Some PR pros would rather take on three crises in one day than to divulge their contacts to their teammates. Don't accept the smoke and mirrors. This logic flies in the face of what true and lasting media relationships are made of - the offering of homerun media angles and access to knowledgeable sources with virtually every contact one makes.
Some of the best media relationships can be built with journalists you might have never met face-to-face, because you offer them good information that is tailored to them. You also ensure that it's done with efficiency, respect and cognizance of their short time and resources.
So, today, we debunk media relationship-making myths.(A quick qualifier: most myths evolve from a small grain of fact.)
MYTH #1: A PR pro must spend a large amount of time having lunches, coffees and drinks with journalists to develop a relationship. In fact, relationship building with the media is much less about "schoomzing" and much more about being a reliable, efficient and knowledgeable resource. Many journalists will tell you that the nature of their jobs, their shifts and their deadlines are not conducive to this form of relationship building. To quote an unnamed TV reporter I've known for years, "I just don't have time for all that. Send me a story!" Conversely, some journalists do have time, but it's incumbent upon us to make the visit worth their time. Blatant pitching will get you nowhere fast, but conversations that generate ideas about trends and issues do - and remember that every idea shouldn't revolve around your client.
MYTH #2: A PR pro must check in with a reporter frequently to maintain a relationship. This is debatable at best and also depends on the definition of "frequently." If you adhere to this practice, you need to have a "newsy" nugget to drop each time you call. Your mother probably gave good advice that's applicable here: "Earn your keep" and "Be careful not to wear out your welcome."
MYTH #3: A PR pro will likely not have media relationships that are as solid as PR pros who are ex-journalists. This is a misunderstanding. Yes, former media types like myself have a ton of contacts by the nature of the circles that we run in, the newsrooms we worked in and the organizations that we are members of. So the access is there; however, if every time an ex-journalist calls a former colleague, s/he calls in a "favor" (even an implied one) and not a viable story idea, s/he will likely begin to scare off old newsroom colleagues. It's true that for an ex-journalist, there is much more at stake because unscrupulous and empty media contact can undermine a reputation that took years to build.
MYTH #4: "My contact is my contact, and you can't have it." I'll be frank: let's all be adults. Yes, you may have forged a great relationship with a contact at a highly-sought-after publication, but do you really believe that you will lose the contact if you introduce him/her to another good resource on your team or even externally? In fact, every connection you make for a journalist counts, and that increases your value with them -- that is, if the foundation of your relationship is built on news-value and not schmoozing. If you must keep your name top of mind, why not make the introduction to your comrade yourself, or ask them to drop your name when doing the outreach.
Now that we've cast away some of PR's very own "old-wives'" tales, when do you know that you've formed a solid relationship with a media-type? Your phone will begin to ring and your inbox begins to see more e-mail from reporters with requests. They probably won't send you a hand-written thank you note for a great lead, but a positive query from a journalist you've pitched is likely a sign of the beginning of a beautiful relationship. Treat yourself to a nice lunch
Who's Who Understanding primary audiences: The strategies and tactics of public relations do not exist in a vacuum. Every PR program is designed to impact the actions, thoughts and/or emotions of a particular community of people. Definitions of what constitutes an audience differ, with one common thread: these groups can impact your company and its products. Pinpointing the audience that will read, listen to and watch your communications starts with a vast universe of choices. Selection of key message recipients will depend on the communication being delivered.
Consider all options to assist in the dispersion of your messages for greater impact. Since this topic is broad, we will explore it in two parts. This first article will focus on primary target audiences. The subsequent article will highlight how target audiences are important for selling and supporting a product, service or the company.The development and approval of company-related communications is a team effort. Explaining the focus and options available to everyone facilitates the process and assists in developing messages customized for each audience type. Below we will define the different primary audiences to help bring everyone onto the same page.Media The first audience that a public relations professional thinks of is the media; editors, producers and reporters that receive a company press release detailing the facts about a new product, event, service or company activity.
The significance of the media is often misunderstood by company and product management who generally think of the customers or investors as the primary audience. Messages communicated to the media deal strictly with answering: Who? What? Where? When? Why? And Under What Circumstances?
Journalists work in separate, specific arenas. Each arena has its own focus, and reports on the happenings within their scope. The different types of media that can be found in print, on-line, radio or television include:
Business: Business media report on local, regional and national businesses and business activities. The focus is on a variety of business-oriented subjects such as: how a business is structured, customer service policies, partnerships within the marketplace, interesting CEO or company profiles, involvement within the community, non-profit donations, new and different ways to run a business, unique marketing campaigns, the local impact of the company on business growth and jobs.
