As a business, non-profit or association manager, your public relations expenditure may give you names in the newspaper or product plugs on radio. But what about key stakeholder behavior change – the kind that leads directly to achieving your managerial objectives?

Since that’s public relations’ strongest suit, shouldn’t you be getting that first, THEN incremental publicity exposure? Especially when persuading those important outside folks to your way of thinking can move many of them to take actions that help you achieve your department, division or subsidiary objectives?

Bounce this notion off the public relations team assigned to your unit: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

If they buy into it, you’ll have a simple blueprint that gets everyone working towards the same external audience behaviors insuring that your public relations effort stays on track.

Consider the possible payoffs: customers starting to make repeat purchases; community leaders beginning to seek you out; welcome bounces in show room visits; membership applications on the rise; prospects starting to do business with you; fresh proposals for strategic alliances and joint ventures; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities

But, like everything else, there’s no free lunch in PR either, and the work looks like this. You need to find out who among your important outside audiences is behaving in ways that help or hinder the achievement of your objectives. And then, list them according to how severely their behaviors affect your organization.

Of course it’s unlikely that you have the facts and figures you need to pull this off because you aren’t real certain just how most members of that key outside audience perceive your organization.

There’s also a good chance you don’t have the budget to accommodate expensive professional survey work. So you and your PR colleagues (they should be quite familiar with perception and behavior matters) must monitor those perceptions yourself.

Meet with members of that outside audience and ask questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” Stay alert to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Any of which will need to be corrected, because experience shows they usually lead to negative behaviors.

So, because the obvious objective here is to correct those same untruths, inaccuracies, misconceptions and false assumptions, you now select the specific perception to be altered, and that becomes your public relations goal.

But a PR goal without a strategy to show you how to get there, is like champagne without the peaches. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (albeit small) is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Your writers step forward here to create a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

Stay flexible as to message delivery because combining your corrective message with another presentation or newsworthy announcement of a new product, service or employee may lend more credibility by not overemphasizing the need for such a correction.

The new message must be very clear about what perception needs clarification or correction, and why. Your facts must be truthful and your position must be logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction. It’s clear that your message must be compelling.

I call the communications tactics you will use to move your message to the attention of that key external audience “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

You’re in luck here because the list of tactics is a long one. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might select radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are dozens in waiting and the only selection requirement is that those tactics you choose have a record of reaching people just like the members of your key target audience.

Your associates will soon want to know if any progress is being made. Of course you’ll already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you’ll now be on the lookout for indications that audience perceptions are beginning to move the way you want them to move.

Things can always be moved along at a faster clip by adding more communications tactics, AND by increasing their frequencies.

The only way to be certain you are buying full-bodied public relations results and not the “Lite” version, is to undertake an aggressive public relations plan that targets the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: definition of public relations, public relations defintion, PR, public relations

Your public relations effort really should involve more than press releases, brochures and special events if you are to get your PR money’s worth.

In particular, you should be pursuing those three pots of gold at the end of the PR rainbow.

First, when you use the fundamental premise of public relations to produce external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

Second, when you do something positive about the behaviors of those outside audiences that most affect your business, non-profit or association.

And finally, when you persuade those important outside folks to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed.

The fundamental premise of public relations mentioned above is the action blueprint you need to reach those objectives. People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Look at the kinds of results this process can achieve — fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; membership applications on the rise; prospects starting to do business with you; customers starting to make repeat purchases; welcome bounces in show room visits; capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

If you wish to pursue such results, spend some time listing those outside audiences of yours who behave in ways that help or hurt you in achieving your objectives. Then prioritize them by how severely they impact your operation. Best place to start is with the target audience in first place on your list.

The chances of you having current information as to how most members of that key outside audience perceive your organization, are not that good. If you had been regularly sampling those perceptions, however, these data would be available to you.

You and your colleagues will have to monitor those perceptions yourselves if the dollars aren’t there to pay for professional survey people. Interact with members of that outside audience by asking questions like “Have you ever had contact with anyone from our organization? Was it a satisfactory experience? Are you familiar with our services or products?” Be alert for negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially hurtful rumors. When you find such damaging perceptions, they will need to be corrected, because experience shows they usually lead to negative behaviors.

You must do something about such negativity before it morphs into injurious behavior, so you now select the specific perception to be altered, and that becomes your public relations goal.

Sorry to say, a PR goal without a strategy to show you how to get there, is like Huevos Rancheros without the hot sauce. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right, suggesting a “reinforce” strategy.

Here is where your writers earn their money. Someone on your PR team must put those writing skills to work and prepare a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

A word of caution: combine your corrective message with another newsworthy announcement of a new product, service or employee, which may lend credibility by not overemphasizing the correction.

Your corrective message also must be multifaceted, including several values. Clarity for example. It must be clear about what perception needs clarification or correction, and why. Your facts must be truthful and your position must be persuasive, logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception your way.

Here is a less rigorous part of your campaign, selecting the the actual tactics you will use to carry your persuasive new thoughts to the attention of that external audience.

There is no shortage of communications tactics available to you including letters-to-the-editor, brochures, press releases and speeches. Or, you might settle on tactics such as radio and newspaper interviews, personal contacts, newsletters, or group briefings, always making sure those you select have a record of reaching the same audiences as those that make up your target stakeholders.

Inevitably, you will be asked about progress and will have to once again monitor perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, the difference here is that you will now watch carefully for indications that audience perceptions are beginning to move in your direction.

Luckily, one option remains ours to exercise — we can always expedite matters and put the pedal to the metal by employing additional communications tactics, AND by increasing their frequencies.

When you target behavior change that lets you achieve your operating objectives, you are doing what is necessary to move those important outside audiences towards actions that will lead to the success of your department, division or subsidiary.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: public relations strategies, managerial strategies, public relations

Sure, as a manager, you have a talented member of the PR team assigned to your department, division or subsidiary, or housed at your agency, and s/he is darn good at placing product and service plugs on radio and in the newspaper. Which may be all you want. And that’s fine.

Unfortunately, when your PR folks concentrate primarily on tactical fixes like publicity placements, at least be aware of what you are NOT getting.

You don’t get a comprehensive effort that persuades those important outside folks to your way of thinking, then moves them to take actions that help your department, division or subsidiary succeed.

You don’t get the use of the high-impact, fundamental premise of public relations to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And you don’t get the creative potential of your assigned PR team needed to positively impact the behaviors of the very outside audiences that MOST affect your business, non-profit or association.

That’s a fair amount NOT to be getting!

It certainly doesn’t sound like the best use of your public relations resources, but it’s fixable. In which case, you might begin to see results such as prospects starting to do business with you; fresh proposals for strategic alliances and joint ventures; membership applications on the rise; customers starting to make repeat purchases; capital givers or specifying sources starting to look your way, community leaders beginning to seek you out; welcome bounces in show room visits; politicians and legislators starting to view you as a key member of the business, non-profit or association communities, and even higher employee retention rates.

From Day 1, you have to get the public relations people assigned to your unit on board. Make certain they all accept the realities that it’s vitally important to know how your outside audiences perceive your operations, products or services. And that perceptions almost always lead to behaviors that can hurt your unit.

Get your team involved in plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

After all, your PR people are in the perception and behavior business to begin with, so they can be of real use for this opinion monitoring project. Professional survey firms are always available, but that can be very expensive. But whether it’s your people or a survey firm who asks the questions, your objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Then you must decide which of the above troubles rate designation as your corrective public relations goal – for example, clarify the misconception, spike that rumor, correct the false assumption or fix a certain inaccuracy.

In the same way soy sauce goes with stir fry, the right PR strategy tells you how to reach your goal. But just three strategies are available in matters of perception and opinion — change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy is a natural fit with your new public relations goal.

When you finally have the chance to address your key stakeholder audience to help persuade them to your way of thinking, what will you say?

Here’s where a talented writer earns his or her keep because s/he must put together some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Now the job gets easier – select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

As the method of communication can affect the credibility of the message, you may wish to deliver it in small meetings or presentations rather than through high-visibility media announcements.

Questions will soon surface as to progress. And that will require a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

In this business, we’re fortunate that efforts such as this can be accelerated by adding more communications tactics as well as increasing their frequencies, if deemed necessary.

We’re also fortunate that the people we deal with behave like everyone else – they act upon their perceptions of the facts they hear about us and our operations. Which leaves us little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move our key external audiences to action.

