Measurement for Salespeople, Nonprofits and Higher Education – #12

Chapters 12 through 14 in Measure What Matters by Katie Paine give measurements for success for certain areas ranging from salespeople to nonprofit organizations to universities.  Paine in Chapter 12 starts out with explaining how to measure salespeople.  Measuring relationships with salespeople can be difficult because of mixed messages and mixed objectives (185).  This issue can particularly be seen with corporations that use franchising to sell or distribute their product since they need to balance a way to maintain a consistent image yet allow franchises the freedom to develop programs that attract local audiences (185).  Paine says that this issue causes three problems.  One problem is that that franchises and corporations have different objectives (186).  For example, one franchise may want to target seniors while another may want to attract students (186).  Another problem is that there is a mix of activities that franchises can get involved with such as relief efforts (186).  Also getting buy-ins from a huge cross-section of entrepreneurs is another problem (186).  Having mixed objectives can also cause corporations and franchises to clash with one another because a franchise may be more interested in attracting better employees while the corporation may be more interested in getting new franchises started (186). For this reason, Peter Gilbert looks at profiles of salespeople in his series on “Types of salespeople” on

The display salesperson:

The closer:

The relationship profile:

Paine says that solution to these problems is to have consistent key messages (186-187).  The percentage of articles that contain the key messages is the criterion for success (187).  An independent reader, not a PR person or a franchisee, should analyze the media.  Paine then goes on to suggest other methods and how to measure whether these methods work (187). One method is that there needs to be more visibility than the competition (187). The sheer volume of coverage compared to the competition is the measure for success (187).  A better qualitative measure though is comparing the percent of articles featuring the company’s name in the headlines to the percent of articles that mention the competition’s name in the headlines (187).  Another method is to have better image than the competition (188).  This can be done by having franchises do local programs that increase community goodwill (188).  A reader should then note the number of articles present the company or brand as a responsible corporate citizen (188).  Paine suggests getting visibility for local franchises is another method (188).  This should be done by having local spokespersons that communicate the company’s key message to the media (188).  Companies should look at what these spokespersons are saying in interviews to see if they are on message (188).

Paine then moves on to discuss how to measure the success of nonprofit organizations in Chapter 13.  Although many don’t see nonprofits as businesses, they still have to worry about many of the same things that businesses do such as PR, reputation, and marketing (191). In Non-profit Organizations’ Practices and Perceptions of Advertising: Implications for Advertisers, this point is clearly seen when the authors discuss advertising practices for non-profits. They think like businesses and try to maximize funds in two ways: “they seek free communication techniques, and they collaborate with several different media” (35). The authors of this article do suggest, however, for non-profits to look into paid advertising. Paid advertising might be “better suited to the financial situation of these organizations” (39).  Therefore, it is very critical for nonprofits to continuously measure their relationships (Paine 191).  Paine says that measuring nonprofits is more important than ever due to social media, metrics, and accountability (192).  With social media there are now many new ways for nonprofits to reach their audience and stakeholders (192). She discusses this in more depth on her blog:  Metrics are important now since many Trustees require detailed evaluations of initiatives (192).  Finally, accountability is important since many donors and contributors are demanding it for their gifts (192).

Paine then goes on to lay out 6 steps for nonprofits to measure relationships with members.

1) Nonprofits must determine what their mission is and how they define success (193).

2) Nonprofits should identify and prioritize large stakeholders along with other members (195-196).

3) Nonprofits should establish no more than five benchmarks (196-197).

4) Nonprofits need to pick metrics that are linked with their mission or objectives in step one (197).

5) Nonprofits need to pick a measurement tool (198).  Depending on what the nonprofits are interested in they need to measure their media coverage or survey their membership (198).  These can include measuring how much exposure their key messages get in the media to surveying their board (199-201).  Another thing that can be measured are behavioral changes in members such as the number of new donors per month, how much revenue comes in for every solicitation sent out, and how much attendance they get in events (201-202).  Nonprofits should also measure their results during a crisis such as how quickly it goes away and how the media covers it (203).

6) Nonprofits should analyze results and make changes (203).  For example, a nonprofit may have better attendance for certain events at certain times of the year and should therefore change to capitalize on this (203).

In Chapter 16 Paine talks about measuring universities effectiveness in raising money and getting new students (205).  Paine says that evaluating universities is very unique (207).  For one, you’re dealing with an environment in which everyone thinks that he or she is an expert (207). ). In Internal Branding: a university’s most valuable tangible asset, Rex Whisman states another thing for universities to remember during marketing campaign: “Like corporations, universities need to think about their long-term sustainability. Like corporations, they need to please a demanding public. And like corporations, they face stiff competition” (Whisman 367). Another unique feature is that unlike people in the corporate world, people at universities have data at their fingertips and really like to read into data (Paine 208).  Universities, having diverse audiences, need to address parents, professors, students, alumni, and faculty (208).  Paine says that the key thing that needs to be remembered when evaluating universities is that their mission is to educate (209).

