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Measuring PR in the Digital Age - Evaluating Communications Effectiveness
- 1. Evaluating Communications Effectiveness:
Social & Traditional Media ROI
Lars Voedisch Georg Ackermann
Managing Media Consultant, APAC Media Lab Team Leader
Dow Jones and Company Dow Jones and Company
lars.voedisch@dowjones.com georg.ackermann@dowjones.com
@larsv @derackermann
©2010 Dow Jones & Company
- 4. Who is… Lars Voedisch?
Managing Media Consultant, Asia Pacific
• Looking after key clients and prospects in the Public Relations & Corporate
Communications industry – in terms of sales enabling and retention
Background
• A professional in the Communications and Knowledge Management arena with more
than 10 years experience in the areas of Marketing, Public Relations, Media,
Journalism, Strategic Development, Change Management and Intranet/Internet
projects.
• Living in Asia for about 8 years (Hong Kong/Singapore)
• Likes and interested in football (soccer) – playing for “Real Ale Madrid”, diving, skiing,
travelling, music, DJ/MC-ing, social media
• Speaks German (native), English, French and about 8 words of Chinese
• Holds a Master in Economics
• Hometown: Hannover (North-Western part of Germany)
©2010 Dow Jones & Company
- 5. Who is… Georg Ackermann?
Media Lab Team Leader
• Media Report Production
• Journalist, Editor, Analyst and
Report Writer
• Factiva, Dow Jones Insight
• Setting up DJ Insight desk in
Singapore
• Freelancing for German
Newspapers
• Master in PR and Media
Management
• English, German, Spanish,
French, Catalan
© Georg Ackermann
©2010 Dow Jones & Company
- 6. Who are the people around us?
1. Turn to your neighbour(s) – 10 sec
2. Learn about him/her – 2 min
– Name, Company, Role
– Why are you here?
– A fun fact…?
3. Introduce your neighbour – 1 min
©2010 Dow Jones & Company
- 8. Relevant Information → Actionable Intelligence
27,000+ global sources
17M+ companies
Other People’s 35M+ executives
Web/Social
Content Mainstream 16M+ Websites and blogs
Media Media
Dow Jones
Research
150+ researchers
130,000+ indexes
Media/VC/Risk
Dow Jones
Over 150 years News,
2,000 journalists
Commentary
of Indispensable & Analysis 84 bureaus
18,000+ daily news items
Content
©2010 Dow Jones & Company
8
- 9. 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
5|
©2010 Dow Jones & Company
9
- 10. What WE expect from US
• Timeliness
• Learn, share & contribute
• Have fun
What do YOU expect?
©2010 Dow Jones & Company
- 11. What we will do today &
tomorrow?
• 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
©2010 Dow Jones & Company
- 12. 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 ?
©2010 Dow Jones & Company
- 13. 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…?
©2010 Dow Jones & Company
- 14. Challenge within Organizations:
Who ‘owns’ Social Media?
Source: Blurring Lines, Turf Battles and Tweets: The Real Impact of Integrated Communications on Marketing and PR
©2010 Dow Jones & Company
- 15. Challenge within Organizations:
Who ‘owns’ Social Media? Who cares?!
• The lines between PR and marketing are blurring.
• “Turf battles” are evident.
• Ownership of social media and blogging still undecided.
• Benefits and communication measurement provides
Source:common ground. Real Impact of Integrated Communications on Marketing and PR
Blurring Lines, Turf Battles and Tweets: The
©2010 Dow Jones & Company
- 16. Social Media is about 3 things:
CONTENT, CONTENT, CONTENT
Source: Youtube / Old Spice Channel
©2010 Dow Jones & Company
- 17. Social Media is about 3 things:
CONTENT, CONTENT, CONTENT
Source: Youtube / Old Spice Channel
©2010 Dow Jones & Company
- 19. 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!
©2010 Dow Jones & Company
- 20. Align Corporate Communications to Achieve
Business Goals
Source: Align Corporate Communications to Achieve Business Goals, David Meerman Scott, A Dow Jones/Factiv a Whitepaper
©2010 Dow Jones & Company
- 21. 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
©2010 Dow Jones & Company
- 22. 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
©2010 Dow Jones & Company
- 23. 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
©2010 Dow Jones & Company
- 24. 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
©2010 Dow Jones & Company
- 30. 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!
©2010 Dow Jones & Company
- 31. 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
©2010 Dow Jones & Company
31
- 32. Group Exercise: Objective Setting
1. Form a group of 3-5 people
2. Briefly introduce yourselves
3. Choose one of the three case studies
– G20
– Qantas
– ASX / SGX
4. You have 15 minutes to work on these tasks and then share
with all:
1. Define max. 3 Communications Objectives
2. What strategies would you chose for these objectives (1-3 per
objective)?
3. What could be desired results of your communications approach
(How would you know if you were successful)?