So, in the proverbial nutshell, here you have a workable public relations blueprint that can help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: public relations 101, public relations basics, public relations

I mean public relations that presumes from the get-go that the right message, strategy and communications tactics can change perceptions among each of your business, non- profit or association audiences. And do so in a way that produces the behaviors you need to achieve your objectives.

It all comes together when you persuade those important outside audiences to your way of thinking by doing something about their perceptions, thus moving many of them to take actions that help your department, division or subsidiary succeed.

I believe the Rosetta Stone that allows such “magic” to happen is the fundamental premise of public relations, and it looks like this: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

And the payoffs can be manifold. Welcome increases in sales floor activity; customers starting to make repeat purchases; capital givers and specifying sources showing up on your doorstep; new suggestions for joint ventures and strategic alliances; prospects sniffing around; local thoughtleaders beginning to seek you out, and new recognition of you and your operation as a key member of the business, non-profit or association communities.

Meet with the public relations professionals employed by, or assigned to your unit and get two matters clearly understood. Make certain they accept the fact that inaccurate perceptions almost always lead to behaviors that can hinder your operation. And that they may be called upon to assist the key target audience perception monitoring effort.

Because your public relations staff is already in the perception and behavior business, they really should play a direct role in the initial opinion monitoring project. You can always hire a professional survey firm, but that’s the expensive way to do it. The objective of whoever asks the questions of members of your target audience is to identify inaccuracies, false assumptions, untruths, unfounded rumors, misconceptions and other negativities.

The questioners will query members of that important outside audience asking them “Do you know anything about our organization? Are you aware at all of our products or services? Have you ever had contact with us? Or have you ever had a problem with our people or procedures?”

The next task will be to select the newly discovered negative that could most impact your organization. And that becomes your public relations goal.

For example, is that misconception a clear and present danger? Or does that inaccuracy represent an even more dangerous potential? Or does that unfounded rumor you turned up look like it could turn into the hottest fire of all?

No one ever reached a public relations goal without a strategy showing how to reach that goal. Fortunately, where perception and opinion are concerned, you have just three strategic choices. Change existing perception, create perception where there isn’t any, or reinforce that existing perception.

And please be certain that the strategy you choose fits well with the new PR goal.

Perhaps the most difficult challenge is preparing the corrective message to be communicated to your key stakeholder audience in a manner that will help persuade them to your way of thinking.

The message needs professional writing, corrective language, if you will. And this language must be not merely compelling and persuasive, but clear, factual and believable if it is to move perception/opinion towards your point of view and lead to the change in behaviors you have in mind.

Relatively speaking, the next step is a pleasure. Here, you identify the means for communicating your message to your target audience, making certain the tactics you select are on record as to reaching the same people as those that make up your particular audience. There are scores of communications tactics available ranging from speeches, emails and brochures to media interviews, newsletters and special events. One caution, how you communicate can affect the message’s credibility. So it may be more effective to deliver it in small meetings or events rather than through high-profile media announcements.

Understandably, those around you will press for indications that progress is being made. Which calls for a second perception monitoring go-around with members of your external audience. You’ll again use many of the same questions used in your initial benchmark perception monitoring session. Difference now is that you will be on the alert and watching closely for signs that the offending perception is being altered in your direction.

Keep in mind that the effort can always be accelerated by the addition of more communications tactics and/or, of course, by increasing their frequencies.

So, Mr/Ms manager, why not PR like this? When you persuade those important outside audiences to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed, you have a public relations success on your hands.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: tips and resources, public relations resources, public relations

When outside audiences important to your operation do not understand what you are all about or, worse, harbor misconceptions, inaccuracies, untruths and false assumptions about you, you are likely to suffer negative, key audience behaviors that can prevent you from achieving your operating objectives.

As a business, non-profit or association manager, you simply cannot avoid such consequences when you allow external target audiences to hold negative perceptions about you which lead inevitably to those hurtful behaviors.

If this describes your operation, why not do something about it now?

Spend some time with the public relations people assigned to your department, division or subsidiary. Review together the fundamental premise of public relations which contains the answer to the challenges outlined above.

It goes this way: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Consider the kinds of results such a blueprint can produce. Prospects prowling about; new joint venture and strategic alliance proposals; local thoughtleaders beginning to seek

you out; customers making repeat purchases; fresh contacts by capital givers and specifying sources; unexpected sales floor activity; and welcome recognition of you and your operation as key members of the business, non-profit or association communities.

Make certain your PR team accepts the fact that inaccurate perceptions almost always lead to behaviors that can hinder your operation. And that they may be called upon to assist the key target audience perception monitoring effort.

Now, because they are already in the perception and behavior business, they really should be directly involved in the initial opinion monitoring project. You can always hire a professional survey firm, but that can cost a lot of money. At any rate, those who ask the questions of members of your target audience want to identify inaccuracies, false assumptions, untruths, unfounded rumors, misconceptions and similar problems.

Interviewers will query members of that important outside audience asking them “Do you know anything about our organization? Are you aware at all of our products or services? Have you ever had contact with us? Or have you ever had a problem with our people or procedures?”

Here, you decide which newly discovered negative becomes your equally new, top priority, public relations goal.

Possibilities include: is that misconception a clear and present danger? Does that inaccuracy represent a very dangerous potential? Or does that unfounded rumor you turned up look like it could turn into the hottest fire of all?

With your public relations goal in hand, you’ll need a strategy showing how to reach that goal. Fortunately, where perception and opinion are concerned, you have just three strategic choices. Change existing perception, create perception where there isn’t any, or reinforce that existing perception.

Whatever you do, be sure that the strategy you choose is a neat fit with your new PR goal.

As you might suspect, the most difficult challenge is preparing the corrective message to be communicated to your key stakeholder audience in a manner that will help persuade them to your way of thinking.

Professional writing is the key requirement — corrective language, if you will. And this language must be not merely compelling and persuasive, but clear, factual and believable if it is to move perception/opinion towards your point of view and lead to the change in behaviors you have in mind.

At this point, things get easier because, now, you identify the means for communicating your message to your target audience, making certain the tactics you select are on record as to reaching the same people as those that make up your particular audience. There are scores of communications tactics available ranging from consumer meetings; facility tours, speeches, emails and brochures to media interviews, newsletters, personal contacts and special events. One caution, HOW you communicate can affect the message’s credibility. Consider that it may be more effective to deliver it at small meetings or events rather than through high-profile media announcements.

It won’t be long before your colleagues and clients will look for signs that progress is being made. Which means a second perception monitoring go-around with members of that external audience. You’ll again use many of the same questions used in your initial benchmark perception monitoring session. Difference now is that you will be on the alert and watching closely for signs that the offending perception is being altered in your direction.

Happily for all concerned, the campaign can always be accelerated by the addition of more communications tactics and/or, of course, by increasing their frequencies.

Thus the question, Mr/Ms manager, why NOT PR like this? After all, persuading you external target audiences to your way of thinking, then moving them to take actions that help your department, division or subsidiary succeed, means, in all likelihood, that you have a public relations success to celebrate.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: importance of public relations, public relations roles, public relations, PR

Most business, non-profit and association managers live to tell about it only IF they achieve their operating objectives. Very little wriggle room there.

But among such managers are those who fail to do anything about the behaviors of those outside audiences that most affect their business, non-profit or association.

On top of that omission, they risk their careers by choosing to pursue their operating objectives without using the fundamental premise of public relations. Thus, they fail to produce external stakeholder behavior change leading directly to achieving those very same managerial objectives.

Then, despite the wonder of it all, they end up failing to persuade those important outside folks to their way of thinking and, finally, fail to move them to take actions that help their department, division or subsidiary succeed.

Wow! Why would any clear thinking manager operate that way? I don’t know why. What I DO know is that they can start turning things around in a New York minute!

Best advice? Start with that fundamental premise of public relations mentioned above, because it’s the action blueprint you need to reach your objectives. People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

There’s no end to the number and variety of results this process can achieve — politicians and legislators starting to view you as a key member of the business, non-profit or association communities; prospects starting to do business with you; community leaders beginning to seek you out; fresh proposals for strategic alliances and joint ventures; growing numbers of membership applications; customers starting to make repeat purchases; a welcome jump in sales floor visits; and even capital givers or specifying sources beginning to look your way.

Enlist the PR folks assigned to your unit and spend some time with them nailing down those outside audiences whose behaviors help or hurt you in achieving your objectives. Then list them according to how severely they impact your operation. For starters, select the audience in first place on your list.

I would guess that you have very little current input as to how most members of that key outside audience perceive your organization. Of course, these data would be available to you if you had been regularly sampling those perceptions.

