1. My Experience At Pitney Bowes: Corporate Communications and Marketing Dashboard
By Sarah Dow
First corporate experience
Had little experience with excel spreadsheets that included formulas and creating charts
Did not know what a dashboard was

2. Dashboard and Metrics
A reporting tool that consolidates and arranges measurements/metrics in a single screen so that information can be viewed at a glance
Dashboard allows better selection and demonstration of value driving activities and tie marketing activities to corporate goals.
I produced the June Dashboard while Amy was away in San Diego. I had to figure out how she organized all the information and where to put the data that I was receiving from each area of the department.
After I completed my first dashboard, Anna Ibragimova became the new owner of the Dept. Dashboard.
David Dobson, the new Executive VP and Chief Strategy and Innovation Officer came into the company
The dashboard had to be revised not only because we did not know what metrics Mr. Dobson wanted to see, but because it needed to be revised and improved to show impact and value.

3. Dashboards and Metrics
Researched best practices: The Harvard Business Review, and Marketing Leadership Council
Researched Marketing and Communication metrics by category and best in class metrics
Dashboards typically share the same characteristics:
link between goals and metrics
controllable and measurable metrics
clearly defined targets
Researched best practices, I read the Harvard Business Review, and looked through the Marketing Leadership Council website.
I researched metrics by category and best in class metrics
Examples of a best in class metric for Trade Shows are cost per event and number of events attended
I discovered that Dashboards typically share the same characteristics:
-link between goals and metrics
-controllable and measurable metrics
-Clearly defined targets
Studied how other companies developed their dashboard and what metrics they keep track of
-Other companies such as Best Buy use colors or symbols in their metrics to represent their progress

4. Our Objectives Review and revise format Re-evaluate key metrics
Keep
Revise
Eliminate
Timing of metrics
Identify targets and goals
It is important that Metrics measure quantity vs. impact.
Concluded that the current metrics showed that the dept. does a lot of work and measures many things.
The current dashboard metrics are too busy and confusing to follow
We want to measure value and impact of value vs our goals
Need to change the format:
re-evaluate key metrics: which to keep, revise, or eliminate
Decide whether an area will be included monthly, quarterly, or yearly depending on how often the values fluctuate and change
figure out how to organize the information and make it clear, simple, high level, and precise for everyone including Juanita James and David Dobson
And set goals
Our challenges are similar to other companies’ communication and marketing dashboard
It is not easily measurable
The department is very large and diverse and each area has different numbers
Hard to decide what metrics are good or bad
Difficult setting targets and goals
Current dashboard is busy and complex

5. Our Strategy Met with each area of the Department
Discussed metrics to be included, revised, and eliminated
Category
Best in Class Metrics
Advertising
-Recall
-Reach
Channel Management
-Channel Mix
Corporate Communications
-# of Analysts Covering
-Keynote Speeches
-# of Public Service Events
Sponsorships
-Reach per Event
Trade Shows
-Cost per Event
-# of Events Attended
Met with each area of the Department to discuss the best ways to portray information. Discussed what needs to be measured that was not included in the metrics, and what factors on the dashboard that are not necessary
This is a list of some Best in class metrics by category:
In the Corporate Communications area, we measure Keynote Speeches which is known as Strategic Content by Theme or by Channel
This department does not measure all of these metrics, but it is a good example of what we might want to measure in the future

6. Finally agreed that the most efficient and clearest way to portray the information would be the green, yellow, and red indicator
It is a quick way to see if each area is on or above target, close to target, or lagging behind target.
This is an example of a scorecard that uses the green, yellow, and red indicator to show where the department is in comparison to their goal

7. Proposed Dashboard Addition of targets and goals
Format: Color coding to indicate progress
Benefits of the new dashboard show:
Early identification of potential issues
Consistency
Simplicity
Impact
Instead of using pie charts, line and bar graphs with confusing numbers and text all over small boxes, I created a simple chart that includes:
Target, 2007 results/benchmark, actual number, and percent of target achieved as of the current month.
Benefits of the new dashboard: shows consistency, it is simple, and shows impact of the metrics
We can try to identify problems early so at the end of the year the department can be in the green. It is an early warning system

8. Next Steps Finalize new format with target and goals
Review of best in class metrics with each area of the department
Continue to improve and revise the Department Dashboard for 2009
Finalize a new format that includes target and goals of each area by the end of next week
The goal for the Dashboard is to have each area of the department review the best in class metrics
Depending on what David Dobson wants to review, we will continue to improve and revise the Department Dashboard

9. My Experience Benefits of the Dashboard project:
Corporate Communications and Marketing Department
Benefits of the Dashboard Project:
Not only have I learned more tricks and skills in Excel,
I was introduced to the entire Corporate Communications and Marketing Department
Learned that Marketing is a very broad and general field
Learned the internal functions of a company’s marketing department
Gained much experience working and had a lot of fun working at Pitney Bowes