©2010 Dow Jones & Company
32
- 33. Case Study: G20 Summit in Korea
• Situation:
– Following an agreement between leaders of the world’s major economies (Group of 20; G20) to
institutionalize the “G20” forum as a permanent council on global economic cooperation, South
Korea hosted the Group of 20 summit in November 2010
– You are part of Korea’s Tourism Organization
• Define Communications Objectives: How could you leverage the G20 summit?
• What strategies would you chose for these objectives?
• What could be desired results of your communications approach?
©2010 Dow Jones & Company
- 34. Case Study: Qantas Engine Failure
• Situation:
– Just before Qantas’ 90th anniversary, two flights reported severe engine failures in November 2010.
– A Qantas Boeing 747 had been forced to turn back to Singapore with engine troubles, not long after
it left the airstrip en route to Sydney.
– The incident came a day after a Qantas Airbus A380 returned to make an emergency landing in
Singapore after an explosion in an engine shortly after take-off.
– You are a member of Qantas Corporate Communications team
• Define Communications Objectives: How should you react to the situation?
• What strategies would you chose for these objectives?
• What could be desired results of your communications approach?
©2010 Dow Jones & Company
- 35. Case Study: SGX/ASX merger
• Situation:
– End of October, the Singapore stock exchange (SGX) unveiled a multi-billion dollar bid for the
company that owns the Australian Stock Exchange (ASX) in Sydney.
– If approved, the $8.3bn takeover would mark the first stock exchange merger in the Asia Pacific
region.
– The deal would enhance Singapore as a major financial hub in the region and benefit Australian
investors by giving them greater access to Asian markets. A merged exchange would hope to
compete more effectively with Hong Kong.
– You are member of the SGX Corporate Communications team.
• Define Communications Objectives: Given the different reactions in Australian
media, what messages would you send out?
• What strategies would you chose for these objectives?
• What could be desired results of your communications approach?
©2010 Dow Jones & Company
- 36. Group Exercise: Objective Setting
1. Form a group of 3-5 people
2. Briefly introduce yourselves
3. Choose one of the three case studies
– G20
– Qantas
– ASX / SGX
4. You have 15 minutes to work on these tasks and then share
with all:
1. Define max. 3 Communications Objectives
2. What strategies would you chose for these objectives (1-3 per
objective)?
3. What could be desired results of your communications approach
(How would you know if you were successful)?
©2010 Dow Jones & Company
36
- 37. Group Exercise: Objective Setting - Sharing
Please share with all:
• What’s your case study and why did you choose it?
• Please share the main answers/results for these tasks:
1. Define max. 3 Communications Objectives
2. What strategies would you chose for these objectives (1-3 per
objective)?
3. What could be desired results of your communications approach
(How would you know if you were successful)?
©2010 Dow Jones & Company
37
- 38. 1) Aligning measurement with business
objectives
• Managing what you measure, identifying
the right objectives & setting smart goals
Key learnings?
©2010 Dow Jones & Company
- 39. Social Media is about 3 things:
CONTENT, CONTENT, CONTENT
Source: Youtube / Old Spice Channel
©2010 Dow Jones & Company
- 40. Session 2
Basics of Measurement: Key Approaches that give
You the Right Kick-Start
©2010 Dow Jones & Company
- 41. 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 ?
©2010 Dow Jones & Company
- 42. 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?
©2010 Dow Jones & Company
- 43. 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
©2010 Dow Jones & Company
- 44. 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
©2010 Dow Jones & Company
- 45. 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
©2010 Dow Jones & Company
- 46. 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
• Outcomes
– quantifiable changes in awareness, knowledge, attitude,
opinion and behavior levels
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 47. Too dry,
too theoretical,
too complicated?
©2010 Dow Jones & Company
- 48. 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 CHAMPION
played
How to translate this to PR?
