| Many companies -- big and small -- view public | | | | and its services/products, you can benchmark |
| relations the same way a person suffering from a | | | | awareness among key audiences. You'd repeat this |
| head cold views the curative potential of a bowl of hot | | | | exercise to update perception information after |
| chicken soup. | | | | completing different PR campaigns.o Opinion polls. |
| Will it help? Who knows? But it can't hurt. | | | | Adroit pollsters use smart polling to determine subtle |
| Executives remain unclear of their organizations' PR | | | | opinion and perception changes. They can go beneath |
| effectiveness because they don't engage tools to | | | | people's superficial opinions to detect not just what |
| measure PR program impact on desired audiences. | | | | they're feeling, but why.o Focus groups. |
| But they soldier on anyway because they consider | | | | You can pull together a focus group relatively quickly |
| "getting good PR" a desirable objective. | | | | to gather at least grass-roots opinions. Such groups do |
| Typically, PR programs use press releases, media | | | | have limitations regarding their input. Be sure to use |
| interviews, newsletters, seminars and a wide variety of | | | | competent researchers who know how to recruit |
| other communications vehicles to deliver positive | | | | group members and can manage the group's |
| messages to key audiences via print, broadcast and | | | | discussion fairly and dispassionately.o Media content |
| digital media. | | | | analysis. |
| Measuring your PR program's effectiveness enables | | | | The media's opinion won't necessarily track the same |
| you to gauge return on investment and determine if | | | | as public opinion. You should evaluate media and |
| your messages are reaching target audiences. You | | | | Internet coverage for content including message |
| can save time and money by applying measurement | | | | pickup, reach and frequency. Compare this information |
| information to refocus your PR campaigns as needed. | | | | to your program objectives.o Consultative audits. |
| Measurement techniques usually start and -- | | | | These audits are highly managed and targeted |
| unfortunately -- end after totaling "hits" such as how | | | | one-on-one conversations with key opinion leaders. |
| many column inches or broadcast minutes your story | | | | Your aim is to determine how people important to you |
| gained in the press, on radio and TV and across the | | | | feel about your company and why they feel that way. |
| Internet. You also want to know your exposure -- | | | | The consultative audit is most effective when you're |
| calculated by totaling all readers, viewers and listeners | | | | seeking input from highly expert but hard-to-reach |
| you've reached. You compare the cost of this total to | | | | individuals such as investment analysts, CEOs, |
| the same exposure achieved through paid advertising. | | | | members of editorial boards and government policy |
| Many companies stop the measurement process | | | | advisors. |
| after totaling their media hits and calculating exposure. | | | | All organizations want to make and save money, and |
| They fail to take this next very important step: An | | | | that's what measuring PR can help you do. Measuring |
| assessment of their PR program's impact on desired | | | | PR can increase your communications efficiency and |
| audiences. You can make such an assessment by | | | | your ability to reach the right people with the right |
| applying combinations of these fiveof simple | | | | messages. It can also help you build credibility and a |
| techniques. | | | | positive reputation. |
| Five PR program impact measurement tools you can | | | | By measuring your PR impact, you can determine your |
| useo Perception surveys. | | | | public relations program's effectiveness and make |
| By asking a cross section of individuals important to | | | | sure the money you spend on PR is spent wisely. |
| you to give you their perception of your organization | | | | |