Dont count the people you reach Reach the

Don´t count the people, you reach Reach the people, who count

An international agenda Vienna – Berlin DPRG, ICV and PRVA Berlin – Barcelona – Lisbon – Dublin By Global Alliance, ICCO, Institute for Public Relations, Public Relations Society of America, AMEC U. S & Agency Leaders Chapter

Barcelona: 7 principles of PR Measurement 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

Clash of cultures Turn over? Sales? Profitability? Cash Flow? Clippings! contacts! Tonality!! Awareness! Good relations Common language

1 You can´t manage, what you can´t measure. UNI/PUB So. Se 2012 KC 5

2

2 Manager responsible for results/ outcome Kommunikations-Controlling So. Se 2011 dialogue Controller Agree upon targets responsible for transparency Control activities Susanne Senft 7

3 Organisation chart today CEO Procurement Production Distribution Marketing Public Relations

3 Organisation chart better CEO Procurement Production Distribution Public Relations . . . Communication objectives consequently and directly deduced from company objectives

4 INVESTMENT EXPENDITURE

That´s what we need

Set up Basic Modell Communication-Controlling Germany – Austria No new stuff esp. for communications need to fit into existing planning and reporting methods in the company

Established planning-models Sociopolitical perspective and reputation 13

Established planning-models Company Objectives and Strategy Communication branche 1 Activity 2 Communicaton branche 2 Acitivty 4 Activity 5 Communication branche 3 Activity 6 Acitivity 7 Communication branche 4 Activity 8 Acitivity 9 14 14

Impact-level-model Outflow Outcome Output measure sector entity object Internal Output External Output Ressources Efficiency Quality of process coverage content manpower expenses Sticking to budgets / Readability / Error rate / Satisfaction internal clients Clippings Visits Downloads Share of voice Input organisation Small impact on added value Big impact on communication process media Added value Impact on strategic/financial targets and ressources Direct outcome Indirect outcome perception knowledge emotion sentiment Behaviour Awareness Unique visitors Readers per issue Recall recognition reputation index brandimage Leads Innovation ratio target group Turn over Cost efficiency Brand value Leads Competence of employees organisation Bigger impact on added value Smaller impact by communication process

Key performance indicators PRVA ❙ media relations Reference frame ❙ corporate publishing ❙ online-communication ❙ social media ❙ events ❙ internal communications ❙ investor relations

PRVA KPI media relations

PRVA KPI social media

What Good Media Analysis Looks Like: March February Monthly Net Change (+/-) Total # of impressions 285 216, 899, 003 234 198, 840, 298 51 18, 058, 705 AMS (from -100 to 100) 51. 43 60. 96 -9. 53 Net Promoter Score (NPS)* 7. 57 8. 05 -0. 48 Message Penetration (% with 2+ messages) 68. 4% 51. 5% 16. 9% Tone (positive coverage) 54. 0% 65. 0% -11% Total # of articles Barcelona Principles

The 10 Golden Rules of Measurement 1. Establish written goals 2. Measure the quantity and quality of media 3. Understand the same principles apply to traditional and social media 4. Do not use AVE as the value of PR 5. Add PR questions to tracking surveys to easily capture outcomes 6. Collect media data in a manner usable for market mix modeling 7. Recognize that analytics is the future of PR measurement—ROI is the answer (sic!) 8. Make sure all measurement is transparent 9. Use measurement to track progress and to design programs better 10. Realize that communications experts are not necessarily measurement experts Barcelona Principles

Don´t count the people you reach Reach the people, who count

Summary • not for justification, but a steering-instrument • helps defining objectives, following up and proofing performance • Requires a careful handling of kpi and benchmarks