Return on Investment (ROI)
|
|
- Walter Cox
- 7 years ago
- Views:
Transcription
1 INDEPENDENT QUALITATIVE RESEARCH PAPER MEDIA ANALYSIS Global Media Analysts Asia Pacific North America South America UK/Europe Return on Investment (ROI) of Public Relations & Corporate Communication Jim R. Macnamara BA, MA, PhD*, FPRIA, FAMI, CPM CARMA International (Asia Pacific) Pty Ltd PO Box 671 Broadway, NSW, 2007 Australia Telephone: Facsimile: info@carma.com.au Web: Web: Copyright 2003 Macnamara, J. R. (2003)
2 Introduction Increasingly in well-managed companies and organisations accountable to their shareholders, members or taxpayers, as the case may be, management looks for a return on its investment in key areas of operations. Both private and public sector organisations now widely measure the results of their operations and activities with reporting systems including Key Results Areas (KRAs) and Key Performance Indictors (KPIs), Benchmarking, Balanced Score Card and various Return on Investment (ROI) metrics. Public relations has sought to position its function as intangible and, therefore, not subject to ROI expectations. This has been a mistake as it positioned PR and corporate communication as a cost centre rather than as a strategic investment and implied that communication activities could not show measurable results. The converse is the case, as this paper will argue. ROI has become the latest buzzword in modern management and, like many fashionable buzzwords, its precise meaning is unclear and its use widely confused. Contributing to the bottom line Return on Investment is seen narrowly in some companies and organisations as financial return termed the bottom line because it appears on the balance sheet. Financial returns are principally achieved and measured in terms of: Sales providing income; Profit (the ultimate financial measure in commercial enterprises); Share price gains adding to the capital value of public companies; and sometimes Other financial gains such as sponsorship funds secured, membership increases in organisations, etc. However, there are four reasons that financial return is not a realistic measure of PR and corporate communication: 1. Public sector organisations (governments and government agencies) and many associations, councils, commissions, hospitals, and other not-forprofit organisations do not have profit, sales or share value objectives and many do not seek sponsorships, donations or member subscriptions; 2. Even in commercial enterprises, financial returns (profit and share price gains) are a team effort. Many companies, in fact, actively stress their team approach. Rarely if ever can any one business unit or function claim credit for financial results. Even front line sales staff require the support of advertising and promotion, efficient distribution, R&D and quality manufacturing to produce good products and services to sell. To judge PR and corporate communication solely on financial return is no more realistic than evaluating HR, R&D, or the legal department on the basis of financial return generated. In reality, all contribute, but most do so as part of a team and part of the integrated operations of an enterprise; 3. Many marketing and corporate communication activities have specific campaign objectives not directly linked to sales or share value even though they may contribute to these ultimately (eg. internal employee communication, government relations, media relations, etc); 4. PR and corporate communication campaigns are often long-term and integrated with other forms of communication so that ultimate financial impacts are difficult or impossible to specifically attribute to any one form of communication. 2
3 The Triple Bottom Line & beyond Even in public companies and marketingdriven organisations, the importance of criteria beyond sales and share price ( the bottom line ) has been established by new thinking based on research by Charles Fombrun and others which proposes a Triple Bottom Line. This suggests that to succeed long-term companies and organisations need to address: Financial performance; Environmental performance; and Community performance. Being seen as a good corporate citizen (corporate social responsibility) and as environmentally responsible are now recognised as vital elements in a company gaining and maintaining permission to operate in modern societies. Numerous case studies exist demonstrating the importance of this wider focus beyond the financial bottom line eg. Nike attracted worldwide criticism and falling sales because of its sweat shop treatment of workers in developing countries (local communities) and a number of mining and oil companies have suffered major reputation and financial losses because of environmental mismanagement. It can be argued that, in fact, there is more than a triple bottom line. The importance of customers and employees suggest a Quintessential Bottom Line for business today involving: Financial performance (ie. satisfaction by shareholders, analysts, etc); Environmental performance; Community performance (including key external communities such as government, regulators; NGOs as well as local communities); Customer performance; and Employee performance. PR and corporate communication are called upon to influence and communicate in all of these areas important to long-term sustainable success. Accordingly, their contribution must be measured in more than direct monetary returns even in financiallyorientated public and private companies. What return on investment can PR provide? In order to succeed, companies and organisations need: Informed motivated employees; Supportive governments and government agencies such as regulators; Positive or at least constructive relationships with key NGOs (nongovernment organisations) such as consumer and environmental groups, professional associations, etc; Well informed and, ideally, positive financial and industry analysts; Balanced or, preferably, positive media coverage; Loyal shareholders; Informed consumers; and Supportive communities in areas where they operate. All of these are potential returns that can and must be gained through effective management of key stakeholder relationships. Public sector accountability Public sector organisations, NGOs and notfor-profit organisations also require important non-financial returns on their communication investment, such as: Wide awareness of policies, initiatives and actions; Participation in programs (eg. get fit, stop smoking, reduce violence, etc); Specific results such as motivating electors to vote, persuading travellers to 3