If the budget isn’t there to defray the cost of professional survey work, your PR team will have to monitor those perceptions by interacting with members of that outside audience. Ask questions like “Have you ever had contact with anyone from our organization?” And, “Was it a satisfactory experience?” And, “Are you familiar with our services or products?”

Your team must watch closely for negative statements, especially evasive or hesitant replies. Stay alert for false assumptions, untruths, misconceptions, inaccuracies and potentially hurtful rumors. When you find such damaging perceptions, they will need to be corrected, because experience shows they usually lead to negative behaviors.

The trick is to do something about such negativity before it morphs into injurious behavior. Which means you now pick the specific perception to be altered. Not surprisingly, that becomes your public relations goal.

Now, the reality is that a PR goal without a strategy to show you how to get there is like a meatball without a cheesy center. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right, suggesting a “reinforce” strategy.

Good writing required here. Somebody has to prepare a really compelling message carefully designed to alter your key target audience’s perception, as required by your public relations goal.

Be careful here. Combine your corrective message with another newsworthy announcement of a new product, service or employee, which may lend credibility by not giving too much emphasis to the correction.

As you might suspect, the message also must have several values. For example, clarity. Also, your facts must be truthful and your position on the inaccuracy must be persuasive, logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception your way.

Now things get more relaxing. Namely, choosing the actual tactics you will use to carry your persuasive new thoughts to the attention of that external audience.

And there is no shortage of such tactics. For instance, radio and newspaper interviews, personal contacts, newsletters, letters-to-the-editor, brochures, press releases and speeches. Or, you might settle on group briefings, special events or facility tours, always making sure those tactics you select have a record of reaching the same audiences as those that make up your target stakeholders.

Sorry, but you will be queried about progress and will have to once again monitor perceptions among your target audience members. And with a line of questioning similar to that used during your earlier monitoring session. The difference now is that you must stay on the lookout for indications that audience perceptions are beginning to move in your direction.

But this is our lucky day. We can always expedite matters and speed up the process by employing additional communications tactics, AND by increasing their frequencies.

My experience has been that business, non-profit and association managers survive very nicely, thank you, when they sharpen their focus on the very groups of outside people who play a major role in just how successful a manager they will be – their key external stakeholders.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

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Tags: public relations manager, public relations, PR

And in three ways vital to you as a business, non-profit or association manager.

To succeed, your public relations effort needs to do something really positive about the behaviors of those outside audiences that most affect your operation.

It needs to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And it needs to do so by persuading those important outside folks to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed.

All three, hopefully long before anybody worries about theater tickets or radio plugs!

But how do you get to the point where all three of those dynamics actually contribute to your success as a manager?

I believe the fundamental premise of public relations is a good place to start, herewith: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Get organized around that premise and you could get behavior changes like more membership applications; customers making repeat purchases; new proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; prospects starting to sniff around; capital givers or specifying sources beginning to think about you, and even politicians and lawmakers who view you as a key member of the business, non-profit or association communities.

May sound painfully obvious, but you need the entire PR team assigned to your unit on board for this ride. They need to accept that fundamental premise of public relations.

A not so obvious first step? Make certain the whole team agrees – really agrees — why it’s so important to know how your outside audiences perceive your operations, products or services. Be deep-down-sure they accept the reality that perceptions almost always lead to destructive behaviors that can damage your unit.

Carefully go over just how you plan to monitor and gather perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Your PR people can be of real use for this opinion monitoring project since they already labor in the perception and behavior vineyard. Yes, you can always bring in a professional survey firm, but that can be hard on the wallet. Whether it’s your people or a survey firm who asks the questions, the objective stands: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other potentially hurtful perception and prepare to deal with it.

Then you must carefully select which of the above becomes your top priority, yet corrective public relations goal – is it the need to clarify that misconception, or spike that rumor or correct the false assumption or inaccuracy? ! Success is just around the corner when you pick the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. And be certain your new strategy is a good fit with your new public relations goal.

So, just what will you say when you have the opportunity to address your key stakeholder audience? In other words, what will you say to help persuade them to your way of thinking?

Your best writer must be tasked with preparing such a message because you’ll obviously need some very special, corrective language. Not only compelling, persuasive and believable, but clear and factual if the language is to shift perception/opinion towards your point of view and lead to the planned behaviors.

At this point, you select communications tactics to carry your message to the attention of your target audience. But carefully insuring that the tactics you select have a record of reaching folks like your audience members. Fortunately, there are dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

As the credibility of your message is always at stake, you may wish to deliver it in small meetings or presentations rather than through higher-visibility media announcements.

In due course, you’ll f eel pressure for indications of progress. Which translates into another perception monitoring session with members of your key target audience. Using some of the same questions used in the original benchmark session, you will now be especially alert for signs that the questionable perception is being altered in your direction.

Here, you’re in luck because matters can always be expedited by adding more communications tactics, AND increasing their frequencies.

Thus, what should come first in any manager’s public relations effort is prompt and effective action in dealing with key, target audience perceptions by doing what is necessary to reach and move those key external audiences to actions you desire.

In the proverbial nutshell, use an action plan that helps you influence your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

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Tags: functions of public relations, public relations, PR

Business, non-profit and association managers get a ton of satisfaction when they do something really positive about the behaviors of those outside audiences that most affect their operation. Especially when they deliver external stakeholder behavior change, the kind that leads directly to achieving their managerial objectives; and even more so when they persuade those important outside folks to their way of thinking, then move them to take actions that help their department, division or subsidiary succeed.

Or, if this doesn’t sound all that familiar, is the money you spend on public relations pretty much dedicated to buying personnel mentions in the newspaper and product plugs on radio talk shows?

Want to branch out a bit and get some core PR benefits?

Start with the fundamental premise of public relations and make sure your PR effort sticks closely to that blueprint. Here, take a quick read: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving- to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Then look at the results that could come your way. Welcome bounces in show room visits; community leaders beginning to seek you out; prospects newly interested in doing business with you; capital givers or specifying sources beginning to look your way; fresh proposals for strategic alliances and joint ventures; membership applications on the rise; customers starting to make repeat purchases; politicians and legislators beginning to view you as a key member of the business, non- profit or association communities; and even employee retention rates moving up.

For openers, here are two suggestions for wringing every last benefit out of your public relations budget. List those outside audiences of yours who behave in ways that help or hinder you in achieving your objectives, then prioritize them by impact severity. Let’s work on the number one target audience on that list.

Human nature being what it is, you probably haven’t spent much time or effort finding out what most members of that key outside audience think about your organization. You would, however, have these data if you had been regularly sampling target audience perceptions, insuring that these important numbers are handy when you really need them.

But assuming you don’t have the budget to accommodate a professional survey team, you and your colleagues will have to monitor those perceptions yourselves. And that means meeting with members of that outside audience and interacting with them by asking questions like “Have you ever met anyone from our organization? Was it a satisfactory experience? How much do you know about our services or products?”

Keep your eyes peeled for negative statements, especially evasive or hesitant replies. And stay alert for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. You’ll need to correct any that you discover because experience shows they usually lead to negative behaviors.

To correct such aberrations before they morph into hurtful behaviors, you now select the most serious negative perception. Fixing it becomes your public relations goal.

Of course, a PR goal without a strategy to show you how to get there, is like roast pork without the garlic. That’s why there are three such strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. Be careful that your new goal and the new strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right calling for a strategy of reinforcement.

Use your best writer to craft a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

On the announcement itself, making the corrective message a part of another announcement or separate presentation – could lend more credibility, deemphasizing the fact that a correction is being made.

Nevertheless, the corrective message itself must be very clear about what perception needs clarification or correction, and why. Your facts must be double-checked for accuracy and your position must be persuasive and believable if it is to hold the interest of members of that target audience, and really shift perception in your direction.

Selecting the tools you will count on to carry your persuasive new thoughts to the attention of that external audience – I call such tools Beasts of Burden –will be the easiest task you face.

Communications tactics are everywhere dense, as mathematicians say. They include letters-to-the-editor, brochures, press releases, speeches, radio and newspaper interviews, personal contacts, newsletters, group briefings and many others. But you must exercise caution when you pick your tactics. Look for evidence that they reach the same kind of people as those you call your target stakeholders?

Your colleagues will want to know whether progress is being made. And you’ll want to be ready for such queries by again monitoring perceptions among your target audience members. But here’s the difference the second time around. Using questions similar to those used during your earlier monitoring session, you will now watch carefully for indications that audience perceptions are beginning to move in your direction. That’s the kind of progress you’re looking for.

