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

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.

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

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

  2. 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

  3. 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

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

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

  6. 2

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

  8. 3 Organisation chart today CEO Procurement Production Distribution Marketing Public Relations

  9. 3 Organisation chart better CEO Procurement Production Distribution Public Relations ... Communication objectivesconsequentlyanddirectlydeducedfromcompanyobjectives

  10. 4 INVESTMENT EXPENDITURE

  11. That´s what we need

  12. 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

  13. Established planning-models Sociopolitical perspective and reputation

  14. Established planning-models 14

  15. Impact-level-model Outflow Outcome Addedvalue Impact on strategic/financialtargetsandressources Output Direct outcome perception knowledge Indirectoutcome emotion sentiment Behaviour External Output coverage content Internal Output Efficiency Quality ofprocess measure Input sector Ressources Turn over Cost efficiency Brand value Leads Competence of employees reputationindex brandimage Leads Innovation ratio Stickingtobudgets / Readability / Error rate / Satisfaction internalclients Clippings Visits Downloads Share ofvoice Awareness Unique visitors Readers per issue Recall recognition entity • manpower • expenses organisation object organisation media target group Bigger impact on added value Smaller impact by communication process Small impact on added value Big impact on communication process

  16. Key performance indicatorsPRVA ❙ media relations ❙ corporate publishing ❙ online-communication ❙ social media ❙ events ❙ internal communications ❙ investor relations Reference frame

  17. PRVA KPI media relations

  18. PRVA KPI social media

  19. What Good Media Analysis Looks Like: Barcelona Principles

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

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

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

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