Guest article: Matt Baldwin, Coast Communications
How do you measure PR activity?
It’s an age-old question that has bugged the PR industry for as long as anyone can remember.
Because it is challenging, many PRs adopt vanity metrics that are tied to outputs rather than outcomes, typically the number of press cuttings and audience reach. Confession: We also use these measures.
But when dealing with brand, reputation and perception, where should professional services firms start?
First, let’s put to bed one measurement metric some PRs still lean towards. It’s advertising value equivalent, or AVE, where the space secured in print, broadcast or online is equated to its advertising value.
To lump an op-ed in a national newspaper, an interview with the BBC, an article in a trade magazine or even LinkedIn posts to its paid-for equivalent was always questionable, misleading even. It’s why most PRs ditched this metric years ago.
Yet vanity metrics should not be ignored entirely.
Measuring the number of press cuttings, the credibility of media outlets and audience reach are helpful numbers to include. Even more so when comparing the same against immediate competitors.
For some firms, that might be enough.
However, to truly understand the impact PR activity has, you first need to know why you are doing it and what you hope to achieve.
That might be as simple as getting more top-tier media coverage, raising the profile of a team or individual or pushing a new service offering.
Or it could be more complex, recognising that brand, reputation and perception are cumulative across all channels – such as paid-for or a firm’s own content, thought leadership campaigns and social engagement.
Here are a few other simple measures that Coast recommends.
Follow the money
PR has a habit of chasing stories (how many stamp duty specialists were on call last week) or gravitating towards those practice areas that always have something to say (we all love employment lawyers). Yet PR ought to focus on where a firm earns its cash. Yes, involve everyone, but efforts need to reflect the realities of a firm’s make-up.
And don’t forget the wider BD objectives. It constantly surprises us how hard PR teams and agencies have to work to bring BD teams into PR conversations.
More than partners
PR all too often rests on the shoulders of the busiest people in a firm – partners. Look to engage as many in a team or firm as possible – from those starting their careers and your rising stars. It is empowering and rewarding. Task PRs to find ways to engage widely and build that into measurement metrics.
Keep it anecdotal
Difficult to capture and often weeks, if not months, after activity, anecdotal feedback is invaluable. Capture, where you can, leads or new clients that came from press stories and the ‘I saw your article’ moments from intermediaries or competitors.
And, finally, don’t forget the ‘happiness quotient’. A happy senior leadership team is not to be underestimated.
Matt Baldwin is the co-founder of Coast Communications, a media relations consultancy.