Tags

, , , , , , ,

Chapters 12 through 14 in Measure What Matters by Katie Paine give measurements for success for certain areas ranging from salespeople to nonprofit organizations to universities.  Paine in Chapter 12 starts out with explaining how to measure salespeople.  Measuring relationships with salespeople can be difficult because of mixed messages and mixed objectives (185).  This issue can particularly be seen with corporations that use franchising to sell or distribute their product since they need to balance a way to maintain a consistent image yet allow franchises the freedom to develop programs that attract local audiences (185).  Paine says that this issue causes three problems.  One problem is that that franchises and corporations have different objectives (186).  For example, one franchise may want to target seniors while another may want to attract students (186).  Another problem is that there is a mix of activities that franchises can get involved with such as relief efforts (186).  Also getting buy-ins from a huge cross-section of entrepreneurs is another problem (186).  Having mixed objectives can also cause corporations and franchises to clash with one another because a franchise may be more interested in attracting better employees while the corporation may be more interested in getting new franchises started (186). For this reason, Peter Gilbert looks at profiles of salespeople in his series on “Types of salespeople” on Bizcommunity.com.

The display salesperson: http://www.bizcommunity.com/Article/196/20/26230.html

The closer: http://www.bizcommunity.com/Article/196/20/25333.html

The relationship profile: http://www.bizcommunity.com/Article/196/20/26077.html

Paine says that solution to these problems is to have consistent key messages (186-187).  The percentage of articles that contain the key messages is the criterion for success (187).  An independent reader, not a PR person or a franchisee, should analyze the media.  Paine then goes on to suggest other methods and how to measure whether these methods work (187). One method is that there needs to be more visibility than the competition (187). The sheer volume of coverage compared to the competition is the measure for success (187).  A better qualitative measure though is comparing the percent of articles featuring the company’s name in the headlines to the percent of articles that mention the competition’s name in the headlines (187).  Another method is to have better image than the competition (188).  This can be done by having franchises do local programs that increase community goodwill (188).  A reader should then note the number of articles present the company or brand as a responsible corporate citizen (188).  Paine suggests getting visibility for local franchises is another method (188).  This should be done by having local spokespersons that communicate the company’s key message to the media (188).  Companies should look at what these spokespersons are saying in interviews to see if they are on message (188).

Paine then moves on to discuss how to measure the success of nonprofit organizations in Chapter 13.  Although many don’t see nonprofits as businesses, they still have to worry about many of the same things that businesses do such as PR, reputation, and marketing (191). In Non-profit Organizations’ Practices and Perceptions of Advertising: Implications for Advertisers, this point is clearly seen when the authors discuss advertising practices for non-profits. They think like businesses and try to maximize funds in two ways: “they seek free communication techniques, and they collaborate with several different media” (35). The authors of this article do suggest, however, for non-profits to look into paid advertising. Paid advertising might be “better suited to the financial situation of these organizations” (39).  Therefore, it is very critical for nonprofits to continuously measure their relationships (Paine 191).  Paine says that measuring nonprofits is more important than ever due to social media, metrics, and accountability (192).  With social media there are now many new ways for nonprofits to reach their audience and stakeholders (192). She discusses this in more depth on her blog: http://kdpaine.blogs.com/kdpaines_pr_m/2009/07/if-your-a-non-profit-that-needs-social-media-measurement-read-on.html  Metrics are important now since many Trustees require detailed evaluations of initiatives (192).  Finally, accountability is important since many donors and contributors are demanding it for their gifts (192).

Paine then goes on to lay out 6 steps for nonprofits to measure relationships with members.

1) Nonprofits must determine what their mission is and how they define success (193).

2) Nonprofits should identify and prioritize large stakeholders along with other members (195-196).

3) Nonprofits should establish no more than five benchmarks (196-197).

4) Nonprofits need to pick metrics that are linked with their mission or objectives in step one (197).

5) Nonprofits need to pick a measurement tool (198).  Depending on what the nonprofits are interested in they need to measure their media coverage or survey their membership (198).  These can include measuring how much exposure their key messages get in the media to surveying their board (199-201).  Another thing that can be measured are behavioral changes in members such as the number of new donors per month, how much revenue comes in for every solicitation sent out, and how much attendance they get in events (201-202).  Nonprofits should also measure their results during a crisis such as how quickly it goes away and how the media covers it (203).

6) Nonprofits should analyze results and make changes (203).  For example, a nonprofit may have better attendance for certain events at certain times of the year and should therefore change to capitalize on this (203).

In Chapter 16 Paine talks about measuring universities effectiveness in raising money and getting new students (205).  Paine says that evaluating universities is very unique (207).  For one, you’re dealing with an environment in which everyone thinks that he or she is an expert (207). ). In Internal Branding: a university’s most valuable tangible asset, Rex Whisman states another thing for universities to remember during marketing campaign: “Like corporations, universities need to think about their long-term sustainability. Like corporations, they need to please a demanding public. And like corporations, they face stiff competition” (Whisman 367). Another unique feature is that unlike people in the corporate world, people at universities have data at their fingertips and really like to read into data (Paine 208).  Universities, having diverse audiences, need to address parents, professors, students, alumni, and faculty (208).  Paine says that the key thing that needs to be remembered when evaluating universities is that their mission is to educate (209).

When measuring a university there are five steps (210).  The first step is to get the various “bosses” at a university to agree on a set of priorities and then prioritize the audiences at a university (211).  The second step is to define objectives and get everyone on the same page (212-213).  The third step is to establish a benchmark such as alumni donations (213).  Here Paine says that there should be no more than five benchmarks (213).   The fourth step is picking a measurement tool and collecting data (213).  Measurements can be looking at media coverage or surveys by students or faculty (213-215). Paine suggest here that social media needs to be measured since it is heavily used in academia (215).  Paine also says that universities should measure the behavior of the different audiences at a university and how they interact with one another (217). Whisman agrees and urges universities to build relationships and listen to audiences within the university such as the faculty and employees (Whisman 369).  The fifth step is to measure the data, analyze it, and then measure it again (217).  Universities should then make changes to improve their institutions (217-218).

Blog Leaders: Matthew Ray and Amelia Tritico

References:

Gilbert, P. (2008, June 10). Types of salespeople: the closer. Retrieved from http://www.bizcommunity.com/Article/196/20/25333.html

Gilbert, P. (2008, July 9). Types of salespeople: the display salesperson. Retrieved from http://www.bizcommunity.com/Article/196/20/26230.html

Gilbert, P. (2008, July 4). Types of salespeople: the relationship profile. Retrieved from http://www.bizcommunity.com/Article/196/20/26077.html

Marchand, J., & Lavoie, S. (1998). Non-profit Organizations’ Practices and Perceptions of Advertising Implications for Advertisers. Journal of Advertising Research, 38(4), 33-40.

Paine, K. (2011).  Measure What Matters:  Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships.  Hoboken, NJ: John Wiley & Sons, Inc.

Whisman, R. (2009). Internal branding: a university. Journal of Product and Brand Managament18(5), 367-370.

Advertisements