the summit on the future of measurement - paine...
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Measurement HourOctober 31, 2018Katie Delahaye PaineCEO, Paine Publishing
www.painepublishing.com | @queenofmetrics | [email protected]
The Summit on the Future of Measurement
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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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Integrated Dashboard for Canada DND
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Key to Getting Buy-in
Keep it simple Show you understand the business
objectives Consult, consult, consult
#measuresum18
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Developing your SMART KPIs
Guideposts tied to outcomes Show how each business line contributes to the big
picture Set targets
#measuresum18
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Audit existing data
What do you already have? What do you need? Can you get it for free?
#measuresum18
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Build a data model
Identify data sources Data mapping is key Automate as much as possible
#measuresum18
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Improve Canadians’ perception of joining the CAF
Increase awareness of how and why the CAF serves Canada
Communications Overview
39%44%
55%
66%
57%60% 62%
65%
4
54.5
6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1
2
3
4
5
6
7
8
9
10
% online applications forwomen
% likely to consider joiningthe CAF
Goal conversions (inthousands)
Media Quality Score
39%44%
55%
66%
57%60% 62%
65%
0
5
10
0
1
1
% supporting NATO
% supporting CAF
Increase support among CAF members, reservist & employees
63% 65%60%
67%
57%60% 62%
65%
0%
20%
40%
60%
80%
100%
0
2
4
6
8
10
% believing that CAF doesa good job looking afterpersonnel% of members thatperceive CAF cares
Increase support for defense spending
Improve Canadians’ perception of joining the CAF
What worked?
What didn’t work?
What’s next?
63% 65%60%
67%
57%60% 62%
65%
31% 32%
40%
50%
0
2
4
6
8
10
0%
20%
40%
60%
80%
100%
% believing that purchase ofmiliatry equipment are wellmanaged\
% of resondents believingthe miltary is over funded
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Objective 2: Increase awareness of how and why the CAF serves Canada
July Aug Sept Oct
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
What worked?
What didn’t work?
What’s next?
45% 55% 65% 75%
25% 30% 35% 25%2 2 3 4
0
5
10
0%
50%
100%
July Aug Sept Oct
Score
Percen
tage
% of unique page views to ops related pages
% of outreach seen by influencers
Media Quality Score
Relationship score
Alignment score
Cooperation score
45%55%
65%75%
25% 30% 35%25%
0
50
100
150
200
250
300
0%
20%
40%
60%
80%
100%
July Aug Sept Oct
Score
Percen
tage
% of unique page views to ops related pages
% of outreach seen by influencers
Engagement index for ops and excercises
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Objective 3: Increase feelings of support among CAF members, Reservists and DND employees
July Aug Sept OctMedia 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 sUnique 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
What worked?
What didn’t work?
What’s next?
20%30%
42% 41%
150 200
400300
90 100 120 1300%
20%
40%
60%
0
200
400
600
July Aug Sept Oct
Digital/Social/Events% of influencer posts containing key messagse
Engagement rate onmember/employeer/reservist/ social media
Unique page views to designated pages
30% 35% 20%2
344
2 2
0
5
10
0
2
4
6
Aug Sept Oct
% of events that reachd members/reservists/employees
Relationship score
Alignment score
Cooperatoin Score
Media Qualitiy Score
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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
Relationship score
Alignment scoreCooperation score
What worked?
What didn’t work?
What’s next?
30% 35% 20% 40%2 3 4 442 2
4
0
20
40
0
5
10
Aug Sept Oct Nov
% 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
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Packaging your insights
Know your audience Make it pretty Keep it short Group information Highlight success Recommend actions
#measuresum18
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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
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Keys to success
1. Support from the top2. Everyone must agree and contribute to the ‘why’3. Figure out the ‘why’ before you look at KPIs4. Present insights, not data5. Share wherever and whenever you can
#measuresum18
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PERFORMANCE
COMMUNICATIONSA 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.
