The Summit on the Future of Measurement

Transcription

1 The Summit on the Future of Measurement Measurement Hour October 31, 2018 Katie Delahaye Paine CEO, Paine Publishing

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3 The Summit on the Future of Communications Measurement New Definitions: Outcomes = Financial New Tools: AI, Predictive Analytics, Smarter PR = Risk Avoidance Integrated Dashboards Putting a value on CSR

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6 Integrated Dashboard for Canada DND

7 Key to Getting Buy-in Keep it simple Show you understand the business objectives Consult, consult, consult #measuresum18

8 Developing your SMART KPIs Guideposts tied to outcomes Show how each business line contributes to the big picture Set targets #measuresum18

9 Audit existing data What do you already have? What do you need? Can you get it for free? #measuresum18

10 Build a data model Identify data sources Data mapping is key Automate as much as possible #measuresum18

11 What worked? What didn t work? Communications Overview Improve Canadians perception of joining the CAF What s next? 100% 90% 80% 70% 60% 50% 40% 30% 20% Improve Canadians perception of joining the CAF % online applications for women % likely to consider joining the CAF Goal conversions (in thousands) Media Quality Score 39% 57% 4 44% 60% 5 55% 62% % 65% % Increase awareness of how and why the CAF serves Canada % supporting NATO % supporting CAF 57% 44% 60% 55% 62% 66% 65% 100% 1 80% 60% 1 40% 20% Increase support among CAF members, reservist & employees % believing that CAF does a good job looking after personnel % of members that perceive CAF cares 63% 57% 65% 60% 60% 62% 67% 65% % 80% 60% 40% 20% Increase support for defense spending % believing that purchase of miliatry equipment are well managed\ % of resondents believing the miltary is over funded 63% 65% 60% 60% 62% 57% 31% 32% 40% 67% 65% 50% % 0% % 0 0% 0

12 Objective 2: Increase awareness of how and why the CAF serves Canada Percentage 100% 50% 0% % of unique page views to ops related pages % of outreach seen by influencers Media Quality Score Relationship score Alignment score Cooperation score 10 75% 65% 55% 45% 25% 30% 35% 5 25% July Aug Sept Oct Score What worked? What didn t work? What s next? Percentage % of unique page views to ops related pages % of outreach seen by influencers Engagement index for ops and excercises 100% 80% 75% 65% 60% 55% 45% 40% 25% 30% 35% 25% 20% 0% July Aug Sept Oct Score Media Quality Score % of desirable content pertaining to operations and exercise Number of unique page views to operations related pages Engagement index for ops and exercises % of outreach seen by influencers Relationship score Alignment score Cooperation score July Aug Sept Oct

13 Objective 3: Increase feelings of support among CAF members, Reservists and DND employees % of events that reachd members/reservists/employees Relationship score Alignment score Cooperatoin Score Media Qualitiy Score % 35% % 0 Aug Sept Oct What worked? What didn t work? What s next? Digital/Social/Events % of influencer posts containing key messagse Engagement rate on member/employeer/reservist/ social media Unique page views to designated pages 42% 41% 30% % July Aug Sept Oct 60% 40% 20% 0% Media Quality Score % of activities that reach members, reservists and employees % of messaging focused on mental health Social engagement rate for social media posts related to CAF members/dnd employees/reservists s Unique sessions on member/reservist or employee pages % of referral visits from app % video plays greater than 50% % influencer conveying key messages Relationship score Alignment score Cooperation score July Aug Sept Oct

14 Objective 4: Increase support for increased defence spending July Aug Sept Oct Media Quality Score % of communication containing innovation messages % of events focused on innovation themes and target audiences Click thrus to specific innovation related pages % influencer conveying key messages What worked? What didn t work? What s next? Relationship score Alignment score Cooperation score % of communications containing innovation messages % of influencer conversation containing innovation messages % of events focused on innovation Media Qualitiy Score Relationship score Alignment score Cooperatoin Score % 2 35% 2 20% 40% Aug Sept Oct Nov

15 Packaging your insights Know your audience Make it pretty Keep it short Group information Highlight success Recommend actions #measuresum18

16 Was it worth it? Actionable insights after just one quarter of collection Already looking to expand our efforts Internal education on setting objectives Aligning data for efficiency gains Pitching to other government departments #measuresum18

17 Keys to success 1. Support from the top 2. Everyone must agree and contribute to the why 3. Figure out the why before you look at KPIs 4. Present insights, not data 5. Share wherever and whenever you can #measuresum18

