ROI isn't just a justification.
Of course your agency should be able to use ROI to justify why you're keeping them around - but they should also be using it to shape future recommendations. It's a powerful tool that should include counsel on how to change the spending pattern to best align with your company's continually evolving needs. Justifying last year's investment is only half the deal, and if nothing changes from year to year, pay attention to that red flag.
Make it a habit, not an event.
Too many PR teams build up to a once-a-year massive "results presentation" where they overwhelm you with colorful graphs, mountains of data and cleverly crafted statistics. The most powerful ROI measurements are the ongoing "dashboard" ones that you can track from month to month - so you can adjust as you go, rather than wait a year to realize you're not investing your PR dollars in the best way.
Define the goal of your measurement.
"If you don't know where you're headed, going backwards can look like progress." Every good ROI analysis starts with clearly defined expectations of the PR program. You can't customize the ROI measurements before you know what it is you (the client - not the agency) want to achieve through PR.
Don't confuse qualitative with quantitative measurement.
One of the most popular ROI measurements our clients ask for is our customized message matrix. Put simply, we measure how well specific messages are getting through to the media, analysts, and ultimately, customers and shareholders. If all you're getting is counting clips or column inches, demand more.
Build from a baseline.
Comparison is a powerful tool - if used correctly - in ROI analysis. Everyone remembers to conduct measurements at the end of a year or after a campaign - but what about before? Those 100 clips are only great if you didn't have 200 the year before.
prezblog
Last month we lost a dear part of the communications world, industry analyst John Metz, whose Hawaiian shirts were the only things brighter than his hearty laugh. John was part of the recent rise of the boutique analyst firm, which builds an intimate relationship with a select few markets, relying on its monogamy and depth to outshine larger, broader conglomerates. It seems that specialists are being sought after more and more these days, something we're seeing happen in the PR world as well.
I last saw John at a big Analyst Day event we engineered for a client, and we talked endlessly about his brilliant kids, and how he worried for them in this world that was evolving much too fast. He considered his job a saving grace that challenged his brain while also affording him the time to challenge theirs. Time - such a luxury in the context of swiftly moving cancer. Loss gives us pause and perspective, a chance to consider how work must be rewarding to both the pocketbook and the person. How we must work to remember the human element in the technological torrent. We grieve for his family, and treasure the time we had with this fun-loving and hardworking man. To John.
- K.S.
ardell case study of the month: "From Start-up to Successful Acquisition" Situation
Catena Networks hired The Ardell Group to establish the new company as a viable player in the broadband access market with steady revenue, market-leading technology, and corporate leadership. Most importantly, Ardell was charged with positioning the company for successful acquisition.
Solution
Leverage strong relationships with communications trade and business editors to establish awareness for Catena's streamlined approach to the convergence of the data and voice network infrastructure. Build a brand for the company as a winner and thought leader, raising the profile and acquisition attractiveness of the company through strategic messages communicated through select business press opportunities and a consistent series of customer win and milestone announcements. Create a strong paper trail showing awareness, momentum and preference for Catena products.
Results
Increased positive coverage in leading trade publications and analyst reports by 50 percent each year, year over year (2000-2004)
Secured a stand-alone feature story in the New York Times on the company, its leadership and unique technology
Secured 62 hits in top-tier trade/corporate publications and placed/ghostwrote 6 contributed articles
Established positive relationships for the company with leading industry influencers at publications such as Telephony, Telecommunications and XCHANGE and firms such as RHK and Yankee Group
Created high-profile thought leaders throughout the company by securing speaking opportunities at shows such as SUPERCOMM and USTA and contributed articles in publications such as Converge! Network Digest, (11 speaking opportunities in an 18-month period)
Catena Networks was successfully acquired by Ciena in 2004
