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Evaluation - Did it really work?

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Evaluation - Did it really work? Effective public relations measurement and evaluation Presented by Dr Tom Watson, Associate Professor in Communication, Charles Sturt ... – PowerPoint PPT presentation

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Title: Evaluation - Did it really work?


1
Evaluation - Did it really work?
  • Effective public relations measurement and
    evaluation
  • Presented by Dr Tom Watson, Associate Professor
    in Communication, Charles Sturt University

2
Flying on one instrument?
3
Agenda
  • The communications process
  • What is evaluation?
  • Models of evaluation
  • Brief case studies

4
How PR is practiced
  • Grunigs four models
  • One-way
  • Press agentry
  • Informational
  • Two-way
  • Asymmetrical
  • Symmetrical

5
Communications process
  • Presentation
  • ?
  • Attention
  • ?
  • Comprehension
  • ?
  • Acceptance
  • ?
  • Retention
  • ?
  • Action - Outcome
  • McGuire (1984)

6
Communication and evaluation
  • Presentation
  • Attention
  • Comprehension
  • Acceptance
  • Retention
  • Action
  • Output (L1)
  • Out-growth (L2)
  • Outcome (L3)
  • Lindenmann 1993

7
Types of evaluation
  • Summative final impact
  • Formative in progress assessment
  • Should be integrated into all stages of programs

8
What can be measured?
  • Success or failure of strategy
  • Message distribution and reception
  • Understanding, favourability and acceptance
  • Trends

9
What else?
  • Internal
  • Staff attitudes value of newsletters, video,
    team briefings
  • SWOT
  • External
  • Sponsorship impact
  • Issues management and prediction
  • Stakeholder attitudes

10
Case studies
  • PricewaterhouseCoopers (PwC) accountants and biz
    advisers
  • DIMIA Harmony Day
  • Polestar major printing group
  • Volvo - XC90 launch

11
PwC
  • Why arent we getting coverage?
  • asked the bosses
  • Merger of PW with CL not seen as equal a
    takeover
  • Change in approach

12
PwC lessons
  • Charts and graphics improve story acceptance and
    favourable write-up
  • CEO in interviews increases favourability
    voice of the organisation
  • Benchmark coverage to find whos writing about
    what

13
DIMIA
  • Monitored media coverage of events
  • Moved from celebrity to community basis
  • More outside metros
  • Increased participation

14
Polestar
  • Europes biggest print group
  • Going through major changes
  • Monitored media coverage
  • Able to see strategy and tactics working

15
Polestar mid-2001
16
Polestar early 2003
17
Volvo new car launch
18
UK Launch program
  • Competing against BMW and Mercedes
  • Strategy was to have continuing campaign instead
    of launch blip
  • Closely targeted 25 to 44, mid to high income,
    degree educated, adventurous
  • Total of 609,000 people (1 of pop.)

19
PR-led campaign
  • Media relations drove enquiries to internet and
    dealers
  • More interest than cars to sell All ordered
    before sale date announced
  • Advertising ran for one month and cancelled
    saving of c.6m
  • PR helped sell the required number of cars

20
PR works!
21
Evaluation
  • Three methods of evaluation used
  • Responses to internet and then dealers
  • Reach of coverage to target audience 96 of
    target group saw it once 90 twice
  • Sales

22
Evaluation your future
  • Forget the Holy Grail, its about relationships
    (Hon Grunig 1999)
  • Most PR campaigns dont influence behaviour.
    (McCoy Hargie 2003)
  • Avoid dead-ends like management language for
    evaluation, e.g. ROI (Watson 2005)

23
References and Reading
  • Hon LC Grunig JE (1999). Guidelines for
    measuring relationships in public relations.
    www.instituteforpr.com
  • Lindenmann, W.K. (1993) An effectiveness
    yardstick to measure public relations success.
    Public Relations Quarterly, 38 (1)
  • McCoy M Hargie (2003) Implications of mass
    communication theory for asymmetric public
    relations evaluation. Journal of Communication
    Management 7 (4)
  • McGuire, WJ 1984 Attitudes and Attitude Change in
    Lindzey, G. Aronson, E. Ed. The Handbook of
    Social Psychology Vol.2 3rd Edn, Random House
  • Walker, G (1997) Public relations practitioners
    use of research, measurement and evaluation,
    Australian Journal of Communication 24 (2)
  • Watson T (2005) ROI or evidence-based PR the
    language of public relations evaluation. PRism 3,
    http//praxis.massey.ac.nz/issue_3.html
    (forthcoming)
  • Watson T Noble P (2005) Evaluating PR, Kogan
    Page, London
  • Watson T Simmons P (2004) Public Relations
    Evaluation Survey of Australian Practitioners,
    ANZCA04, July 2004

24
Web sources
  • www.instituteforpr.com
  • www.carma.com.au

25
Up and away!
26
Key thinking
  • PR is concerned with ill-defined problems. It
    cannot be evaluated by a single method or metric
    because it does not deal with simple issues
  • Likewise, business in general recognises that a
    simple, single financial measure does not give an
    accurate reflection of a companys true worth.
  • Gregory Watson 2006 1

27
Policy and resources
  • Research in the UK sponsored by CIPR
  • Produced by Henley Management College
  • Looked at practitioner and academic literature.

28
CIPR policy 1
  • PR is part of the management task and is subject
    to the same disciplines, such as the need to set
    direction, allocate and manage resources, and
    monitor progress.

29
CIPR policy 2
  • Measurement and evaluation are problematic in all
    areas of management. Complexity is a key factor
    and in business, it is difficult to separate
    out the effect of one area of management such as
    public relations.

30
CIPR policy 3
  • However, the situation can be eased by better
    planning and objective setting where precise,
    measurable objectives allow for enlightened
    judgements of progress in campaigns and their
    management.

31
CIPR policy 4
  • PR can be measured and evaluated in terms of
  • Contribution to social and economic development
  • Contribution to management, leadership and
    organisational performance by aiding better
    decision-making and avoiding mistakes
  • Being a process and part of programme development
    and implementation
  • The contribution of individual practitioners

32
CIPR policy 5
  • Available methods, research based, provide
    information that is good enough for decision
    making for PR programmes
  • Existing methods are adequate for measuring the
    contribution of PR.
  • Each method has limitations, so a raft of
    measures appropriate to particular situations
    needs to be employed.

33
The CIPR resources
  • Go to www.cipr.co.uk/research

34
Most Admired Companies
  • A range of evaluation metrics were used between
    four and eight.
  • Most frequent were informal and/or qualitative
    such as journalist feedback and discussions with
    stakeholders.
  • Just checking everything is on track.
  • Gregory, Morgan Kelly 2005
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