Mais conteúdo relacionado Semelhante a Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable? (20) Mais de Lars Voedisch (20) Measuring the Effectiveness of PR Efforts:Are You Busy or Indispensable?1. 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
Lars Voedisch
Regional Head – Media Intelligence, APAC Post evaluation:
Dow Jones and Company
lars.voedisch@dowjones.com Leveraging results
@larsv
© Copyright 2010 Dow Jones and Company
3. Relevant Information → Actionable Intelligence
27,000+ global sources
17M+ companies
Other People’s 35M+ executives
Content 16M+ Websites and blogs
Web/Social Mainstream
Media Media
150+ researchers Dow Jones
130,000+ indexes Research
Media/VC/Risk
Dow Jones
News,
Over 150 Commentary
years of & Analysis 2,000 journalists
84 bureaus
Indispensable 18,000+ daily news items
Content
© Copyright 2010 Dow Jones and Company 3
4. Content + Technology = Relevant Information
Dow Jones Content
150 researchers
2000 journalists
11 languages Personalization Wealth Management
18K news items a day
Content
Content Visualization Investment
Management
normalization
normalization Search Researchers &
Premium Content Knowledge Workers
27,000 global sources Discovery
22 languages Investment Banking
Over 200K news items a day Metadata
Metadata Alerting & Triggers
Sales & Trading
Symbology
Symbology People
Web and Social Media Content
Visualization
Taxonomy
Taxonomy Connections
PR & Corp Comm
13K websites Risk & Compliance
60K message boards Integration
16 M blogs
Private Markets
300K articles a day Widgets
Best of breed
Sales
technologies Newsletters
Company and Executive Info
17 M Company Profiles
35 M Executive Profiles
Extracted from 75 Million Websites
TECHNICAL
DIVERSE DATA SOURCES TECHNOLOGY PLATFORM CUSTOMERS
CAP ABILITIIES
© Copyright 2010 Dow Jones and Company 5|4
5. 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
© Copyright 2010 Dow Jones and Company |
6. Why measure media coverage?
Quick discussion
Quick discussion
in small groups:
in small groups:
Why do you
Why do you
want to measure ?
want to measure ?
© Copyright 2010 Dow Jones and Company |
7. 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 |
8. 1) Aligning measurement with
business objectives
Managing what you measure,
identifying the right objectives &
setting smart goals
Too many communicators
Too many communicators
work very hard on tactics…
work very hard on tactics…
…that DON’T support corporate goals!
…that DON’T support corporate goals!
© Copyright 2010 Dow Jones and Company |
9. Align Corporate Communications to Achieve
Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
10. Align Corporate Communications to Achieve
Business Goals
Make business GOALS your communications
goals, then develop STRATEGIES:
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
11. Align Corporate Communications to Achieve
Business Goals
Conduct a gap analysis to understand your
benchmarks and to decide what are your priorities
Choose metrics to measure the results
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
12. Align Corporate Communications to Achieve
Business Goals
You can’t manage what you don’t measure
What impact do your programs have – what are the
results?
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
13. 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/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
14. Align Corporate Communications to Achieve
Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
15. Align Corporate Communications to Achieve
Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
16. Align Corporate Communications to Achieve
Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
17. Align Corporate Communications to Achieve
Business Goals
Example: Bicycle Manufacturer
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
18. Align Corporate Communications to Achieve
Business Goals
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/Factiv a Whitepaper
© Copyright 2010 Dow Jones and Company |
19. Business Objectives
Communications Objectives & Strategy
Planning, Execution, Controlling
Monitor Analyse Discover Engage
research & issues, trends opportunities & & pinpoint
promote & strategies for risks in time better the
the buzz impact to act influential
Originally, measurement is post-mortem analysis.
For fast environments, it becomes near-time!
© Copyright 2010 Dow Jones and Company |
20. 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. Awareness
2. Image / Reputation
3. Sales
4. Cost savings
5. Something else?
Source: 25 Must Read Social Media Marketing Tips
© Copyright 2010 Dow Jones and Company | 20
21. 1) Aligning measurement with
business objectives
Managing what you measure,
identifying the right objectives &
setting smart goals
Key learnings?
© Copyright 2010 Dow Jones and Company |
22. 2) Basics of measurement: Key approaches
that give you the right kick-start
Input vs Output vs Outcomes
PR is always comparative: What’s your
benchmark?
Field studies, media content analysis, etc
© Copyright 2010 Dow Jones and Company |
23. How to measure media coverage?
Quick discussion
Quick discussion
in small groups:
in small groups:
What do you
What do you
currently
currently
measure ?
measure ?