4 not carry contraband goods in breach of quarantine regulations, etc. to which these are achieved are the organisation s return on investment. Measuring outcomes not ouputs While the Return on Investment from PR and corporate communication can occur in multiple forms, two fundamental characteristics of any ROI measure are: 1. It must be an outcome, not simply an output; and 2. It must be aligned with overall objectives of the organisation. Outputs, as the terms suggests, are the materials and activities that PR and corporate communication produce and put out as part of communication campaigns such as news releases, brochures, newsletters, events, etc. Even media publicity is an output not an outcome despite what many PR reports claim. A mistake in many PR programs is to see outputs as a result. Management wants and expects outcomes. These may be awareness, attitudinal or behavioural. Typically they include having a good reputation; building brand equity; making profits; gaining government support; etc. Outcomes of PR and corporate communication campaigns may not necessarily be directly financial, but they should contribute to overall corporate objectives. How to measure PROI Because return on communication investment can be in multiple forms, methods of measuring ROI are also myriad and focus on financial returns only is narrow and short-sighted. The starting point and key determinant in measuring ROI is the organisation s objectives. If objectives are clearly established, then, in simple terms, the degree Because many activities contribute to overall objectives, disciplines such as PR and corporate communication need to have their own specific objectives. These must complement and contribute to overall objectives, but should be sufficiently different or discreet so outcomes are traceable to PR and corporate communication. If PR and corporate communication share broad objectives with advertising, direct marketing or other strategies, their ROI will not be able to be easily identified as it will be diffused within overall outcomes. A key to measuring ROI and both short-term and longer-term achievements is to break measurement into two stages which can be termed micro-measuring and macromeasuring. Micro-measuring refers to measuring results of specific activities such as events, product launches, media publicity, analyst briefings, etc. Micro-measuring of specific communication activities is important as a first stage to determine whether they have achieved their immediate (micro) objectives and whether they should be continued. An example of micro objectives and micro measuring is attracting 1,000 people to an event and gaining a 7/10 or higher satisfaction rating with the event. These measures will tell whether the event has been successful as an event, but they do not show what ultimate Return on Investment has been achieved. Macro-measuring refers to measuring overall awareness, perceptions, brand equity, sales, etc of the company or organisation. An important part of macro-measuring should be to identify the source (cause) of awareness, attitudes, sales leads, etc. This is not always easy, but it can be done through asking respondents where they heard information, or tracking specific messages communicated through PR and not present in advertising. If, for example, sales of a new 4
5 model car are up, and a customer survey reveals that favourable editorial reviews were one of the key sources of information that buyers cite as influencing them, then PR can be shown to have contributed to sales. Figure 1 gives an example of how micro and macro measurement can be applied to measure reputation. Macro measurement usually needs to be done at an senior marketing or corporate level and should be integrated to include tracking the effects of PR, sponsorships, events and other below-the-line communication as well as advertising. (A footnote observation is that too many research studies measure outcomes and conclude that advertising was the cause simply on the basis of correlation with advertising spend. Causal link requires investigation of all possible causes through well-constructed research.) The measurement methodologies for determining ROI of PR and corporate communication depend on the activity to be measured. Appropriate research methods need to be applied. Key methodologies for measuring ROI of various types of PR and corporate communication include: Media content analysis can measure media coverage qualitatively as well as quantitatively to determine key messages placed, target audiences reached, share of voice compared with competitors, etc. Content analysis, when rigorously undertaken, has descriptive, inferential and predictive capabilities ie. as well as describing what coverage appeared, it can make inferences about media interests and competitor strategies and predict likely shifts in awareness, attitudes and perceptions (although more specific audience research is required to measure outcomes more precisely); Surveys a major research tool to measure audience awareness, attitudes and perceptions; Focus groups a qualitative research method for gaining in-depth understanding of what audiences think and why; Interviews a key research method for learning about key stakeholders, particularly senior level people such as major business partners, government officials, analysts, journalists, etc; Web statistics a no-cost source of statistics to measure response to campaigns such as downloads of information, inquiries, registrations, etc. The following table gives some examples of measuring the Return on Investment (ROI) against objectives of PR and corporate communication at both macro and micro levels. (See Table 1) Conclusions 1. A tangible Return on Investment (ROI) of public relations and corporate communication can be established. 