
What?
How Much?
By When?

16. Weak Goal Strong Goal
• Drive media coverage.
• Change the perception from a company
that makes computers to a computer that is
a leader in global business solutions.
• Create “card envy” among affluent
consumers in the San Francisco market.
• Set emotional connection with consumers
(consideration)
• Through targeted media relations, reach 10M
target audience members by the end of 2016.
Deliver messages in 60% of all coverage.
• Achieve 65% strategy comprehension in top 3
boxes on pulse survey fielded at end of year.
• Increase awareness from 57% to 60% for the
credit card brand among the affluent target
(HHI £75K+) in Greater London within campaign
timeframe (May-Dec 2016)
• By the end of 2016, raise 1st choice
consideration by 5% among GenXers, 35-55
years old.
Vs.

17. Case Study
The power to bring change is expanding as people and communities make
their voices heard.
• Reach out more directly to civil society.
• Leverage the collective force of individuals uniting around causes.
• Work closely on advocacy issues to connect with vulnerable communities and children.
Youth & Millennials Middle ClassUNICEF’s
Audiences:

18. Case Study
Voice
Engagement
Reach
Cross-Cutting
Be the leading voice for – and with – Children.
Reach 1 Billion people around the world by the end of 2017.
Engage 50 Million people acting in support of children by the
end of 2017.
Contribute to the positioning of UNICEF’s Brand.
UNICEF’s Strategic Pillars:

19. Case StudyReach KPIs:
Quantity of People Reached
• Metric: impressions to target/other audiences. Examples:
o Reach 1B people with UNICEF messages.
o UNICEF received substantive mention in top tier publications.
o Number of people reached via mobile phones.
o Volume of traffic to websites and blogs.
o People attending events.
Quality of Message Delivery
• Metric: media algorithm score. Examples:
o Using a media algorithm, achieve a quality score of 60+ on -100 to +100 scale
in top tier publications.
o Achieve at 50% or higher number of articles that focus solely on UNICEF in
conjunction with improving the lives of children.

20. Choosing The Right Metrics
EXPOSURE ENGAGEMENT INFLUENCE IMPACT ADVOCACY
Create potential audience
exposure to content &
message.
Interaction that occurs in
response to content on an
owned channel
‘engaging with you’.
Also earned social
conversation ‘talking about
you’.
Ability to cause or
to a change in opinion or
behavior.
Effect of a social media
campaign, program or
on the target audience.
Also Value - the financial
impact.
Act of pleading or making
the case for
something. Includes positive
sentiment and one of
the following:
• A recommendation
• A call to action to
purchase
• Suggested usage or
suggested change to
opinion.

21. Choosing The Right Metrics
EXPOSURE ENGAGEMENT INFLUENCE IMPACT ADVOCACY
PAID
• Impressions
• Reach
• CPM
• Interaction rate
• Click-thrus
• Time viewing
• Completion Rate
• Click-Thru Rate
• Purchase consideration
• Awareness
• Purchase Intent
• Likelihood to
Recommend
• Visit website
• Attend event
• Sales
• Download coupon
• Leads captured
• Promo redemptions
• Recommendations
• Review
• Ratings
EARNED
• Impressions
• Reach
• Mentions
• Hashtag usage
• Purchase intent
• Awareness
• Message inclusion
• Visit website
• Attend event
• Download coupon
• Leads captured
• Promo redemptions
• Recommendations
• Ratings
• Reviews
SHARED
• Impressions
• Reach
• Comments
• Shares
• Retweets
• Purchase consideration
• Tell a friend
• Likelihood to
Recommend
• Visit website
• Attend event
• Sales
• Download coupon
• Leads captured
• Promo redemption
• Ratings
• Reviews
• Recommendations
OWNED
• Unique visitors
• Reach
• Impressions
• Return visits
• Page Views
• Interaction rate
• Time on site
• Tell a friend
• Change in opinion
• Association with key
attributes
• Visit website
• Attend event
• Sales
• Download coupon
• Leads captured
• Promo redemption
• Recommendations
• Ratings
• Reviews

22. STEP THREE:
HOW DO YOU MEASURE

23. Did you reach the right people with the right
message?
Did the target audience change as a result of the PR reach?
Did the organization benefit from the target audience
change?

24. Ideally, we should measure all three…
Impact on
MEDIA/CHANNELS
Impact on
TARGET GROUPS
Impact on
ORGANIZATIONS
Outputs
Contact/response level
Reach, content
Outcomes
Perception/behavioral level
Knowledge, opinions, attitudes
Business Results
Business Level
Added Value
Frequency
Visits
Reader contacts
Tonality
Message Impact
Share of voice
Journalist inquiries
…
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
…

25. I. Media Measurement
(Outputs)

26. Media Monitoring vs. Media Measurement
Monitoring Measurement
What it is:
• An effective way to track mass coverage on specific
brands, initiatives and key issues in the media
• Allows for issues identification and issues
management
What it can do:
Provide access to traditional coverage and social
conversation about Hilton Worldwide, and portfolio
brands – across all regions
• Top-tier coverage can be shared with Leadership to
keep them informed (normally based on a finite list of
publications)
What it is:
• A perspective tool based on a defined set of key
performance indicators (KPIs) that are consistent across
brands and regions to drive communications strategies
by highlighting what is and isn’t working
• Allows for the connection between communication
activities and target audience outcomes
What it can do :
• Provide in-depth evaluation of media coverage from
agenda-setting publications that have an impact on
company and portfolio brands (generally spans key
trade, consumer and business media)
• Provide context for comparisons and differentiation
from competitive set