18 PERFORMANCE COMMUNICATIONS A core internal communications system that drives MEASURABLE operating and financial performance IMPROVEMENTS. GROWTH through delivering improvements for a cost that s less than the gain. Steps Define Goals/ Strategic Priorities Ensure Leadership Alignment Teach the Rules, Follow the Action, and Keep Score Execute and Adjust Purpose Employees know and understand the financial and operating goals what we are reaching for Clarify priorities and set the bar Define what winning looks like Maintain customer focus Enhance ability to achieve the company s strategic vision Align executive team with Commercial to meet the needs of the organization, within compliance Establish Ensure consistent the entire standard(s) organization for is Operational driving Excellence, top priorities e.g., brand Inspire recognition, confidence awareness and trust in and preference, leadership share growth, channel effectiveness, compliance, R&D productivity, speed, quality, safety, margin improvement, etc. Empower every function to be part of the Build success a sustainable high performance culture Enable employees to act on their knowledge Measure to improve the performance progress of the stated goals, and adjust strategy/tactics as necessary Outputs Performance Outcomes Consolidated functional priorities into three to five clearly defined overarching corporate goals No more than 10 strategic priorities to deliver goals Leader Designed Say Do and branded Survey GOALS collateral Evaluates how well leadership communicates Comprehensive the internal communication organization s plan goals (the SAY), and the extent to which employees see their leaders taking action in List support of leading of those and lagging goals (the metrics DO). tied to Rewards goals & incentives are aligned to Scorecard business objectives or dashboard for tracking progress, to be shared with employees Measure of value assigned to performance gains compared to cost Goals met Leadership guidelines for scorecard Calibration to strategy and/or cascading and communications if goals are in recognizing achievements jeopardy mary@millercomms.com Miller Comms 2018

19 VISION SALES LONG RANGE PLAN

20 VISION SALES Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength LONG RANGE PLAN

21 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure VISION SALES Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength LONG RANGE PLAN

22 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Market Position VISION SALES Pediatric #1 to #4 Adult #1 Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength LONG RANGE PLAN

23 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Market Position Strategic Imperatives VISION SALES Pediatric #1 to #4 Adult #1 alent nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength LONG RANGE PLAN

24 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Market Position Strategic Imperatives Tactical Execution VISION alent Improve GM Feeder Pool SALES Pediatric #1 to #4 Adult #1 nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation LONG RANGE PLAN Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength

25 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Market Position Strategic Imperatives Tactical Execution VISION SALES Pediatric #1 to #4 Adult #1 alent nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation Improve GM Feeder Pool New Products Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners Key Platforms Muscle/Bone Metabolism Immunology Inflammation Cognition Tolerance Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength LONG RANGE PLAN

26 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. Market Position Strategic Imperatives Tactical Execution VISION SALES Pediatric #1 to #4 Adult #1 alent nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation Improve GM Feeder Pool New Products Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners Galt Similac Recovery Priority Markets Expansion Key Platforms Muscle/Bone Metabolism Immunology Inflammation Cognition Tolerance LONG RANGE PLAN Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength

27 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. Market Position Strategic Imperatives Tactical Execution VISION SALES Pediatric #1 to #4 Adult #1 alent nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation Improve GM Feeder Pool New Products Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners Galt Similac Recovery Priority Markets Expansion Shape the environment for growth Powder Mfg Expansion Liquid Strategy Key Platforms Muscle/Bone Metabolism Immunology Inflammation Cognition Tolerance LONG RANGE PLAN Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength

28 External Pressures Shrinking birthrates Restricted promotion of infant formula Consolidation of markets Increased cost of clinical data Increased competitive pressure Priority Countries China India Brazil Russia Vietnam Mexico Turkey U.S. Market Position Strategic Imperatives Tactical Execution VISION SALES Pediatric #1 to #4 Adult #1 alent nnovation/ip argin Improvement xecution Commercial External Engagement Supply Chain Transformation Improve GM Feeder Pool New Products Key Platforms, Clinical Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners Galt Similac Recovery Priority Markets Expansion Shape the environment for growth Powder Mfg Expansion Liquid Strategy Innovative Platforms Muscle/Bone Metabolism Immunology Inflammation Cognition Tolerance LONG RANGE PLAN Growth Drivers Aging population More women in emerging markets workforce (shorter breast feeding) Emerging markets purchasing power Similac and Ensure brand strength