© Copyright 2010 Dow Jones and Company |
24. What can we look at?
What’s your share of
voice? What are the
What’s the
context? main topics?
Where is the conversation?
Who’s talking?
© Copyright 2010 Dow Jones and Company |
25. 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 |
26. 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 |
27. 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 |
28. 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 |
29. Too dry,
too
theoretical,
too
complicated?
© Copyright 2010 Dow Jones and Company |
30. Example – FIFA Worldcup
GOAL ACTION OUTPUT OUTTAKE OUTCOME
METRIC METRIC METRIC
has to answer
“So what?”
Become Play in the final Score goals Win matches 2010 World
the best round in South Champion
country Africa
7 matches 16 goals scored Won 5 games 3rd Place
played
7 matches 8 goals scored Won 6 games WORLD
played CHAMPION
How to translate this to PR?
© Copyright 2010 Dow Jones and Company |
31. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales Place # meetings % awareness of # of requests
Leads product # of speaking your brand for information
reviews engagements % considering
Initiate # of blog your brand
speakers mentions % preferring
program your brand
# of reviews
Proactive
# of media
blogger
contacts made
outreach
# of news
releases sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
© Copyright 2010 Dow Jones and Company |
32. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales Place BYO: % awareness of # of requests
# meetings
Leads
Build your own KPI considering for information
product
reviews
# of speaking
engagements
your brand
%
framework,
suiting# your requirements,
Initiate of blog your brand
speakers
capabilities and % preferring
program
mentions
# of reviews
resources
your brand
Proactive
# of media
blogger
contacts made
outreach
# of news
releases sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
© Copyright 2010 Dow Jones and Company |
33. Example DHL:
Built our own KPI framework,
suiting our requirements,
capabilities and resources
© Copyright 2010 Dow Jones and Company |
34. Case Study :
Measuring PR’s Contribution to Sales
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
© Copyright 2010 Dow Jones and Company |
35. Case Study :
Measuring PR’s Contribution to Sales
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
© Copyright 2010 Dow Jones and Company |
36. Case Study :
Measuring PR’s Contribution to Sales
Key Message A Key Message B Key Message C
Business Goal: for a
It’s time Easy-to-use – Increasing
- Sell more Palm Centro phones just
smart not personal
Communications Objectives: ‘another’
decision productivity
- Introduce lifestyle & non-tech media influencerson the go
computer
- Attract fashionCentro is upgraders intuitive
Choosing the phone Through it’s Messaging, email, built-
- Encourage Ana lysis
Palm handheld users to change to a in capabilities to
Tone ultimate smart
the Ana lysis
Tone
user interface and smartphone
decision for fashion the combination of view & edit
Measurement Metrics: On-Messa ge Anaand
phone upgraders documents lysis
touch screen and On-Messa ge Ana lysis
- Outputs: want both style
who keyboard, the access to over
3
& smart phone
- Number of articles Centro is the ideal 3 20,000 applications,
functionalities partner for young, makes the Centro
- Audience reach No. of energetic and THE customizable
No. of
- Outtakes: Positives sociable users who mobile companion
Positives
No. of
is the want a smart phone
No. of
- How favourable Neutralsdevice viewed by the media
Neutrals to organize their
for dynamic junior- Message
No. On Message
No. On
to mid-level No. Not On Message
No. Not On Message
No. of
- Is the coverage on message and
No. of lives professionals to
Negatives
Negatives
- Outcomes: Number of phones sold relationships on help them
the go managing their
Result: busy work and
23
- Close to 80 articles; most positive (rest neutral);social live onnearly all
23
message
© Copyright 2010 Dow Jones and Company |
37. 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 |
38. Case Study: Media Perceptions
UK General Elections 2010
© Copyright 2010 Dow Jones and Company |
39. UK Elections - Background
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
© Copyright 2010 Dow Jones and Company |
41. Public Timeline: Traditional vs. Social Media
Analyze
16 Apr – Clegg ‘wins’ first TV debate (Domestic policy)
© Copyright 2010 Dow Jones and Company |
42. Public Timeline: Traditional vs. Social Media
Analyze
22 Apr – Second TV debate helps Cameron and Clegg (International affairs)
© Copyright 2010 Dow Jones and Company |
43. Public Timeline: Traditional vs. Social Media
Analyze
28 Apr - Brown calls 65-year-old widow ‘bigoted woman’, apologizes
© Copyright 2010 Dow Jones and Company |
44. Public Timeline: Traditional vs. Social Media
Analyze
29 Apr – Cameron does well during third TV debate (Economy & Taxes)
