Date post: | 01-Apr-2015 |
Category: |
Documents |
Upload: | dalia-bewley |
View: | 214 times |
Download: | 2 times |
Measurement & Evaluation in PR:2007 to 2014
Professor Tom Watson, Bournemouth University
Agenda
• From 2nd to 3rd edition (2007 to 2014)• Principles• Research priorities• Barcelona Principles• ROI debate• Communication Performance Management
Evaluating Public Relations, 3rd editionPublished in June; Available in Australia in August
London: Kogan Page ISBN: 9780749468897
Aircraft instruments
Defining evaluation
• “…any and all research designed to determine the relative effectiveness of a public relations program, strategy, or activity, by measuring the outputs and/or outcomes of that PR program against a predetermined set of objectives” (Lindenmann)
• Management-by-Objectives (MBO) framework
Measurement concepts• Input: expenditures on communication-related services; use
of financial and human resources• Output: Presentation and dissemination• Out-take: Awareness; processing of messages• Outcome: The desired result• Arise from Lindenmann’s typology; Widely applied
Outflow -1
• Outflow is the economic impact that results from influence on stakeholders exerted by corporate/organizational communications
• “It becomes visible what communications have actually contributed to achieving the financial and strategic goals of the organization” (DPRG 2011:14)
Outflow -2
• Corporate communication can add value by supporting service provision processes of other corporate functions or by creating intangible assets
• Both contributions depend on specific organisational goals and strategy
• Performance indicators include business-related metrics such as sales, innovations, productivity, etc. or intangible capital such as monetary brand value or reputational capital
‘Value’ as a PR research priority: Delphi study (Watson (2008)
1. PR’s role in contributing to strategic decision-making, strategy development and realization and organizational functioning
2. The value that PR creates for organizations through building social capital; managing key relationships and realizing organizational advantage
3. The measurement and evaluation of public relations both offline and online
Barcelona Principles
• Seven principles of measurement• Set by AMEC – adopted worldwide by PR professional bodies• Changed thinking away from AVE
Barcelona Principles
ROI – misapplied language
• PR sought to use business language• Return on Investment widely expressed, inappropriately• Related to value created over time by investment in capital
equipment• Not to immediate results of a PR activity• Many PR actions can’t express a financial result (Gov’t; NfP)• “loose and fuzzy” (Watson & Zerfass, 2011, 2012)
Jim Grunig speaks
“I talk more about the value of public relations than about ROI. As I said, you can explain the value of relationships; but you really can’t measure a financial return to compare with the money invested in it. I tend to use the term ROI because PR people want to hear it used. I will now cease and desist from using it” (Likely & Watson, 2013: 153)
‘Communication Controlling’
• Controlling = auditing, performance management• Central European approach to link corporate objectives with
communication objectives• Each level can be monitored: Input > Output (2 stages) >
Outcome (2 stages) > Outflow• Matrix of measurements, appropriate to each level• Used by BASF, Siemens, Henkel, Commerzbank, etc
Levels of Impact and Evaluation of Communications
Results ofCommunication Processes
Output
Outcome
Outflow
Internal Output
Process EfficiencyQuality of Works
Product
Budget ComplianceThroughput Times
No. of ShortcomingsReadability/Fogg-IndexSatisfaction of Internal
Clients …
External Output
Media CoverageContent
ClippingsVisits
DownloadsImpact Ratio
Share of Voice…
Direct Outcome
PerceptionUtilizationKnowledge
AwarenessUnique VisitorsSession Length
Reader per Issue
RecallRecognition
…
Indirect Outcome
OpinionAttitudesEmotion
Behavioral DispositionBehavior
Reputation IndexBrand Image
Strategic Awareness of Employees
Purchase IntentionLeads
Innovative IdeasProject Participation
…
RessourcesEmployee Assignment
Financial Expenses
Personnel CostsOutsourcing Costs
…
Input
Value Creation
Impact onStrategic and/or Financial Targets
(Value Chain)Impact on
Tangible and/orIntangible Assets
(Capital Accumulation)
SalesNo. of Project Agreements
Cost ReductionReputation Capital
Brand ValueEmployee Performance
…
Outflow
ORGANISATION
Communication ProcessesInitiation of Communication Processes
MEDIA/CHANNELS STAKEHOLDERS ORGANISATION
Indica-tors(e.g.)
MEA-SURED OBJECT
Measure-ment Range
Levels of Impact
High Impact on Value CreationWeak Influence of Communications Management
Low Impact on Value CreationStrong Influence of Communications Management
Implementation
• Communication Controlling has four phases– Analysis– Conception– Operationalization– Steering / Reporting
Analysis
Key Questions
• Who is to be informed at which point in time or event?
• In which form and way are the findings to be reported?
• What kind of recommendations are expected to support decision-making?
1 2 3 4 5 6
Key Questions Key Questions Key Questions Key Questions Key Questions
• Which data will be collected at which point in time?
• Which evaluation methods and instruments are to be applied?
• How shall the success of communications be measured?
• Which indicators and KPIs can be defined for these metrics?
• What do communications need to contribute in terms of stakeholder impact and economic outflow?
• Which communications objectives are aimed at which stakeholder groups?
• Which new potential assets need to be developed to address these objectives?
• What do we have to do for that and what kind of resources will we have to invest?
• Which are the goals of the company for the current planning period?
• Are these goals clearly defined and prioritized?
• What are the strategic goals and what can the company do to achieve those?
• The achievement of which of these goals requires the support of the communications function?
• Which data already exist in the company?
• Which data can be obtained with reasonable cost and time expenditures?
• What is the current status of corporate communications?
Implementation steps of Communication Controlling
CorporateGoals
Communi-cation
Objectives
Metrics & Indicators
Data Collection
Steering and
Reporting
Analysis Conception Operationalization Steering/Reporting
Making it work
• Has organization defined its corporate objectives?• Are “scorecards” used?• Is measurement and evaluation part of corporate culture?• How is the communications function organized?• “Strong and visible” top management commitment is needed• Close cooperation with management accountants
Summary
• Multiple measurement needed for evaluation• Value can’t always be measured but can be evaluated• Communication Performance Management links PR with
objectives• Read all about it!