Driving Communications Impact through Great Research
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This was a presentation given the the IABC Edmonton chapter on driving great communications research to support strategies and initiatives. The latter portion of this presentation dives into measurement in social media strategy. Several case studies from global brands to small and medium sized organizations.
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Driving Communications Impact through Great Research
- 1. DRIVING IMPACT THROUGH GREAT RESEARCH Presented by Ryan Williams, M.A., ABC Tyrell Mara, MBA Twitter: #IABC Ryan Williams: @willy26 If you enjoy this Slideshare presentation, please consider sharing! Tyrell Mara: @TyrellMara
- 2. Agenda Our Goal • Support your communication efforts with the best communication measurement tools, practices and tactics available Event Overview: – 11:30am -11:45pm - Registration – 11:45am - 1:15pm Lunch/Presentation/Workshop – 1:15pm -1:30pm - Wrap up/Q&A
- 3. Introduction
- 4. The Communication Challenge • Share a time when you were really happy with the impact of your work? – How did you know it was successful? • What are the expectations of your leadership team when it comes to communication support? – How do they measure success?
- 6. Observe, listen and ask questions
- 8. Walk with
- 9. Go to where they are
- 10. Communication context ‘80s ‘90s ‘00s ‘10s
- 11. Types of measures Impacts Outcomes • ROI Measures Output • Attitudes • Changed • Behaviours lives • Tools Input • Tallies • Preferences • Influence • Cost • Counts • Surveys • Profit • Time • Visits • Studies • People • Clients • Balance • Score sheet Sheets
- 12. The tools – measuring digital influence • What are the opportunities with these evolving tools? • What are the limitations? • What are the risks?
- 13. Communication Audit Process Review current research Recommend Determine a course of priorities action Judge Research current audience programs experience Identify the degree of opinion
- 15. Think in systems
- 16. Mapping how information moves
- 17. PepsiCo Preparing Employees for Social Media The Situation – Employees represent a potentially dynamic force for helping tell PepsiCo’s story – Employees were probably not familiar with PepsiCo’s social media policy – Employees could create problems for themselves and/or PepsiCo if they acted in a manner contrary to the policy
- 19. Able to compare and contrast
- 21. The Measurement • Objective 1 – Large number of volunteers – Measure – count 1596 – Result – an informed communication channel • Objective 2 – Motivate employees – Measure – survey 93% feel confident – Result – will share positive expressed feelings – reputation enhancement • Objective 3 – Quality of the training – Measure – survey 90% participants felt it was valuable – Result – more likely to recommend to others to participate with the end result a continued growth of the program that develops an effective social communication channel
- 22. The Measurement • Objective 4 – Know the policy – risk mitigation – Measure – survey 98 % agreed they understood the policy – Result – those that go through the training will be less likely to violate the policy and they become knowledgeable information sources about the policy • Objective 5 – Create dialogue with employees to inform how they may risk or enhance the reputation – Measure – use of the feedback loops – the post survey observation and sharing of channel usage – Result – future strategies and training will be informed by ongoing measures
- 23. Secondary Research The IABC Research Foundation
- 24. Types of research to inform your decisions Think tanks – discover innovations Focus groups – identify emotions and contextualize your tactics Surveys – find the degree to which an opinion is held and set benchmarks Academic studies – identify evidence for a specific communication strategy, process or practice
- 25. Study: Creating Vibrant Online Collaborative Communities 2012 • Qualitative – appreciative inquiry • Defines effective practices “Communication patterns shift from top-down to becoming more democratic as employees from all levels in the organizational hierarchy interact with each other.”