©2010 Dow Jones & Company
- 49. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales Place product # meetings % awareness of your # of requests for
Leads reviews # of speaking brand information
Initiate speakers engagements % considering your
program # of blog mentions brand
Proactive # of reviews % preferring your
blogger outreach brand
# of media contacts
made
# of news releases
sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 50. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales Group Exercise: of your # of requests for
Place product
# meetings % awareness
Leads reviews
# of speaking brand information
Use your initial exercise example
Initiate speakers
engagements % considering your
program
# of blog mentions brand
(G20 / #Qantas / SGX-ASX)
Proactive
of reviews % preferring your
blogger outreach brand
and #work out suitable
of media contacts
made
Outputs -# of news releases - Outcomes
Outtakes
sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 51. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales Place product # meetings
Leads reviews BYO: % awareness of your # of requests for
brand information
# of speaking
Build your own KPIconsidering your
Initiate speakers
program
%
framework,
brand
engagements
# of blog mentions
suiting your requirements,
Proactive
blogger outreach
% preferring your
brand
# of reviews
# of media contacts
capabilities and resources made
# of news releases
sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 52. Example DHL:
Built our own KPI framework,
suiting our requirements,
capabilities and resources
©2010 Dow Jones & Company
- 53. Case Study :
Measuring PR’s Contribution to Sales
Key Message A Key Message B Key Message C
• Business Goal: time for a
It’s Easy-to-use – not Increasing
– Sell more Palm Centro phones
smart decision just ‘another’ personal
• Communications Objectives: computer productivity on
– Introduce lifestyle & non-tech media influencers the go
– Attract fashion phone upgraders
– Encourage PalmCentro is the usersThrough it’s intuitive user
Choosing the handheld to change to a smartphone Messaging, email, built-in
• Measurement Metrics:lysis for
Tone Ana decision
ultimate smart
Tone Ana lysis
interface and the capabilities to view & edit
fashion phone upgraders combination of touch documents and access to
– Outputs:
who want both style & screen and keyboard, the On-Messa ge Ana lysis
On-Messa ge applications,
over 20,000 Ana lysis
• Number of articles
smart phone Centro is the ideal partner makes the Centro THE
functionalities
• Audience reach for young, energetic and 3 3 customizable mobile
sociable users who want a companion for dynamic
– Outtakes: smart phone to organize junior- to mid-level
• How favourable is No. of theirviewed by the media
the device lives and
No. of
Positives
professionals to help
Positives
• Is the coverage on No. of relationships on the go
message them managing their busy
No. of work and social live No. On Message
– Outcomes: Number of phones sold
Neutrals
Neutrals
No. On Message
No. Not On Message
No. of No. Not On Message
• Result: No. of
Negatives
Negatives
– Close to 80 articles; most positive (rest neutral); nearly all on message
23
23
©2010 Dow Jones & Company
- 54. 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
©2010 Dow Jones & Company
- 55. Case Study : Using Research to Win Support for Your
Strategy
• Business Goal:
– Win contracts
• Communications Objective:
– Position the brand as innovative and technologically superior
• Measurement Metrics:
– Outputs: Number of trade press articles
– Outtakes: Media acceptance of client spokespeople as industry authorities:
share of spokespeople quoted; share of favorable positioning on key issues
– Outcomes: Win contracts
• Results:
– Went from last place in share-of-quotes to first in 12 months and increased
share-of-quotes 10% to 70%.
– Doubled visibility of brand in 12 months
– Increase in the number of competitive contracts won
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 56. Case Study: Media Perceptions
UK General Elections 2010
©2010 Dow Jones & Company
- 57. 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
©2010 Dow Jones & Company
- 60. Public Timeline: Traditional vs. Social Media
Analyze
22 Apr – Second TV debate helps Cameron and Clegg (International affairs)
©2010 Dow Jones & Company
- 61. Public Timeline: Traditional vs. Social Media
Analyze
28 Apr - Brown calls 65-year-old widow ‘bigoted woman’, apologizes
©2010 Dow Jones & Company
- 62. Public Timeline: Traditional vs. Social Media
Analyze
29 Apr – Cameron does well during third TV debate (Economy & Taxes)
©2010 Dow Jones & Company
- 64. 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
©2010 Dow Jones & Company
- 65. Early stages:
Brown dominates until first TV debate
Brown dominates
the media
•06 Apr – Brown calls elections
•16 Apr – Clegg ‘wins’ first TV debate
©2010 Dow Jones & Company
- 66. 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).
©2010 Dow Jones & Company
- 67. Candidate Presence – Cameron 2010
Clegg received more media attention
than eventual Prime minister
Cameron until shortly before the
confirmation of a conservative led
government.
©2010 Dow Jones & Company
- 68. 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)
©2010 Dow Jones & Company
- 69. 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
©2010 Dow Jones & Company
- 70. 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
©2010 Dow Jones & Company
- 71. Social Media: Short lived in Attention
Social Media in
general – and
even more
#leadersdebate: 5.5% of
Twitter doesTwitter coverage follows the total twitter activity
NOT WANT to traditional media timeline, butduring first TV debate -
is much
play by faster – with the news and gone againbig as ipad
that's as
launch
traditional media
rules.
Hence, it is
largely casual
speak:
emotional, not
balanced – from
the heart.
©2010 Dow Jones & Company
- 72. 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
©2010 Dow Jones & Company
- 73. 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?
©2010 Dow Jones & Company
- 74. Old Spice Answers: @TheEllenShow
Source: Youtube / Old Spice Channel
©2010 Dow Jones & Company
- 78. “Making decisions based on data
saves time and boosts your
credibility.”
KD Paine
© Georg Ackermann
©2010 Dow Jones & Company
- 79. We suggest that you remove the term
“measurement” from the equation altogether, and
replace it with “data-driven decision-making.”