Lucky for us in PR., we can always put the pedal to the metal by employing additional communications tactics, AND by increasing their frequencies.

Here are two survival tips: Keep your eyes on your most important external stakeholders, the very groups of outside people who have such a big say in your success as a manager.

Then employ an action plan that helps you persuade those important outsiders to view things the way you do, and that leads them to behaviors that result in the success of your department, division or subsidiary.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations.

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Tags: managers, public relations, value of public relations, about public relations

1) Do you NEED solid, consistant media exposure…week after week, or are you
satisfied with “occasional” exposure? Now, this question alone is important…
but not enough. The main component of this question is the IMPORTANCE of
PR.

2) Do you have the internal staff and expertise to commit the internal
resources to your PR efforts?

If you have the internal staff, and they understand Guerrilla PR principles, then
there may be no reason to hire an outside agency.

Paradoxically, the busier you get, the easier it is to parlay, or “set aside”
consistant, important PR activities. Don’t get caught in that trap!

3) Finally, Public Relations is a craft that requires PASSION. You may need PR,
and you may even have the people to conduct your PR campaigns, however,
that’s not enough.

In order to be truly effective, it’s important that your PR campaigns are
conducted with PASSIONATE CONSISTENCY.

Here’s a quick “checklist” you can use to “size up” any PR firm you are
considering to hire:

• Do you get along with the members of the firm? Hiring a PR agency is a
collaboration that you can benefit from, month after month, year after year.
Quality rapport is an essential ingredient.

• Are they realistic, in terms of managing your expectations, or do they
promise you “pie in the sky”? It’s one thing for a PR firm to promise you results.
It’s another thing for them to promise you “specific” results. Maybe you’d like
to get on Oprah Winfrey from the start…so would everyone else.

Be prepared to take advantage of several secondary media opportunities before
you get to the top tier.

Several base hits can score you more runs than going for grand slams every
time.

• Is the PR firm creative? Creative PR people will be more likely to come up with
more “angles” to test.

• Do they understand how to pitch your story? A progressive PR firm will be
effective AND efficient at telling your story…thus, yielding you more media
coverage.

• Do they listen to what you say? Let’s face it…your PR needs are constantly
evolving. Your PR firm should listen…and respond to your unique, evolving
needs.

• Are they using a “hard sell” to get you to sign? A good PR firm is a busy PR
firm. They don’t need to sell you. Their track record will allow you to decide
based on the evidence.

• Do they have local AND regional AND national media contacts? When you go
to a great PR firm, they have cultivated several strategic media relationships,
over many years of time. Are you confident that they have the necessary
Rolodex® to place your story in front of the appropriate media?

• Did they outline a campaign game plan for you? You can predict the
effectiveness of a PR firm by the soundness of their overall strategic approach.

• Have you seen samples of their work? Track record comes in the form of
QUALITY of exposure, in addition to the QUANTITY of exposure.

• Do you believe they undersand your needs and goals?

• Do you feel that they will carry out your PR campaign with consistant
PASSION?

Finally, • Do you should feel comfortable with the fee and the contract?
Getting good PR is a process. It requires well thought out plans, implemented
with passion, and a focus on results in the form of getting your story told to
the world.

So, whether you conduct your PR efforts from within your company, or whether
you hire an outside PR firm…

If media exposure is valuable to you, then you will commit to PR as an ongoing,
systematic part of your overall marketing mix.

Joe Nicassio designs marketing campaigns, and coaches entrepreneurs to improve their bottom-line profits. His website is http://RapidResultsMarketing.com.

To get your free CD “Joe Nicassio Reveals Marketing Philosophies And Secrets That Advertiser Don’t Want You To Know”.

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Tags: outsourcing public relations, public relations, financial public relations, PR

Do small-business owners always have to rely on large PR agencies to get attention from the press? An entrepreneur recently asked me this question during a networking event for women business owners. Of course my answer was, “No,” but not for the reasons one might expect.

Ultimately, I do believe the time comes when a company needs professional guidance from a PR agency — be it a large or small one — to secure media coverage. But I also believe that a really media savvy small-business owner, or a two-person marketing team can do a fantastic job in promoting an organization. Here’s how I know it can work.

A few years ago during the dot.com boom, I worked for a small online publishing company. We had a terrific technical team and staff, two great products, but no one knew the company existed. As a start-up, it was crucial for the company to gain awareness through media exposure because advertising was too expensive.

Since our marketing department only consisted of two people — the marketing director and myself, there was a bit of concern within the organization as to whether we had enough in-house resources available to successfully get the company much-needed ink. So the company’s executive team hatched an interesting plan. They offered our in-house marketing team the chance to bid on the company’s PR project as if we were an outside agency.

My experience had always been in public relations, rather than product marketing. My boss’ experience had always been the opposite. We seized the opportunity to combine our knowledge, skills and research.

Our tiny two-person team matched PR wits squarely against four established pros – including one former White House aide. Guess what? Our ideas prevailed, and the company decided to ditch the notion of hiring a big PR firm in favor of keeping the in-house team.

Before long we were generating some memorable press for our company. Over a two-year period we placed stories on our company in more than 100 media outlets – from MSNBC and Forbes to the Wall Street Journal and Wired News online. We did it by studying what the big PR agencies did well, and also by using our department’s “smallness” to our advantage. Here’s how you can do it, too.

Research your company.

Forget that you own or work within the organization. Really invest the time in understanding your company’s structure, the executives and their backgrounds, the products and technology, the industry in which your company belongs, competitors and experts, and most of all the target audience — the people who stand to benefit most from your product or service. If you know all of this information, then you’ll be in a better position to brainstorm ideas on how to get the media’s attention. Doing this also helps in flushing out your overall marketing plan — which PR is only a part.

Research the reporters who cover your company’s industry and study the types of stories that they like to write.

Learn their deadlines and how they prefer to be contacted. Introduce yourself by phone and make it a point to speak with them regularly — not just to talk about your company, but also about the industry in general. Use those conversations to offer up source materials that will help reporters write terrific stories. If you are able to do this successfully, you will become a trusted source that reporters return to repeatedly, and you will significantly increase your chances of gaining coverage for your company.

Always Return Media Phone Calls Immediately.

Keep yourself and your organization at the ready to receive phone calls from the press. Make sure that reporters know how to reach you in a 24-hour cycle. This means they should have your office, cell, home, and pager numbers, as well as a contact e-mail address. If you still happen to miss the call, return it ASAP. Always prepare yourself or members from your organization to conduct interviews from anywhere, at any time.

Conduct proper follow up after the interview.

This is not a call to find out when a story will be published, but rather a call to make sure that the reporters have everything they need in order to write a favorable story on your organization.

Whenever our company executives were interviewed by reporters, one team member would always accompany them to the interview to take careful notes. Alternately, the other team member would remain in the office on standby. If, during the interview, the reporter indicated a need for specific information, an urgent message would be relayed back to the office so that the team member had time to gather the information. Without fail, we always had the requested information waiting in the reporter’s e-mail inbox before they arrived back to the office. This may seem like a small task, but getting it right could really decide whether or not a reporter selects your story, or moves on to a new one.

The important point to remember here is this. Never underestimate the power and dedication of your in-house staff. Before you make the investment in retaining a PR agency, look at your internal talent first. What you find just might surprise you, and their drive to succeed will become contagious throughout your entire organization. And when the time comes to hire a PR firm, you will have a ready-made collaborative team in place to work with your outside agency. Your in-house team knows your company better than anyone and that’s where you, as a small-business owner, have an advantage over the “big boys” at the large PR agencies in getting the media’s attention.

About The Author

Carolyn Davenport-Moncel is president and founder of Mondave Communications, a global marketing and communications firm based in Chicago and Paris, and a subsidiary of MotionTemps, LLC.

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Tags: in-house public relations, public relations firms, public relations, PR

Well, autumn is upon us and with the onset of this season comes cleaner air and colourful outdoor scenery and, it is also prime season for trade shows. Sure, trade shows happen all throughout the year but, with many areas recognizing small business month/week, there is a greater opportunity for entrepreneurs to showcase their products or services to their target markets.

As small business owners, especially those in the start up phase, preparing for a trade show can be a very scary and frustrating time. What do we take and how do we present it?

You first need to find out the specifics of the trade show you are registered for or considering exhibiting in. If necessary, contact the organizers of the event and get details on the type of visitors that the show attracts and the layout of the area you will have to display your business. Be sure to find out the size of the table you will have, whether there is wall space for your company sign, if there are electrical outlets available, and anything else that may or may not be included (ie. table cloth, etc.)