Purpose
Define Goals/Strategic Priorities
Ensure Leadership Alignment
Teach the Rules, Follow
the Action, and Keep Score
Execute and Adjust
StepsOutputs → Performance Outcomes
▪ Build a sustainable high‐performance culture
▪ Measure the progress of the stated goals, and adjust strategy/tactics as necessary
▪ List of leading and lagging metrics tied to goals
▪ Scorecard or dashboard for tracking progress, to beshared with employees
▪ Measure of “value” assigned to performance gains compared to “cost”
▪ Leadership guidelines for scorecard cascading and recognizing achievements
▪ Establish consistent standard(s) for Operational Excellence,e.g., brand recognition, awareness and preference, share growth, channel effectiveness, compliance, R&D productivity, speed, quality, safety, margin improvement, etc.
▪ Empower every function to be part of the success
▪ Enable employees to act on their knowledge to improve performance
▪ Leader Say‐Do Survey ‐ Evaluates how well leadership communicates theorganization’s goals (the SAY), and
the extent to which employees see their leaders
taking action insupport of those goals (the DO).
▪ Rewards & incentives are aligned to business objectives
▪ Enhance ability to achieve the company’s strategic vision– Align executive team with Commercial
to meet the needs of the organization, within compliance
– Ensure the entire organization is driving top priorities
– Inspire confidence and trust in leadership
▪ Consolidated functional priorities into three to five clearly‐defined overarching corporate goals
▪ No more than 10 strategic priorities to deliver goals
▪ Designed and branded GOALS collateral
▪ Comprehensive internal communication plan
▪ Goals met▪ Calibration to strategy and/or
communications if goals are in jeopardy
▪ Employees know and understand the financial andoperating goals – what we are reaching for– Clarify priorities and set the bar– Define what “winning” looks like– Maintain customer focus
© Miller Comms [email protected]
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VISION
LONG RANGE PLAN2010 2011 2012 2013 2014
SALES
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric#1 to #4
Adult #1
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric #1 to #4
Adult #1
Strategic Imperatives
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric #1 to #4
Adult #1
Strategic Imperatives
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
Tactical Execution
• Improve GM Feeder Pool
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric #1 to #4
Adult #1
Strategic Imperatives
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
Tactical Execution
Key Platforms• Muscle/Bone• Metabolism• Immunology
• Inflammation• Cognition• Tolerance
• Improve GM Feeder Pool• New Products– Key Platforms, Clinical
Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric#1 to #4
Adult #1
Strategic Imperatives
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
Tactical Execution
Key Platforms• Muscle/Bone• Metabolism• Immunology
• Inflammation• Cognition• Tolerance
• Improve GM Feeder Pool• New Products– Key Platforms, Clinical
Outcomes, IP, New Pkging, KOLs/Univ/R&D Partners
• Galt• Similac Recovery• Priority Markets
Expansion
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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VISION
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
MarketPosition
Pediatric#1 to #4
Adult #1
Strategic Imperatives
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
Tactical Execution
Key Platforms• Muscle/Bone• Metabolism• Immunology
• Inflammation• Cognition• Tolerance
• 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
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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MarketPosition
Strategic Imperatives
Tactical Execution
VISION
• 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
Pediatric#1 to #4
Adult #1
External Pressures
• Shrinking birthrates• Restricted promotion of infant formula• Consolidation of markets• Increased cost of clinical data• Increased competitive pressure
GrowthDrivers
• Aging population• More women in emerging markets workforce(shorter breast feeding)
• Emerging markets purchasing power• Similac and Ensure brand strength
alentnnovation/IPargin Improvement
xecution– Commercial– External
Engagement– Supply Chain
Transformation
Innovative Platforms• Muscle/Bone• Metabolism• Immunology
• Inflammation• Cognition• Tolerance
Priority Countries
China India Brazil Russia Vietnam Mexico Turkey U.S.
