The theory: evaluating PR
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Transcript of The theory: evaluating PR
Evaluating PR Effectiveness21 July 2011, London
Web: www.charitycomms.org.ukTwitter: @CharityComms
© echo
Evaluation PR & Measurement in ActionCharity Communication PresentationSandra Macleod, Group CEO, Echo ResearchE. [email protected]
21 July 2011
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Outline
1. About Echo
2. Setting PR Objectives
3. Measuring PR
4. Case Studies
5. Echoes of the future …
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About Echo
Evaluation PR & Measurement in Action
“ The soul never thinks without a
picture”Aristotle
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22-year track record in communication research -
media content analysis, stakeholder
evaluation and reputation measurement.
Now part of Ebiquity plc for integrated above
& below line ROI
and insight.
50 staff and 150 analysts
Offices in London, Paris,
New York, Singapore
Members of
UN Global Compact
All Echo research complies with the MRS Code of
Conduct and
ISO 9001:2008; Registered Expert Witness on
image and reputation. Winner of 89 industry
awards for best practice in communications
and reputation research
Echo has supported 500 world-class clients incl:
About Echo Research
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Publicity-based Research
Echo shows IT plays major role in corporate ‘green’ initiatives
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Thought Leadership
• Echo Chambers
(London, NY, Paris),
Annual Echo Summit
• White Papers (Web 2.0,
Communications
Research Wiki)
• Global reports on CSR
and Trust (freely
available to download
from our website)
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Setting PR Objectives
Evaluation PR & Measurement in Action
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The Organisation
values, objectives,
strategies
Activities
messages sent by
company
Output
messages received
by audience
media analysis
market research
Outcome
Audience choices / behaviours
Advocacy & 3rd party
endorsement
Recruitment / retention
Brand equity
Regulation
Driver Analysis
Values and
expectations
Outtake / Impact
audience perceptions
market research
Making the Intangibles Tangible
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What Are Your Objectives?
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•Building awareness / visibility
•Fundraising
•Membership recruitment and retention
•Loyalty building
•Networking and connecting
•Thought Leadership
What Are Your Objectives?
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SETTING OBJECTIVES
• Replicable
• Clearly defined
audiences/
stakeholders
• Objectives support
organisational goals
• Clearly stated
business objectives
• Measurable
business objectives
RESEARCH & PLANNING
• Links outputs to
outcomes
• Identifies audience
needs
• Relevant/salient to
target audiences
• Research-based
programme
• Quantifiable
evaluation metrics
• Identifies obstacles
& barriers to launch
• Executable
programme
OUTPUTS
(CONTENT)
• Truthful/believable
• Communicates
clearly
• Flawless execution
• Addresses
stakeholder needs
• Consistent
implementation
• Single minded
• Integrated with
other marketing
disciplines
RESULTS
• Objectives set in the
planning stage were
achieved
• Measurable impact
on stakeholder
relationships
• Measurable impact
on behaviours
and/or attitudes
• Demonstrable ROI,
including non-
financial indicators
such as increased
awareness
OUTTAKES
(INTERPRETATION)
• Creates clear
brand/corporate
differentiation
• Communicates
desired information
• Creates a positive
image
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Why Setting Objectives Is Key
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“Companies and industries with reputation problems are more likely to
incur the wrath of legislators, regulators and the public.
“To prepare for and respond to serious reputational threats, companies should
emphasize three priorities.
1.Develop a rich understanding of key stakeholders
2.Focus on the actions that matter most to stakeholders
3.Influence stakeholders through techniques that go beyond traditional PR
approaches, with an emphasis on two-way dialogue.”
Sheila Bonini, David Court, Alberto Marchi
The McKinsey Quarterly
New Priorities: Stakeholder Engagement
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Partners
Communities
Potentialcustomers
Organisation
Employees
Shareholders
Suppliers
Customers
Potentialemployees
Regulators
Consumergroups
GovernmentAnalysts
Trade unions&
professionalbodies
NGOs
The Media
Reputation: for WHAT and among WHOM?