2. While, on occasions, this may be a direct financial contribution through increased sales or share price, sales and share price are influenced by a range of factors and causal link (whether PR and corporate communication caused them) can be difficult or impossible to identify. Furthermore, PR and corporate communication strategies are often employed to achieve non-financial objectives. Therefore, more than financial metrics need to be evaluated to determine ROI specifically attributable to PR and corporate communication. 3. If objectives are clearly established for PR and corporate communication (as they should be), ROI is best described as the achievement of those objectives, whatever they be. ROI may be a percentage increase in awareness, an increased level of support, a decline in complaints or criticism, improved 5
6 comments and recommendations by analysts, or a more motivated workforce. 4. The methodologies for tracking and showing ROI are therefore myriad, involving research tools such as surveys, focus groups, interviews, media analysis, etc and gap analysis to compare pre- and post-campaign levels and conditions Jim Macnamara is an internationally recognised authority on measurement and evaluation of public relations and corporate communication. He was a contributing author to the landmark International Public Relations Association (IPRA) Gold Paper on Evaluation in 1994 and is the author of nine books on media, PR and communication as well as numerous papers published in professional and academic journals. He holds a BA in journalism, media studies and literary studies; an MA by research in media studies; and a PhD in media research completed in early He is the founder and CEO CARMA International (Asia Pacific), part of the world s leading media analysis firm, and MASS Communication Group which specialises in consulting and training in communication research and measurement. 6
7 EXAMPLE OF MICRO AND MACRO MEASUREMENT OF PR AND CORPORATE COMMUNICATION Advertising Customer Relations Sponsorships CSR, etc PR/corporate comms Strategies / micro objectives A macro / overarching objective Build Brand Awareness Annual Perception Audit Stakeholder perceptions (eg. rating out of 10) % recall publicity, events, etc Awareness of key messages through PR MACRO Gain 6-10 favourable media articles per month (55 Fav target) Hold 3 well attended & well received community events per year (7/10+ Sat) Distribute effective community newsletter with local news MICRO Media Analysis Audience survey at Reader survey half events yearly Figure 1. Example of micro measuring and macro measuring PR & corporate communication 7
8 Table 1. SAMPLE ROI MEASURES FOR PR & CORPORATE COMMUNICATION OBJECTIVE PR ACTIVITY MEASURE 1 MEASURE 2 ROI To increase brand awareness Media publicity Media analysis to track brand messages in key media To increase consumer awareness of a product/service To motivate employees to deliver on company policies/vision To maintain shareholder support & attract investors To build relationships with key environmental & consumer organisations (1) Media publicity product & reviews (2) Trade shows/roadshow events (1) Internal briefings (2) Newsletter (3) Intranet Overall (1) Analysts briefings (2) Financial media publicity (1) Meetings with relevant groups (2) Establish an Advisory or Consultative Group Media analysis to track product publicity (favourability, share of voice, messages, etc) Survey of attendees to evaluate satisfaction & usefulness Survey/feedback form of attendees to evaluate message recall & acceptance Reader survey Web analysis of visits, pages accessed, downloads, etc Pre-campaign staff survey to identify awareness, support, etc Track analysts reports prebriefings Media analysis of financial press Feedback from meetings Attendance at meetings & participation in discussions Survey to identify perceptions & recall of key messages & identify where consumers gained information from Customer survey to identify where they drew information from & credibility/weighting of various sources Calculate cost of gaining prospects at events Employee survey of information needs & preferences on how to receive information Web survey / feedback form to evaluate usefulness of site to staff Post-campaign staff survey to identify awareness, support, etc & gap analysis compared to pre Track analysts reports postbriefings & compare Survey of shareholders & investors to identify most influential media % who recall editorial coverage/messages (awareness); inquiries generated by PR; etc % of customers who read product reviews and used that information in making buying decisions Cost per prospect versus cost per prospect from advertising/ other methods % increase in staff aware of and motivated to implement company policies/vision Identification of most costeffective communication & elimination of ineffective activities % increase in support for company policies & vision Increases in favourable reports & recommendations of influential analysts Awareness and support among key stakeholders % decline in criticisms or opposition % support for initiatives * The activities and the measurement methodologies shown in the table above are indicative and not the only approaches. Two possible measurement (research) methodologies are shown for each area. It is not necessary to do both, but triangulation confirms findings.