© Copyright 2010 Dow Jones and Company |
46. Public Timeline: Traditional vs. Social Media
Analyze
Social vs Traditional Media:
• Higher amplitudes
• Looking for ‘news’
• Generally in-sync
11/12 May – Government forms, Cameron becomes PM
© Copyright 2010 Dow Jones and Company |
47. Early stages:
Brown dominates until first TV debate
Brown dominates
the media
•06 Apr – Brown calls elections
•16 Apr – Clegg ‘wins’ first TV debate
© Copyright 2010 Dow Jones and Company |
48. 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 |
49. 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 |
50. 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 |
51. Domestic Issues Dominating Elections
No 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 |
52. 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 |
53. Social Media: Short lived in Attention
Twitter coverage follows the
traditional media timeline, but is much
faster – with the news and gone again
Source: Trendistic
© Copyright 2010 Dow Jones and Company |
54. Social Media: Short lived in Attention
#leadersdebate: 5.5% of
Twitter coverage follows the total twitter activity
traditional media timeline, butduring first TV debate -
is much
faster – with the news and gone againbig as ipad
that's as
launch
Source: Trendistic
© Copyright 2010 Dow Jones and Company |
55. Social Media: Short lived in Attention
Social Media in
general – and
even moreTwitter coverage follows the #leadersdebate: 5.5% of
total twitter activity
Twitter doestraditional media timeline, butduring first TV debate -
is much
NOT WANT to – with the news and gone againbig as ipad
faster that's as
play by launch
traditional media
rules.
Hence, it is
largely casual
speak:
emotional, not
balanced – from
the heart.
Source: Trendistic
© Copyright 2010 Dow Jones and Company |
56. UK Elections - Observations
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
© Copyright 2010 Dow Jones and Company |
57. 2) Basics of measurement: Key approaches
that give you the right kick-start
Input vs Output vs Outcomes
PR is always comparative: What’s your
benchmark?
Field studies, media content analysis, etc
Key learnings?
© Copyright 2010 Dow Jones and Company |
58. 3) PR measurement of new and traditional
media
Differences, challenges, and the right
approach to take
© Copyright 2010 Dow Jones and Company |
59. 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 |
60. 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 |
61. Media Measurement is not (only) about
Search
- Numbers are only
approximations
(what about
duplications?)
- 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”
© Copyright 2010 Dow Jones and Company |
62. Social Media Relations: Everything Changes!?
Everything Changes Nothing Changes
It’s about two-way You’ve to manage
conversations relationships
You’ve to deal with more So it’s wires, print,
channels broadcast – and social
media
We HAVE to listen and
understand what’s said You already: monitor and
about us! analyze your media
coverage
What about those
negative comments and Not every negative
posts? comment means a crisis
The game get’s so much Already forgot newswires?
faster Look at trends over time
© Copyright 2010 Dow Jones and Company |
63. Business Objectives
Communications Objectives & Strategy
Planning, Execution, Controlling
Monitor Analyse Discover Engage
research & issues, trends opportunities & & pinpoint
promote & strategies for risks in time better the
the buzz impact to act influential
Originally, measurement is post-mortem analysis.
For fast environments, it becomes near-time!
© Copyright 2010 Dow Jones and Company |
64. Monitor
Case Study: Automotive
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
© Copyright 2010 Dow Jones and Company | 64
65. Monitor Analyse
What is the context?
Break it down:
The best way to
analyse the big
picture is to break
it down.
© Copyright 2010 Dow Jones and Company | 65
66. Analyse
Ready to dive deeper?
Where is your
How good is your brand
brand image? discussed??
What are the
important trends?
© Copyright 2010 Dow Jones and Company | 66
67. Analyse
Ready to dive deeper?
Who are they
talking about?
What topics / issues
are discussed?
How is your
media footprint
globally?
© Copyright 2010 Dow Jones and Company | 67
68. Analyse
Example: Toyota Crisis
How bad (good) is it?
Where does it
happen vs. where
How does the story does it start?
play out in traditional
and social media?
© Copyright 2010 Dow Jones and Company 68
|
69. Discover
Discovery Issues in Time to Act:
Toyota Crisis’ Key Topics
iPhone
“This is not about searching
knowns, this is about
uncovering unknowns and
understanding the context.”
© Copyright 2010 Dow Jones and Company | 69
70. Discover
Change: Mainly Positive
Topics Now for Toyota!
iPhone
“This is not about searching
knowns, this is about
uncovering unknowns and
understanding the context.”
