Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
2. Describe an example of an outstanding and
successful communication strategy
Why was it successful?
What indicators did you use to conclude
that?
2
3. How would your CEO have described success?
By what indicators?
3
4. You will learn and appreciate:
How to integrate practical measurement strategies
into your communication plan
How to design and implement your measurement
strategies
How you can apply measurement strategies to the
use of social media
What objectives do you have for today?
4
5. Section Content Time
Introductions 8:30 am
Module one The measurable communication plan 8:45 am
Break 9:30 am
Module two Measurement tools and tactics 9:45 am
Break 10:45 am
Module three What lies ahead? 11:00 am
Summary Trends and tips 11:50 am
Adjourn 12 noon
5
10. Credibility
Well
researched
strategy Respect
=
+
Well
Trust
documented
results
Power
10
11. Strategy
Management plan for completing objectives;
Procedures to be implemented to do
something.
Actions calculated to achieve an end
11
12.
13.
14. “Build a simple, reliable car, a car that average
American worker can afford”
“Obstacles are those frightful things you see
when you take your eyes off the goal
Henry Ford 1908
15. Google‟s mission
Organize the world‟s information and make it
universally accessible and useful
Southwest Airlines
Dedication to the highest quality of Customer
Service delivered with a sense of warmth,
friendliness, individual pride, and Company
Spirit
16. Kellogg‟s values
We act with integrity and show respect
We are all accountable
We are passionate about our business, our brands and our food
We have the humility and hunger to learn
We strive for simplicity
We love success
17.
18. Mandate for Communication
The organizational territory it occupies
What communication delivers
The contribution it makes to success
Example:
The Communication Division Mandate
Design and execute communication strategies
that:
Build supportive relationships with stakeholders
Support the successful achievement of organization
goals
18
19. Guiding principles for communication
What we stand for
The values we hold for communication
The values we share with the organization
The values others will see in our behavior
As the communication team, we believe…………
Example
The Communication Team believes in two-way
communication with stakeholders that:
Is passionate and innovative
Fosters integrity, trust and respect
Demonstrates compassion, best practices and efficiency
19
23. BCCA – the organization
Number of members 750,000
Mission: Provide members security and peace
of mind through:
Automobile support services
Travel agency
Insurance agency
Three year plan
Aggressive growth and increased sales
23
24. A survey of 550 Sales Division
employees revealed:
Chaotic, untimely communication of sales
information
Too much interdepartmental email;
Uncoordinated distribution from four
departments
Contradictory information
Long rambling messages; inadequate subject line
Confusion between fyi and action messaging
Messages not searchable or retrievable
24
25. The result:
Sales lost
Customers lost
Sales reps frustrated
Staff dissatisfied
25
26. The starting point of a measurement strategy
The communication
goal:
Maximize sales
26
27. The goal:
Maximize sales with better communication
If you were the CEO, what two indicators of
1.
success would you expect?
Create a measurable objective from each of
2.
these indicators
How would you measure success?
3.
27
30. Impacts – what the organization needs to achieve
More sales
Increased sales revenues
Increased operating profits
Outcomes– what the audience needs to achieve
Staff knowledge
Value to staff productivity
Outputs – what we need to create
Access
Readership
Readability
Accuracy
30
31. Increase the access, readership, timeliness
and readability of sales communication
Ensure sales staff can easily retrieve
information about sales opportunities, plans
and customer performance
Ensure all sales staff are knowledgeable
about and understand the information
customers look for or need to know
31
32. Publish one daily Sales Division e-newsletter
Publish at outset of each workday
News item summaries with links to the intranet
Single divisional editor; four dept. publishers
Each publisher posts items to intranet;
Summaries and links to forwarded to editor for posting
All items archived and searchable, on intranet
Common templates and subject line protocols
32
33. The outputs – we achieved
Increased access and readership – up 20%
Increased timeliness – 79% satisfied
Easy to read format – 78% satisfied
The outcomes – the audience achieved
Staff ratings
76% better informed
70% found the newsletter more useful
85% found the information more accurate
72% found retrieval and access easier and improved
The impact – the organization achieved
Sales revenues increase; more sales offices needed
BCAA celebrate best-ever operating profit
33
34. What did the CEO use as the
measure?