When measuring a university there are five steps (210).  The first step is to get the various “bosses” at a university to agree on a set of priorities and then prioritize the audiences at a university (211).  The second step is to define objectives and get everyone on the same page (212-213).  The third step is to establish a benchmark such as alumni donations (213).  Here Paine says that there should be no more than five benchmarks (213).   The fourth step is picking a measurement tool and collecting data (213).  Measurements can be looking at media coverage or surveys by students or faculty (213-215). Paine suggest here that social media needs to be measured since it is heavily used in academia (215).  Paine also says that universities should measure the behavior of the different audiences at a university and how they interact with one another (217). Whisman agrees and urges universities to build relationships and listen to audiences within the university such as the faculty and employees (Whisman 369).  The fifth step is to measure the data, analyze it, and then measure it again (217).  Universities should then make changes to improve their institutions (217-218).

Blog Leaders: Matthew Ray and Amelia Tritico


Gilbert, P. (2008, June 10). Types of salespeople: the closer. Retrieved from

Gilbert, P. (2008, July 9). Types of salespeople: the display salesperson. Retrieved from

Gilbert, P. (2008, July 4). Types of salespeople: the relationship profile. Retrieved from

Marchand, J., & Lavoie, S. (1998). Non-profit Organizations’ Practices and Perceptions of Advertising Implications for Advertisers. Journal of Advertising Research, 38(4), 33-40.

Paine, K. (2011).  Measure What Matters:  Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships.  Hoboken, NJ: John Wiley & Sons, Inc.

Whisman, R. (2009). Internal branding: a university. Journal of Product and Brand Managament18(5), 367-370.


23 thoughts on “Measurement for Salespeople, Nonprofits and Higher Education – #12

  1. As Paine and the blog leaders mention, measuring relationships can be a tricky task. Especially when it come to nonprofit organizations. The main concept behind a nonprofit is its mission. Therefore, when setting quantifiable goals and ways to measure a nonprofits relationship with its audience it is essential to remember the mission from which it started. The goal of the nonprofit’s particular mission should be at the center of the organizations outtakes, outcomes, and outputs. According to Paine, “not measuring is not an option” (p. 192). He says that due to social media, metrics, and accountability there is a greater importance on effective measures within the nonprofit sector.

    In the “Ten Best Practices for Measuring theThe effectiveness of Nonprofit Healthcare Boards,” Bryant et al said, “the effectiveness of the board of a nonprofit healthcare organization can be measured and will increasingly be expected to be measured vigorously by external stakeholders” (p. 14). Stakeholders, especially in nonprofit organizations represent the the future of the company and all that it stands for. Thus their inclusion in all major strategies should be taken into account. More importantly, external stakeholders often have a better idea of the public’s relationship and perception.

    When it comes to higher education measurements of success reputation management is vital. This involves knowing your different publics, having set goals and strategies, make sure everyone is on the same page, establish benchmarks, and finally, pick a method of measurement and implement it. One down side when it comes to large higher ed institutions is that its publics are very diverse. Besides the difference between professors and students, there are also variations within those two groups that can prove to be challenging.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  2. This week’s blog leaders summarized Paine’s (2011) chapter on higher education and communication. Chapter 14 of Measure What Matters offers advice on how to measure university success, whether that be financial donations, social media efforts, recent media coverage, or building relationships. The Boston Globe ran an article two months ago, discussing Boston University’s recent fundraising efforts. The article touched on many things that Paine mentioned in Chapter 14. Boston University held “an 82-event alumni extravaganza” last September (Carmichael, 2012, para. 1). University officials certainly had a wealth of data available to analyze in order to determine the level of their recent fundraising success, including information outside of the usual number crunching.

    First, the university could look at monetary totals. BU received gifts from more alumni in the past year, compared to the previous year. University officials should also examine the source of donations (their fundraising audience). Trustees gave $130 million, and over 30,000 alumni donated money. Alumni clubs, such as the BU Chinese alumni club, also donated. The school received international donations. A Dubai-based entrepreneur gave $10 million to the university. BU should also track their local competitors. Carmichael mentions other universities (Harvard, MIT, and Northeastern) that are expected to launch major fundraising campaigns in the near future.

    The university could count the number of participants and campus visitors at their “Alumni Weekend” registration tent. They could poll alumni and visitors regarding their opinions on these recent donations. Officials could also conduct online polls/surveys. BU plans to spend their donation funds on buildings, “financial aid, faculty hiring, and research” (Carmichael, 2012, para. 29). BU might discover that the promotion of certain projects might increase donations. Maybe alumni care more about research than buildings? The university won’t know until they start a dialogue with their various audiences.

    Finally, Boston University will have to closely monitor their public image to see how it impacts their fundraising campaign. The article mentions recent press coverage of the accidental death of three students while studying abroad, sexual assault charges against BU hockey players, and two hazing scandals. Although the school received several letters from alumni stating that they will no longer donate to the university, those polled at the “Alumni Weekend” said that the recent events would not affect their donations to BU.

