This presentation was given at eMetrics, Chicago, on June 9th, 2015. It focuses on three primary tactics of measurement for public relations: share of voice, competitive benchmarking and correlations.
2. ABOUT
ME
• Sandra
Fathi
• President,
Affect
• Public
RelaJons,
Social
Media,
MarkeJng
• Council
of
PR
Firms
• PRSA
Past
PosiJons:
– Tri-‐State
Chair
– NY
Chapter
President
– Technology
SecJon
Chair
• WOMMA
2
4. MEASUREMENT
&
METRICS
Measurement Objectives
1. Proving value of public relations activities
2. Proving ongoing improvement in performance
3. Securing headcount/budget for programs
4. Demonstrating ROI compared with true business metrics
5. MEASUREMENT
&
METRICS
Sample
PR
Key
Performance
Indicators
(KPIs):
1. Scores: Indices/scoring mechanisms to track valuable outcomes/results
• Quantity: sheer volume of media hits
• Quality: score for Tier 1,2,3, score for feature, prominent, mention
2. Correlations: Between outputs, outcomes and business results.
• Track events with lead generation (online, email, phone, events)
• Track PR/social events with Web traffic
3. Check Boxes: Meeting specific, finite objectives
• # of articles/month
• # of articles in target industries/vertical markets
• # of press releases per year
• # of members/attendees/downloads/registrations (hard numbers)
6. PR
MEASUREMENT
Three
Concepts
for
Discussions:
• Share
of
Voice
• CompeJJve
Benchmarking
• CorrelaJons
@sandrafathi
6
8. DEFINITION
Share
of
Voice:
Comparing
your
crucial
performance
metrics
against
those
of
compeJtors
or
the
market.
• You
have
to
measure
something
• What
you
measure
needs
to
be
analyzed
proporJonately
against
compeJtor
data
(or
market
data)
to
establish
market
share
@sandrafathi
8
9. THE
FORMULA
Number
of
ConversaJons
Including
Your
Company
=
X
*
100
=
%
SOV
Total
ConversaJons
on
a
Topic
@sandrafathi
9
11. SHARE
OF
VOICE
I
72%
28
%
ConversaJons
Talk
About
Me
@sandrafathi
11
12. SHARE
OF
VOICE
II
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Q1
Q2
Q3
Q4
CompeJtor
C
CompeJtor
B
CompeJtor
A
Our
Company
@sandrafathi
12
13. SHARE
OF
VOICE
III
300
ArJcles
MenJon
My
Company
145
ArJcles
MenJon
CompeJtor
589
Industry
ArJcles
87
ArJcles
MenJon
Both
51%
SOV
in
the
Industry
@sandrafathi
13
14. KEEP
IN
MIND
• Share
of
voice
should
be
defined
for
a
period
of
Jme
(finite
start
and
end).
• Share
of
voice
is
ojen
most
useful
when
limited
to
a
single
plakorm
or
medium.
For
example,
business
press
coverage
or
Twimer.
• Share
of
voice
can
be
overwhelming
if
trying
to
look
at
too
large
a
segment
or
industry.
Try
choosing
SOV
among
top
compeJtors
or
in
key
interest
areas.
@sandrafathi
14
18. ONLY
PART
OF
THE
STORY
• Doesn’t
consider
senJment
• Doesn’t
consider
sources
(exclude
self
produced/owned
media)
• Doesn’t
consider
quality,
only
quanJty
(Is
NYT
blog
same
as
obscure
geek’s
tweet?)
• Don’t
accept
the
data
blindly
–
human
verificaJon
is
required
with
any
tool
@sandrafathi
18
19. OTHER
APPLICATIONS
&
CONSIDERATIONS
ConsideraJons:
• Apply
senJment
or
tonal
filters
(posiJve/negaJve)
• Apply
qualitaJve
measures
(by
Jer
or
by
type)
ApplicaJons:
• Industry
trends/hot
topics
(i.e.
SOV
on
cloud
security)
• Specific
products
or
services
• Broken
down
by
geographic
or
demographic
parameters
(i.e.
SOV
in
18-‐25
market)
@sandrafathi
19
21. DEFINITION
CompeJJve
Benchmarking:
The
conJnuous
pracJce
of
comparing
a
company’s
pracJces
and
performance
metrics
against
the
most
successful
compeJtors
in
the
industry.
