While the communications team at Franklin Templeton was pleased with the work PurcellCom was doing for them, they knew they had to prove the results to others in the organization. They wanted a method for documenting the exact value PurcellCom provided — as well as a method for continuously improving their content creation processes. But how do you go about measuring the value of content?
PurcellCom found a way to not only measure our content’s value, but use that same process to provide Franklin Templeton and other clients with even better value.
“You can’t improve what you can’t measure.” We employed that adage in our work with the client, creating post-project recaps of content creation activity. The reports detailed production activity, including number of commentaries created, the approval process, and total hours spent. They also looked at quality issues such as volume of edits or errors.
From the data in those reports, not only were we able to measure the value of our content, we were able to benchmark productivity measures across internal teams to identify best practices. This gave us a better of idea of how much introducing a new commentary would take to write at first — versus where we could get to in the long run. Finally, we were able to take lessons from work with other clients and turn them into suggestions. This opened communication on how to fix commentaries that were taking longer to produce.
Providing these reports to the client allows them to see the value they have gained from working with our team, and it also enables both sides to identify and fix issues within the process. Both the client and the PurcellCom team continuously review the reports to recognize opportunities for better future collaboration.