    Carmichael, M. (2012, September 22). Boston University set for $1 billion in fund-raising. The Boston Globe. Retrieved from

    Paine, K. (2011). Measure what matters: Online tools for understanding customers, social media, engagement, and key relationships. Hoboken: NJ: John Wiley and Sons, Inc.

  3. This week’s blog discussion discusses how to measure university success in raising money and attracting new students. As we’ve seen in previous readings, a consistent message and internal communications are incredibly important to the success of the university’s goals. While universities at their core are institutions of learning, there are various aspects of a university that exist outside of what goes on in the classroom. Administration, athletics, alumni, there’s an incredibly diverse number of groups who are connected to the university and as such, the university must understand who they’re talking to and where those messages are coming from. I think it’s a great idea to identify who’s the authority figures of the university and prioritize the audiences of a university. However, I believe that each public of a university is important and must be treated with that regard.

    Nonprofits and how they measure success are also discussed in this week’s readings.

    I found it useful to consider that nonprofits should pick metrics that are established with their mission objectives. Measuring the wrong thing could lead to misleading data and thus, a lack of a clear understanding of what exactly is working and what isn’t. I think that nonprofits need to pay attention especially to the data they glean from their metrics and make the appropriate changes. Since nonprofits don’t have the luxury of being a for-profit business, they’re forced to operate a little bit differently and understanding the observations they’re recording may make a world of difference.

    Wiggill, M. N. (2011). Strategic communication management in the non-profit sector: a simplified model. Journal Of Public Affairs (14723891), 11(4), 226-235. doi:10.1002/pa.415

    Rensburg, R. (2011). Aspects of public relations, communication management and sustainable development: African reflections. Journal Of Public Affairs (14723891), 11(4), 189-194. doi:10.1002/pa.412

  4. As the blog states there are sometime inconsistencies with franchises. Franchises should be the same all over. When people walk into a business they expect the same service and the same quality products in whichever franchise they are in. One inconsistent franchise can ruin the brand name for the rest of them.

    One franchise that always seems consistent to me is Chick-fil-a. No matter what Chick-fil-a I go into the people are always friendly, sometimes overly friendly, the food is always good and the establishment is always clean. I don’t think that I have had a bad experience yet, which means I will continue to do business with whatever chick-fil-a I come across.

    I came across a website that lists the disadvantages of opening up a franchise. A couple of disadvantages are lack of flexibility and independence. This seems to me like it can be a good thing if you are part of the right franchise. If you open up a franchise, like Chick-fil-a, that has consistent branding and a great reputation; there should be no reason to be independent or flexible. That’s one of their strengths.

  5. The blog leaders did a great job writing about the factors of measuring and nonprofits. The article that I found talks about The American Museum of Natural History and how it is dedicated to “discovering, interpreting, and dissemination- through scientific research and education- knowledge about human cultures, the natural world, and the universe.” And the article states that although the museum counts its visitors, they have no way of measuring the success in discovering or interpreting knowledge.

    The article stated, “Most nonprofit groups track their performance by metrics such as dollars raised, membership growth, number of visitors, people served, and overhead costs.” The authors continue to state how these metrics are all important, but they fail to measure the real success of an organization when achieving its mission.

    The blog leaders mentioned how nonprofits think like a business and I couldn’t agree more. The way they try to communicate their message across and get feedback is the same way real corporations reach people.

    Measuring what matters in nonprofits – McKinsey Quarterly – Nonprofit – Performance. (n.d.). Articles by McKinsey Quarterly: Online business journal of McKinsey & Company. Business Management Strategy – Corporate Strategy – Global Business Strategy. Retrieved from

  6. This week’s reading about nonprofits was particularly interesting to me. Nonprofits definitely have a difficult task. As our blog leaders reiterated from the book, nonprofits are not typically viewed as businesses, however, they must keep a business oriented mindset when dealing with PR, reputation management, marketing and communication (191).

    Most funding for nonprofits comes from donors and stakeholders. Maintaining relationships with these benefactors is a huge part of measurement and providing donors with evidence of impact and accountability is necessary.
    In this article from Harvard Business School, accountability and performance are highlighted as two of the most important factors in measurement.

    “There are two big conversations among nonprofit leaders,” says HBS associate professor Alnoor Ebrahim. “One is around accountability. The second focuses on performance, particularly impact.”

    This study by the Harvard Business School further explains limits nonprofits face in measuring impact.

  7. As the blog leaders mentioned and Paine reinforced, relationships are arguably one of the biggest impacts for nonprofit organizations’ bottom line. As she notes, “relationships matter to nonprofits” because “the very nature of the operation relies on goodwill and volunteerism. Relationships are the foundation of the reputation and awareness that your PR and other marketing efforts have built” (Nook 148). Particularly, as Paine also notes, social media has generated a plethora of new ways to reach stakeholders and other publics, so it is more imperative than ever to measure and see what social media strategies are most effective.