BCAA celebrated its best-ever operating
profit
Sales revenues increased
34
35. You deserve a 15 minute break
– enjoy the networking
35
37. Lets me know if I did a
good job
Provides evidence that I did
a good job for my boss
Informs my plans to make
my program/service more
effective
38. Keeps me connected to
others in my
organization
Enables others to
communicate what they
need
Facilitates organizational
dialogue
39. Impacts on the organization
Outcomes of the influence
Communication
„stuff‟ generated
42. Benefits sought
Purpose
In-depth discussions
Exploratory research
Participant interactions
focused on specific subject
Broad understanding of
matter staff needs
Staff ideas and suggestions
Scope
Use
In-depth examination of
Pre-cursor to questionnaire
issues and range of
development
opinions
Generate hypothesis to test
in quantitative research
Participants
Generate new
Representatives of specific ideas, concepts for testing
interests in the issue feasibility and desirability
The focus group
The focus group plan
outcomes
42
45. Your company‟s sales are down, the stocks
are down and there are to be cuts in staff and
services to customers
Your goal is to preserve:
The goodwill of your most profitable customers;
and
The loyalty of your most productive employees
45
46. Choose one of these two audiences
Action Customers Employees
•Identify one strategy that will
achieve the goal
•Name one indicator of success
for your audience
(your measurable objective)
•Identify the one key measure
1.
for: 1.
2.
2.
Outputs
3.
3.
Outcomes
Impacts
•Name the tools you will need for 1. 1.
2. 2.
each measure
3. 3.
46
47. The customer goal: The employee goal:
Preserve goodwill Preserve loyalty
Indicators Indicators
Objectives Objectives
Measures Measures
Tools Tools
47
49. People value the ability to
provide anonymous feedback.
Less enfranchised people need
communication opportunities.
People need to feel safe to
provide candid feedback.
50. High performing companies use employee
surveys
64% of high-performing companies report
using employee surveys on a regular basis
Best Practices LLC (2005)
74% percent of high-performing companies
use employee surveys at least once per year
Industry Week‟s Best Plants 2001-2004 (Gibbons, 2006).
51. Most companies believe in the value of surveys
95% of businesses believe that gaining feedback from
employee surveys and customer surveys will positively
impact their business.
18% of businesses conduct annual customer surveys or
employee surveys.
Why the gap?
Not enough time
Insufficient resources
Lack of in-house expertise
(Surveywerks.com 2008)
51
53. Create the strategic frame
The survey communicates what is important to an
organization.
What is asked and responded to creates a social contract.
The process tells people you care about their issues and that
you are willing to do something about these issues (Church
& Oliver, 2006).
The survey then sets the limits or boundaries for a
creative and innovative discussion around continual
improvement.
54. Publicly demonstrating the steps taken to
achieve the plan - will impact stakeholder‟s
perceptions of trust (Gibbons, 2006)
It is expected that: :
Stakeholders will be more satisfied
Management will have better information for
making decisions
The organization will have the means to check on
collective progress.
55. People feel they gained a voice in decision
making
The results of the survey can identify
current strengths and challenges
Each participant can focus and move
towards a shared vision.
56. When stakeholders don‟t think anything will
change
The questions are not relevant to their
immediate experience
Senior management receive and use the
results but the results do not impact the day-
to-day life of the participants
57. With raised expectations, the importance of
action exceeds that of the feedback itself
(Kraut, 2006).
58. The survey itself is a powerful
communication tool
See the process through the
eyes of the audience.
Take demonstrable actions
Communicate
Follow-up during implementation
Report progress after
implementation
Tie the communication back to
the survey process.
61. Increased opportunities for
collaboration, access, sharing
and integration
Consistent, strategic measurement
more complex
Growth of conversational
communication strategies
61
62. Social media connect people, share
information, build knowledge.