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30 Alignment After 1 Year Internal Comms Impact Leader Say Do Improvement Highest Priority Margin Say & Do Gap Narrowed 10 Pts 30

31 COMMUNICATIONS DASHBOARD Below Target At Risk On Target Brand/Corp ID Product or T.A. Issue Culture Benchmark or Prior Month (June) Current (July) Var Benchmark Current Var Benchmark Current Var Benchmark (2013) Current Var Increase in share of desirable voice (NetBase data) Decrease in share of undesirable voice (NetBase data} % increase in unique visits to company website (nonemployee traffic) 6% 6pts 12% 12% 11% 7% 4pts Increase in company share of Desirable Diabetes Conversation (NetBase data only) Decrease in company share of Undesirable Diabetes Conversation (NetBase data only) 22% (June) 18% (June) (July) (July) 11pts 8pts % decrease in 124K 149K 19% HCP/KOLs 18% 7% 11 pts unaware of (pre ADA) company in (post ADA) Diabetes market 11% 10% % Increase in physicians who are extremely or very familiar with the industry position on Clinical Trials Transparency % Increase in online engagement on issue 38% 38% Annual Data Only n/a until site launch na na % increase in ratings on communications trustworthiness (from EE Survey for Employee Engagement) % increase in employee knowledge of the Way We Work (From Knowledge Quizzes) 75% 79% 4PTS 23% 50% 27% % increase in awareness of corporate brand among physicians 46% Data available 11/21/14 % increase in perception of company as a leader in Diabetes among HCPs and KOLs 28% (pre ADA) 30% (post ADA) 2% Increase in company share of Desirable Transparency Conversation (NetBase data) 5% 12% 7% % employees strongly understanding strategic objectives (From Knowledge Quizzes) 32% 37% 5PTS 11

32 COMPANY NAME 2018 Scorecard Positive Neutral Negative GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4 Increase Gross Margin by X% Grow Market Share X% 1. X% reduction of goods damaged in warehouse/shipping 2. Negotiated better raw material/ingredient sourcing, saving $X annually 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx Decrease lag time between discovery and launch Accurately Forecast Demand Reduce OSHA Recordables to Zero 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx 1. Xxxxxxxxxxxxxxxx 2. Xxxxxxxxxxxxxxxx

33 MGM Resorts International Market Capitalization: $14.2B FORTUNE 237 Resorts: 27 (Las Vegas, Atlantic City, Detroit, Biloxi, Tunica, Springfield, Mass, Maryland, Macau) Hotel Rooms: 60,000 Employees: 77,000 FORTUNE World s Most Admired Company All Rights Reserved Dumont Communications, LLC 2018

34 MGM National Harbor Opened December, 2016 $1.25B 23 stories Hotel: 308 rooms Casino, Retail, Spa: 135,000 sf Restaurants: 7 Theater: 3000 seats Meeting & Event: 27,000 sf All Rights Reserved Dumont Communications, LLC 2018

35 Case Study: Pathway to Licensing 2012: Ballot initiative to extend a Casino license to Prince George s County Maryland 2013: Competitive Bidding RFP 3 Bidders Maryland Lottery & Gaming Control Agency Public Process: Public Presentation Public Hearing All Rights Reserved Dumont Communications, LLC 2018

36 Case Study: Pathway to Licensing Presentation: 1 hour Content: 60% Requirements Company Capabilities: History, Financials Property: Design, Logistics 40% Corporate Responsibility Commitment to Community: Grow local supply chain: MWDBE, Veterans Local Workforce Development Sustainability Diversity & Inclusion All Rights Reserved Dumont Communications, LLC 2018

37 Case Study: Key Findings There are times when a company s character is more important; it is an essential feature of economic expansion. You may need a track record of social and environmental performance before they become important. Corporate Citizenship is not just the right thing to do, but there can be unintended secondary benefits for a company s bottomline. All Rights Reserved Dumont Communications, LLC 2018

38 Case Study: Public Comments They haven t been awarded a license, and they ve moved here and gone out into the community, and demonstrated what they intend to do. And I believe them at their word. This is definitely the right company. I fully support MGM at National Harbor. I m supporting MGM because of their established corporate culture of supplier diversity. MGM will not have to make up a policy of supplier diversity as they go along because it's already woven into the fabric of their organization elsewhere. I believe them at their word. This is definitely the right All Rights Reserved Dumont Communications, LLC 2018 company. I fully support MGM at National Harbor.

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