    Socialbrite is a site that promotes “social solutions for nonprofits” and has done a series on social media metrics. JD Lasica, author of the article actually works with nonprofits and other social change organizations on social media strategies and references Paine’s six measurement steps and links to her site. His article primarily focuses on strategies and approaches to consider BEFORE implementing a metrics program for your social media efforts. In particular, he links to a study done in 2010 by Web Analytics Demystified and the Altimeter Group that proposes how to align KPIs and business objectives and provides exact formulas. Interestingly enough, Charlene Li (of Groundswell fame) was one of the authors/researchers on this whitepaper. There is an additional (very extensive!) list of other helpful resources for social media metrics. Check out both below.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  8. As many of my classmates and the blog leaders have noted, this week’s readings discuss the importance of measuring the success of nonprofit organizations and higher education. Paine discusses the importance and benefits of measuring nonprofit success and points out how social media use can help gauge success. While social media is such a great tool for nonprofits to use (it can help measure engagement and relationships with the organization), I find that many nonprofit organizations do not utilize this tool. An article by Ventureneer (2010) explains wh and how nonprofits can utilize social media to its advantage allowing for easy metrics and analysis of relationships among stakeholders and publics.

    Paine also discusses measuring higher education. This was interesting as I just attended an assessment orientation for Campus Life graduate assistants. There, I learned about the importance of assessment and how it can be used internally to measure success within different departments of the university. They allowed us to look at the assessment plans for the departments in which we work. I work in the communications department of the Office of Enrollment Management, so it was really interesting to see how we measure success within our department. Paine mentions the importance of social media for higher education, and I find that I am seeing this being utilized much more heavily in my department than ever before. We now manage a Facebook group page for newly enrolled students, which allows for a platform for students to voice their opinions, concerns, and questions. It is truly interesting and heartening to see Paine’s recommendations actually being utilized in my office.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  9. The Paine readings discuss how difficult measuring relationships can be in particular areas to include salespeople, nonprofit organizations and universities. Franchising is a significant part of this “mixed messages and mixed objectives” (185) equation. In theory, franchises should be consistent worldwide, however, in my experience, that’s impossible. I distinctly remember going to Kyoto, Japan and seeing Café DuMonde. I literally ran off the escalator several floors, probably pushing a few people aside, only to have my hopes dashed, because they did not sell beignets or delicious coffee with chicory for which Café DuMonde is famous. In fact, they only sold hot dogs and sandwiches and politely told me they had no idea what a beignet was. This was the epitome of a mixed message to me, because they had the same logo the New Orleans café did and it even said, “Coffee and Beignets” on the sign. It looked like Café DuMonde, but it certainly was anything but. Their objectives were probably to make money, but they did a disservice to the New Orleans company, in my opinion.

    A good example of a company who franchises successfully is McDonald’s. I’ve been to McDonald’s all over the world and while they have essentially the same things, they always include items for their particular region. The “Shaka Shaka Chicken” is phenomenal, but only available in Asian countries such as Japan and Singapore. In Hong Kong, they sell the Shrimp burger (which is known as the Ebi Filet-O in Japan) and is amazing. In Kuala Lumpur, McDonald’s sells porridge with chicken, ginger, onion, shallots and chili peppers—I was too chicken to try that. In the Middle East, they sell something similar to a shawarma. It might have been camel for all I know, but it was tasty. In Italy, where fast food is typically shunned, McDonald’s sells exquisite desserts. Bottom line, McDonald’s is a worldwide franchise but in order to remain as such, they must ensure they meet the needs of their customers wherever they may be. They do this well.

    Moving on to the discussion about evaluating universities. Paine says there are five steps to measure a university. She goes into great detail but the most important, in my opinion, is the measurement of the data (although all of them are certainly important facets to each other). If any of the preceding steps go wrong or are inadequately addressed, the university can suffer. True, the bottom line is that their sole mission is to educate, but universities cannot do that without measuring their progress, goals and successes in order to continue its mission. It’s a never-ending cycle that feeds off its progress.

    Nasr, S.L. (n.d.). 10 Unusual Items from McDonald’s International Menu. Retrieved from

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  10. The blog leaders discussed the factors of measuring and nonprofits. In an article published by the Washington Post, “Charity Works: Impact Measuring” explains how a non-profit, Montgomery Housing Partnership measures impact.

    “After enrolling in a program that trained nonprofit leaders on impact measuring, he gathered his senior management and asked each department to develop a list of goals that were specific, measurable, aggressive, and relevant and had a time frame. Salaries would be affected by performance, he told them.” (Small 2012)

    Another article published by the Huffington Post, explains 3 analytic tools to gauge your social audience’s pulse. In this article, “Just like many of the nonprofits and other loyal readers of Beth’s Blog out there, we at Social Media for Nonprofits were excited for the recent release of Beth’s new book, Measuring the Networked Nonprofit: Using Data for Social Change.” (Sharma 2012)

    The three parts that it discusses are: getting to know your audience, make your website shine and monitor social conversations.