Once the show space specifics have been established, then you can move on to thinking about and deciding what and how you can ‘show your stuff’. The following are just a few ideas to help you get ready for that all important trade show. (Note: most of these ideas are based on being in the service industry but will work for products industry companies as well)

* If the table you have does not include a tablecloth, be sure to get one that compliments your display and represents your company’s image and colour scheme (without being overpowering). Even if a tablecloth is supplied, bring your own or something to add some depth to your table (ie. table runner). Your table will definitely stand out in a crowd.
* If space will allow, erect a stand-alone presentation board. On the board, you can show how clients can benefit by using your services. Be creative and make it stand out. Include pictures, if possible, and be sure your company name and logo are more than obvious.
* If there is wall space, but your budget is minimal, use your trusty desktop publishing software to create a template of your company name. Use the template, along with bristle board, cardboard, or foam core to make a sign that you can put up on the wall behind your booth.
* Arrange your table in levels. Put the larger items at the rear, shorter items in front of those, and even shorter items in front of those.
* Develop a PowerPoint presentation to display on your table (if an electrical outlet is within reach of your booth). You can make it on your desktop computer and transfer it to a laptop, which you can rent or borrow if you don’t already have one. Your visitors will find this visually appealing and will draw in their attention.
* Have a portfolio of your work available. Print off some of your best projects, put them into plastic sheet protectors, and arrange them in a binder. Then lay out the binder where visitors can flip through the pages.
* Have plenty of giveaways, such as business cards, brochures, pens, magnets, and anything else that has your company name and/or logo on it. Most people who attend trade shows are expecting to take home some goodies. And, be sure to use display racks for showing your flyers, specials, brochures, and such.
* Offer something a little different… FOOD. I displayed at the Bridges to Better Business trade show in Brampton and included a basket of Girl Guide cookies on my table. They were a big hit… I wish I had brought more. If you can, package your food in a way that will allow you to have your company contact info on it.
* Offer Gift Certificates for some of your services. There’s nothing better than getting a deal and, when they ‘cash in’ their certificate, they will see how valuable your services are and will come back for more.
* Have a drawing for a prize. Offer a prize that, in some way, compliments your business if possible, and appeals to anyone. Have visitors and entrants sign a guestbook, fill in a ticket, or drop their business cards into a fish bowl or gift bag. You can then use this information at a later date to make a follow up contact.
* If the show will be on for an extended length of time, be sure to have assistance in manning your booth so you can take a break. If you don’t have the option of having someone take over for a bit, be sure to put up a note that tells people how long you will be gone or when you will be back.

Most importantly, be friendly and inviting. Say hi to those that turn and look toward you or your booth. Strike up a conversation and be sure to have a short introductory speech ready. And…have fun!

About The Author

Janice Byer is a certified Master Virtual Assistant and owner of Docu-Type Administrative & Web Design Services.

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Tags: prepare for a successful trade show, public relations campaign, trade shows, public relations

Public relations is a very important part of the marketing mix. A successful PR campaign provides third-party endorsement of products or services which is something no other marketing element can deliver. Many people think that once a company starts advertising, editors beat a path to your door. In some cases, that actually does happen, but it’s not the norm.

Public relations is very different from advertising. One main difference is that you can’t buy media placement. The story is either newsworthy, or it’s not. Paid placement is called advertising.

Both marketing elements are important, but public relations can sometimes be a slow build. Results don’t happen in a few weeks or in a month, especially with the three month lead time needed for magazines print deadlines. When dealing with television, newspapers or radio, the three month lead time is not an issue, but competition is an issue.

There have been situations where we’ve had an instant success story. We created a museum event in Philadelphia at a small children’s museum that was an incredible media success story. Every newspaper, ethnic publication and television station showed up for this event. Over the years, we’ve also had a number of press conferences with tons of media coverage the next day. This is expecially true if the news is sensational or the product is very popular at retail.

In one case, we generated thousands of stories for a client, but we were trying to generate an article in a major business paper. Nothing worked. The editor was interested, but he didn’t understand the point we were using as the “hook” for the story. When we finally drove home the point of differrence between mass market retailers and specialty retailers, he wrote the story and it was fantastic. Our story ended up on the front page of the business section minus one column, but it took months and months of work.

Many clients don’t understand the PR process. For example, when I was handling the marketing for a major children’s line of licensed apparel, the client had signed the advertising contract, but not the public relations contract. He just didn’t understand the entire subject and finally asked for a meeting to discuss things. Shortly into the meeting, this charming, grandfatherly gentleman looked at me with a straight face and said, “Why do I have to pay for this, doesn’t it just happen?”

At first, I thought he was kidding, but then I could see that he simply didn’t understand the process, or the discipline. After a rather lengthy discussion, he signed the contract. The campaign was a big success and so was the clothing line.

Some clients don’t have the budget for the entire marketing mix of trade advertising, consumer advertising, sales promotion, web site development and PR. Many will start with PR and trade advertising and then increase their marketing budget over time.

How To Choose An Agency

When you are ready to consider an agency, what should you look for in a PR team? For starters, the chemistry has to be there. You also need experience and media connections. Don’t hesitate to ask for client references. Once you have them, pick up the phone and make some calls.

Don’t assume that the new business people will service your account. If there is one account person that you feel has the expertise you need, consider requesting that this individual be the point person on your account. The agency should be willing to agree to this request in your written contract. Beware of bait and switch, where you are courted by the new business people who will never be seen again after the contract is signed.

What You Can Expect

Some points to remember:

* Nothing kills a bad product faster than excellent PR and advertising. Customers may purchase the product once and then, that’s it.
* When products are photographed, the samples must be in perfect condition. The camera picks up and magnifies very tiny flaws. Retouching is expensive, so be careful when you select product samples for photography.
* PR is not a tool used to force retail distribution. If you try it, the move will come back to haunt you. When an editor asks for information about the retail distribution of a product and/or service, the PR agency had better have answers or the ability to obtain the answers quickly. Reporters and editors always manage to call for this information when they are on deadline so everything is a rush. A response such as we’re planning to open outlets soon in your area is not the correct answer.

Put yourself in the editor’s place. He/she is interested in writing about your product and the readers expect to be able to find the item in local stores, on respected web sites, or in catalogs. If they can’t do any of the above, the editor will not write about the product.

I have had consumers track me down because they wanted a specific product and could not find it at the retail store mentioned in the article because the item had sold out. One Christmas, I was practically running a mail order operation out of the agency because frantic consumers were calling for one specific product that did not have wide retail distribution.

* Trade books usually publish one month in advance. Consumer books publish three, yes three months in advance. If you’re hoping for a December magazine story, you’d better start planning in July or August.
* If your agency is creative, it will come up with innovative “hooks” for your products or services.

PR is a wonderful marketing tool, but you must understand the basics to understand how it can work for your company.

Diane T. Creston – Creston & Associates, Ltd.

About The Author

Diane T. Creston has over 25 years of marketing experience covering a wide range of products and services. She has handled campaigns for Fortune 500 companies as well as companies with new product/service introductions. If you are interested in learning more, please visit her website.

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Tags: public relations planning, planning for PR, public relations

Some people think that publicity is all about paparazzi snapping photos of celebs and intruding into their private lives — or as Woodward and Bernstein blowing the lid off of a government scandal. But, as a small business owner, publicity is actually one of your greatest allies! People who read about you in the newspaper or hear an interview with you on the radio will sit up and take notice — much more notice than if they simply see a flier of yours posted at the Laundromat. But you have to be in charge of your relationship with the media, and make sure that it is a good one!

FINDING YOUR LOCAL MEDIA OUTLETS

The first step to securing some good free publicity is hooking up with the right people. Sending information to a generic address at every major media outlet in your area is almost always a waste of time. You need to find someone who is ready, willing, and able to get your story covered. You should be able to purchase a “MEDIA GUIDE” from local PR firm — choose a large one with a good reputation. This will provide you with the names and addresses of editors, staff writers, producers, and other key contacts for print, radio, and TV.

WHO SHOULD GET YOUR PRESS RELEASE?

Make sure you send your press release to the APPROPRIATE DEPARTMENT at whichever media outlets you select. So if you are writing an article about organizing a business, send it to the business editor — for cleaning out a closet, direct your release to a staff writer in the home and garden department. But don’t limit yourself to publications that specialize in your field of expertise — you never who will see your story as something unique and worth covering.