27. Case Study

28. Case Study

29. II. Audience Measurement (Outcomes)
29
II. Audience Measurement
(Outcomes)

30. Outcomes: Using Surveys to Measure
Change
Survey research can be used to measure a variety of outcomes, which either measured pre-post or tracked
over time:
Often the tools or data already exist to measure outcomes
AttitudesAwareness Comprehension Behavior
“Only 13% of consumers
are aware of your
product.”
“74% of Brits understand
why your company is in
trouble.”
“49% of employees are
satisfied with their jobs.”
“27% of consumers have
purchased or plan to
purchase your product in
the next six months.”

31. Things to Consider in Outcome
Measurement
• Is there an existing survey to which 2-3 questions can be added to measure the effect of PR?
• Does a market research department or provider exist that you can connect with?
• What is the timing of the PR campaign? When does it make most sense to measure?
• How large is the campaign investment? Will there be sufficient activity to see a possible
impact?
• How long will the program run? Should it be measured pre-post or at regular intervals?

32. Case Study:
Measuring Impact on Target

33. 8.4
9.0 8.9
CC Mayo JH
Improvement in Reputation
0.3
8.7
Case Study:
Measuring Impact on Target
Challenge
Improve reputation and key behaviors (likelihood to travel to Cleveland Clinic for a serious medical condition or to refer to
it as a leader in healthcare policy in the U.S.) among its target audience and influencers who lead or impact trends and
policies.
Approach
Used advanced statistical analysis to determine the most effective drivers: channels, messengers, messages, media topics,
and capabilities to improve Cleveland Clinic’s reputation and key behaviors.
Results
KEY MESSAGES
Trusted, Innovative & Visionary
predicts
51% to 58%
of CC’s Reputation and Key
Behaviors
COMMON DENOMINATOR:
TRANSPARENCY
CC Reputation Score vs.
Competitors if Performance of
all Three Key Message Drivers
Increased by 1-point

34. III. Determining Organizational
Impacts

35. Examples of Organizational Results from PR
• Contribute 10% of the increase in sales through earned media.
• Increase the amount of online conversation around the launch of the new product to increase
market share.
• Create high awareness of the need for medical testing for prostate cancer to drive doctor
visits.
• Create an umbrella brand that drives up sales of all products in its portfolio.
• Decrease retention costs of employees with a better employee value proposition.
What about your organization’s performance will be different because of PR?

36. One Approach: Marketing Mix Modelling
• Marketing mix modeling determines the impact marketing spend has on business results,
taking into account all tools for communication:
• What is the impact on organizational results generated by specific communications
measures?
• What is the optimal communications budget (ROI) in order to achieve the organization’s
target?
• What media mix has the greatest effect on brand awareness?
• Which products in the portfolio drive sales best?
• Shall communication activities be planned parallel to competition or alternate?
• Which communications strategy is most successful?

37. Case Study:
Measuring Impact on Business Results
Approach
Regression analysis was used to determine the relationship between marketing spend made via direct mail, PoP H, PoP,
radio, and online (independent variables) and two outcomes, leads and final registration.
Results
Online was the most cost effective marketing spend, almost five times as efficient as direct mail. Strategic professional
PoP outreach was also more effective than hodgepodge PoP outreach.
Channel Leads
Generated Per
$1,000
Total Leads Generated (Annual)
Direct Mail 7 59,747
Radio 5 4,645
Online 33 6,249
PoP H 10 2,270
PoP P 23 11,126
Model 1: Leads = 96.51 + 0.007
(Direct Mail) + 0.005 (Radio) +
0.033 (Online) + .010 (PoP H) +
.023 (PoP P) + 136 (If summer)
+ 168 (If fall)
R2 = .668
If LLS decreased its current annual
direct mail spend 10% and spent it
on online, it would lose 5,975
direct mail leads, but gain 29,020
leads from online, a net gain of
23,045 or potentially $64,526,466
(23,045 X $2,800 average amount
raised per participant in the fiscal
year.

38. Case Study:
Sales Modelling
50,000
75,000
100,000
125,000
150,000
175,000
200,000
225,000
250,000
275,000
300,000
5/3/2009
5/31/2009
6/28/2009
7/26/2009
8/23/2009
9/20/2009
10/18/2009
11/15/2009
12/13/2009
1/10/2010
2/7/2010
3/7/2010
4/4/2010
TtlHealthyChoiceFrozenSSMSales(CSU) Online Media
MAT Release
Line Extension PR
In-Store Coupon
PR
In-Pack Coupon
Shelftalk
FSI
New Packaging lift
TV
Trade Merchandising
Base Volume
Chart data reflects estimated volume from the sum of 65 DMAs
Volume Decomposition: (May 2008 – Apr 2010)

39. Interactive Effects Need to be Explored
Calculating the impact of marketing elements on sales in 2 ways:
Sales Impact
Marketing
Elements
A Direct Marketing Mix Model (ROMI)
Marketing
Elements
Website
Visits
Sales Impact
(residual)
A Two-Stage Model
Website model Residual model

40. Before We Close

41. 41