Focus on “getting data with which to make better
decisions”
KD Paine
© Georg Ackermann
©2010 Dow Jones & Company
- 80. Some terminology…
Primary research (also called field research) involves
the collection of data that does not already exist,
which is research to collect original data
Secondary research (also known as desk research)
involves the summary, collation and/or synthesis of
existing research rather than primary research
Source: Wikipedia
© Georg Ackermann
©2010 Dow Jones & Company
- 81. Primary data (or raw data) is a term for data collected
on source which has not been subjected to processing
or any other manipulation
Secondary data is data collected by someone other
than the user (processed data)
© Georg Ackermann
©2010 Dow Jones & Company
- 82. Analysis of secondary data
… Market research (usually surveys, interviews of focus
groups)
… Customer satisfaction research (usually surveys)
… Employee surveys that may have been undertaken by HR
… Industry or sector studies that have been published
… Publicly released polls (such as Gallup)
… Case studies (particularly useful in times of crisis when
there is usually no time to conduct primary research)
Source: Jim Macnamara
© Georg Ackermann
©2010 Dow Jones & Company
- 83. What PR professionals like to do…
Networking and Partying
© Georg Ackermann
©2010 Dow Jones & Company
- 84. …and the day after
Evaluation
© Georg Ackermann
©2010 Dow Jones & Company
- 85. Relationship Management
Relationship Level Measurement
Measuring the relationship with influencers by gaining
feedback before and during an event.
… Do the media respond immediately to an invitation?
… Do they confirm their attendance?
… When they refuse, do they explain why?
… Do they request information if unable to attend?
… Collect feedback during the event
Source: AMEC
© Georg Ackermann
©2010 Dow Jones & Company
- 86. Relationship Management
How does it change in the
digital age?
Different communication?
Different audience?
Different tools?
© Georg Ackermann
©2010 Dow Jones & Company
- 87. Exercise:
Let’s set up an online survey…
You recently launched a campaign/organised an event.
Now you are interested in feedback from your audience.
1. What are 3 important questions you want to ask?
2. Suggestion: Sign up to SurveyMonkey.com to create the
questionnaire.
© Georg Ackermann
©2010 Dow Jones & Company
- 89. 4.
© Georg Ackermann
©2010 Dow Jones & Company
- 90. 5.
© Georg Ackermann
©2010 Dow Jones & Company
- 92. AVE (Advertising Value
Equivalents)
… puts monetary value on media
coverage
… measures column inches or
broadcast seconds (“earned
media”)
… multiplies these by the
equivalent cost of advertising in
the same media
© Georg Ackermann
©2010 Dow Jones & Company
- 93. AVE (Advertising Value
Equivalents)
… credible measurement tool to
assess prominence
… but what about sentiment,
exclusivity and context?
© Georg Ackermann
©2010 Dow Jones & Company
- 96. Advertising …
- is purchased
- complete control to the
advertiser for content,
placement and frequency
- is almost always positive
© Georg Ackermann
©2010 Dow Jones & Company
- 97. Publicity/Earned media …
- control is with the medium
- can result into positive, neutral or negative messages
© Georg Ackermann
©2010 Dow Jones & Company
- 98. AVE – not really equivalent
- limited to the cost of the campaign
- not considering the impact at the audience
- often non-comparative
- limited to small group of media
What about newswires or social media (Twitter, Facebook)?
© Georg Ackermann
©2010 Dow Jones & Company
- 100. What are the results of the PR activity?
• PR efforts contribute to organisational goals
• output, outtake, outcome
• awareness (output), understanding (outtake),
attitudes (outtake), behaviours (outcome)
• can be transaction/outcome-oriented (sales,
membership, donations, enrolment)
Source: IPR
© Georg Ackermann
©2010 Dow Jones & Company
- 101. What are the results of the PR activity?
• improved relationships
• increased trust
• higher levels of satisfaction and loyalty
• enhanced reputation
• meeting expectations for social responsibilities
Source: IPR
© Georg Ackermann
©2010 Dow Jones & Company
- 102. “Results-based” methods analyse…
• tone of the message (favourable, unfavourable, neutral,
balanced, unbalanced)
• prominence and placement
• appearance of key messages
• credibility and targeted reach of the medium, impressions
• comparison to previous performance, expected results or
competitors
Source: IPR
© Georg Ackermann
©2010 Dow Jones & Company
- 104. Major Research & Evaluation Models
Key learnings?
Key learnings?
© Georg Ackermann
©2010 Dow Jones & Company
- 106. Media Measurement is not (only) about
Search
• Most free tools help you with your
search efforts – maybe with
monitoring
• What about analysis and
measurement?
©2010 Dow Jones & Company
- 107. Media Measurement is not (only) about
Search
• Most free tools help you with your
search efforts – maybe with
monitoring
• What about analysis and
measurement?
©2010 Dow Jones & Company
- 108. 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”
©2010 Dow Jones & Company
- 109. 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
©2010 Dow Jones & Company
109
- 110. 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
©2010 Dow Jones & Company
110
- 111. Myth: Are you sure you mean ROI?
