We review the discussions from this year's Summit on the Future of Communications Measurement

1. Measurement Hour
October 31, 2018
Katie Delahaye Paine
CEO, Paine Publishing
www.painepublishing.com | @queenofmetrics | measurementqueen@gmail.com
The Summit on the Future of Measurement

3. 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

6. Integrated Dashboard for Canada DND

7. Key to Getting Buy-in
 Keep it simple
 Show you understand the business
objectives
 Consult, consult, consult
#measuresum18

8. Developing your SMART KPIs
 Guideposts tied to outcomes
 Show how each business line contributes to the big
picture
 Set targets
#measuresum18

9. Audit existing data
 What do you already have?
 What do you need?
 Can you get it for free?
#measuresum18

10. Build a data model
 Identify data sources
 Data mapping is key
 Automate as much as possible
#measuresum18

11. 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
5
4.5
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 for
women
% likely to consider joining
the CAF
Goal conversions (in
thousands)
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 does
a good job looking after
personnel
% of members that
perceive 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 of
miliatry equipment are well
managed
% of resondents believing
the miltary is over funded

12. 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
Percentage
% 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
Percentage
% of unique page views to ops related pages
% of outreach seen by influencers
Engagement index for ops and excercises

13. Objective 3: Increase feelings of support among CAF members, Reservists and
DND employees
July Aug Sept Oct
Media 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 s
Unique 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
400
300
90 100 120 130
0%
20%
40%
60%
0
200
400
600
July Aug Sept Oct
Digital/Social/Events
% of influencer posts containing key messagse
Engagement rate on
member/employeer/reservist/ social media
Unique page views to designated pages
30% 35% 20%
2
3
44
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

14. 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 score
Cooperation score
What worked?
What didn’t work?
What’s next?
30% 35% 20% 40%2
3
4 44
2 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

15. Packaging your insights
 Know your audience
 Make it pretty
 Keep it short
 Group information
 Highlight success
 Recommend actions
#measuresum18

16. 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

17. Keys to success
1. Support from the top
2. Everyone must agree and contribute to the ‘why’
3. Figure out the ‘why’ before you look at KPIs
4. Present insights, not data
5. Share wherever and whenever you can
#measuresum18

18. PERFORMANCE
COMMUNICATIONS
A 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
Steps
Outputs → 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 be
shared 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 the
organization’s goals (the SAY), and
the extent to
which employees see their leaders
taking action in
support 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 and
operating goals – what we are reaching for
– Clarify priorities and set the bar
– Define what “winning” looks like
– Maintain customer focus
© Miller Comms 2018mary@millercomms.com

19. VISION
LONG RANGE PLAN
2010 2011 2012 2013 2014
SALES

20. VISION
Growth
Drivers
• 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 2014
LONG RANGE PLAN

21. VISION
Growth
Drivers
• 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 2014
LONG RANGE PLAN

22. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN

23. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN

24. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
Improvement
xecution
– Commercial
– External
Engagement
– Supply Chain
Transformation
Tactical
Execution
• Improve GM Feeder Pool
SALES
2010 2011 2012 2013 2014
LONG RANGE PLAN

25. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
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 2014
LONG RANGE PLAN

26. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
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 2014
LONG RANGE PLAN

27. VISION
Growth
Drivers
• 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
Market
Position
Pediatric
#1 to #4
Adult #1
Strategic
Imperatives
alent
nnovation/IP
argin
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 2014
LONG RANGE PLAN

28. Market
Position
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
Growth
Drivers
• Aging population
• More women in emerging markets workforce
(shorter breast feeding)
• Emerging markets purchasing power
• Similac and Ensure brand strength
alent
nnovation/IP
argin
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 2014
LONG RANGE PLAN

30. Alignment After 1 Year – Internal Comms
Impact
30
Leader “Say” – “Do” Improvement
Highest Priority – Margin
“Say” & “Do” Gap Narrowed 10 Pts

31. 12%
Brand/Corp ID Product or T.A. Issue Culture
Benchmark 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% ↑6pts
Increase in
company share
of Desirable
Diabetes
Conversation
(NetBase data
only)
22%
(June)
(July)
↓11pts
% Increase in
physicians 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% ↓4pts
Decrease in
company share of
Undesirable
Diabetes
Conversation
(NetBase data
only)
18%
(June)
(July)
↓8pts
% increase in
unique visits to
company
website (non‐
employee traffic)
124K ↑19%
% decrease in
HCP/KOLs
unaware 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
available
11/21/14
% 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
strongly
understanding
strategic
objectives (From
Knowledge
Quizzes)
32% ↑5PTS
Below Target At Risk On Target
12%
COMMUNICATIONS DASHBOARD
149K 7%
11%
30%
79%
50%
37%
10%7%
11

32. GOAL PROGRESS AGAINST STRATEGIC PRIORITIES Q1 Q2 Q3 Q4
Increase Gross
Margin by X%
1. X% reduction of goods damaged in warehouse/shipping
2. Negotiated better raw material/ingredient sourcing,
saving $X annually
Grow Market
Share X%
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Decrease lag
time between
discovery and
launch
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Accurately
Forecast
Demand
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
Reduce OSHA
Recordables to
Zero
1. Xxxxxxxxxxxxxxxx
2. Xxxxxxxxxxxxxxxx
COMPANY NAME 2018 Scorecard
Positive NegativeNeutral

33. MGM Resorts International
Market Capitalization: $14.2B
FORTUNE 237
Resorts: 27 (Las Vegas,
Atlantic City, Detroit, Biloxi,
Tunica, Springfield, Mass,
Maryland, Macau)
Hotel Rooms: 60,000
Employees: 77,000
FORTUNE World’s Most
Admired Company
All Rights Reserved Dumont Communications, LLC
2018

34. MGM National Harbor
Opened December, 2016
$1.25B
23 stories
Hotel: 308 rooms
Casino, Retail, Spa: 135,000 sf
Restaurants: 7
Theater: 3000 seats
Meeting & Event: 27,000 sf
All Rights Reserved Dumont Communications, LLC
2018

35. Case Study: Pathway to Licensing
2012: Ballot initiative to extend a Casino license to
Prince George’s County Maryland
2013: Competitive Bidding RFP
3 Bidders
Maryland Lottery & Gaming Control Agency
Public Process:
Public Presentation
Public Hearing
All Rights Reserved Dumont Communications, LLC
2018

36. Case Study: Pathway to Licensing
Presentation: 1 hour
Content:
60% Requirements
Company Capabilities: History, Financials
Property: Design, Logistics
40% Corporate Responsibility
Commitment to Community:
Grow local supply chain: MWDBE, Veterans
Local Workforce Development
Sustainability
Diversity & Inclusion
All Rights Reserved Dumont Communications, LLC
2018

37. 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.”
All Rights Reserved Dumont Communications, LLC
2018

38. 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.”
All Rights Reserved Dumont Communications, LLC
2018

39. Thank You!
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