PR measurement is at a crossroads--again.
Educating senior management execs about the benefits of PR measurement -- and all the philosophizing that went along with it - is no longer an issue. Rather, the battle now is
how to integrate PR measurement with the rest of the company's marketing mix without breaking the china.
"There's a level of stasis out there [on measurement] and people don't know how to proceed," said Mark Weiner, CEO of Delahaye Medialink and chairman of the Institute for
Public Relation's Commission on Measurement and Evaluation (2004).
Capitalizing on PR measurement - and how companies can tie it to overall business goals - was the focus of a PR NEWS-sponsored Webinar last week titled, "Advanced PR
Measurement: Strategies to Boost Reputation, Market Share and Mind Share."
A three-member (and well-versed) panel of measurement experts, including Weiner, tackled myriad measurement issues: how to avoid the most common measurement mistakes,
delegating measurement both internally and externally and how to evaluate measurement tools. For more information on the Webinar, go to prnewsonline.com.)
"You need to show (both internal and external clients) that PR is different from other forms of communication and that credibility of messages tend to increase as the company's
control decreases," Weiner said, referring to the power of third-party endorsements to help measure the effectiveness of a campaign, event or communications project. Third party-
endorsements are part and parcel of what kind of communications mix you invest in: controlled, semi-controlled or uncontrolled.
Prices for measurement services have started to go down, and so has the time companies need to commit to researching measurement. "Every time I go to the dry cleaner my guy
asks me if he's provided a good service, I tell him and that gives him meaningful information. So, research doesn't have to be super-sophisticated or expensive." Kathryn Collins,
director of Communications Research at General Motors, stressed how vital employees are to executing effective measurement plans. She said creating employee "scorecards" on
measurement -- in a user-friendly, uncomplicated manner -- could help the workforce to adapt to measurement. "Employees have a huge impression on the outside world," she said.
In an indication that measurement is no longer a "nice" thing to have but a "must" in marketing and communications, GM recently hosted a two-day symposium on corporate
benchmarking with a handful of Fortune 100 firms, including AT&T, IBM and Texas Instruments. To show that measurement is a global issue GM also invited reps from the Royal
Bank of Canada and the Royal Bank of Scotland. Indeed, Sandra Macleod, CEO of Echo, The Communications Research Group, an international measurement firm, says multi-national firms
should be wary of market differences when mounting measurement programs. "Remember that each market has a different landscape, so set benchmarks for the future that are based on
the [various] markets' performances," she said, adding that the overall measurement program should be presented in a way "that's accessible to management and visual."
Contacts: Kathryn Collins, [email protected]; Sandra Macleod, 44.0.1483. 413.610; [email protected]; Mark Weiner, 203.663.2446, [email protected]
Management leads communication measurement with these requirements
- One number per location that local and divisional leaders can manage
- Added to the overall divisional performance measurement process
- Structured around common processes to be implemented at every site in North America
Key Communications Effectiveness Measures (Base for Environmental Score)
- My supervisor acts on my ideas, suggestions and concerns
- I have the opportunity to participate in solving problems that affect my job
- My supervisor is kept well-informed by upper management
- Communication here is well-planned and efficient
- My plant or staff is well-organized and efficient
- Management and employees here are all working toward the same objectives
- I have the tools and information I need to make a full contribution here
- My plant or staff provides me with information about the company
- I understand the reasons for decisions within my plant or staff that affect me
- Top management is visible and accessible
- Overall communications are improving in my plant or staff
Why Research? Prove PR's ROI
- Show resources wisely spent
- Demonstrate "outcomes"
- Communicate "in language"
Why Research? Improve PR's ROI
- Setting Objectives
- Developing Strategy
- Monitoring Success:
- Over time
- Versus competitors
- In light of best practice
Sources: Kathryn Collins, GM; Mark Weiner, Medialink