    “Keep an eye on all your social conversations, wherever they take place, with Sprout Social (think HootSuite on steroids). Nonprofits can save 50 percent on this low-cost tool, which gives you the ability to engage with your base, strategically search for better followers, identify posts that get superb traction and, of course, schedule your posts in advance.” (Sharma 2012)

    Sharma, Ritu. 2012. “3 Analytics Tools to Gauge Your Social Audience’s Pulse.” Huffington Post. Retrieved from:

    Small, Vanessa. 2012. “Charity Works: Impact Measuring.” The Washington Post. Retrieved from:

  11. Upon reading Chapters 12 through 14, I started to think about my assistantship at Louisiana State University. I am a public relations graduate assistant and am in charge of the department’s areas that deal with public relations and marketing. I also am in charge of the department’s social media. When accepting the job, I realized the department was basically a nonprofit organization, but did not know exactly what that meant at the time. Now, I understand the hardest item to cover at work is measuring relationships of the department and the consumers.

    As stated by Paine, one of the better ways to measure relationships is done via surveys, in which I have implemented some weeks ago. Tom Krizanovic also stated in his article surveys are great way to find out students’ perceptions. “Maclean’s, which publishes annual university rankings using a methodology that employs more than a simple student survey, should be used as a more accurate measurement for comparing universities – unless of course you only wish to measure student perception” (Krizanovic, p. 1).

    Krizanovic, T. (2012). The Windsor Star. “Student Survey not Useful Measure.” Retrieved from

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  12. In a Forbes article, social media is now—and as it notes—ever more important in both creating a healthy relationship and maintaining sales clients (Fidelman & Keenan). Referencing the popular, “go where your customers are at” phrase, Fidelman and Keenan make a good point in linking the sales force of any company or industry to its clients via social media. Paine discusses the use of money to reach sales clients and debates about whether or not those resources are used properly (185). True, sales and catering to those clients takes hours of dedicated work and persistence on behalf of the salesperson. But will this always be the case? Where the cold call once reigned, the use of Twitter to create a lead or Facebook to demonstrate your product without an actual meeting is the new form of sales (Fidelman & Keenan). After all, isn’t it truly about pleasing the client?

    Measure What Matters notes that you must know who to make relationships with parties beneficial to your organization (195). The chapter also notes that goodwill is important method in creating relationships and building funds (191). However, fundraising is not just for the non-profit and universities to create. Along with fundraising, crowdfunding is also a new method for many of today’s start-ups and non-profits to gather not only dollars but ideas. Universities, although publicly or privately funded, can also benefit from crowdfunding and what Forbes calls corporate philanthropy. In cooperating with a corporation, a non-profit or starter company can benefit from its fundraising efforts. However, the benefits in this situation work both ways. In an article focusing on crowdfunding and corporate fundraising, a Canadian mobile company joined with an environmental nonprofit to both build ideas and funds. As today’s industries grow more and more advanced, the benefit of having industry leaders gather data, plans and dollars for your non-profit with a price tag of zero dollars attached can be incredibly beneficial.

    Fidelman, M. & Keenan, Jim. “The Rise of Social Salespeople.” Forbes.11 Nov. 2012.

    Paine, K. (2011). Measure what matters: Online tools for understanding customers, social media, engagement, and key relationships. Hoboken: NJ: John Wiley and Sons, Inc.

    Scott, R. “Is Your Company Barking up the Right Fundraising Tree?” Forbes. 11 Oct. 2012

  13. As I read Paine’s chapter about measuring relationships with salespeople, I was knocked upside the head with a rush of memories from my time as a barista—I’m sorry, “Partner”—at a local Starbucks store. As the blog leaders discussed, Paine explains how franchising corporations bear the extra burden of maintaining brand consistency and visibility while “allowing franchisees the freedom to develop programs that are customized to their local audiences” (185). According to, the mega corporation does not franchise—it licenses. This is a clear tactic to keep the Starbucks Siren’s gaze upon every semblance of the cult of Latte-lovers.

    Kerry Busheikin, the 2009 Vice President of Operations for Licensed Stores East, defends brand licensing on the Blog. “Our customers consistently tell us “convenience” ranks as one of the most important motivations to visit our locations. A licensed store provides Starbucks access to many locations that we would not have otherwise. Licensed store baristas receive training and support similar to our company-owned stores. Our licensed store community works very hard to deliver the same legendary service that customers expect from every Starbucks store.”

    Starbucks cup

    Now…take a second and think about every “hospital, college, airport and grocery store” kiosk you have even seen that “Brews Starbucks.” There is no question that the pretty rhetoric on the company website isn’t translating into practice. There is a breakdown from the creation of these brand ideas, the implementation and follow-thru, and the measurement of their successes….or often of license stores’ failures. Yes, Starbucks has a great corporate identity, environmental footprint, employee benefits and communication….and no doubt dominates its industry. However, there is a piece missing in the puzzle that baffles baristas everywhere. Paine notes “Unlike PR people, who spend most of their waking hours worrying about the media…salespeople spend all their waking hours…worrying about the customer” (183). This is so true for Starbucks. Customers don’t get a seamless experience between retail and license stores, and it is mind-blowing that the brand accepts this.