The outcome of use is collaborative.
The result is the wisdom of crowds.
62
65. Social media tools - a year ago
Half of IABC members were using them to share
information
40% said their organizations were ready to use them
20% had strategies that used them
Less than half said they had plans to use them
40% had no budget to use them
IABC social media study 2008
65
66. Excellence in communication is achieved through
relationships
(Reference: IABC Foundation Excellence Study, 1991)
Depends upon:
Difficult using traditional media
sharing and collaboration
face-to-face and interpersonal conversations
Social media enables relationship building through:
virtual conversations,
sharing and collaboration
66
67. Boomers are sticking with email
Xers use everything
Millennials have adopted social media
Millennial influence is increasing
Facemailing?
67
68. Facebook: Usage Statistics
Sources: Google Insights & Google
Adplanner
http://www.ignitesocialmedia.com/
2008-social-network-analysis-
report/
•More than 120 million active users
•Facebook is the 4th most-
trafficked website in the world
69. Tracking Social Media Usage
http://server-uk.imrworldwide.com/pdcimages/Global_Faces_and_Networked_Places-
A_Nielsen_Report_on_Social_Networkings_New_Global_Footprint.pdf
77. Two questions to consider as you plan
your measures:
Did I design my social networking
programs to accomplish specific
conversational objectives?
Did I deliver on those conversational
objectives?
77
78. Engagement
Contribution
Behaviours
Advocacy
Feelings
The results of using
social media
Financials Source: Measurementcamp
http://measurementcamp.wikidot.com/what-are-
we-trying-to-measure
78
79. Behaviours To be measured Outputs Outcomes Impacts
Engaging Friends
Conversions
Involvement
Visits/reading
Downloads
Contributing Content creation
Voting
Reviews
Tagging
Participation
Volume of inputs
Variety of topics
79
80. Behaviours To be measured Outputs Outcomes Impacts
Advocacy Brand loyalty
Recommendations
Virality
(potential for web sharing)
Feelings To be measured Outputs Outcomes Impacts
Conversations
Sentiment
Positivity
Word of mouth unit
Promotion score
Authority
80
81. Financials To be measured Outputs Outcomes Impacts
Revenues
Profit
ROI
Sales by source
Leads/enquiries
Bottom line impacts
Raw numbers
81
82. Breakout group assignment 3
15 minutes
CEO‟s daily interactive blog
Topics - Current business issues
Strategy – establish conversations with customers
Support with video clips and PowerPoint
Share the messages on your company‟s three
social networks
82
83. Create your measurement strategy around
one output, one outcome and one impact
Name:
your indicators
your objectives
how you would measure each
83
87. Seven trends in internal communication
Democratization of information
1.
Strategy shift – information to influence
2.
Tactical shift – distribution to conversations
3.
Focus on engagement and loyalty
4.
Focus on ROI
5.
Simplicity
6.
Personalization
7.
87
88. Five trends in marketing
Customer empowerment
1.
Atomization of media
2.
Fixation on ROI
3.
Integration of marketing communication
4.
Conversational marketing
5.
Quest for the cult brand
6.
88
89. Top Tips for Measurement
Link to organizational strategy
1.
Measure strategically – measure what matters
2.
Always explain what and why you are measuring
3.
Focus process on the future
4.
Ask questions that matter and yield actionable data
5.
Act fast - the value of data decreases with time
6.
Involve decision makers in the research process
7.
Measure often to track change
8.
89
90. Peter Block
Charlene Li & Josh Bernoff Rick Levine, Christopher Locke et al
Don Tapscott
(2008) (2007)
90
91. “All
indicators are flawed whether
qualitative or quantitative…..
What matters is not finding the perfect
indicator but settling upon a
consistent and intelligent method of
assessing your results – and then
tracking with rigor”
Jim Collins
Good to Great and the Social Sector
91
92. Tudor Williams
Principal, TWI Surveys Inc.
Tudor@twisurveys.ca
@Twitter.com/tudorwilliams
Office:604 948 8888
Direct: 604 838 6000
92