Return on Investment (ROI)
Return on Investment (ROI) of PR & Corporate Communication Jim R. Macnamara BA, MA, FPRIA, AFAMI, CPM CEO CARMA International (Asia Pacific) ROI of PR & Corporate Communication Jim Macnamara BA, MA, FPRIA,
More informationCity with a Voice STRATEGIC COMMUNICATION PLAN
STRATEGIC COMMUNICATION PLAN Our City s Vision, Mission, Values Vision A growing, world-class community bringing talent, technology and a great northern lifestyle together. Mission We provide excellent
More informationKea Influencer Relations and Marketing for High-Tech & Technology Providers
Kea Analyst Relations Industry analysts play a key role in defining markets and educating buyers. We work with clients to identify and track the most influential and relevant industry analysts, and advise
More informationFuture Council Programme Evaluation Framework
Future Council Programme Evaluation Framework Overview of the Evaluation Framework for the Future Council Programme DRAFT v0.7 August 2015 Contents 1. Evaluation Framework Overview 2. Evaluation Framework
More informationExecutive Summary April 2009
Executive Summary April 2009 About the International Coach Federation The International Coach Federation (ICF) is the largest worldwide resource for business and personal coaches, and the source for those
More informationQuality Assurance. Policy P7
Quality Assurance Policy P7 Table of Content Quality assurance... 3 IIA Australia quality assurance and professional standards... 3 Quality assurance and professional qualifications... 4 Quality assurance
More informationPRIA GOLDEN TARGET FINALIST AWARD SUBMISSION. Category: Business-to-Business Marketing, New and/ or Established Product or Service
PRIA GOLDEN TARGET FINALIST AWARD SUBMISSION Category: Business-to-Business Marketing, New and/ or Established Product or Service Campaign: Opening Doors 1 TABLE OF CONTENTS Contents 1. EXECUTIVE SUMMARY...
More informationCopeland Borough Council. Communications Strategy 2006/7
Copeland Borough Council Communications Strategy 2006/7 CONTENTS Introduction: Why Communicate? - external communications - internal communications The Purpose; - what is a communications strategy? - what
More informationManagement White Paper What is a modern Balanced Scorecard?
Management White Paper What is a modern Balanced Scorecard? For more information please visit: www.ap-institute.com What is a modern Balanced Scorecard? By Bernard Marr Abstract: The Balanced Scorecard
More informationCOMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
More informationAn Introduction to Sustainability Reporting. What Is Sustainability Reporting. White Paper: An Introduction to Sustainability Reporting
An Introduction to Sustainability Reporting There is a growing movement, worldwide, to not only be a more responsible corporate citizen, but to trade on that fact and Sustainability Reporting is the lynchpin
More informationINFLUENCER RELATIONS 2015
REPORT INFLUENCER RELATIONS 2015 A Study Highlighting Current Approaches, Opportunities and Key Challenges Introduction 4 Key findings 5 Why invest in influencer relations? 9 Maximizing your influencer
More informationBETTER RELATIONSHIP SELLING
BETTER RELATIONSHIP SELLING A Proven Formula For Acquiring and Developing Relationships with High Value Customers Three actions your company can take today to improve relationship selling performance and
More informationChesterfield Borough Council. Internal Communications Strategy. April 2014 - April 2017.
Appendix 1 Chesterfield Borough Council Internal Communications Strategy April 2014 - April 2017. Section 1: Introduction 1.1 Chesterfield Borough Council s single biggest asset is its employees. 1.2 It
More informationReputation. A review of UK companies
Reputation A review of UK companies Highlights Research commissioned by SIFA Strategy and Deloitte Undertaken by YouGov between March & April 2015 Reputation is increasingly recognised as having a core
More informationMarketing (Marketing Principles)
Marketing (Marketing Principles) Main Aim(s) of the Unit: To provide students with a foundation for the analysis of marketing within organizations including decision making processes, segmentation, the
More informationBachelor of Business International Event Management
Bachelor of Business International Event Unit name Aim Topics covered Level 1 BUS101 Accounting Fundamentals The aim of the unit is to provide students with the fundamental skills and knowledge to understand
More informationDetermining Your Advertising Objectives
Determining Your Advertising Objectives by BNET Editorial Tags: marketing, advertising, sales Clear objectives for an advertising campaign are essential. Do you want to generate leads or encourage brand
More informationDigital Marketing Specialist
v Digital Marketing Specialist Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder. Our Mission
More informationBoard report for 31 May 06 Item 8
Board report for 31 May 06 Item 8 DRAFT Internal communications strategy Contents 1. Executive Summary 2. Introduction 3. Background 4. The vision for communications 5. Strategic objectives 6. Early priorities
More informationEmployer Branding Today APAC. Employer Branding ROIs. APACMarketing@universumglobal.com
Employer Branding Today APAC Employer Branding ROIs APACMarketing@ January 2014 EDITOR S NOTE Dear Reader, I hope 2014 has been great for you so far. The fact that you are reading this means we share something
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationProfessional Diploma in Marketing Syllabus
Professional Diploma in Marketing Syllabus 05/06 www.cim.co.uk/learningzone 1: Marketing Research & Information Aim The Marketing Research and Information subject covers the management of customer information
More informationMarketing & Communications
& 1 & Coordinator / Assistant Supports the Department with the coordination and development of reports. May also be required to perform marketing administrative duties. Diploma $1,800-$2,500 & Oversees
More informationAchieve. Performance objectives
Achieve Performance objectives Performance objectives are benchmarks of effective performance that describe the types of work activities students and affiliates will be involved in as trainee accountants.