ROI
RETURN
.
ON
. .
INVESTMENT
©2010 Dow Jones & Company
- 112. Myth: Are you sure you mean ROI?
ROA
RETURN
.
ON
.
ATTENTION
.
©2010 Dow Jones & Company
- 113. Myth: Are you sure you mean ROI?
ROE
RETURN
.
ON
.
ENGAGEMENT
.
©2010 Dow Jones & Company
- 114. Myth: Are you sure you mean ROI?
ROP
RETURN
.
ON
. .
PARTICIPATION
©2010 Dow Jones & Company
- 115. Myth: Are you sure you mean ROI?
ROT
RETURN
.
ON
.
TRUST
.
©2010 Dow Jones & Company
- 116. Myth: Are you sure you mean ROI?
ROI
RETURN
.
ON
. .
INVOLVEMENT
©2010 Dow Jones & Company
- 117. 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
($$$ ) with the financial impact, e.g. sales
or savings ($$$)?
©2010 Dow Jones & Company
- 118. 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
©2010 Dow Jones & Company
- 119. Myth: Are you sure you mean ROI?
ROI
RETURN
(OUTTAKES)
.
ON
.
INVESTMENT
.
(ACTIVITIES)
©2010 Dow Jones & Company
- 120. ROI in Social Media? Yes and No!
ROI
RETURN
.
ON
. .
INVESTMENT
©2010 Dow Jones & Company
- 121. ROI in Social Media? Yes and No!
ROI RETURN
.
ON
. .
INVESTMENT
©2010 Dow Jones & Company
- 122. Typical Output, Outtake and Outcome Metrics for
Communications
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
“So what?”
Sales
Leads
If not #ROI, what% do I do? # of requests for
Place product
reviews
meetings
# of speaking
awareness of your
brand information
Build your own KPIconsidering your
engagements
Initiate speakers % framework,
brand
program # of blog mentions
suiting# of reviews requirements,
Proactive your % preferring your
blogger outreach brand
# of media contacts
capabilities and resources
made
# of news releases
sent
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 123. 2 things might help:
1) The inequality of the web
Social 2) The concept of target
Media media
–
where
to
start? ©2010 Dow Jones & Company
- 124. 90-9-1 Principle: The Inequality of the Web
Source: Jakob Nielsen - Participation Inequality: Encouraging More Users to Contribute
©2010 Dow Jones & Company
- 125. 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
©2010 Dow Jones & Company
- 126. Social Media (for PR) has two Core Metrics
• Influence
• Engagement
Sources: Social Media Metrics
©2010 Dow Jones & Company
- 127. Let’s get more concrete:
Ratings worth monitoring on …
• Blogs
• Facebook
• Twitter
• Youtube
©2010 Dow Jones & Company
- 128. 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
©2010 Dow Jones & Company
- 129. 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 Dow Jones & Company
©2010
©2010 Dow Jones & Company
- 130. 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
©2010 Dow Jones & Company
- 131. 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 Dow Jones & Company
©2010
©2010 Dow Jones & Company
- 132. 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
©2010 Dow Jones & Company
- 133. 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 Dow Jones & Company
©2010
©2010 Dow Jones & Company
- 134. Ratings worth monitoring on YouTube
• Number of views
• Number of subscribers
• Quantity of comments
Sources: 20 Social Media Ratings You Should Be Monitoring
©2010 Dow Jones & Company
- 135. Ratings worth monitoring on YouTube
• Number of views
• Number of subscribers
• Quantity of comments
Sources: 20 Social Media Ratings You Should Be Monitoring Dow Jones & Company
©2010
©2010 Dow Jones & Company
- 136. Old Spice Campaign: Looking at the Results
Source: W + K Old Spice Case Study
©2010 Dow Jones & Company
- 137. 4) Social Media ROI:
Measuring your online
success
• Myths and Realities
• How to quantify efforts in blogs,
Twitter, etc.
Key learnings?
©2010 Dow Jones & Company
- 139. Social Media Relations
Everything Changes?
Yes!
• 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
© Georg Ackermann
©2010 Dow Jones & Company
- 140. Social Media Relations
Everything Changes?
No!
• You’ve to manage relationships
• So it’s wires, print, broadcast – and social media
• You already: monitor and analyse your media coverage
• Not every negative comment means a crisis
• Already forgot newswires? Look at trends over time
© Georg Ackermann
©2010 Dow Jones & Company
- 141. 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
© Georg Ackermann
©2010 Dow Jones & Company
- 142. Social Media Relations
Everything Changes?
Originally,
measurement was
post-mortem
analysis.
For fast
environments, it
becomes near-time!