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Reputation Drivers On Scorecards
Management Performance
Financial Performance
Innovation
Workplace
Environmental Performance
Ethics
Marketing
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• Reputation affects attitudes (like satisfaction, commitment,
and trust) and drives behaviour (like loyalty, advocacy, support)
– THESE ARE THE THINGS THAT MUST BE MEASURED
• Reputation exists in the minds of a myriad of stakeholders and ‘influencers’
and is based on a summation of influences and
experiences over time through:
• Direct experiences
• Employee advocacy
• Direct Communication
• Indirect Communication – know who is influencing whom
Measurement that matters
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Evaluation PR & Measurement in Action
Measuring PR
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• Customers*
• Opinion Formers
• Recruits*
• Investors
• Suppliers
• NGO
• Community .....etc
Key stakeholder groups:
*current/potential/lapsed
• Personnel *
• Media/web 2.0
Content
Analysis
Identity
Image
Influence
Echo’s Integrated Reputation Research
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Triangulation (I³ or I-Cubed)
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Influence of media messagesuptake of messages in the media compared to awareness among target audience
Audience awareness
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Identity vs Image
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= Identity
= ImagePerception Gap
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Media content evaluation
Quality Control
Report
Production
Ongoing Updates
and Finetuning of
issues & messages
Report
Delivery &
Review
Analyse, Code
& Rate Articles
Develop
Media Lists
Develop Issues
& Messages
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Image on the Internet vs Other Media
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Penetration of campaign messagesPenetration and favourability of messages in UK national media, against uptake of message in target audience .
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Visualisation: From Diagnosis to Solutions
• Baseline measures: how are we perceived?
• What do we do particularly well / poorly?
• How do we compare to competitors?
• What is the perceived ideal reputation for a group like ours?
• How should we position and differentiate ourselves?
• What does ‘success’ look like?
• What should we do or say differently?
• How should we communicate and engage with key stakeholders?
• How do we manage the risks and opportunities?
• How do we measure success?
Discover Address & Enhance
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Evaluation PR & Measurement in Action
Case Studies
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Case Study: Aligning Research
• Echo has provided communications research support to
WWF for many years
� Campaign evaluation – media content analysis to
evaluate effectiveness of PR and media outreach e.g.
Earth Hour – the global initiative to encourage people to
switch off their lights for one hour.
� Journalist surveys to track awareness of WWF and its
activities and to drive improvements to the media
relations function.
� Research audit of existing WWF brand research held
across the organisation. To help WWF to
� align research to focus on three brand pillars
� develop consistent brand measurement metrics
� identify gaps in research
� maximise the value of the research.
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Monthly Ratioby volume
Favourable85 (76%)
Unfavourable1 (1%)
Neutral18 (23%)
Positive Points� Rating rose from 53.5 to 56.0 due to a high proportion of favourable coverage (54% in February to 81% in March). This was very much boosted by Fundraising campaign reviews and feedback from recipients. � Volume remained virtually the same as last month.�Interviews scored very highly in March, with an article about WWF’s Deputy CEO Leslie Jones achieving an impressive 70.0 rating.� Once again the issue of the proposed Lignite mine was the focus of many articles in Ireland with Mr Malachy Campbell quoted in the Northern and South Derry Constitution, 1/3, “In Northern Ireland we have fabulous rivers and they should be protected. Lignite mining should not go ahead”. � Message penetration remained the same at 1: 1.4 articles.� Campaigns proved very popular with Big Swim and Global Applause gaining good volume and high ratings.
Negative Points7 Negative comment was minimal this month with just 1% of coverage rating under 50.0.
7 Criticism came from the West Highland Free Press, who commented on the agreement between the WWF and Lafarge –Redland.
7Proactive coverage was also down on February from 25% to 19%.
7 Negative messages were down this month although ‘an organisation with unclear and unrealistic objectives’ did appear once in relation to the conflicting Lafarge agreement.
Media Relations Scorecard
Total Reach : 14.4 million (- 34%)
Leading Descriptors• WWF (67 mentions, + 56%)• World Wildlife Fund (52 mentions, + 63%)• Worldwide Fund for Nature (8 mentions, -20%)
• Charity (7 mentions, + 20%)
Leading Bylinesby volume & rating
With more than one article
Byline Volume Rating
Bryan Millin - Dunstable Gazette 2 55.0
Charles Glover - The Daily Telegraph 2 52.5
Ian Johnston - Scotland on Sunday 2 55.0
Sue Howlett - Clacton Gazette 2 65.0
Monthly Trendby volume, favourability & rating
0
20
40
60
80
100
120
140
160
Nov-02 Dec-02 Jan-03 Feb-03 Mar-03
# ar
ticle
s
45
50
55
60
65
70
ratin
g
Favourable Unfavourable Neutral Rating
Note: Qualitative analysis started in Jan 03
Publication Volume Rating Tonbridge Courier 4 52.5
Scotland on Sunday 3 55.0
The Scotsman 3 51.6
Bridgnorth Journal 2 55.0
Clacton Gazette 2 57.5
Dawlish Post 2 52.5
Harwich & Manningtree Standard 2 62.5
Rutland & Stamford Mercury 2 57.5
Teignmouth News 2 55.0
The Daily Telegraph 2 52.5
The Times 2 50.0
Times & Citizen 2 60.0
Woman's Weekly 2 57.5
Leading Mediaby volume & rating
With more than one article
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The latest data on stakeholder perceptions highlights inroads made with targets in Government
Perceptions and Supporter Perspective showing a continuing improvement on influence and action.