AVOIDING THE TRASH BIN

Editors and publishers are bombarded by tons of publicity requests each day — and unfortunately, many press releases get tossed before they are ever read. But you can improve your odds by PERSONALIZING your package. It’s usually best, at small offices, to send your piece to the editor or producer. However, at larger newspapers, magazines, and radio stations, you may have better luck getting a staff writer or columnist to review your proposal. Always VERIFY your contact’s name (check the spelling!) and department. If you send a press release addressed simply to “editor” or “producer,” your package will probably go straight into the trash! No matter how much time or energy it takes, it’s always better to target a specific individual.

MAKING YOUR COMPANY ATTRACTIVE

It’s not going to do you any good to send out a press release if no one looks at it! Your job is to make your company as attractive to your media contacts as possible. A great way to stand out from the crowd is to include SUPPORTING DOCUMENTS to entice your readers. Include tips related to your area of expertise, quote relevant statistics, share hero stories about clients you have helped, and throw in a few fliers about your business. Slip in a few photos of your products or your work — or better yet, a demo tape. You might propose a SPECIAL OFFER (“call in and mention this article to receive $25 off!) to be run in conjunction with the story.

PRACTICE MAKES PERFECT

Reporters are most easily impressed with PREPARATION. Call first to let your contact know that you are sending a press release — this alerts them to your presence even before they get your submission. Always double check your facts and figures before submitting your press release. Be sure to call all for the organization’s submission procedures — don’t expect to send in a press release about spring cleaning in April if your target magazine has a deadline three months before publication! And practice your INTERVIEW TECHNIQUES before hand — you have to learn to think on your feet and articulate your thoughts clearly and concisely. Think in terms of sound bites and easily-quoted phrases.

IT’S ALL ABOUT BUILDING RELATIONSHIPS

Working with media contacts is like working with clients — it’s never a one-shot deal. You have to STAY IN TOUCH with your media contacts and build lasting relationships before they will feel comfortable handling your story. Rather than simply mailing your press release, take the reporter to lunch to discuss how you can help them find a good story. Send your media contacts tidbits about possible stories that you think might interest them. Offer to make introductions. And always follow up with a PERSONAL NOTE. You are no longer a “grabber” — you are now part of a symbiotic and mutually beneficial professional relationship.

PERSISTENCE PAYS OFF

You aren’t going to get bowled over with publicity right away. Accept that fact from the beginning, and you won’t get disappointed. Publicity is a “NUMBERS GAME” — the more people you contact, the more press releases you send out, and the more often you send them, the better your chances of getting some good press. So let people know of every interesting move you make with your business — they will become familiar with your company and eventually find a way to include your story.

Ramona Creel is a Professional Organizer and the founder of OnlineOrganizing . com — a web-based one-stop shop offering everything that you need to get organized at home or at work. Please visit their website.

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Tags: public relations strategy, PR, positive media relations, public relations

Because PR can be difficult to control, it is often discredited. According to Dick Lyles, president and chief operating officer of The Ken Blanchard Companies, a full-service consulting and performance improvement company, “People tend to migrate to things they can control. Even now, when an executive looks at an advertising message that’s exactly what they want to create, with exactly the right positioning and so forth, they say, ‘That’s the message I want to send.’ That’s great, even though people may not read it, or people may give it less value and discount it, because it’s advertising…. [On the other hand], if you get a well-placed article in a trade journal or you get some ink, people give it more credibility. The impact is greater, but because it may not come out exactly the way it was intended to come out, [businesspeople frequently] discount it.”

The concepts of Branding and public relations are closely intertwined. The job of public relations is to encourage the public to have positive thoughts about a particular company, product, service, or individual. Branding is the idea that a particular set of attributes will encourage the public to have positive thoughts about a particular company, product, service, or individual. It’s a subtle distinction, but an essential one.

In order to best understand Branding and how it is done, it is necessary to examine and explain public relations. Many experts on Branding espouse the opinion that public relations are a vital part-if not the most vital part-of the Branding process. Public relations practitioners are particularly well suited to the Branding concept, since they are well versed in the techniques and practices that create a public identity very close to the central idea of a brand.

Unlike marketing or advertising, which are essential activities and indispensable to the creation of a brand, public relations is not devoted to a tangible object. Advertising executives create television, print, and radio ads; these are concrete, identifiable things. Marketing creates a product-be it a physical product or a service-and presents it to the public. That is an obvious,
noticeable thing; it is not hard to understand.

Public relations does not do either of those things. When properly conceived and executed, a public relations campaign is next to invisible; the public does not know it’s there. More to the point, public relations does not create a physical manifestation of its effort: When PR is done right, it doesn’t leave the trace of a newspaper or magazine ad, a videotape, or an audiocassette that will win awards-and that can sometimes overwhelm the message being delivered.

What public relations does is to encourage third parties to deliver the message. Why? Because the third parties are news organizations, print journalists, and television and radio news programs and talk shows, which by definition have more credibility for the general public than an advertisement or the word of a company spokesperson.

In other words, public relations is meant to generate news coverage. It does so through planned events and through news stories (true news stories, it should be emphasized) suggested to reporters and their editors. When a newspaper runs an article about the unusual new promotion being done by a local business, that’s public relations. But to the reader of that newspaper, it appears to be an article generated by the editorial staff of the publication itself.- There is no advertisement disclaimer that runs over a PR-suggested news article. That makes sense, because the news editor always has the option of ignoring the suggestions made by public relations people. Editors and producers will rely on public relations for news leads, but will not simply act as a conduit presenting the message from the public relations company’s client unedited and unconfirmed. Public relations can suggest, but not control, the message being sent. It is a very difficult tightrope to walk.

For example, in 2000, when the Beatles song compilation 1 was being released by Capitol Records, it presented (believe it or not) a public relations dilemma: how to promote an album full of songs that the entire target audience almost certainly owned in another form already.

The problem was solved in a number of ways. First of all, it was emphasized that these were the 27 number one songs the band had produced during its legendary career. Press releases noted over and over again that these songs had never been compiled on one album before. It was intimated that many in the group’s core audience might not have heard these songs on CD before, having bought them on vinyl records when they were originally released.

But more than anything, the public relations executives managed to generate publicity for the album with something that no other project could possible offer: access to the (at the time) three surviving Beatles for interview. News programs, interview shows, publications, and talk programs were all given opportunities (albeit brief ones) to interview at least one Beatle, and therefore the album was mentioned on countless air-waves and in publications for weeks before its release, and given very prominent placement.

The album went on to become a smash hit, reaching number one almost 40 years after the initial release of some of the recordings. It was yet another triumph for a legendary recording group, but it was also something of a coup for the public relations personnel involved. Yes, they had the luxury of three of the most famous faces on the planet, and the ability to use them. But the PR people who worked on that project also knew that they had to make something that wasn’t necessarily new seem vital and important, and they knew where the news story in the project was kept. Making sure the news got out was their job, and they did it admirably.

The best part: The public was never aware there were PR people involved at all. What average fans saw on TV was Paul McCartney, George Harrison, and/or Ringo Starr. They heard snippets of the songs they had loved for decades. And they were told that this was different; it was new; it was unique. That’s all the public needed to know. The fact that this message had been carefully constructed and the interviews painstakingly arranged was irrelevant to consumers; all they needed to know was that the Beatles were, more or less, back.

Public relations works behind the scenes, but its impact on Branding is enormous. Because PR generates interest, and precisely because it is working offstage, it is as valuable a part of the Branding process as can be imagined. And best of all, it’s often the, least expensive component in a sophisticated Branding machine.

As Adam Christing, president and founder of Clean Comedians, a company that provides meeting planners with G-rated comedians, says, “Public relations takes the brand and makes it mobile, makes it more visible. It’s like taking a band that’s been successful in a local neighborhood and taking it out on the road so more people can experience it.”

Of course, when the message is not delivered in the form that was initially intended, that means the public relations professional has not done the job properly. The mistake can be in the design of the message itself-in particular, if the message that has been designed is a false or misleading one-or in the method of its delivery. It’s a fine thing to have a vital, exciting news story to tell, but if the presentation is ineffective, that story win not be told, or win be
told in such a way that its original intention is lost.

Public relations is about messages and their delivery, but that isn’t all PR is. In correlation with Branding, the goal of public relations must always be to create a feeling in the mind of the target audience for which the message is being tailored. If Branding is about creating an identity for a product, service, or entity (company or individual), public relations’ contribution to Branding is about making that identity friendly and likable for the public–specifically, the public for which the message is intended.

