A selection of European and World macro indicators relevant to our campaigns is now published on-line.
To assist the development of campaign impact assessment, the indicators have been posted here:
http://www.leonardo-energy.org/planning/?p=801
This is only a selection and other indicators exist. However, these are the key indicators most in use today.
I would be delighted to gather more for the team, on request.
Tags: impact indicators macro
Another approach for impact is to measure tonnage per person reached. Historically, we’ve not done this as it produced very high dollar/tonne campaigns, and hence needs very high replication factors for such programme to work.
However, with the recent advances in web-based communication, the subsequent factor X cost reduction in delivering messages, our mastering of these technologies and the traceability it offers, it may be time to rethink.
Hereby a message from Jonathan which I’d like to log here. It summarises our current knowledge on the subject.
Communication can serve 4 purposes:
Obviously, the ultimate goal is behaviour change, this is largely an outcome beyond our control. Most communication are inputs designed for #1-3, with the ultimate purpose of achieving number 4.
This list may be of interest to think about our marketing communications. In essence, it reiterates the point of an earlier post on measuring impact from a different perspective.
The key question is the level of resources we choose to deploy towards a given objective. This needs to be combined with a benchmarking approach on cost effectiveness and quality of the action. As an impact assessment methodology, I sense there is something fundamentally different, but cannot yet put my finger on it. To be continued.
In physics the Heisenberg uncertainty principle rules. It states that it is impossible to measure the impulse of a particle if you know its exact place, and vice versa.
In marketing communication, there is also an uncertainty principle: the maximum return of your communication action is impossible to measure. Because once you make the return measurable, it loses value.
Perhaps this is not quite so much the case if your market enables a streamlined communication. If you’re selling diapers, you can measure your market share before and after your communication action, and this will allow you to make a fairly good estimate of your return.
But if a chaotic communication model is to be preferred (see my previous post), things aren’t that easy. The paradox is that the more you want to make the return measurable, the more you will have to streamline your communication and the less effective your communication will be.
[Read more ?]
We need to decide whether we want to survey few users in-depth, on many user groups on a variety of issues in a shallow way.The latter appears more appropriate considering the rich content of LE. In this case, a simple attitudinal measurement instrument is needed. Ref [1] divides groups in 5 categories of receptivity: hostile, neutral, uninterested, uninformed and supportive. Each group requires a different approach:
The criteria of a dream case is a positive answer to 5 questions. However, in the real world, such cases do not even need selling – they fly by themselves. So it’s a matter of approaching the ideal as much as possible:
[1] Harvard Business Essentials, Power, Influence and Persuasion, HBS Publishing 2005
Blogged with Flock
Bill’s 4-step method to evaluate technology may also be suitable for programmes:
A programme statement along above lines does not need to be long. In fact, shorter statements reveal crystallised thinking. For example:
Blogged with Flock
The impact of marketing activities can be subdivided according to the direct relation between the activity and its impact, and the time horizon of the impact.
These variables are obviously correlated. The more remote the impact, the longer its time horizon.
Moving from left to right on the impact scale, complexity of measurement increases. Impact of a sales campaign which results in orders in the short-term should be relatively straightforward to measure. But the impact of marketing activities where an organisation tries to position itself, building reputation through a white paper programme is already more difficult. The 3rd level, which is typically our universe, is where marketing moves beyond the individual organisation, to pursue a grand objective such as regulatory action (or avoiding of) and joint market development.
Measurement in the first column will be done through sales. A good tracking system needs to be in place to determine customer lifetime value.
Measurement in the second column is done through sales trends. Simplistically, one advertises cookies, and observes more sales. Or one advertises an instrument, and observes an increase in leads, closure rate or both.
For the 3rd column, one needs to measure at industry level, observing market trends. The dilemma is that either aggregate statistics are available, but they are at a too high level, and hence noisy since they include many impacts. Targeted statistics for the programme are mostly not available, or not available with the accuracy needed.
A final observation is that the return on marketing investment for direct sales will be modest, but tangible. For remote activities, it’ll be much higher, but largely based on corroborated evidence.
Blogged with Flock
Better Management has an excellent series of 6 webcasts so far on Marketing Measurement:
Marketing Measurement Today – BetterManagement.com
Standards and regulations (defined broadly) are an increasing part of our programme. These are seldom influenced by single or few organisations. Especially for the complex power system, affecting many users, a wide variety of stakeholders is involved in almost any issue.
This begs the questions:
Criteria to get involved could be:
Once we do get involved, our influence will always be indirect. But as with classical education campaigns, one thing is for sure: not providing input will result in no influence. For regulation, the same interim tools then apply: inputs, campaign metrics, reactions, conversions. The latter can be measured by the usual tools: interviews, case studies, surveys.
This post is about showing relative ROI.
To show the success of the electrical programme, it may be useful to calculate the cost of reaching each person in the target audience.
We can measure how many people we reach by conducting a survey now and then another (creating two data points) in the future.
To rate the success of the programme, we can then compare it to the cost of using other channels to reach the same number.
© 2012 Leonardo ENERGY’s Impact — Sitemap — Cutline by Chris Pearson
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