More informationSingapore Exchange Sustainability Reporting Guide. Guide to Sustainability Reporting for Listed Companies
Guide to Sustainability Reporting for Listed Companies Contents 1. Policy Statement... 03 2. Purpose of the Guide... 07 3. Why Should Listed Companies Report?... 08 4. Who Should Report?... 09 5. How Should
More informationEXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders.
EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance
More informationMODULE TITLE: Foundations of Marketing
SCHOOL OF ARTS, SOCIAL SCIENCES AND MANAGEMENT DIVISION OF BUSINESS, ENTERPRISE AND MANAGEMENT LEVEL 1 DIET 1 MODULE CODE: B1072 MODULE TITLE: Foundations of Marketing DATE: 16/12/2014 WRITING TIME: 2
More informationWHITE PAPER EMERGING CHALLENGES FOR THE MODERN CMO. Create and deploy IT solutions for business
WHITE PAPER EMERGING CHALLENGES FOR THE MODERN CMO White Paper - Emerging Challenges for the Modern CMO - Prodware 1 Create and deploy IT solutions for business EMERGING CHALLENGES FOR THE MODERN CMO The
More informationARB's overarching goals The Board has identified two objectives from the Act which underpin all of our work:
Architects Registration Board Communications Strategy Introduction Effective communication is key to the work of the Architects Registration Board (ARB), enabling the organisation to build and maintain
More informationUNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION
57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your
More informationThen call us today (07) 5574 3213 or email santelint@intaconnect.net to find out more about how we can help you!
Head Office: Suite 27, 39 Lawrence Drive, NERANG QLD 4211 Postal Address: PO BOX 3442 NERANG DC QLD 4211 T (07) 5574 3213 F (07) 5574 3215 E santelint@intaconnect.net W www.santelint.com.au The staff at
More informationReporting Service Performance Information
AASB Exposure Draft ED 270 August 2015 Reporting Service Performance Information Comments to the AASB by 12 February 2016 PLEASE NOTE THIS DATE HAS BEEN EXTENDED TO 29 APRIL 2016 How to comment on this
More informationIf AVE is not right, what is?
If AVE is not right, what is? Hear the secrets of the smartest kids in the measurement class!" Webinar held on 11 September, 2015 Organised by Asia Pacific Chapter of AMEC, the International Association
More informationBarcelona Declaration of Measurement Principles Presented June 17, 2010 Revised June 20, 2010 Final July 19, 2010
Barcelona Declaration of Measurement Principles Presented June 17, 2010 Revised June 20, 2010 Final July 19, 2010 Global Alliance ICCO Institute for Public Relations Public Relations Society of America
More informationUnderstanding the links between employer branding and total reward
8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial
More informationAnalyzing the Impact of Social Media From Twitter to Facebook
Analyzing the Impact of Social Media From Twitter to Facebook Analyzing the Impact of Social Media: From Twitter to Facebook Engaging and monitoring the new world of social media are the big first steps,
More informationEvaluating Government Communication Activity. Standards and Guidance
Evaluating Government Communication Activity Standards and Guidance Contents Introduction 3 PROOF: five guiding principles for evaluation 4 The big IDIA: the four-stage evaluation process 5 Stage 1: Identify
More informationThe Purpose of PR 2016
The Purpose of PR 2016 Research Report Contents Introduction Key findings Purpose of PR Tactics Budget Social media, SEO Media Relevance and importance of PR INTRODUCTION FROM XANTHE VAUGHAN WILLIAMS PR
More informationWHAT A MARKETING MANAGER NEEDS TO KNOW. WHEN PLANNING FOR AN EXHIBITION
WHAT A MARKETING MANAGER NEEDS TO KNOW. WHEN PLANNING FOR AN EXHIBITION Welcome I knew that, but I didn t know this. This document is designed for marketing managers who are familiar with the strategies
More informationProfessional Internships 2016
Professional Internships 2016 How can students contribute to your business? Enhance graduate employability through Work Integrated Learning (WIL) Below are just some of the areas where enthusiastic and
More informationSAMPLE BUSINESS PLAN TEMPLATE <<COMPANY LOGO>> <<COMPANY NAME>> BUSINESS PLAN. <<Prepared by: >> <<Date>>
SAMPLE BUSINESS PLAN TEMPLATE BUSINESS PLAN Table of Contents Page Confidentiality Agreement ii 1) Executive Summary 1 2) Company Description
More informationHigh level principles for risk management
16 February 2010 High level principles for risk management Background and introduction 1. In their declaration of 15 November 2008, the G-20 leaders stated that regulators should develop enhanced guidance
More informationEVALUATION AND MEASUREMENT IN MARKETING: TRENDS AND CHALLENGES
EVALUATION AND MEASUREMENT IN MARKETING: TRENDS AND CHALLENGES Georgine Fogel, Salem International University INTRODUCTION Measurement, evaluation, and effectiveness have become increasingly important
More informationThe Business Value of Meetings: Test Your Knowledge Jack J. Phillips PhD Chairman, ROI Institute, Inc.