Of note, though, is the latest ‘Business & Industry’ survey indicates that overall perceptions are down
on the 2006 figures. Awareness is still low, and the ‘dip’ in perceptions of influence further
investigation.
Supporters Business & Industry
Reputation Measurement Scorecard (illustration only)
Government
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Case Study: Influencing the Media Agenda
• PneumoADIP was formed by the Global Alliance of Vaccines and
Immunisation (GAVI) to speed up the provision of vaccines for
pneumococcal diseases to the world’s poorest countries.
• Initial research showed that despite killing more children than AIDS,
malaria and measles combined, there was a significant lack of
awareness of pneumococcal disease among health policymakers
and in the media.
• Echo helped PneumoADIP evaluate its progress in moving
pneumococcal disease up the media agenda.
• In addition, the findings were presented to an influential audience
of pneumococcal disease experts at two pneumococcal disease
congresses.
Gold AMEC Award winner -
“easy to read, good analysis
and good coverage” AMEC
Judge
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Case Study: Media Landscape Analysis
• Detailed analysis of the media landscape in 15 countries in the
East Asia and Pacific region (including North Korea, Papua New
Guinea, Myanmar and Timor Leste).
• To support UNICEF in its communication activities and media
outreach on emerging infectious diseases.
• Desk research plus over 50 in-depth interviews with media
experts.
• Identified the most influential medium and media outlets for
reaching different target audiences in each country.
• Also included information on media freedom and legislative,
cultural and historical factors together with new media trends.
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Case Study: Motivating Volunteers
• To identify current and potential volunteer motivations and to
uncover any disconnect between RNLI volunteers and staff to
ensure a cohesive organisation focused on the same goals.
• Echo applied its I3 (i-cubed) research approach:
� IDENTITY - how the RNLI views itself - depth interviews with
senior executives, focus groups with staff and a review of RNLI
internal and external literature
� IMAGE - how key audiences view the RNLI - quantitative
research with existing and potential volunteers, staff and
general public
� INFLUENCE - how the media portrays the RNLI - media
content analysis benchmarked against other national charities.
• “The findings and recommendations will inform the future direction
of the RNLI’s relationship with volunteers for many years to come,
but there have been a number of ‘quick wins’ enabling us to show
volunteers that we have both listened to them and acted upon their
concerns.” Ginette Tessier, RNLI Market Research and
Development Manager
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Case Study: Advocacy
• To review reaction to RSPB advocacy delivery among
Whitehall and Westminster decision makers, with a view
to modifying or adapting its approach, as necessary, to
meet its objectives.
• Echo conducted 28 in-depth interviews with elected and
non-elected government officials, special advisers and
policymakers.
• Interviewees were considered, frank and thoughtful in
their responses thus providing the RSPB with rich
feedback.
• The findings enabled the RSPB to determine the most
effective way of working with these stakeholders in the
future.
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Case Study: Evaluating Partnership Activities
Integrated study to evaluate 2010
International Year of Biodiversity
�Interviews with partner organisations
�Media content analysis
�Social media analysis
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Case Study: Event evaluation
• Evaluation of Holocaust
Memorial Day 2011.
• To evaluate the success of
the event and identify key
learnings for 2012.
• Qualitative and quantitative interviews with partners and supporters including teachers, local authorities and faith groups.
Echoes of the future …
Evaluation PR & Measurement in Action
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� Educate & involve Management
� Link communications to goals & objectives of the organisation
� Use measurement & evaluation in plans
(you-can’t-manage-it-if-you-can’t measure-it)
� Focus on stakeholders and their influencers/influences
� Quantify the financial contribution of your reputation
� Set benchmarks – OWN THIS SPACE !
� Be proactive
Guidelines for Success
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Last words ….
“Everything that we do gets measured and my bonus and remuneration are tied to my scorecard, to my performance. I don't think you can justify your seat at the top table unless you are accountable, unless you can demonstrate that you are contributing to the business.”
“I don't think you should resist the notion that communications is a deliverable and that there should be a constant quest to measure it and evaluate it in similar terms to which other parts of the organisation are also subject.”
“You must challenge constantly. But do it with substance.”
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“ This is an INSIGHT process. It makes tangible the intangibles and gives us a precise roadmap of what we need to focus on; it's about the business understanding thisand owning it. It takes the risk out of marketing and communications”
Board Director
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Welcome to the Welcome to the
Journey ! Thank Journey ! Thank
you.you.