© Copyright 2010 Dow Jones and Company | 70
71. 3) PR measurement of new and traditional
media
Differences, challenges, and the right
approach to take
Key learnings?
© Copyright 2010 Dow Jones and Company |
72. 4) Social Media ROI:
Measuring your online
success
Myths and Realities
How to quantify efforts
in blogs, Twitter, etc.
© Copyright 2010 Dow Jones and Company |
73. 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 | 73
74. 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
Show you’re busy –
compare results against something — either
with your competition or with your own results
over time. or indispensable?
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 | 74
75. Myth: Are you sure you mean ROI?
ROI RETURN
.
ON
. .
INVESTMENT
© Copyright 2010 Dow Jones and Company |
76. Myth: Are you sure you mean ROI?
ROA RETURN
.
ON
.
ATTENTION
.
© Copyright 2010 Dow Jones and Company |
77. Myth: Are you sure you mean ROI?
ROE RETURN
.
ON
.
ENGAGEMENT
.
© Copyright 2010 Dow Jones and Company |
78. Myth: Are you sure you mean ROI?
ROP RETURN
.
ON
. .
PARTICIPATION
© Copyright 2010 Dow Jones and Company |
79. Myth: Are you sure you mean ROI?
ROT RETURN
.
ON
.
TRUST
.
© Copyright 2010 Dow Jones and Company |
80. Myth: Are you sure you mean ROI?
ROI RETURN
.
ON
. .
INVOLVEMENT
© Copyright 2010 Dow Jones and Company |
81. ROI is a business metric, not a media metric
(GAIN FROM INVESTMENT - COST OF INVESTMENT)
ROI =
COST OF INVESTMENT
Can you connect your PR investments
($$$ ) with the financial impact, e.g. sales
or savings ($$$)?
© Copyright 2010 Dow Jones and Company |
82. Real ROI requires you to connect
investments, activities and financial impact!
Investments
leading
to activities
$$$
Financial
Impact
$$$
Source: The Brandbuilder – Basics of Social Media ROI
© Copyright 2010 Dow Jones and Company |
83. Myth: Are you sure you mean ROI?
ROI RETURN
(OUTTAKES)
.
ON
.
INVESTMENT
.
(ACTIVITIES)
© Copyright 2010 Dow Jones and Company |
84. ROI in Social Media? Yes and No!
ROI RETURN
.
ON
. .
INVESTMENT
© Copyright 2010 Dow Jones and Company |
85. ROI in Social Media? Yes and No!
ROI RETURN
.
ON
. .
INVESTMENT
© Copyright 2010 Dow Jones and Company |
86. Typical Output, Outtake and Outcome Metrics
for Communications
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales PlaceIf not #ROI, what%do I do? # of requests
meetings awareness of
Leads
Build your own KPI considering for information
product
reviews
# of speaking
engagements
your brand
%
framework,
suiting# your requirements,
Initiate of blog your brand
speakers
capabilities and % preferring
program
mentions
# of reviews
resources
your brand
Proactive # of media
blogger contacts made
outreach
# of news
releases sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
© Copyright 2010 Dow Jones and Company |
87. Social
Media 2 things might help:
– 1) The inequality of the web
where
to 2) The concept of target
start? media
© Copyright 2010 Dow Jones and Company |
88. 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 |
89. 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?
Re
ac
h
vs
. In
flu
e nc
e
Source: http://www.longtail.com – Chris Anderson
© Copyright 2010 Dow Jones and Company |
90. Let’s get more concrete:
Ratings worth monitoring on …
Blogs
Facebook
Twitter
Youtube
© Copyright 2010 Dow Jones and Company |
91. Ratings worth monitoring on Blogs
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
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
92. Ratings worth monitoring on Blogs
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
Sources: 20 Social Media Ratings You Should Be Monitoring
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93. Ratings worth monitoring on Facebook
Number of fans
Types of Fans (ordinary or high value)
Comments
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
94. Ratings worth monitoring on Facebook
Number of fans
Types of Fans (ordinary or high value)
Comments
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
95. Ratings worth monitoring on Twitter
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
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
96. Ratings worth monitoring on Twitter
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
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
97. Ratings worth monitoring on YouTube
Number of views
Number of subscribers
Quantity of comments
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
98. Ratings worth monitoring on YouTube
Number of views
Number of subscribers
Quantity of comments
Sources: 20 Social Media Ratings You Should Be Monitoring
© Copyright 2010 Dow Jones and Company |
99. 4) Social Media ROI:
Measuring your online
success
Myths and Realities
How to quantify efforts
in blogs, Twitter, etc.
