Why are your communication measures failing to deliver measurable success? Why can't you quantify the value of your PR activities in concrete terms? How do other companies manage to justify their communication investments with hard figures?
These questions occupy communications managers in Swiss SMEs on a daily basis. At a time when every franc has to be justified, it is no longer enough to rely on "gut feeling." Modern corporate communications require systematic controlling—with clear key figures, measurable goals, and comprehensible success criteria.
The pressure on communications departments is constantly growing. Managing directors and board members demand concrete figures: how does communication contribute to the company's success? This question is justified—and at the same time one of the biggest challenges facing our industry.
According to the DPRG/ICV impact model, successful communication goes through various stages—from input to output and outcome to outflow. Each of these stages can be measured and evaluated using specific key performance indicators. However, practice shows that many Swiss companies are not yet exploiting this potential.
The challenge lies not only in measurability itself. Communication successes often only become apparent in the long term. While sales figures are immediately visible, building a reputation or strengthening a brand takes years. This discrepancy makes it difficult to convey the value of professional communication to decision-makers who think in the short term.
A structured approach is the key to success. Communication controlling does not begin with measurement, but with strategic planning. Communication goals are derived from the corporate strategy, which in turn must be translated into measurable variables.
Does that sound theoretical? Let's take a concrete example from Swiss practice: A mechanical engineering company from the canton of St. Gallen wants to strengthen its position as an innovation leader. The communication goal could be: "Increase perception as a technology leader in the trade media by 30 percent within 12 months." This can be measured by the number of mentions in relevant trade publications, the tone of the reporting, and the company's placement in industry rankings.
The Swiss communications landscape has its own unique characteristics. With four language regions and a relatively small media landscape, different rules apply than in larger markets. What works in Zurich may not necessarily be successful in Lausanne or Lugano. These local differences must also be reflected in communications controlling.
Not all key figures are equal. The trick is to select those metrics from the multitude of possible ones that are actually meaningful. The SMART principle has proven itself here: KPIs should be specific, measurable, accepted, realistic, and time-bound.
A common mistake: Many companies measure what is easy to measure—not what is really important. The number of Facebook likes may be impressive, but it says little about the actual success of communication. More relevant are metrics that are directly related to business objectives.
In Swiss practice, the following KPI categories have proven to be particularly valuable:
Reach KPIs show how many people your messages reach. These include traditional media metrics such as circulation or unique visitors, but also organic reach on social media. For Swiss SMEs, share of voice is particularly interesting here—that is, the share of total coverage compared to competitors.
Engagement KPIs measure interaction with your content. This can include comments, shares, or the amount of time spent on your website. Studies show that interactive communication will be crucial for customer loyalty in 2025. Swiss companies that focus on dialogue achieve significantly higher engagement rates.
Impact indicators are the supreme discipline of communication controlling. They measure whether your messages actually lead to behavioral changes. This can be increased willingness to buy, but also improved reputation or strengthened trust in your brand.
"What does that mean for us in terms of dollars and cents?" Communication managers hear this question regularly. The honest answer: it's complicated.
The classic ROI approach from financial controlling can only be applied to communication to a limited extent. Swiss PR experts such as Bernet Relations rightly argue: "Forget ROI – but measure the impact." The reason lies in the nature of communication itself. While an advertising campaign can generate direct sales, PR often has an indirect and long-term effect.
This does not mean that communication cannot be measured. On the contrary: modern analysis methods enable precise impact measurements. The key lies in establishing the right connections. If your media coverage increases awareness and well-known brands can demonstrably command higher prices, it is entirely possible to derive a financial value—even if the path to this is not linear.
A pragmatic approach is recommended for Swiss SMEs: define clear causal relationships between communication measures and business objectives. If your employer branding increases the number of applicants and thus reduces recruiting costs, that is a measurable success. If positive media reports lead to more inquiries, this can be tracked.
The communications landscape is changing rapidly. Recent studies show that 2025 will be particularly marked by AI-supported communication and sustainability issues. These developments also have a massive impact on communications controlling.
Artificial intelligence makes communication more measurable than ever before. Real-time sentiment analysis, automated reporting, and predictive analytics—what used to take weeks can now be done in minutes with modern tools. This opens up new opportunities for Swiss SMEs to engage in professional communication controlling, even with limited resources.
At the same time, requirements are increasing. Stakeholders expect transparency not only in terms of financial figures, but increasingly also in terms of sustainability indicators. The EU's Corporate Sustainability Reporting Directive (CSRD) will also affect Swiss companies with international ties. Communication controlling must integrate these new dimensions.
Another trend concerns internal communication. According to recent surveys, companies with high employee engagement report 21 percent higher profitability. This makes internal communication KPIs an important component of overall controlling.