Obviously, the feeling most PR aspires to create is a positive one. But the intention is vastly more complex than that: In truth, public relations seeks to create and maintain a consistent feeling of familiarity, trust, reliability, and confidence with the targeted public. If advertising is about getting the public’s attention, public relations is about delivering the message once the attention has been commanded. When people express an opinion about a product or a company, initially they’ll say they like or don’t like it, without offering further explanation. But when they’re given specific questions about their opinions, the effects of public relations become clear. When products are assigned personality traits or attributes by the public-”friendly,” “environmentally aware … .. concerned with quality … .. accessible”-it means that public relations, in conjunction with advertising and marketing, has done its job. But because the public is naturally wary of advertising and marketing, and because those disciplines are considerably more visible than public relations, it is possible that PR makes the most honest, and deepest, impact on the public’s psyche.

How is the feeling created? Unlike advertising or marketing, public relations alms to influence public opinion without being noticed. So efforts made by companies to create goodwill through advertising and marketing are effective, but will be met with a higher amount of resistance from the public than a public relations campaign.

Michael Levine is the founder of the prominent public relations firm Levine Communications Office, based in Los Angeles. He is the author of Guerrilla PR, 7 Life Lessons from Noah’s Ark: How to Survive a Flood in Your Own Life.

GuerrillaPR . net is a resource for people that want to get famous in the media, without going broke. Visit his website.

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Tags: role of public relations in branding, role of media relations in branding, branding and PR, public relations

I say to business, non-profit and association managers, a key part of your job description is – or should be – do everything you can to help your organization’s public relations effort as it strives to persuade important outside stakeholders to your way of thinking. Especially when it’s YOUR PR program that is tasked to move those stakeholders to behaviors that lead to the success of YOUR department or division.

Which is why I suggest that business, non-profit and association managers embrace what I call PR’s 8 fix factors, those steps necessary to prepare their public relations operation for the battles certain to lie ahead.

The fix factors are based on this fundamental premise: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Fix Factor 1

For starters, I caution Mr/Ms Manager that you may find yourself data-challenged should you be unaware of just HOW most members of that key outside audience perceive your organization.

Has anyone sat down and listed those external audiences whose behaviors could hurt your unit badly? Then prioritized them according to the impacts they have on your operation? A necessary first step in creating the right public relations objective because, while behavior is the goal, and a host of communications tactics are the tools, our strategy is the leverage provided by key audience perception. Sometimes called public opinion.

Fix Factor 2

Lets take a look at the audience you place at the top of your prioritized target audience list. Because there could be negative perceptions out there, someone must interact with members of that audience and ask a number of questions. Do you know anything about our organization? Have you had any kind of contact with our people? Have you heard anything good or bad about us or our services and products? Watch respondents closely for hesitant or evasive answers. And stay alert for inaccuracies, rumors, untruths or misconceptions.

Fix Factor 3

Here, fortunately, you have a choice. You and your PR staff can interact with members of that target audience yourselves, which seems appropriate since your PR folks are already in the perception and behavior business. Or, if budget is available, you can hire professional survey counsel to do the work for you.

What are you hearing during your perception monitoring sessions? Misconceptions that need straightening out? Rumors that should not be allowed to fester? Inaccurate beliefs about your products or services that could drive people away from you? Do you notice other perceptions about your organization that need to be altered?

Fix Factor 4

The responses gathered by this kind of perception monitoring among members of the target audience provides just what you need to establish your public relations goal – the specific perception to be altered.

You might start with a straightforward goal like clearing up that misconception, correcting that inaccuracy or replacing a perceived untruth with the truth.

Fix Factor 5

Now, the right strategy sends the public relations program off to a good start because it shows you how to proceed towards your goal. Luckily, there are just three strategic choices for dealing with matters of opinion and perception. You can create perception/opinion where there may not be any, you can change existing opinion, or you can reinforce it. An effort should be made to match the strategy to the public relations goal you selected. Obviously, if you want to correct a misconception, you would use the strategy that changes existing opinion, not one that reinforces it.

Fix Factor 6

Here, there is a little more work to do in the form of the message that, hopefully, will alter people’s inaccurate perceptions of you and the organization.

Some serious writing is needed here. The corrective message to be communicated to members of the target audience is an opportunity to write something designed to change individual opinion, and that’s a positive experience for any writer.

Clarity is first, followed closely by accuracy and believability. Stick closely to the issue at hand – like that inaccurate belief, misconception or dangerous rumor. A compelling tone is useful because the message must alter what a lot of people believe, and that is a big job. Tryout the message on some colleagues for effectiveness.

Keep in mind that your message must be believable and that rather than delivering it in a high-profile news announcement, you may want to make the message part of another general interest release, presentation or address.

Fix Factor 7

Now you must throw that message to receivers in the end-zone or, continuing this scintillating mixture of metaphors, every bullet needs a gun to fire it at the target. Which brings us to the stable housing our beasts of burden – the communications tactics whose job it is to carry your message to the attention of those key target audience members.

Fortunately, there are many, many such tactics ranging from luncheons, news releases and personal contacts to print and broadcast interviews, speeches, press releases and dozens of others. Only requirement is that they have a proven track record for reaching your target audience.

Fix Factor 8

Soon, associates (and others) will inquire whether any progress is being made in altering the offending perception or opinion. If you’ve ruled out pricey survey counsel, your best hope of assessing that progress is a return to the field for a second perception monitoring session.

Yes, you and your PR team will ask the same questions as you did in the initial monitoring session. But this time, you’ll be looking for evidence in the responses that the offending perception is finally being altered. You need to see and hear signs that perceptions are actually moving in your direction.

That tells you that positive behaviors by your key external stakeholders cannot be far behind.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. mailto:bobkelly@TNI.net. Visit his website.

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Tags: public relation fixes, public relations

Because it can alter individual perception and lead to changed behaviors. Something of profound importance to businesses, non-profits and associations who can sink or swim on how well they employ this crucial dynamic.

Consider this simple blueprint that gets everyone working towards the same external audience behaviors insuring that your public relations effort stays focused: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Winners use it to produce results like these: community leaders beginning to seek you out; welcome bounces in show room visits; capital givers or specifying sources looking your way; prospects starting to do business with you; customers making repeat purchases; membership applications on the rise; fresh proposals for strategic alliances and joint ventures; higher employee retention rates, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

Here’s how they do it.

They start by finding out who among their important outside audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

Next, they take steps to find out precisely HOW most members of that key outside audience perceive their organization. Now, if you don’t have the budget to pay for what could be costly professional survey counsel, you and your PR colleagues will have to monitor those perceptions yourself. Actually, they should be quite familiar with perception and behavior matters.

Best way to get that activity under way is to meet with members of that outside audience and ask questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” Be sensitive to negative statements, especially evasive or hesitant replies. And watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, they will need to be corrected, as they usually lead to negative behaviors.

Here, you must select the specific perception to be altered which then becomes your public relations goal. You obviously want to correct any untruths, inaccuracies, misconceptions or false assumptions.

Clearly, a PR goal without a strategy to show you how to get there, is like lasagna without the marinara sauce. As you select one of three strategies especially constructed to create perception or opinion where there may be none, or change existing perception, or reinforce it, what you want to do is insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now, you create a compelling message carefully put together to alter your key target audience’s perception, as specified by your public relations goal.

Here’s a thought. Combine your corrective message with another news announcement or presentation which may provide more credibility by downplaying the need for such a correction.

Your message must be compelling and quite clear about what perception needs clarification or correction, and why. Of course you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

I like to call the communications tactics you will use to move your message to the attention of that key external audience, “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Happily, you have a wide choice because the list of tactics is long indeed. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

We are all lucky in this business because things can always be accelerated by adding more communications tactics, AND by increasing their frequencies.

Colleagues and others will soon be asking about progress. Of course, you will already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you’ll now be sharp-eyed and on the lookout for signs that audience perceptions are beginning to move in your general direction.

Satisfying curiosity in this regard is largely a matter of serving up the results you will receive when you undertake this aggressive public relations plan. Put another way, it’s Happy Hour time when you achieve the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: the importance of public relations, public relations, PR, public relations is a vital force

I got the latest issue of Internet Works in the post yesterday and was disappointed to find out that it’s going to be the last. As well as having the good taste to run a feature on me last year (!) Internet Works has been a great source of information and ideas for me for the last couple of years and it’s demise will leave a gap.

But it is also just another reminder that publications come and go, and their staff do too. But, with new publications emerging, and other titles closing, how do you keep up to date with all the PR opportunities out there?

Here are our Do Your Own PR tips to help you do just that.

