To measure PR performance, a system was applied that converted all news articles into PR Value using media-rate data and logic developed in-house by Otto Monitor.

Although PR Value is not an absolute cost figure, it became a clear standard for proportional comparison with the previous month or the same period of the previous year.

This allowed Company A to measure PR impact as quantitative ROI relative to invested cost, and it also improved analytical precision further by weighting factors such as positive or negative tone and mention importance.

Once data-based performance measurement became possible, the team could identify which media outlets and messages were more efficient and build a positive cycle for planning more effective PR activity going forward.

Group B standardized measurement by applying Otto Monitor's PR Value conversion logic to all affiliates so performance could be evaluated on an ROI basis.

This made it possible to compare and analyze the PR performance of all affiliates objectively using the same standard at the group level.

Beyond a simple ranking comparison, the group analyzed performance data in depth by media and by project to determine which activities at which affiliates had created genuinely valuable outcomes.

As a result, Group B was able to derive best practices from top-performing affiliates, spread them to others, and establish rational data-based performance evaluation and resource-allocation strategies.