Creating a measurement framework for Philips

Communications Strategy

Data and Insights

Measurement & Evaluation for PR and Social Media

objectives

WINNER OF ‘BEST USE OF A MEASUREMENT FRAMEWORK’ AT THE GLOBAL AMEC AWARDS

Versuni Philips came to Smoking Gun with a challenge to develop a standardised measurement framework across its home living categories that put business impact and outcomes at the centre.

The global Philips brand is synonymous with quality and expertise. But in the UK, it was falling behind in key categories.

Philips needed to reclaim its position as the original innovator. We sought to build awareness and credibility – and drive emotional engagement in an otherwise transactional category to impact desire to purchase.

We obtained category commercial sales targets, which formed part of the strategy and measurement framework, to ensure the comms laddered up to the overall commercial goal.

To directly measure against the comms and commercial challenge across multiple categories, we created a set of standardised metrics, that not only aligned to the objectives, but would allow performance comparison across each category, comms channel and activity.

Consumer Marketing Lead UK & IRE at Versuni Philips:

“I want to say a BIG THANK YOU for your great delivery of our very first launch event yesterday. This is a very important milestone for our airfryer business and it was brilliant, fun, engaging and full of energy.”

strategy

Faced with a multi-category, multi-product reporting need, spanning social media, earned media and influencer relations, we developed a framework to standardise and organise our measurement.

The approach would be integrated across PESO. Our strategy was simple, to standardise and organise our measurement across channel, category and activity – while aligning to our comms objectives, so that we can compare and contrast results.

The framework allowed for a macro and micro view – covering broad performance at a brand or category level, with granularity down to activity level.

The framework favoured outcome metrics over output metrics, and placed the commercial business objective front and centre.

execution

We developed a ‘strategy on a page (SOAP)’ per category – including key metrics aligned to comms objectives, working through the funnel from awareness to action.

Once the framework was defined, KPIs were put in place to measure effectiveness.

As the scope of work covered multiple categories and product lines, and with each category having different competitors, one of the biggest challenges was finessing the media monitoring to ensure all content was tracked correctly.

Managing the social media exports across TikTok and Meta, as well as paid social and influencers, was tricky. There was a vast level of data to quantify and filter into the appropriate category labels, which meant we had to automate the process with formulas across multiple Google Sheets.

In addition to the metrics above, brand tracking and sales data fed into reports.

Effectiveness

LATEST BRAND TRACKING REVEALED HUGE ADVANCEMENTS IN BRAND PREFERENCE AND CONSIDERATION, WITH PHILIPS LEADING THE COMPETITOR SET. THE BRAND HAS SINCE REPORTED A MARKET SHARE LEAP FROM 9.6% (2023) TO 16% (2024) IN A KEY CATEGORY.

Smoking Gun’s measurement framework is already providing valuable insight that is informing strategic decisions, such as:

– What type of earned media coverage has most impact on sales

– Which influencer campaigns are driving the best ROI

– Which social media channels are best performing

– The effectiveness of local vs global content

– Which types of content are driving most engagement on social

At an individual category level, the evaluation of results during Q1 provided valuable insights that shaped the weighting of PR and social activity based on media appetite and consumer engagement on social channels.

All of these insights are being taken from Smoking Gun’s robust measurement framework and rigorous reporting, and the learnings applied to constantly evolve the approach and achieve our goals.

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