• You
measure
processes
and
results
• You
must
idenJfy
a
‘benchmark’
or
indicator
that
will
be
a
unit
of
measure
to
compare
• The
desired
outcome
is
to
understand
which
processes
lead
to
greater
success
(best
pracJces)
in
order
to
improve
your
company’s
performance
@sandrafathi
21
22. COMPETITIVE
BENCHMARKING
• IdenJfy
my
compeJJve
set
for
comparison
• Choose
my
units
of
measure:
press
coverage
• Set
parameters:
top
20
business
and
trade
• Define
a
Jme
period:
6
months
• Choose
a
tool
(news
monitoring
service)
or
begin
manual
research
@sandrafathi
22
23. EXAMPLE:
RADWARE
ObjecJve:
• Build
&
Maintain
Radware’s
PosiJon
as
a
Thought
Leader
on
ADC
and
Security
• Maximize
Radware’s
Overall
Public
RelaJons
Results
Strategy:
• Compare
and
Contrast
Radware’s
Press
Release
Output
with
Top
3
ADC
and
Security
CompeJtors
• Compare
and
Contrast
Radware’s
Coverage
with
Top
3
ADC
and
Security
CompeJtors
• Analyze
Results
• Apply
Best
PracJces
and
Lessons
Learned
to
Radware
to
Improve
Overall
Performance
@sandrafathi
23
25. • Analysis
of
press
release
strategy
and
resulJng
coverage
over
6
month
period
• Specifically
as
it
relates
to
relevant
products
or
business
units
• Only
in
top
20
business
and
industry/sector
publicaJons
METHODOLOGY
@sandrafathi
25
32. ADC
CONCULSIONS
• Number
of
press
releases
did
not
correlate
to
number
of
arJcles
• Radware
was
leading
in
SOV
on
key
topic
(ADC)
amongst
compeJtors
and
the
quality
of
coverage
by
comparison
was
significant
(ValidaJon!)
• Overwhelming
majority
of
Radware’s
ADC
coverage
was
generated
by
reports
(ValidaJon!)
with
product
and
customer
news
trailing
far
behind
• CompeJtors
were
leading
with
product
news
and
capturing
media
amenJon
(Opportunity!)
• No
one
was
successfully
telling
the
customer
story
(Opportunity!)
@sandrafathi
32
36. SECURITY
CONCLUSIONS
• Radware
is
#2
in
overall
SOV
but
the
quality
is
not
as
strong
(more
menJons
vs.
features)
• Leading
customer
and
partner
conversaJons
(ValidaJon)
• Good
job
at
Story
Hijacking
(responding
to
security
hacks)
but
room
for
improvement
(ValidaJon)
• CompeJtors
winning
at
report
coverage
and
commentary
(Opportunity!)
@sandrafathi
36
37. CONSIDERATIONS
• Good
for
understanding
what
worked
but
not
necessarily
‘how’
it
worked
• Costs
for
research
may
outweigh
benefits
of
insights
• Once
you’ve
idenJfied
the
‘best
pracJces’
you
may
or
may
not
be
able
to
replicate
them
• Consider
non-‐compeJtor
companies
to
benchmark
• Do
you
want
to
‘emulate’
or
‘innovate’?
@sandrafathi
37
39. DEFINITION
CorrelaJon:
A
mutual
relaJonship,
or
interdependence,
between
two
or
more
things.
• In
the
absence
of
being
able
to
prove
‘causality’
you
may
be
able
to
demonstrate
a
‘correlaJon’
to
demonstrate
the
impact
of
a
PR
or
markeJng
program
• A
correlaJon
is
posiJve
when
the
values
increase
together
• A
correlaJon
is
negaJve
when
the
values
decrease
together
@sandrafathi
39
51. CONSIDERATIONS
• User
correlaJons
cauJously
and
don’t
trust
the
math
blindly
• The
visuals
ojen
tell
a
story
as
well
• Remember
that
correlaJon
is
not
causality,
it
can
only
help
as
an
indicator
or
potenJally
predict
probability
• Data
is
sJll
bemer
that
your
opinion
51
@sandrafathi
52. FINAL
THOUGHTS
• In
measurement,
speak
the
language
of
the
C-‐Suite
• Excel
is
sJll
the
best
dashboard
for
data
visualizaJon
• Don’t
be
afraid
to
learn
that
you
are
wrong
• Don’t
be
afraid
to
change
direcJon
• Use
the
data
to
gain
execuJve
support
– Strategy
– Resources
– Headcount
– Budget
52
@sandrafathi
53. THANK
YOU
CONTACT:
Sandra
Fathi
President
Affect
@sandrafathi
web:
affect.com
blog:
techaffect.com
email:
sfathi@affect.com
Slides:
www.slideshare.net/sfathi