The Business Value of Meetings: Test Your Knowledge Jack J. Phillips PhD Chairman, ROI Institute, Inc. The Issue The recession has brought radical changes to the meetings and events industry. With the
More informationHow To Manage The Council
Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles
More informationBenchmark Report. Event Marketing: Sponsored By: 2014 Demand Metric Research Corporation. All Rights Reserved.
Benchmark Report Event Marketing: Sponsored By: 2014 Demand Metric Research Corporation. All Rights Reserved. TABLE OF CONTENTS 3 Introduction 18 Lead Volume Satisfaction 4 Executive Summary 20 Event Marketing
More informationCommunications Strategy and Department Work Plan 2016-2017
Council, 22 March 2016 Communications Strategy and Department Work Plan 2016-2017 Executive summary and recommendations Introduction The Communications Strategy, which was approved by Council in March
More informationNorthwards Housing s Communications Strategy 2014-16
Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business
More informationTGA key performance indicators and reporting measures
TGA key indicators and reporting measures Regulator Performance Framework Version 1.0, May 2015 About the Therapeutic Goods Administration (TGA) The Therapeutic Goods Administration (TGA) is part of the
More informationEmployer Demand for Qualifications for Sales Professionals
Employer Demand for Qualifications for Sales Professionals Chichester CWL Development Fund Project Final Report Prepared by: Sandra Coley Business Development Manager 24 th June 2011 Contents Page 1. Introduction
More informationB-to-B Lead Generation:
Marketing ROI & Performance Evaluation Study A special report from MarketingProfs, with support from Lenskold Group Copyright 2008. MarketingProfs Research Insights, MarketingProfs, LLC. All rights reserved.
More informationSeven steps to effective board and director evaluations
COMPANY SECRETARY Seven steps to effective board and director evaluations By Geoffrey Kiel, Professor, University of Queensland; Founder and Chairman, Competitive Dynamics Pty Ltd; and James Beck, Managing
More informationCommunications Strategy
Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core
More informationProgressive companies see RPM as a potential competitive differentiator in a business climate where organic growth is often a rare commodity.
executive summary The concept of Revenue Performance Management (RPM) was introduced less than two years ago, but it has already generated a The interest generated by the new category is understandable
More informationCOMMUNICATIONS STRATEGY 2014-2018
COMMUNICATIONS STRATEGY 2014-2018 1. INTRODUCTION Communications is at the core of everything the Council does. This strategy outlines how we will plan and manage our communications activities over the
More information1. An overview of local authority communications p3. 2. New National Reputation Project p3. 3. Key aims of the Corporate Communications Strategy p4
Corporate Communications Strategy 2010-2015 Contents 1. An overview of local authority communications p3 2. New National Reputation Project p3 3. Key aims of the Corporate Communications Strategy p4 4.
More informationAccounting for ethical, social, environmental and economic issues: towards an integrated approach
Accounting for ethical, social, environmental and economic issues: towards an integrated approach Research Executive Summaries Series Vol. 2, No. 12 By Professor Carol A Adams La Trobe University and Dr
More informationTable of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6
1 Table of Contents Introduction 3 Strategic Alignment 4 Principles of Good Communication 5 Benefits of Good Communication 6 Audiences & Stakeholders 7 Key Themes 8 External Communication 9 Media 11 Reputation
More informationStrategic Choices and Key Success Factors for Law Firms June, 2010. Alan Hodgart
Strategic Choices and Key Success Factors for Law Firms June, 2010 Alan Hodgart The Association of Danish Law Firms 1 Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm
More informationJanuary 2016. Brand and Campaigns Executive: Information for Candidates
January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you
More informationEvaluating Public Information and Advocacy Campaigns
Evaluating Public Information and Advocacy Campaigns Glenn O Neil Evaluation consultant - Owl RE, Switzerland Lecturer - International University in Geneva, Switzerland PhD candidate - Methodology Institute,
More informationBusiness Dashboard. Develop a high performance business overnight!