    So when looking at Paine’s suggested measurements of success with regards to consistent brand messaging and follow-thru with salespeople…Sorry, “Partners”…Starbucks may not be the best at something after all. The brand doesn’t struggle with having “More visibility than the competition…Better image than the competition…Getting visibility for local franchises” (188). But as points out, “Starbucks franchises usually seem like an afterthought for whatever business they are located inside of.”

    Jason Coffee writes, “Corporate stores, though not perfect, are most consistent with company recipes, standards and are overall more knowledgeable about the product.” His solution?… “So if you are a regular Starbucks customer and want a consistent experience my advice is to pick a couple corporate stores and stick to those locations. The baristas will get to know you, what you like and it will provide for the most consistent experience possible.”

  14. Katie Paine in “Measure What Matters,” says getting the various bosses on a college or university campus to agree on a set of priorities is most important in receiving favorable ratings in self-measurement (211). This seems to be playing out on the LSU campus as we speak.

    The university’s board of supervisors voted to merge both the president and chancellor positions of the LSU. Right now the system consists of 10 different campuses that function somewhat autonomously. LSU officials argue consolidating the president/chancellor positions is a step toward creating a stronger, more globally competitive university.

    There you have it; one way to ensure that those in charge are on the same page, is to trim down the number of actual people who have a say in day-to-day operations. However implementation has been put on hold after objections from the state Attorney General.

    Therefore, any measurement will also be on hold until after the plans are enacted, obviously. But the similarities are present from Paine’s book and action taken with the LSU system.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  15. In chapter 12 of Measure What Matters Katie Paine covers the issue of unified brand messaging within a corporation and its franchises. She states, “ Any corporation that uses franchising as a way to distribute its products or services faces a dilemma unknown to its counterparts in other industries: How to maintain an overall consistent corporate image while allowing franchises the freedom to develop programs that are customized to their local audiences?” (185)

    An article written by Clara Shih, Ben Smith, Chris Andrew of the International Franchise Association, offers businesses tips on brand compliance within social media. An extremely helpful tip is to develop a social media guideline for each franchise to follow. This presents the corporation as a unified company but allows each franchise to market to their specified audience. Another tip I found helpful and not often stated is, “Steer clear of blatant marketing messages.” When marketing your products and services, advertise local promotions or community involvement, not messages like “Buy Now!” Lastly, the most helpful tip offered is, “Be prepared for constructive criticism.” As is the case in all walks of life, everyone will not be a fan. When facing tough situations listen and learn before reacting. Make sure this is implemented within each franchise so the image of the corporation remains reputable. The right policy, processes, and tools allow franchise companies to control brand image and benefit from the power of effective social media.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  16. As the blog leaders state, Chapters 12-14 give measurements for success for certain areas ranging from salespeople to nonprofit organizations. Measurement of sales people can be difficult be cause organizations and franchises usually differ in their target markets. Another difficulty in measuring salespeople is that there is a mix of activities in which franchises undertake that may differ from other franchises. These mixed objectives can lead organizations to different goals, one might decide to recruit better employees, while the other might decided to expand their franchises.

    While organizations might differ in their objectives, it is vital for their reputation to measure their success. Paine also talks about how it is vital for Universities to measure their success in fundraising and attracting new students. Without a health number of incoming students each year, the funding of the University decreases. It is difficult for Universities to be able to measure this success with the numerous aspects to determining why a student has chosen to attend. Athletics, facilities, and education programs are all external factors in determining a school. Once the University has a student attend, it is also important to make sure the student stays. Measurement in gaining a student and retention are all important factors in a Universities measurements.

  17. I’m happy this week’s reading touched on non-profits as businesses. I, like many, do not put a lot of thought into these organizations when I think of successful businesses but personally having experience in volunteering for a couple different non-profits I have gained incite as to how these businesses actually work and think it is important to recognize them as such. I think most people tend to associate non-profits with a mom and pop organization structured to make no money, but there are many examples of huge non-profits that have become prevalent in our society and that feed our economy (I immediately think of Red Cross). Like our reading stated, it is hard for a non-profit to measure relationships.

    Although the use of social media for businesses is relatively new, measures of success for those who have utilized it have been researched and documented. Paine said non profits “seek free communication techniques, and they collaborate with several different media” (35). As Haider expresses in her article, “social media influences purchasing decisions,” and it is important to use these social media mediums as free marketing tactics for non-profits. Haider then goes on to list the 7 creative ways non-profits can use social media to drive donations (Twitter being #1). Examples of non-profits can be seen every day on my Twitter or Facebook newsfeed. Celebrities are always posting about their charities and more recently after hurricane Sandy, many non-profits promoted that for every like their page gets, they will donate a dollar to the relief fund.