Swiss companies have a decisive advantage: in a manageable market, quality counts for more than quantity. While international corporations have to focus on reach, SMEs in Switzerland can communicate in a targeted manner.
This is also reflected in communication controlling. Instead of chasing millions of impressions, successful Swiss companies focus on the right contacts. An article in the NZZ or Bilanz can be worth more than thousands of social media posts. A personal conversation at the WEF or Baselworld replaces hundreds of emails.
This focus on quality requires tailored KPIs. Simply analyzing media response is not enough. Successful Swiss communicators also measure qualitative factors: Was the core message conveyed correctly? Did we reach the relevant decision-makers? Does the reporting strengthen our positioning?
Practical tip from our consulting services: Develop a "Swiss quality index" for your communications. Give greater weight to factors such as media quality, target group reach, and message fidelity than to pure quantity.
Numbers alone do not make for successful controlling. What matters is what you do with them. This is where the wheat is separated from the chaff: while some companies produce monthly reports that no one reads, others actively use their findings for management purposes.
The first step: Establish a regular controlling process. Monthly reviews have proven effective in practice. Not only should those responsible for communication be at the table, but also representatives from sales, HR, and management. This is the only way to get a holistic picture.
It is also important to present the information correctly. Use dashboards that show the most important developments at a glance. Traffic light systems help to quickly identify critical deviations. And never forget the context: a decline in media presence during the summer holidays is normal—in the high season, it would be alarming.
Our experience with Swiss companies has taught us that the best insights come from dialogue. If sales figures in western Switzerland are rising, but media presence there is declining at the same time, it is worth taking a closer look. Perhaps earlier campaigns are still having an effect? Or are other factors at play?
With over 15 years of experience in the Swiss market, we are familiar with the typical stumbling blocks in communication controlling:
Mistake 1: Wanting to measure everything. More data does not automatically mean better decisions. Focus on 5-10 truly meaningful KPIs. In the compact Swiss business world, focus is the key to success.
Mistake 2: Isolation instead of integration. Communication controlling should not be an end in itself. It must be embedded in the overall management of the company. Your communication KPIs should be directly linked to the company's goals.
Mistake 3: Short-term thinking. Communication takes time to be effective. Anyone who scraps their strategy after three months because the figures aren't right yet is wasting potential. Building a reputation in particular is a marathon, not a sprint.
Mistake 4: Lack of resources. Professional communication controlling requires time and tools. Allocate at least 10-15% of your communication resources to analysis and controlling. This may seem like a lot, but it will quickly pay off through better management.
Would you like to establish or improve communication controlling in your company? Here is our proven 5-step plan:
What are the most important KPIs for Swiss SMEs? The most important KPIs depend on your specific goals. In general, we recommend: share of voice (proportion of total coverage), engagement rate (interactions with your content), reputation index, lead generation through communication measures, and employee engagement score. These five metrics provide a good overview of your communication success.
How much should an SME invest in communication controlling? As a rule of thumb, 10-15% of your communication budget should go toward analysis and controlling. With an annual budget of CHF 200,000, that would be CHF 20,000-30,000. This includes tools, working time, and external support if necessary. This investment usually pays for itself within a year through more efficient communication.
Is it really impossible to measure the ROI of PR? The classic ROI (return on investment) is indeed problematic for PR, as the effect is often indirect and long-term. However, financial effects can certainly be demonstrated: lower recruiting costs through better employer branding, higher price enforcement through a strong brand, or lower capital costs through a good reputation. The key lies in correctly linking communication and business metrics.
What tools do you recommend for Swiss companies? Tools such as Argus Data Insights or SMG Swiss Media Group are suitable for Swiss SMEs for media monitoring. For social media analytics, we recommend Sprout Social or Hootsuite. Google Analytics remains indispensable for website analysis. Important: Choose tools that also cover Swiss media and all national languages.
How often should communication KPIs be reviewed? The review frequency depends on the KPI. Social media metrics should be monitored weekly, while media response should be evaluated monthly. Strategic KPIs such as reputation or brand awareness should be measured quarterly or semi-annually. Create a controlling calendar that specifies when each key figure is to be collected and discussed.
What should you do if management doesn't understand communication controlling? Start with quick wins. Use a concrete example to show how communication contributes to business success. Use the language of management: talk about risk minimization, increased efficiency, and competitive advantages. Comparisons with competitors often help: show what the competition is doing better in terms of communication.
Would you like to professionalize your communications controlling and finally prove the value of your communications work? Brand Affairs supports you in developing a customized controlling system that suits your company. With over 18 years of experience in the Swiss market and our network of communications experts, we help you define the right KPIs and make your communications measurably successful.
Contact us for a no-obligation consultation. Together, we will develop a controlling strategy that not only provides figures, but also gives you real control over your communication success.