© Georg Ackermann
©2010 Dow Jones & Company
- 143. 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
© Georg Ackermann
©2010 Dow Jones & Company
- 147. Monitor Analyse
Analyse -
Break it down
© Georg Ackermann
©2010 Dow Jones & Company
- 148. Monitor Analyse
© Georg Ackermann
©2010 Dow Jones & Company
- 149. Monitor Analyse
© Georg Ackermann
©2010 Dow Jones & Company
- 150. Analyse
What are topics/
issues discussed?
Who are they
talking about?
How is your media
footprint globally?
How good is your
brand image?
© Georg Ackermann
©2010 Dow Jones & Company
- 151. Analyse
What are trends in
traditional vs. social
media?
What are
Who is writing
keywords of your
about you?
brand coverage?
© Georg Ackermann
©2010 Dow Jones & Company
- 154. How to reach out in Asia?
Source: Ogilvy Public Relations
© Georg Ackermann
©2010 Dow Jones & Company
- 155. How to reach out in Asia?
Source: comScore
© Georg Ackermann
©2010 Dow Jones & Company
- 156. How to reach out in Asia?
Source: comScore
© Georg Ackermann
©2010 Dow Jones & Company
- 157. How to reach out in Asia?
China
Source: Ogilvy Public Relations
© Georg Ackermann
©2010 Dow Jones & Company
- 158. How to reach out in Asia?
http://blog.nielsen.com/nielsenwire/global/social-media-
dominates-asia-pacific-internet-usage/
© Georg Ackermann
©2010 Dow Jones & Company
- 159. Top Sites in…
1. Yahoo.com Hong Kong
2. Facebook.com
3. Google.com.hk 谷歌
4. Youtube.com
5. Google.com
© Georg Ackermann
©2010 Dow Jones & Company
- 160. Top Sites in…
1. Baidu.com China
2. QQ.com
3. Taobao.com 淘宝网
4. Sina.com.cn 新浪新闻中心
5. Google.com.hk 谷歌
© Georg Ackermann
©2010 Dow Jones & Company
- 161. Top Sites in…
1. Google.com.vn Vietnam
2. Google.com
3. Yahoo.com
4. VnExpress.net
5. Zing.vn
© Georg Ackermann
©2010 Dow Jones & Company
- 162. Top Sites in…
1. Facebook.com Indonesia
2. Google.co.id
3. Google.com
4. Blogger.com
5. Yahoo.com
© Georg Ackermann
©2010 Dow Jones & Company
- 163. Top Sites in…
1. Yahoo.com Taiwan
2. Facebook.com
3. Wretch.cc 無名小站
4. Google.com.tw 繁體中文搜尋
5. Youtube.com
© Georg Ackermann
©2010 Dow Jones & Company
- 164. Top Sites in…
1. Naver.com 네이버 Korea
2. Google.com
3. Facebook.com
4. Yahoo.com
5. Daum.net 다음daum
© Georg Ackermann
©2010 Dow Jones & Company
- 165. Top Sites in…
1. Google.co.in India
2. Google.com
3. Facebook.com
4. Yahoo.com
5. Youtube.com
© Georg Ackermann
©2010 Dow Jones & Company
- 166. Top Sites in…
1. Facebook.com Singapore
2. Google.com.sg
3. Youtube.com
4. Yahoo.com
5. Google.com
© Georg Ackermann
©2010 Dow Jones & Company
- 167. Top Sites in…
Malaysia
1. Facebook.com
2. Google.com.my
3. Google.com
4. Yahoo.com
5. Youtube.com
© Georg Ackermann
©2010 Dow Jones & Company
- 168. PR measurement of new and traditional media
Differences, challenges, and the right approach to take
Key learnings?
Key learnings?
© Georg Ackermann
©2010 Dow Jones & Company
- 171. Measuring success of your Facebook Efforts
What Facebook Insights can do for you:
•page views
•unique views
•total interactions
•wall posts
•discussion topics
•Fans
•New Fans
•Removed Fans
•Reviews
•Photo Views
•Audio Plays
•Video Play
©2010 Dow Jones & Company
- 172. Getting started with social media analysis tools
•Overview: Some free tools
•Get your hands ‘dirty’ for your :
• News
• Blogs
• Twitter
• Facebook
© Georg Ackermann
©2010 Dow Jones & Company
- 173. Social Web
www.socialmention.com
www.collecta.com
www.boardreader.com
www.blogsearch.google.com
http://technorati.com/search
Twitter
www.klout.net
www.tweetstats.com
http://twittercounter.com
http://twitrratr.com
http://tweetfeel.com
http://wefollow.com
Facebook
Search/Web
www.booshaka.com
www.google.com/insights/search
www.kurrently.com
www.google.com/trends
http://itstrending.com
www.google.com/analytics
http://youropenbook.org
http://facepinch.com
© Georg Ackermann
©2010 Dow Jones & Company
- 174. Check the following Twitter tools for your case
study context:
• twitrratr.com
• tweetfeel.com
• twitter.com/search
• twitterstats.com
What are 1) the pros / cons, 2) useful metrics
© Georg Ackermann
©2010 Dow Jones & Company
- 175. Check the following Facebook tools for your case
study context:
• Facebook – search
• booshaka.com
• kurrently.com
What are 1) the pros / cons, 2) useful metrics
© Georg Ackermann
©2010 Dow Jones & Company
- 176. Check the following Social Web tools for your
case study context:
• Socialmention.com
• Klout.com
What are 1) the pros / cons, 2) useful metrics
© Georg Ackermann
©2010 Dow Jones & Company
- 181. Understanding what you want to track:
• What is your goal?