    Haider, Hiba. “7 Creative Ways Nonprofits can Use Social Media to Drive Donations.” HubSpot’s Inbound Internet Marketing Blog. Hubspot, 07 2012. Web. Web. 19 Nov. 2012. <;.

  18. This weeks readings in Measure What Matters deals with nonprofits. This topic is really close to my heart because I want to work for a nonprofit after I graduate.
    Dealing with nonprofits can be a difficult task. Nonprofits are often seen as not really big businesses, even though many of them have multibillion dollar budgets. The very nature of the operation of nonprofits relies on the goodwill and volunteerism of other. So building relationships with their publics are the only way to keep afloat. If you don’t have strong relationships with your constituencies, your organization will cease to survive. This is why, according to Paine, that it is critical to continuously measure the nature and efficiency of your relations.

    From the very beginning, you need to know where you are, what you know, and what you don’t know.
    Some important data to understand about your company are:
    -Attendance figures
    -Old awareness or attitude studies
    -Number of new members or donors acquired
    -Number of volunteers added
    -The return from your direct-mail campaigns door to door solicitations, and fund raising events
    -What a donor is worth over a lifetime

    In an article titled, “How do you measure the success of your nonprofit organization?” in the Washington Business Journal, several nonprofits were asked how they measured their success with the public.

    Ana Lopez, executive director of Community Bridges, explains, “We actively measure our success in two areas: program outcomes and organizational effectiveness. We measure our [organizational] success in our ability to meet organizational and financial goals as well as in our ability to share these goals through our financial statements and annual reports. Our recent certification through the Standards for Excellence program, part of the Maryland Association of Nonprofit Organizations, has provided us with an extra measure of success that keeps us functioning at the highest standards currently in the nonprofit sector — which involves strict adherence to eight guiding principles and 55 rigorous benchmarks.”

    Other nonprofits highlighted in this article include Brainfood, Higher Achievement, College Summit, and

    Another article, “How St. Jude built a ‘fundraising machine'” explains how St. Jude Children’s Research Hospital increased fundraising by 350% in 20 years.

    “Since its opening, the hospital has expanded and diversified its fundraising approach while maintaining Thomas’ basic fundraising philosophy. According to McKee, the strategy calls for “cradle-to-grave fundraising” that encourages people of all socioeconomic levels to donate to the hospital at every stage of their lives. For example, the hospital holds fundraising events that target all ages, such as tricycle races for toddlers, golf tournaments, all-night dance parties, and Greek events on college campuses.”
    St.Jude does an amazing job at targeting everyone.

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  19. In Chapter 13 of “Measure What Matters” Katie Paine discusses how to measure the effectiveness of your relationships. “Relationships are the foundation of the reputation and awareness that your PR and other marketing efforts have built.” (Paine, pg. 191). Nonprofits are successful because of these relationships, because the core of non-profit organizations relies on volunteers and donations. Measuring the relationships are becoming more important because of the following reasons: social media, metrics, and accountability (Paine, pg. 192). Paine listed six steps for measuring non-profits (pg. 193-203):

    1. Use your mission to define your objectives.
    2. Identify and prioritize your audiences.
    3. Establish a benchmark.
    4. Pick your metrics.
    5. Pick a measuring tool.
    6. Analyze results and make changes.

    According to this article, Ryan Scott listed the three important C’s of successful non-profit relationships: commitment, communication, and compromise, and an extra heavy dose of appreciation. He used Jennifer Flatow, the manager of volunteer services at Family Centers, as an example on how she successfully developed a great and long-lasting relationship with employee volunteer programs. “Family Centers is one of Fairfield County, Connecticut’s largest private non-profit organizations, offering health, human and education services to children, adults and families. On the company’s list of 1,500 volunteers, a number are made up of corporate volunteers from the area’s large banking and financial services industry.” (Scott).

    Paine, K. (2011). Measure What Matters: Online Tools for Understanding Customers, Social Media, Engagement and Key Relationships. Hoboken, NJ: John Wiley & Sons, Inc.

    Scott, R. (2012). “The 3 C’s of Successful Non-Profit Relationships.” Huffington Post. Retrieved from

  20. In Chapter 13 of Measure What Matters, Paine discusses how to measure nonprofit organizations. Nonprofit organizations rely on “goodwill and volunteerism” and are not focused on turning a profit (191). Because of this, nonprofit organizations must be extremely mindful of how they spend their money, more so than for-profit corporations. Social media allows nonprofit organizations to engage their audience and stakeholders in new ways, and it also allows them to measure those relationships much more efficiently (Paine 192).