Business Dashboard Develop a high performance business overnight! MAUS Dashboard is a web based KPI, Policies & Procedures, OHS & HR system all in one. Business Dashboard was developed as a tool to turn
More informationMASTER OF ARTS MANAGEMENT
The Master of Arts Management degree is taught at the world renowned Sydney Opera House. MASTER OF ARTS MANAGEMENT COURSE STRUCTURE To become eligible to graduate with a Master of Arts Management degree,
More informationCustomer Engagement FY15. 1. Introduction. 2. Customer Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationMarketing: Advertising and Sales Promotion
Marketing: Advertising and Sales Promotion Food Communication II Section G Communication Mix Strategies All of the information has been adapted from: Kotler P. Armstrong, G., 2004. Principles of Marketing.
More informationTOOL D14 Monitoring and evaluation: a framework
TOOL D14 Monitoring and evaluation: a framework 159 TOOL D14 Monitoring and evaluation: a framework TOOL D14 For: About: Purpose: Use: Resource: Commissioners in primary care trusts (PCTs) and local authorities
More informationInsight Report. Digital marketing governance From fragmentation to alignment to impact. In this report
Insight Report In this report Using standards to create a globally consistent digital experience Creating a digital governance framework Monitoring and measurement Digital marketing governance From fragmentation
More informationSAP Australian User Group Consultant Membership Brochure
SAP Australian User Group Consultant Membership Brochure Mission: To provide a unified voice to influence SAP and enable the community to leverage SAP for success. Vision: We will be a strategic partnership
More informationTHE COSTS AND BENEFITS OF DIVERSITY
Fundamental rights & anti-discrimination THE COSTS AND BENEFITS OF DIVERSITY European Commission Emplo 2 THE COSTS AND BENEFITS OF DIVERSITY A Study on Methods and Indicators to Measure the Cost-Effectiveness
More informationThe Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses. Copyright 2007 SuccessFactors, Inc.
The Missing Link: Driving Business Results Through Pay-for-Performance. For Small & Midsized Businesses Copyright 2007 SuccessFactors, Inc. I. Introduction More successful small and mid-sized companies
More informationChris Bell. Customer Experience Coach. www.customerexperiences.co.nz
Chris Bell Customer Experience Coach Developing Your Unique Customer Experience Introduction As more and more business leaders start to understand what a customer experience strategy is all about and more
More informationCommunications Policy
[insert organisation name/logo] Communications Policy Document Status: Draft or Final Date Issued: [date] Lead Author: [name and position] Approved by: [insert organisation name] Board of Directors on
More informationmeet and exceed customer expectation not just on price Read the example of McDonald s outlined on Jobber, pages 11-12.
Customer value = Perceived benefits perceived sacrifice Or we can put this another way: the gain (acquisition of the product or service) must outweigh the pain of acquisition (cost, difficulty of obtaining
More informationREPORT. Next steps in cyber security
REPORT March 2015 Contents Executive summary...3 The Deloitte and Efma questionnaire...5 Level of awareness...5 Level of significance...8 Level of implementation...11 Gap identification and concerns...15
More informationCommunications Controlling. Measuring in Communication SUPRIO / 23.Oktober 2014 2014
Communications Controlling Measuring in Communication SUPRIO / 23.Oktober 2014 2014 Some initial reflections Methods of checking and verification are diverse, sometimes perverse, sometimes burdensome,
More informationAn introduction to marketing for the small business
An introduction to marketing for the small business Membership Services Moor Hall, Cookham Maidenhead Berkshire, SL6 9QH, UK Telephone: 01628 427500 www.cim.co.uk/marketingresources The Chartered Institute
More informationEmployee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach
1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed
More informationDriving Supplier Performance Improvement:
Driving Supplier Performance Improvement: Using established HR techniques and on-line tools to enhance supplier performance management. Although supplier performance management can be complex and time
More informationInsight. The analytics trend. in customer service. 4-point plan for greater efficiency in contact centres. we are www.daisygroup.
Insight The analytics trend in customer service 4-point plan for greater efficiency in contact centres 2 Introduction The subject of analytics these days includes a vast number of factors relating to customer
More informationSUSTAINABLE DEVELOPMENT REPORTING CASE STUDY
SUSTAINABLE DEVELOPMENT REPORTING CASE STUDY THE WAREHOUSE GROUP Introduction The Warehouse Group, established in 1982, currently comprises three trading operations - 77 Warehouse Stores, selling general
More informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationTHE CUSTOMER COMES SECOND!
THE CUSTOMER COMES SECOND! THE CUSTOMER COMES SECOND! To most of us, this statement seems so alien when, for the duration of our careers, we have had it drummed into us (as we have drummed it into others),
More informationGuidelines for State Agency Management of Volunteer Activity
Guidelines for State Agency Management of Volunteer Activity June 2008 Department of Premier and Cabinet Contents Introduction... 3 Scope and Definitions... 4 Relationship between Agencies and Volunteers...