• Do you want to track how people are sharing your website?
• Do you want to track a specific social media campaign?
• Or maybe you’re just interested in trends related to a
specific meme or social media phenomenon?
Think about your Case Study and how to use
these tools.
Source: Mashable – Track Social Media Analytics
© Georg Ackermann
©2010 Dow Jones & Company
- 182. Problems and challenges of free tools
• I have to do it myself
• Provides me only raw data
• External perspective is missing
• Limited language analysis
• Free tools are specific, limited
• Methodology not always transparent
© Georg Ackermann
©2010 Dow Jones & Company
- 183. Session 6
Measuring with a tight budget:
Cost-Effective Tools & Applications
Key learnings?
©2010 Dow Jones & Company
- 184. Old Spice Reaction: World Vision
Source: Youtube / Old Spice Channel
©2010 Dow Jones & Company
- 186. Nestlé's social media crisis
Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
©2010 Dow Jones & Company
- 188. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
don't post using an
photos to altered version of any
altered version of any
anti-Nestlé of our logos as your
of our logos as your
slogans and profile pic--they will be
profile pic--they will be
start posting deleted”
deleted”
to the Nestlé
fan page Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
©2010 Dow Jones & Company
- 189. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
Now it don't went using an all
post
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kindsof our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults being be
profile pic--they will
slogans and postedprofilebottledwater be
pic--they will
posted(e.g. bottled water
(e.g.
deleted”
start posting deleted”
dispute in the US, “killing
dispute in the US, “killing
to the Nestlé babies”…)
fan page
babies”…) Nestlé
unwillingly
put public
attention to
Greenpeace's
video
campaign
©2010 Dow Jones & Company
- 190. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
post Key learnings:
Now it don't went using an all
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kindsof our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults Control? Don't use
being
profile pic--they will be
slogans and profile pic--they will be
posted (e.g. bottledlawyers to take
posted (e.g. bottledwater
deleted” water
start posting deleted” “killing
dispute in the US, “killing off the
dispute in the US, things
to the Nestlé babies”…)
fan page
babies”…) Nestlé
Internet
unwillingly it,
Admit it, stop
put public
and apologize.
FAST!
attention to
Greenpeace's
Customers
video you are
criticizing
telling you
campaign very
something
valuable
©2010 Dow Jones & Company
- 191. Activists Nestlé: “To repeat: we
Nestlé: “To repeat: we
change their welcome your
welcome your
Facebook comments, but please
comments, but please
profile don't post using an
post Key learnings:
Now it don't went using an all
Now iteven wentworse with all
photos to altered version of with
even version of any
altered
worse
any
kinds of criticism, allegations
kindsof our logos as your
of criticism, allegations
anti-Nestlé of our logos as your
and simple insults being
and simple insults Control? You never
being
profile pic--they will be
slogans and profile pic--they will be
posted (e.g. bottledreally had it!
posted (e.g. bottledwater
deleted” water
start posting deleted” “killing
dispute in the US, “killing
dispute in the US,
to the Nestlé babies”…)
fan page
babies”…) Nestlé stop it,
Admit it,
What are your
What are your and apologize.
unwillingly
FAST!
Rules of Engagement? put public
Rules of Engagement?
A crisis response protocol? Customers
A crisis response protocol? criticizing you are
attention to
How fast can you react?Greenpeace's
How fast can you react? telling you
Who decides?
Who decides? video very
something
valuable
campaign
©2010 Dow Jones & Company
- 192. Reputational Risk: It’s all about perception...
Establishment:
Full crisis
Erosion:
Spreading:
Relevance
Growing
declines
interest
Emergence:
Issue gets
Potential: public
Known areas
YOUR
BRAND?
©2010 Dow Jones & Company
- 193. Reputational Risk: It’s all about perception...
Establishment:
Full crisis
Erosion:
Spreading:
Relevance
Growing
declines
interest
Emergence:
Issue gets
Potential: public If a crisis happens:
Known areas
Get it fast,
YOUR Get it right,
Get it out, and
BRAND? Get it over!
Your problem won’t improve with age.
©2010 Dow Jones & Company
N. Augustine, CEO Lockhead Martin
- 194. Reputational Risk: It’s all about perception...