    In an article titled “4 Ways Social Media is Changing the Non-Profit World,” Beth Kanter discusses how “social media is beginning to transform non-profits both in the way they work as well as their relationships with constituents.” The four ways Kanter discusses include:

    1. Deepening relationships and engagement
    2. Individuals and small groups are self-organizing around non-profit causes
    3. Facilitating collaborations and crowdsourcing
    4. Social change behind the firewall

    All of these ways allow for non-profit organizations to engage their stakeholders in new ways. They also allow nonprofit organizations to create a groundswell among their stakeholders which allows volunteers to do a lot of the work for them. Kanter end by saying that “as more and more non-profits adopt social media and their practice improves over time, we will no doubt see a transformation of the non-profit sector,” and I agree.

    Kanter, B. (2009, May 22). 4 ways social media is changing the non-profit world. Retrieved from

    Paine, K. (2011). Measure what matters: Online tools for understanding customers, social media, engagement and key relationships. Hoboken, NJ: John Wiley & Sons, Inc.

  21. This week’s reading in Measure what Matters discussed measuring salespeople and noted the particular difficulty of measuring success in a company with franchises. It is hard for a company that relies on franchises to maintain a consistent message. A company who has recent, firsthand knowledge of these difficulties is Applebee’s. A franchise owner in New York, Zane Tankel, recently announced he would not hire any new employees and might reduce all employees’ hours to 28/week in response to the Affordable Care Act (colloquially known as ObamaCare). Although Tankel only owns 40 stores in the state of New York, the entire Applebee’s corporation is facing backlash over these comments. Most customers don’t distinguish between an individual franchise owner and their parent company, instead believing that Tankel represents the entire corporation’s views. Even though Applebee’s has attempted to counter the backlash by explaining that Mr. Tankel doesn’t represent the entire corporation’s views, customers are still angry. They are clearly struggling with Paine’s suggestion to have a consistent message.

    Measure what Matters also discussed measuring success in a university setting. This morning, I read an article discussing the shrinking prominence of a liberal arts education. Instead, most students attend college for specific job training, rather than a broad, well-rounded education. Liberal arts departments have been trying to combat their decline with messages touting the benefits of their kind of education–happier life, appealing to a broad range of employers, better citizens, etc. However, the message doesn’t seem to be hitting home. Liberal arts colleges and departments are in a bind and they are doing what they can to release themselves from it. It will be interesting to watch and see if these institutions will apply the advice given in Measure what Matters. And it will be interesting to see if it’s effective.

  22. Like Ms. Lopez, nonprofits fascinate me as well. How can one measure the success of a nonprofit compared to a standard company? What factors must be taken into consideration? A nonprofit is not necessarily viewed as a business, so it would not necessarily be prudent to hold it to a businesses standards. However, the same pitfalls that can befall businesses can also befall nonprofits. It takes a keen skill-set to maximize the potential beneficial output towards social recognition for nonprofits and at the same time minimize adverse PR hindrances.

    An interview with Danielle Brigida, digital marketing manager at the National Wildlife Foundation gives some insight into how to track a nonprofit’s success with social marketing. Brigida uses tools such as “RSS Feeds, Blogpulse, SocialMention, and IceRocket,” to measure the amount of social feedback the nonprofit gets. (Stanchak, 2011) Brigida feels that the “hallmark” of successful nonprofit is an audience speaking about the topic publicly. Brigida notes that while people may not be speaking about the National Wildlife Foundation, but that they are speaking about wildlife. People are remarking on the efforts made by the people at the National Wildlife Foundation, with terms discussed and put forward by the NWF visible on social media outlets while the actual name of the organization may not be recognized. (Stanchak, 2011)

    I have also found an interesting video put forth by the Life Rolls On Foundation. The PSA won an Emmy and has been seen by many, garnering interest despite not being a commercial company.

    Stanchak, J. (2011, January 12). Measuring and monitoring for nonprofit social media success — a q&a with nwf’s daniella bridgida . Retrieved from

  23. Measuring relationships can be a difficult task, even more so when it comes to relationships concerning nonprofits. Though difficult, not measuring these relationships is a big mistake, as Paine mentions “Not measuring is not an option” (192). Nonprofits must sets goals that can be quantified, measured with metrics, and other things to show donor how their financial contributions are being put to use.
    In Carlie Lawson’s article, “How Does a Nonprofit Organization Measure Success?”, she states that nonprofits should use the same tools for measuring success as for-profit companies. Though the two differ in the ways the operate internally, she believes that NP’s can benefit from measuring the way for profits do. “…a nonprofit’s board members shape the goals and purpose of its program evaluation, while its staff carries out the process with the help of a consultant, if necessary.” She believes non-profits should use Internal comparison, Mission-critical objectives, performance metrics and other tools to measure their effectiveness (1).

    John Sawhill and David Williamson also believe non-profits should measure their progress. “Every nonprofit organization should measure its progress in fulfilling its mission, its success in mobilizing its resources, and its staff’s effectiveness on the job” (1). They believe that non-profits should track their performance by metrics such as dollars raised, membership growth, number of visitors, people served, and overhead costs (1). One of the reasons they believe non-profits aren’t currently attempting to measure these metrics are the lofty and vague missions they set forth.

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