SALES
2010 2011 2012 2013 2014LONG RANGE PLAN
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Alignment After 1 Year – Internal Comms Impact
30
Leader “Say” – “Do” Improvement
Highest Priority – Margin “Say” & “Do” Gap Narrowed 10 Pts
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12%
Brand/Corp ID Product or T.A. Issue CultureBenchmark 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)
6% ↑6ptsIncrease in company share of Desirable DiabetesConversation(NetBase data only)
22%(June)
(July)
↓11pts% Increase inphysicians who are extremely or very familiar with the industry position on Clinical Trials Transparency
38% 38% Annual Data Only
% increase in ratings on communications trustworthiness (from EE Survey for Employee Engagement)
75% ↑4PTS
Decrease in share of undesirable voice(NetBase data}
11% ↓4ptsDecrease in company share of Undesirable DiabetesConversation (NetBase dataonly)
18%(June)
(July)
↓8pts
% increase inunique visits to company website (non‐employee traffic)
124K ↑19%% decrease in HCP/KOLsunaware of company in Diabetes market
18%(pre ADA)
(post ADA)
↓11 pts% Increase in online engagement on issue
n/a until site launch
na na % increase in employee knowledge of the “Way We Work” (From Knowledge Quizzes)
23% ↑27%
% increase in awareness of corporate brand among physicians
46% Data available11/21/14
% increase in perception of company as a leader in Diabetes among HCPs and KOLs
28%(pre ADA)
(post ADA)
↑2%
Increase in company share of Desirable Transparency Conversation(NetBase data)
5% 12% ↑7% % employees stronglyunderstanding strategicobjectives (From Knowledge Quizzes)
32% ↑5PTS
Below Target At Risk On Target
12%
COMMUNICATIONS DASHBOARD
149K 7%
11%
30%
79%
50%
37%
10%7%
11
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GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4
Increase Gross Margin by X%
1. X% reduction of goods damaged in warehouse/shipping2. Negotiated better raw material/ingredient sourcing,
saving $X annually
Grow Market Share X%
1. Xxxxxxxxxxxxxxxx2. Xxxxxxxxxxxxxxxx
Decrease lag time between discovery and launch
1. Xxxxxxxxxxxxxxxx2. Xxxxxxxxxxxxxxxx
Accurately Forecast Demand
1. Xxxxxxxxxxxxxxxx2. Xxxxxxxxxxxxxxxx
Reduce OSHARecordables to Zero
1. Xxxxxxxxxxxxxxxx2. Xxxxxxxxxxxxxxxx
COMPANY NAME 2018 ScorecardPositive NegativeNeutral
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MGM Resorts International
Market Capitalization: $14.2BFORTUNE 237Resorts: 27 (Las Vegas, Atlantic City, Detroit, Biloxi, Tunica, Springfield, Mass, Maryland, Macau) Hotel Rooms: 60,000Employees: 77,000FORTUNE World’s Most Admired Company
All Rights Reserved Dumont Communications, LLC 2018
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MGM National Harbor
Opened December, 2016$1.25B23 storiesHotel: 308 roomsCasino, Retail, Spa: 135,000 sfRestaurants: 7Theater: 3000 seatsMeeting & Event: 27,000 sf
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Case Study: Pathway to Licensing
2012: Ballot initiative to extend a Casino license to Prince George’s County Maryland2013: Competitive Bidding RFP
3 Bidders
Maryland Lottery & Gaming Control AgencyPublic Process:
Public Presentation Public Hearing
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Case Study: Pathway to Licensing
Presentation: 1 hourContent:
60% RequirementsCompany Capabilities: History, FinancialsProperty: Design, Logistics
40% Corporate Responsibility Commitment to Community: Grow local supply chain: MWDBE, VeteransLocal Workforce DevelopmentSustainability Diversity & Inclusion
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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.”
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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 company. I fully support MGM at National Harbor.”
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