Case Studies – Measurement Strategies and Metrics
By Raha Naddaf, Staff Writer
The collection of all case studies from the 2004 Gold Quill
Awards program, titled, "Best Practices in Communication Planning
and Implementation, Volume 19," is scheduled for release in
October. The new softcover book will feature more than 100 case
studies of what's working in communication right now. Online preordering
will be available soon at www.iabc.com/knowledge.
Xcel Energy News Tracking System, Xcel Energy
The Xcel Energy Media Relations Department capably measured its
outputs but could not effectively influence company brand strategies
beyond the expression of the department’s “gut feeling”
reaction to news coverage of the company. The media relations department
needed to measure not only its outputs but also its influence with
the news media and, by association, its impact on customer satisfaction
and the company’s brand image. Xcel Energy Media Relations
recognized an opportunity to develop an affordable media relations
measurement tool that not only measured department output but also
how well the department influences news media coverage. The department
was able to make the link between its own effectiveness and customer
satisfaction. Through its efforts, Xcel Energy has become an industry
leader in news media relations measurement.
Hyperfix 65/70: From Potential Roadwork Nightmare to National
Success, Indiana Department of Transportation (INDOT)
and American Consulting with Hetrick Communications
On 26 May 2003, just a few hours after the drop of the checkered
flag at the famed Indy 500, construction workers began shutting
down a two-mile stretch of interstate at the self-proclaimed “Crossroads
of America,” which desperately needed repair. To fix it the
conventional way, one lane at a time, would have taken nearly a
year. So the Indiana Department of Transportation (INDOT) mapped
out a gutsy alternative: Close it completely, finish the job in
85 days flat and rely on professional communicators to alleviate
traffic jams and outrage from affected constituents. The communication
for this project, dubbed “Hyperfix,” worked wonders.
The Hyperfix team measured its success by monitoring traffic flow,
media coverage, web site and collateral usage. After the project
was complete, Purdue University conducted an in-depth study of both
the construction and communication aspects of Hyperfix. Their media
relations efforts paid off as researchers found that 31 percent
of area residents surveyed said they got Hyperfix information from
television and radio, while 16 percent cited newspapers and 12 percent
employer announcements. With all traffic off this busy stretch of
highway, construction crews finished the job 30 days ahead of schedule,
and without a single traffic-related death or injury to any construction
worker.
TCFV “Break the Silence” Campaign, Vollmer
Public Relations/Texas Council on Family Violence
In 2002, Texas Council on Family Violence (TCFV), the state coalition
of the Battered Women’s Movement in Texas and a national leader
in the work to end domestic violence, received a US$2 million grant
from the Office of the Texas Attorney General to conduct a statewide
public awareness campaign for domestic violence services and to
publicize the National Domestic Violence Hotline, a project of TCFV.
The team used metrics, which included the number of calls received
by the national hotline, the recorded number of visits to pre-selected
shelters across the state, as well as post-campaign research. In
August 2003, at the end of the first phase of the Break the Silence
campaign, a quantitative post campaign follow-up survey was conducted.
The survey was seven minutes in duration with 1,200 household decision-makers
residing in Texas. Post-campaign research revealed that overall
there was a significant increase in the number of mentions for virtually
all definitions of domestic violence. Approximately one-half (48
percent) of Texans recall exposure to the campaign tagline, “Break
the Silence. Make the Call.” A substantially larger number
(70 percent) of respondents were able to name three definitions
of DV—vs. 50 percent in 2002.
CBC Etiquette POP! Quiz, AstraZeneca Canada
Inc.
In late 2003, AstraZeneca Canada Inc. developed and implemented
a fun and interactive online contest called the CBC Etiquette POP!
Quiz. The quiz served to calm employee concerns and promote awareness
surrounding appropriate etiquette tips for working in the company’s
new open-concept head office facility. An estimated 46 percent of
all AstraZeneca Canada head office employees participated in the
quiz. The team used focus groups as well as surveys to measure the
success and impact of the quiz. Focus group research showed that,
of those surveyed, the majority really enjoyed the quiz, its pop-up
format, and thought it was fun and easy. Others stated the quiz
helped keep tips top of mind. Focus group feedback also indicated
some behaviors have started to change as a result of the quiz, such
as: respecting others by not eating foods with strong smells at
the work area and taking hands-free conference calls into private
meeting rooms. Since the day of its launch, the CBC Etiquette POP!
Quiz site became one of the top 10 most accessed pages on BLAZE.
At its peak, this site ranked sixth overall for BLAZE, receiving
higher status than the company’s lunch menu, one of the site’s
most visited daily features.
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