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Clients Want More of it, PR Pros Agree

According to a recent survey of 520 international public relations professionals conducted by the Institute for Public Relations (IPR), as reported by MediaPost, clients are asking their public relations agencies to measure in more effective and targeted ways.

In fact, client demand for measurement of online communications increased from 29 percent in 2008 to 41 percent in 2009 online, according to the survey.

• 88 percent of PR practitioners believe measurement is an integral part of the public relations process
• 77 percent currently track their programs
• An overwhelming majority of professional communicators taking part in the survey said measuring the ROI on communications is an achievable goal

Yet the survey also found that PR professionals still don’t agree on the best measurement tools and methodologies to use — a debate that continues within the profession.

The survey identified two schools of thought: the output measurers that use clippings and advertising value equivalencies (AVE), and the outcome measurers who prefer more cerebral measures such as internal reviews and opinion polls.

While there are pros and cons of each measurement camp, it’s important for clients and their agencies to accurately measure the public relations program against its measurable objective(s).

Rather than judging the success of the campaign based on media impressions solely, why not value the earned media coverage on shifting opinion, awareness or sales and market share?

While the number of clips and AVE calculations remain the lasting favorites, the good news is that an increasing amount of PR practitioners are turning to internal reviews, benchmarking, the use of specialist media evaluation tools, focus groups and opinion polling.

What measurement camp do you fall in? And why? Tweet me @stevekleber.

An economic and housing upturn is lurking somewhere in the future. With hope, new government plans and economic resources could make it happen sooner rather than later.

Where is the Potential?
BusinessWeek said that “housing starts are expected to jump to 980,000 units next year, and S&P economists are forecasting a 13.3 percent pickup in residential construction in 2010” as a result of population and housing growth as Millennials enter the market, in addition to growing immigration numbers.

Despite consumer confidence hitting record lows in 2008, U.S. retailers reported a surprise boost in consumer spending. January sales among U.S. retailers were up (albeit only slightly), breaking a record stretch of six months of declines.

Government Economic and Housing Plans
In February, President Obama signed into law a $787 billion economic stimulus package designed to strengthen the housing industry and national economy.

Homebuyer Tax Credit
An $8,000 first-time homebuyer tax credit for qualified home purchases in 2009 designed to encourage prospective home buyers to get off the fence because the tax credit:

• Does not have to be repaid
• Is fully refundable
• Will remain in effect until Dec. 1 so consumers can utilize it during critical home buying months
• Allows tax credit home buyers to participate in the mortgage revenue bond program

What does this mean for professionals in the home and building channel?
Bad news . . .

• Builder and consumer confidence remains at record lows.
• Unemployment will likely rise throughout the year, which is a major factor for late mortgage payments.
• A decline in home values makes it a good time for buyers, but not for sellers.
• It will be at least nine months before the housing market stabilizes.
• The nationwide recession is going to get worse before it gets better.

Good News . . .

• It’s a buyer’s market. With the $8,000 tax credit available until November 2009, in addition to affordable housing values, there are many incentives for homebuyers seeking a first-time or new home.
• Millennials and immigration trends will cause a rise in population and housing growth as they come of home buyer age.
• “Responsible” homeowners can refinance their mortgages at historic low rates.
• Some have the opportunity to renegotiate their mortgages with lenders.

Business and Marketing Tips for Business Leaders
Fear and anxiety can paralyze a brand. It’s imperative to think positive and long-term.

• Take advantage of the government stimulus plans
• Market to new homebuyers; focus on Millennials and immigrants
• Know your target audience(s)—their motivating factors, how they buy and how to appeal to them.
• Focus specifically on value. Demonstrate benefits and added value in your marketing messages to achieve market share growth.
• Limit the fluff and communicate clearly with pointed and direct messages.
• Effectively utilize and engage your employees.

An In-depth Look at Today’s Corporate Culture

As business owners, it’s crucial to not only understand the distinctive groups of generations and individuals that make up your staff, but also what defining life events shape their attitudes, workplace strengths and weaknesses and specifically how each generation perceives one another in terms of employment performance.

As an increasing number of Gen Yers enter the marketplace, preparing yourself to effectively manage and appreciate your staff is one of the most essential activities that will contribute to success.

Below is a summary chart to serve as a catalyst in further understanding today’s corporate DNA.

	Years Born	Estimated Pop.	Defining Events and Trends	Workplace Assets	Workplace Liabilities
Veterans	1922 – 1943	50.7 million	Patriotism, families, The Great   Depression, WW II, New Deal, Korean War, Golden Age of Radio, Silver Screen and rise of labor unions	Stable, detail oriented, thorough, loyal, hard working,  collaborators, Internet embracers	Inept with ambiguity and change, reluctant to buck the system, uncomfortable with conflict, reticent when they disagree
Boomers	1943 – 1960	80.2 million	Prosperity, children in the spotlight, TV, suburbia, assassinations, Vietnam, Civil Rights movement, Cold War, Women’s Liberation, The Space Race	Service oriented, driven, willing to “go the extra mile,” good at relationships, want to please, good team players	Not naturally budget minded, uncomfortable with conflict, reluctant to go against peers, put process before result, overly sensitive to feedback, judgmental, self-centered
Gen X	1960 – 1980	62.1 million	Watergate, Nixon resigns, latchkey kids, stagflation, single-parent homes, MTV, AIDS, computers, Challenger disaster, fall of Berlin Wall, Wall Street frenzy, Persian Glasnot, Perestroika	Technoliterate, adaptable, independent, creative, risk taking, practical, entrepreneurial, adaptable	Impatient, poor people skills, cynical, whiners, slackers
Gen Y	1980 – 1997	74.2 million	Computers, schoolyard violence, Oklahoma City bombing, TV talk shows, multiculturalism, Girls’ Movement, McGwire and Sosa, Columbine, Clinton/Lewinsky, busy over planned lives, stress	Independent yet collaborative, optimist, tenacious, heroic spirit, multitasking capabilities, technological savvy, entrepreneurial	Need for supervision and structure, inexperience – especially when handling difficult people issues

Sources: PrimeTime Women
Generations at Work
Don’t Think Pink

In addition to knowing the historical background and typical flaws and vigor of today’s working generations, internalizing generational views of authority, leadership style and work ethic are customary to a contented staff that, most importantly, can get along and get things done.

The potential for generational misunderstanding is at an all-time high with the span of four generations in the workforce. Tensions between the population segments can be hindered by fostering effective communication within the office environment.

Veterans living through World War II and the Great Depression may be seen as rigid and narrow by younger generations. Boomers and Xers see them as too set in their ways to adjust, leading to increased workplace frustration.

Boomers experienced the age of “free love” and challenged the status quo. Their competitive nature led to the 60-hour work week.  While Generation Y seems appreciative of what the Boomers have accomplished, Xers tend to have resentment toward them. Xers have a sense of skepticism about the workplace and their employers.

The youngest generation, Gen Y, is the most technologically influenced generation. Looked at as computer savvy and competent, their experience with technology may also leave them unable to handle criticism or stick up for their ideas within the office environment.

The changes that have occurred over the last several decades have led to generational gaps in perception and communications styles. Overcoming these differences and learning how to relate to all age ranges in the office can lead to higher productivity and retention.