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Unlocking the Potential of Public Relations A best practice study conducted by the Institute of Public Relations and Department of Trade and Industry, UK Prof Anne Gregory FIPR, IPR President Gerald Chan AMIPR, IPR Public Affairs & Education Officer. - PowerPoint PPT Presentation
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Unlocking the Potential of Public Relations
A best practice study conducted by the Institute of Public Relations and Department of
Trade and Industry, UK
Prof Anne Gregory FIPR, IPR PresidentGerald Chan AMIPR, IPR Public Affairs & Education Officer
Unlocking the Potential of Public Relations A report by the DTI and the IPR
www.ipr.org.uk/unlockpr
In-house PR practitioners How well PR strategy supports the
organisation’s overall strategy
4 3
17
29
40
74 5
27
31 32
1
0
5
10
15
20
25
30
35
40
45
1 2 3 4 5 6
Per
cent
not at all fully
Private Sector Mean = 3.85
Public Sector Mean = 4.19
Main purposes of PR and how effectively they are achieved
PR Consultancies
1 = not at all, 6 = completely/absolutely
What constitutes good PR practice?
120 elements of good PR practice identified covering:
• Strategy making• Structure and organisation• Commissioning and resources • Research and planning• Professionalism• Creativity • Technology• Evaluation
Effectiveness of audience research
12
16
33
26
12
1
12
17
34
26
10
1
0
5
10
15
20
25
30
35
40
1 2 3 4 5 6
Per
cent
Private Sector Mean = 3.38
Public Sector Mean = 3.38
poor excellent
Importance of individual competencies for PR professionals
1 = not at all, 6 = very important
Activities outsourced to PR agencies/ consultancies and to what extent
1 = all internal, 6 = all external
Yes53%
No47%
Organisations running formal training and development programmes for PR professionals
In-house Consultancy
Yes46%
No54%
Future directions?
Maximising the Potential of PR
Professor Anne GregoryPresident, Institute of Public Relations & Director, Centre for PR Studies, Leeds Met. University
and
Dora McCabeHead of Group Public RelationsCadbury Schweppes plc
www.ipr.org.uk/unlockpr
DTI funded study of PR competitiveness
@1,000 senior respondents
Lots of best practice…
But highlights some areas for major concern…
Return on Investment (ROI):
The ratio or percentage of how much profit or cost saving is realised from an activity against its total cost
Measuring & Reporting
in Public Relations
An IPR and CDF study conducted by Metrica Research Ltd
May 2004
Method & Sample
Semi-structured phone survey of 100 senior Communication Director and CEO respondents 80 private sector 20 public sector
Desk and web-based research on best practice & case studies
Benefits of PR
…long-term
raise awareness build reputation improve business standing improve positioning against competitors
…short-term raise awareness build reputation contribute to increased sales improve internal morale support other marketing activities
Measuring PR
Public sector
In response to pressure for uniformity
Combining internal teams & external agencies
Using broad range of tools and techniques
Private sector
44% conduct regular, planned & proactive measurement
31% conduct sporadic & reactive measurement
25% conduct one-off measures
Improving PR Measurement
59% intend to improve PR assessment and monitoring but plans vague, poorly thought through and some just ‘tinkering’
Only 4 respondents cited firm and definite plans in place to improve PR measurement
Measuring PR as ROI
Half referred to some form of financial measure but…
Significant proportion not confident about PR performance in terms of revenue or profit
8 out of 10 referred to ‘reach and frequency’ or ‘effect on audiences’ as main forms of measurement
Measuring PR as ROI
Only 6% claimed to measure PR in ROI related terms
34% did consider PR budgets in ROI terms
6 in 10 would use ROI to measure PR to…
Measure performance Justify existing PR spend Prove need for additional PR spend
PR ROI versus other communication measures
Over 50% believe that PR ROI would lead to bigger budgets and create more opportunities for PR
Up to 35% believe that PR ROI could be a threat and encourage budget restrictions
> 15% believe that only AVEs can provide necessary ROI measures
Others measure coverage (e.g. media analysis), reach and frequency or effect on audiences
Recap: Measuring PR as ROI
Majority believe in
Tangible PR assessment Reporting Universal form of PR
ROI
Main issue is choosingwhat to measure andhow to measure and reportin ROI-type terms
Does PR ROI make sense?
ROI: Ratio or percentage of how much profit or cost saving is realised from an activity against its total cost
Confusion over an agreed definition of ‘PR ROI’. Some examples of cost-savings and increased revenue
Cost-benefits, where identified, defined in different ways Different perceptions about how to measure PR Translated into cost or revenue
…but does not conform to strict definition of ROI
IPR concludes…
Industry largely still too defensive
ROI terminology in PR undervalues PR work perpetuates false comparison with advertising poor substitute for basic and rigorous PR
measurement and evaluation
Linking PR outputs & outcomes to Organisation objectives & outcomes
www.ipr.org.ukwww.cdf.com
Timberland: PR sales to boot
Research identifies the market gap
Feb 01 - Jan 02 OTS 107,001,000 across ABC1 18-24 yr old market
Effect of PR campaign systematically tracked
26% UK store sales increase over same period = PR effect
Hadrian’s Wall National Trail Path – 7 years - £6bn Print OTS 20million and TV OTS 8million Visitor number up 50% on previous year 70% more bus passengers 25,000 trail information leaflets sold, requiring re-print of 30,000 4,000 guidebooks sold out in 3 weeks Website traffic up 50% on previous year Information Line calls x 4 times volume
Volvo XC90 Launch
• Overall UK 4x4 market up 400%
• PR impact = 45% XC90 sales
• Advertising cancelled: saving £2.5million
Miller: disaggregating the PR effect
• Over 2 1/2 years communication analysis identified that PR generated 1.2% of base product sales, or 4% of incremental product sales
• Cost-effectiveness of PR understood against TV adv. effect
IPR industry aspirations
Learn from and educate practitioners about meaningful PR programme planning (this includes measurement and evaluation)
Educate clients/employers about PR
Not ‘PR ROI’ but Evidence-Based PR the difference made to business and organisation
objectives made as a result of PR (PR outputs and outcomes)
Evidence-Based PR: PR outputs and outcomes
• Media evaluation: no.of messages sent, coverage obtained, messages featured, OTS, against competitors
Qualitative & quantitative research: message understood and/or acted upon by audience, new and repeat behaviours
Attitudinal change: across audiences, against messages and competitors
Audience change: cognitive, affective, conative ???? Quality of relationships: achieved, maintained, protected - by audience
group, against messages Reputation: benchmarked by audience group, against messages and
competitors Cultural/social/political change: dialogue, partners, licence to do X,
change law Financial measures, share-price, volumes sales, calls made, web traffic,
attendees
…delivering organisation outcomes
Evidence-Based PR
Managerial effectiveness .e.g. delivering strategy, staying within budget, client handling efficiency…
Monitoring effectiveness .i.e how are we going along the way: out-take measures to modify PR programme to deliver organisation outcomes
Measuring effectiveness .i.e. how did we do in the campaign to deliver PR outcomes and business outcomes
Organisation contribution .i.e what is our contribution and value to the organisation
Evidence-Based PR:tailoring tools
Surveys: tracking, benchmarking, qualitative research, panels Clippings and media analysis Quarterly/annual reviews, meetings and reports Benchmarking and tracking media coverage or progress on
other specific objectives
…leading to the balanced PR scorecard encompassing Key Performance Indicators for programme delivery…
Evidence-Based PR
Thank you!
Prof Anne Gregory, IPR PresidentGerald Chan, IPR Public Affairs & Education Officer