Purpose An organization’s financial performance has three drivers: increase in revenues; decrease in costs or expenditures; and cost avoidance associated with a decrease in risk (such as that associated with litigation, government regulation or public issues). Public Relations/Communication (PR/C) has long sought to demonstrate how its work contributes to these three drivers. The financial metric … Continue reading Principles for the Use of ROI; BCR and CEA Financial Metrics in a PR/Communications Department
- Principles for the Use of ROI; BCR and CEA Financial Metrics in a PR/Communications Department
All posts by Fraser Likely
This blog post is based on a recent article “Communication Evaluation and Measurement: Connecting Research to Practice” by Dr. Alexander Buhmann, Fraser Likely and Dr. David Geddes of the Task Force on Standardization of Communication Planning/Objective Setting and Evaluation/Measurement Models. For the full article, visit the Journal of Communication Management (Vol. 22 No. 1, 2018 … Continue reading Thoughts on Recent Developments in Communication Evaluation and Measurement →
This is the first in a series of blog posts for Measurement Month. With the summer Olympics now in memory only, the eyes of the world are shifting to another international competition, this one involving Chief Communication Officers (CCOs). Which fit and well-trained CCO will top the podiums of AMEC, the GA, PRSA, CIPR, DPRG, PRIA, CPRS, … Continue reading CCOs and Evaluation: Will the Competition Heat Up? →
May 2006 – This paper discusses several different approaches to deriving a Return-on-Investment (ROI) for the support provided by media relations publicity efforts within a marketing campaign. The primary questions discussed in the paper are whether it is possible to show that media publicity helped generate sales or other business outcomes, and can a financial … Continue reading Perspectives on the ROI of Media Relations Publicity Efforts →
2006 – Increasingly, communications managers are being held responsible for the ROI of their resources and the efficiency of their programs. If they are to be accountable, they need to manage the what and the how of measurement through a total performance measurement framework. This article is reprinted from Strategic Communication Management.