Key learnings?
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100. 5) Measuring with a tight budget
Cost effective tools & applications
© Copyright 2010 Dow Jones and Company |
101. Cost efficient tools that work
Quick sharing:
Quick sharing:
Which tools do
Which tools do
you currently
you currently
use?
use?
© Copyright 2010 Dow Jones and Company |
105. Start Here: Simple Tools for Basic Analysis
Remember the order and context:
Remember the order and context:
1) Objectives
1) Objectives
2) Strategies
2) Strategies
3) …
3) …
4) Measurements: What for?
4) Measurements: What for?
1) Outputs
1) Outputs
2) Outtakes
2) Outtakes
3) Outcomes
3) Outcomes
© Copyright 2010 Dow Jones and Company |
106. Looking at a more holistic picture
© Copyright 2010 Dow Jones and Company |
107. 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 |
108. 5) Measuring with a tight budget
Cost effective tools & applications
Key learnings?
© Copyright 2010 Dow Jones and Company |
109. 6) Post evaluation
Leveraging results for management buy-in
and strategic improvements
© Copyright 2010 Dow Jones and Company |
110. 6) Post evaluation
You want a seat
Leveraging results for management buy-in
on the board table?
and strategic improvements
© Copyright 2010 Dow Jones and Company |
111. Translating 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
Source: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“.
© Copyright 2010 Dow Jones and Company |
112. Indispensable? Use KPIs to show your
contribution!
• 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
“…From an executive’s viewpoint, it
can be interpreted as the difference
can be interpreted as the difference
between the PR team being busy and
between the PR team being busy and
the PR team being indispensable.
the PR team being indispensable.
Source: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“.
© Copyright 2010 Dow Jones and Company |
113. To act strategicly, you’d need a strategy…
THEN: Activities & Outputs NOW: Outtakes & Outcomes
Tactical Strategic
Reactive Pro-active
Counting clips Benchmarking messages,
competitors
Clip books Media Analysis & KPIs
Handful of key titles The world of sites, titles, blogs,
videos
Quantitative Quantitative and qualitative
Only human analysis Smart tools & analysis
Managing activities & outputs Managing outtakes & outcomes
© Copyright 2010 Dow Jones and Company |
114. Measurement is a Process
The measurement process is
formed around some basic
Situation questions:
Planning
analysis
What were the goals we
wanted to achieve in the
first place?
What do we want to
measure against?
Evaluation Execution What do we want to
compare?
© Copyright 2010 Dow Jones and Company |
115. 6) Post evaluation
Leveraging results for management buy-in
and strategic improvements
Key learnings?
© Copyright 2010 Dow Jones and Company |
116. Time for an
exercise?
© Copyright 2010 Dow Jones and Company |
117. Reputational Risk: It’s all about perception...
Establishment:
Full crisis
Erosion:
Spreading:
Relevance
Growing
declines
interest
Emergence:
Issue gets
Potential: public
Known areas
YOU?
© Copyright 2010 Dow Jones and Company |
118. 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
© Copyright 2010 Dow Jones and Company |
119. Outlook &
Summary
© Copyright 2010 Dow Jones and Company |
120. 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
© Copyright 2010 Dow Jones and Company |
121. 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
© Copyright 2010 Dow Jones and Company |
122. 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
© Copyright 2010 Dow Jones and Company |
123. 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.
© Copyright 2010 Dow Jones and Company |
124. 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
© Copyright 2010 Dow Jones and Company |
125. 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
© Copyright 2010 Dow Jones and Company |
126. 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
© Copyright 2010 Dow Jones and Company |
127. 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
© Copyright 2010 Dow Jones and Company |
128. 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
© Copyright 2010 Dow Jones and Company |
129. Questions?
Thank you.
Lars Voedisch
Regional Head – Media Intelligence, APAC
Dow Jones and Company
lars.voedisch@dowjones.com
@larsv
© Copyright 2010 Dow Jones and Company |
130. Measuring the Effectiveness of PR Efforts:
Are You Busy or Indispensable?
Appendix
Lars Voedisch
Regional Head – Media Intelligence, APAC
Dow Jones and Company
lars.voedisch@dowjones.com
@larsv
© Copyright 2010 Dow Jones and Company |
131. Outcomes and Outputs
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
© Copyright 2010 Dow Jones and Company |
132. 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?
© Copyright 2010 Dow Jones and Company |
(AMEC, 2005)
133. 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
© Copyright 2010 Dow Jones and Company |
134. 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
© Copyright 2010 Dow Jones and Company |