- 26. Study: Preparing Messages for Information Overload Environments 2009 • Qualitative – case Studies • Looked at tactics to address challenges
- 27. IABC/Buck Employee Engagement Survey 2011 • Survey members • Looks at the predominance of a practice
- 28. Social media communications strategy Case Study: Tekara Organizational Effectiveness @TekaraInc Facebook.com/TekaraInc by: Tyrell Mara
- 29. Goals and Objectives • External – Thought Leadership
- 30. Goals and Objectives • External – Engaging conversations
- 31. Goals and Objectives • External – Online Communities
- 32. Goals and Objectives • Internal – Create a safe learning environment – Blog = Foundation of Internal Strategy
- 33. Goals and Objectives • Internal – Empower Associates • Social Media Communications Training • Building Online Personal Brand
- 34. Measurement • Internal – 5 month Blogging and Social Media Contest • Purpose and Objectives (learning environment) • Clear Deliverables (Outcomes) • Incentive Based (Measurement Criteria)
- 35. Measurement • External – Social Footprint July 1st Jan 1st Facebook Fans 8 July 1st Jan st 185 1 Unique Monthly 230 525 Twitter Followers Visitors 132 1055 Monthly 1458 2120 Pageviews
- 36. Measurement • External – Sentiment and Engagement July 1st Jan 1st Facebook Engagement Ratio 0 10-15 Twitter RT’s 45 310 Twitter Mentions 85 1610 Blog Comments 0 70
- 37. Measurement • External – Website Analytics • Qualified Traffic – Blog is the most view page on the site – Top 5 referrers of traffic are social networking sites July 1st Jan 1st Unique Monthly Visitors 230 525 Monthly Pageviews 1458 2120
- 38. Listen Deeply
- 39. Top five research tips to impact your communications 1. Aim to see the world through the eyes of your audience 2. The research process changes those who participate 3. The research process will focus your thinking 4. Use multiple sources of information to increase the strength of your evidence 5. Research involves people in your communications and predisposes them to change in attitude and behaviour
- 40. Thank you Come join the conversation! Twitter: @TyrellMara and @willy26 Facebook: www.facebook.com/TekaraInc Or visit our website: www.tekara.com
Notas del editor
- What we are doingAudienceAll communicationsPR, media, internal primarilyMostly women40 – 70 participantsRound tablesThree categoriesComm specialists, Managers and Senior leadersThey like examplesThey like tools and templatesThey lack measurement training and contextMore likely to be know social media tools and use social websites and blogs
- Good communications:The vision processE-BulletinManager communicationsDeveloping the systems to create consistency and certainty
- Story of Keon and MyaKeon is a great leader – he does all the right thingsHe sees Mya playing in the street and goes out to help herHe starts by communicatingCreates awareness – “Mya you know we are not suppose to play in the street”Calls on an authority for credibility “You know Mom and Dad said it is not safe”Tells her what needs to happen “We need to go play on the grass”With his mission in mind he gently takes Mya’s hand and fixes his eyes on the goal.He warns Mya that they are about to go and he is off.Mya was not ready to go and she get dragged crying an bouncing her knees on the ground all the way to the grass.So what happens the next time Keon goes to communicate with Mya?
- WaelGhonim
- Building incremental objectives
- The foundation for a successful communication channel review is a core belief that the communication activities, processes, tools and channels contribute significantly to the organization’s overall performance. To produce this outcome, the communications function and systems must be grounded in goals and objectives that are measureable in ways that can be benchmarked and evaluated against organizational performance. Our research method will be structured around a best-practice organizational development model (right) like the Tekara Way. This consistent approach will enable a balanced diagnostic approach and preclude decisions made on faulty assumptions that would impede ConAgra Foods’s online effectiveness. Communication is a behavior motivated by a mix of motivations, skills and triggers that enable business success. Our work focuses on five interconnected factors, with culture at the core, that drive success and enable a deep understanding of what excellence in communication would look like for the ConAgra Foods intranet. Developed by our consulting associates at Tekara Organizational Effectiveness Inc., Vancouver
- PepsiCo offers the world's largest portfolio of billion-dollar food and beverage brands, including 19 different product lines that each generates more than $1 billion in annual retail sales. Our main businesses – Frito-Lay, Quaker, Pepsi-Cola, Tropicana and Gatorade – also make hundreds of other nourishing, tasty foods and drinks that bring joy to our consumers in over 200 countries. With more than $60 billion in revenue, PepsiCo's people are united by our unique commitment to sustainable growth, called Performance with Purpose. By dedicating ourselves to offering a broad array of choices for healthy, convenient and fun nourishment, reducing our environmental impact, and fostering a diverse and inclusive workplace culture, PepsiCo balances strong financial returns with giving back to our communities worldwide. The company was aware, based on well-reported statistics, that the majority of its employees were likely to be engaging in social media, whether it was on Facebook, MySpace, Twitter, YouTube, Wikipedia, or any of the hundreds of other social channels currently available. Three issues arose as a result of this consideration:The Employee Communications department concluded that a training program would be the appropriate means for ensuring employees are up to speed on policies, identifying engaged employees who would be willing to advocate on behalf of the company, and helping those employees participate effectively.
- BehavioursAttitudesDiscriptors
- The training was informed by:Best practices externallyStrategic needs of the leadersSubject mater experts (like trainers and social media marketers)Frontline experience, needs and understandingManagers expectations