More informationExhibitions Business doesn t get any more direct than this
How to Measure Exhibition Success A Workbook for Marketers Exhibitions Business doesn t get any more direct than this The measure of success Given the importance of exhibitions in the marketing mix, one
More information2011 Corporate Social Impact Marketing Survey. Final Results Report May 11, 2011
2011 Corporate Social Impact Marketing Survey Final Results Report May 11, 2011 1 P age Introduction Allison & Partners, a national PR firm, has partnered with the Cause Marketing Forum to gain insight
More informationwebinars creating blog posts customer quotes CONTENT MARKETING for MINISTRIES video tutorials lead strategy inform sharing A publication of
creating webinars customer quotes blog posts CONTENT MARKETING for MINISTRIES 1 1 video tutorials lead strategy sharing inform A publication of Content Marketing 101 Whether you ve attended a webinar,
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationBUSINESS OCR LEVEL 2 CAMBRIDGE TECHNICAL. Cambridge TECHNICALS VERBAL AND NON-VERBAL COMMUNICATION IN BUSINESS CONTEXTS CERTIFICATE/DIPLOMA IN
Cambridge TECHNICALS OCR LEVEL 2 CAMBRIDGE TECHNICAL CERTIFICATE/DIPLOMA IN BUSINESS VERBAL AND NON-VERBAL COMMUNICATION IN BUSINESS CONTEXTS M/502/5303 LEVEL 2 UNIT 6 GUIDED LEARNING HOURS: 30 UNIT CREDIT
More informationQuality Meets the CEO
Quality Meets the CEO Jeffery E. Payne jepayn@rstcorp.com Reliable Software Technologies Corporate management does not care about quality. This is the cold, hard reality of the software world. Management
More informationYour Guide to Successful Digital B2B Marketing. www.nmpilondon.com 2016 Net Media Planet Ltd. All Rights Reserved
Your Guide to Successful Digital B2B Marketing www.nmpilondon.com 2016 Net Media Planet Ltd. All Rights Reserved Introduction How does a business create sustainable and successful B2B marketing in a world
More informationGuide to Media Evaluation. 1. What is the purpose of Media Evaluation? 2. What forms can it take?
Guide to Media Evaluation 1. What is the purpose of Media Evaluation? Good strategic management of corporate and marketing communication requires clear vision, planning and review. Effective communication
More informationFrom ICAAP/ORSA to ERM: Board and Senior Management Oversight. Leon Bloom, Partner, Deloitte & Touche LLP lebloom@deloitte.ca
From ICAAP/ORSA to ERM: Board and Senior Management Oversight Leon Bloom, Partner, Deloitte & Touche LLP lebloom@deloitte.ca Agenda Basel II ICAAP Solvency II ORSA ERM From ICAAP/ORSA to ERM: Governance
More informationKey Steps to a Management Skills Audit
Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.
More informationStrong Brands, Profitable Brands: How Greater Alignment with Ideals Leads to Best Results
Insights&Trends I42/2014 Metrics Strong Brands, Profitable Brands: Estimation of a brand s value and its contribution to business has always been considered the main challenge in measuring intangible assets.
More informationChapter 9 Basics of Enterprise Reporting. Fundamentals of Business Analytics RN Prasad and Seema Acharya
Chapter 9 Basics of Enterprise Reporting Fundamentals of Business Analytics Learning Objectives and Learning Outcomes Learning Objectives 1. To introduce the Balanced Score Card (Kaplan and Norton s) 2.
More informationResponsible Investment Policy
(ABN 30 006 169 286) (AFSL 246664) October 2011 Version 4.0 (September 2011) Contents 1. Fund Objectives... 1 2. Implications of the Fund s Objectives on its Investments... 2 3. Policy on Responsible Investment...
More informationMarketing Communications Lecture 1 Introduction. Marketing Communications theory Marketing communications industry Ethics in marketing communications
Marketing Communications Lecture 1 Introduction Marketing Communications theory Marketing communications industry Ethics in marketing communications Definition Marketing communications is a management
More informationA quality assurance and benchmarking framework in an academic library
A quality assurance and benchmarking framework in an academic library Imogen Garner University Librarian Curtin University Library, Australia igarner@curtin.edu.au Karen Tang Associate Director Curtin
More information2011 B2B Marketing BenchMark Report
EXCERPT Special Rate Sponsor: 2011 B2B Marketing BenchMark Report Practical instructions to generate, Research and Insights on Elevating qualify and nurture new business Marketing Effectiveness from Lead
More information