33% of global CCOs Establishment:
33% of global CCOs Full crisis
are not prepared for
are not prepared for
social media based Spreading: Erosion:
social media based Relevance
reputation threats !!! Growing
reputation threats !!! declines
interest
Emergence:
Issue gets
Potential: public If a crisis happens:
Known areas
Get it fast,
YOUR Get it right,
Get it out, and
BRAND? Get it over!
Your problem won’t improve with age.
©2010 Dow Jones & Company
N. Augustine, CEO Lockhead Martin
- 195. Reputational Risk: It’s all about perception...
Exercise: Establishment:
Exercise: Full crisis
What are crisis
What are crisis
indicators you can Erosion:
indicators you can Spreading:
Relevance
measure? Growing
measure? declines
interest
Emergence:
Issue gets
Potential: public
Known areas
YOUR
BRAND?
©2010 Dow Jones & Company
- 196. 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
©2010 Dow Jones & Company
- 197. The majority of all crises come from within an
organization.
©2010 Dow Jones & Company
- 201. Cision
© Georg Ackermann
©2010 Dow Jones & Company
- 207. Quick Provider check
• Analysed content: Twitter, Facebook, YouTube, Blogs,
Forums and Traditional News Publications (Archive)
• paid or free
• country/region-focus or global, supported languages
• industry-focus
• automated, tool-focus or manual analysis
• price and support
• simple press clipping service or complex analysis
platform
© Georg Ackermann
©2010 Dow Jones & Company
- 208. There is no perfect solution!
What are your needs and resources?
>> next: The Future of Media Measurement
© Georg Ackermann
©2010 Dow Jones & Company
- 209. The Future of
Media Measurement
Kraftwerk
The Man-Machine, 1978
© Georg Ackermann
©2010 Dow Jones & Company
- 210. Kraftwerk
Computer World, 1981
© Georg Ackermann
©2010 Dow Jones & Company
- 211. 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
• cluster analysis - how certain words are gathering,
“clustering” relative to a search topic
© Georg Ackermann
©2010 Dow Jones & Company
- 212. The Future of
Media Measurement
• 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
• Measurement and Media
Management coming together
© Georg Ackermann
©2010 Dow Jones & Company
- 213. Get Help
© Georg Ackermann
©2010 Dow Jones & Company
- 214. International Association for Measurement and Evaluation of
Communication
• AMEC’s first international chapter in the USA
• Global agency research heads and US-based AMEC members
Cision, VMS, Dow Jones and Burrelles Luce
• Developed measurement principles, presented and agreed
at this year’s AMEC European Summit on Measurement in
Barcelona, together with the Institute for Public Relations (IPR)
• Asian Chapter launched in October 2010
© Georg Ackermann
©2010 Dow Jones & Company
- 215. AMEC: Barcelona Principles
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
© Georg Ackermann
©2010 Dow Jones & Company
- 219. 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“.
©2010 Dow Jones & Company
- 220. 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“.
©2010 Dow Jones & Company
- 221. Typical Output, Outtake and Outcome Metrics
GOAL ACTION OUTPUT OUTTAKE OUTCOME
(INPUT) METRIC METRIC METRIC
has to answer
Group Exercise: “So what?”
Sales PlaceUse your exercise example requests for
product # meetings % awareness of your # of
Leads reviews # of speaking brand information
Initiate(G20 / Qantas / % considering your
speakers engagements SGX-ASX)
program brand
Proactive
and define: your
# of blog mentions
# of reviews % preferring
How do you want to share your
blogger outreach
# of media contacts
made
brand
efforts and successes with the
# of news releases
sent
board?
Source: Using Public Relations Research to Drive Business Results, Institute for Public Relations
©2010 Dow Jones & Company
- 222. To act strategic, 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
©2010 Dow Jones & Company
- 223. Measurement is a Process
The measurement process is formed
around some basic questions:
Situation
Planning • What were the goals we wanted to
analysis
achieve in the first place?
• What do we want to measure
against?
• What do we want to compare?
Evaluation Execution
©2010 Dow Jones & Company
- 225. Old Spice Reaction: Sesame Street
Source: Youtube / Sesame Street
©2010 Dow Jones & Company
- 227. Step 1: Transforming objectives to
specific KPIs
Definition of my objectives:
What’s
What’s
To build brand awareness
To generate buzz, advocacy or WOM top on
top on
To generate brand engagement
To shift consumer perceptions your job’s
your job’s
To influence key opinion formers
To generate leads or build prospect base agenda?
agenda?
To stimulate dialogue or relationship with prospects
To encourage participation for social event
To manage brand reputation
To divert a PR crisis
To engender customer loyalty
To uncover customer or product insights
To enhance customer service
Source: IAB Social Media Council
© Georg Ackermann
©2010 Dow Jones & Company
- 228. Step 2: From objectives to KPIs -
“The 4 As” of online engagement
What’s your focus?
What’s your focus?
Source: IAB Social Media Council
© Georg Ackermann
©2010 Dow Jones & Company