TradeTrade: media cover companies, products and services within a specific marketplace. These reporters and editors are highly knowledgeable of the players in the marketplace, company and product performance, product availability and cycles, manufacturing processes and capacity issues, services offered, partnerships, distributors, supplier capabilities, new trends, competitive edge, business strategy, and roadmaps into the future.
Financial: These media types report on quarterly/annual earnings, a public company's stock market activity, the economy trends and effects on business, activities within the investment community, the nation's economic status, Fortune 500 businesses that impact market growth and shrinkage. The orientation is to report on and editorialize about the financial pulse of major markets and economic conditions nationwide and worldwide.
General Interest: General interest media address an assortment of topics related to the daily lives of their readers, community, culture or a particular industry. The focus is to provide insights to or new understandings of people with stories on statistics, values, habits, opinions, cultural traditions, education, political stance, religious beliefs, real life experiences, special hobbies, unique contributions, out of the ordinary events, and fascinating aspects about people and how they live.
Professions: Some journalists report on and write about specific professions. The focus is on any topic related to those within the profession that helps them become more proficient at what they do. Focus can be on key issues, skill updates, training availability, interesting or highly recognized personalities, awards and special ceremonies, events or conferences, new trends in the field, and topics of concern or interest within the profession.
Customers: The simple definition of a customer is any entity that purchases a product or service. Customers can be an individual, company, organization, or government. Customer characteristics vary between marketplaces. It is essential to know what the customer cares about when making a purchase. Also, familiarizing yourself with the decision-making process within an organization, and the decision maker that authorizes purchases is vitally important. Messages directed to customers must specifically address their concerns and benefits provided to them by the product, service or company. Each market will have a message delivery frequency rate to its customer base that maintains attentiveness and interest. The frequency rate could be seasonal, business cycle related, or driven by the activity in the marketplace. Take into account the frequency rate required by the customer base when developing messages. Messages might need to build upon one another or be adjusted as customers learn more and relate differently to the company's offerings. Consider providing vehicles for feedback from customers. This can be accomplished in a number of ways and demonstrates a "we need to know what you think" attitude to customers and potential purchasers.
Investors: It is mandatory by law that publicly held companies report earnings on a quarterly and annual basis to shareholders and the financial community. The responsibility for delineating the revenues, sales, net profit, costs, and earnings figures lies with the finance department/ officer. The public or investor relations department manages reporting the results to the media and financial communities. Issuing public statements about earnings depends on if the company has a calendar or fiscal year reporting structure. Finance and public relations groups work together to develop accurate messaging.
Shareholders and the financial community are a specific audience. Communications regarding the company's financial status are expected to be clear, concise, and delivered on time. Positive and negative factors need to be detailed and justified. Of immediate concern to this audience are the company's financial growth and activities, but don't forget that this audience can be a mouthpiece for company plans, newly announced products or services, and overall expertise of the organization, too. Company goals, market positioning, slogans, campaigns, and product development and announcements need be included in communications to shareholders. The financial analysts and media want to know the potential impact of marketing and sales activities on the bottom line -- specifically, did these activities increase profit and revenue.The vehicles for communicating financial results include:
- Quarterly telephone calls with key financial analysts
- Press releases containing earnings detail issued on a particular date and timeI
- nternet archiving of financial calls and presentationsInterviews with financial editors to educate them about the company and plans
- Quarterly letters/emails to shareholdersAnnual shareholder meetings
- Annual report
Private Companies: Companies that are private might think they're off the hook with regard to communicating with investors. This is far from the truth. Investors in private companies are just like shareholders in public companies; they want to know the health of their financial contributions to the company. They differ from shareholders, as investors are literally the financial lifeblood of a new company. Smart communication with investors goes beyond quarterly CEO and senior management meetings.
Ensure that private investors have an inside handle on the activities of the company; after all, their money is keeping the company going. Make sure to develop material with an eye and ear toward the investors' interests in the company. This can include letting investors know about important upcoming publicity the company will receive and/or integrated marketing programs the company is doing. Frequent communication specially designed for investors will go a long way in keeping them informed.
Some companies have created password-protected sections of their websites, exclusively for investors. These protected sites include notes from different key senior executives at the company about exciting endeavors and give investors a chat page. Other firms send out special emails or voicemails from the CEO or other senior executives about new contracts, upcoming tradeshow appearances and other momentum building highlights.
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