1. It sounds basic but do set up a separate contact system for journalists – even if you’ve only got two names for your database at the moment.

2. If you’re really organized then you can divide this into warm contacts (journalists you’d be happy to call and chat to) and cold contacts – those you haven’t built a relationship with yet. You can then gauge your success as you watch names move from the cold to the warm list.

3. Keep in touch with your media list on a regular basis. That way if emails get bounced or you receive a reply saying “Bilbo Baggins no longer works with Hobbit Publications” you can update your list immediately.

4. If someone does move don’t cancel them off with one touch of the delete button. Give their old office a call and find out where they have moved to – chances are they’ve moved onto bigger and better things and you can keep in touch. Even if they’ve suddenly moved over to Pigeon Fanciers Weekly and you know they aren’t going to be able to do anything for you at the moment a nice “wish you well” email helps keep that door open for the future.

5. Ask your existing contacts if they can recommend any other journalists that might be good contacts (and that way you can sneakily drop in the referrer’s name to warm up your contact).

6. Pay particular attention if journalists contact you. If someone calls from The Express don’t assume that you’ll be able to get hold of them by calling the Express. Many writers are freelancers whose contact details are guarded fiercely. If you get hold of their contact info treat it with the respect it deserves.

7. I’ve come across many clients who dealt with press in a former job but now dismiss their past contacts as being “old” or “not in the same area”. How do you know until you ask? That freelancer you used to speak to about racing cars might also write about parenting issues – or, more probably, might know someone else who does. Don’t just write off old contacts as dead ones.

Finally, a client recently told me about World Wide Free Lance.

Although it’s aimed at freelancers looking for outlets to sell their work, it’s also a great resource and inspiration for publications that may be PR opportunities.

Paula Gardner:

Paula Gardner is the author of Get Noticed! How to Boost Your Small Business Profile in 30 Days or Less available here.

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Tags: public relations media, media contact lists, tips for building a media contact list, public relations

Here’s the point: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

The point is simply stated for businesses, non-profits and associations. Many concentrate their public relations effort on newspaper and radio exposures or funding management’s favorite special event.

This when they should be driving an action plan that persuades their key external stakeholders to their way of thinking, then moving those important outside audiences to take actions that help their departments, divisions or subsidiaries succeed.

This difference in emphasis can turn into real trouble for managers who work hard to achieve their operating objectives.

Why not meet with the public relations people assigned to your unit and make sure they buy into a blueprint for PR success like the one above: the results might amaze you. How about prospects starting to do business with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

You can create those kinds of results when you do something positive about the behaviors of those outside audiences that MOST affect your business, non-profit or association?

When you use the promise of PR to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And when you persuade those important outside folks to your viewpoint, then move them to take actions that help your department, division or subsidiary succeed.

If this is the kind of PR you need and want, list those outside audiences of yours whose behavior helps or hinders you in achieving your objectives. And list them according to their impact on your operation.

If experience is any guide, you probably don’t have access to data showing how most members of that key external audience perceive your organization.

Truth is, hiring professional survey people to monitor those perceptions can be expensive, so you and your colleagues will have to do it yourselves. Interact with members of that outside audience by asking questions like “Have you ever had contact with anyone from our organization? Was it a satisfactory experience? Are you familiar with our services or products?”

Listen carefully for negative statements, especially evasive or hesitant replies. Watch for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Any of which will need to be corrected because we know counterproductive perceptions usually lead to negative behaviors.

Of course you want to correct such problems before they create negative behaviors. So you select the actual perception to be altered, and that becomes your public relations goal.

Fact is, your PR goal without a strategy to show you how to get there, is like catfish without the lemon and tartar sauce. That’s why you must pick one of three strategies structured to create perception or opinion where there may be none, or change existing perception, or reinforce it. What you want to do here is insure that the goal and its strategy match each other. It wouldn’t do to select “change existing perception” when current perception is OK suggesting a “reinforce” strategy.

Here is where writing talent is needed. Someone on your PR team must create a compelling message written in a way that can alter your key target audience’s perception, as called for by your public relations goal.

You can always combine your corrective message with a product or personnel announcement and increase message credibility by not highlighting the correction itself.

The corrective message should have several attributes, clarity for one. Be specific about what perception needs clarification or correction, and why. Your facts must be accurate and they must be persuasive, logically explained and believable if the message is to hold the attention of members of that target audience, and actually move perception your way.

Now you pick your “beasts of burden” – the actual tactics you will use to carry your corrective message to the attention of that external audience.

There are plenty of communications tactics available including letters-to-the-editor, brochures, press releases and speeches. Or, you might select others such as radio and newspaper interviews, personal contacts, newsletters, or group briefings, always making sure the tactics you select have a record of reaching the same audiences as those that make up your target stakeholders.

You’ll want to be ready for queries about progress by again monitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you will now watch carefully for indications that audience perceptions are beginning to move in your direction.

We are fortunate in the PR business that we can always put the pedal to the metal by employing additional communications tactics, AND by increasing their frequencies.

So what IS the point? Consider using an aggressive new public relations blueprint, like the one at the top of this article, that targets the kind of key stakeholder behavior change that leads directly to achieving your operating objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1020 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

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Tags: importance of public relations, public relations, PR

As a manager, does your current business, non-profit or association public relations effort concern itself primarily with radio and newspaper publicity? Or does it concentrate on a specialty area like financial communications or trade relations? Or, possibly, it deals each day with sales support or government affairs?

Actually, maybe your PR effort should concentrate on delivering what you really need?

For example, PR that really does something positive about the behaviors of those outside audiences that most affect your organization?

PR that uses its fundamental premise to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives?

And PR that persuades those important outside folks to your way of thinking, then moves them to take actions that help your department, division or subsidiary succeed?

What fundamental PR premise are we suggesting as your new action blueprint? People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

The results can be very satisfying: membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; prospects starting to do business with you; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

The first step, obviously, is involving the public relations people assigned to your unit and getting them on board the new approach. Be sure everyone buys into why it’s so important to know how your outside audiences perceive your operations, products or services. Be especially certain they accept the reality that negative perceptions almost always lead to behaviors that can damage your organization.

Plan carefully how you will monitor and gather perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Your PR people, who are already in the perception and behavior business, can be of real use for this opinion monitoring project. Yes, you can always use professional survey firms, but that can turn out to cost real money . However, whether it’s your people or a survey firm who handles the questioning, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Your next chore is identifying which of the above problems becomes your corrective public relations goal — clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies?

You achieve that goal only when you select the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Picking the wrong strategy is only slightly worse that forgetting to serve horseradish mustard with the corned beef. And please be certain the new strategy fits comfortably with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

Here we have the question of what to say when you sit down to create a persuasive message aimed at members of your target audience. Always a challenge to put together action-forcing language that will help persuade any audience to your way of thinking.

Be certain you have your best writer on this assignment because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Now, an easy step – pick the communications tactics to carry your message to the attention of your target audience. Insuring that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

With, as always, the credibility of the message at stake, you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher-profile media announcement.

Inevitably, you’ll soon hear from your colleagues re: signs of progress. What that signals for you and your PR team is a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. More to the point, you will now be watching very carefully for signs that the bad news perception is being altered in your direction.

We’re lucky in this business that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

This workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

So, while you did not ask for this public relations advice, I hope you will agree that the people you deal with do, in fact, behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1165 including guidelines and resource box. Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. mailto:bobkelly@TNI.net. Visit his website.

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Tags: role of public relations, public relations, organizational role, PR

For a business, non-profit or association manager, they could be fatal, coming as they do in four bitter flavors.

Mistake #1 – You limit your PR activity pretty much to placing product and service plugs on radio and in newspapers.

Mistake #2 – You fail to embrace the kind of PR plan that persuades those important outside audiences to your way of thinking, then moves them to take actions that help your department, division or subsidiary succeed.

Mistake #3 — You fail to use the high-impact, fundamental premise of public relations to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

Mistake #4 — you fail to get the creative potential of your assigned PR team or agency which you need to positively impact the behaviors of the very outside audiences that MOST affect your unit.

Here’s one way to reverse that hurtful process. Take a look at this fundamental public relations blueprint. People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Such a blueprint will broaden your public relations field of fire and put its primary focus where it belongs, on your unit’s key external stakeholder behaviors.

A variety of results is likely. For example, fresh proposals for strategic alliances and joint ventures; customers starting to make repeat purchases; membership applications on the rise; prospects starting to do business with you; community leaders beginning to seek you out; welcome bounces in show room visits; higher employee retention rates, capital givers or specifying sources starting to look your way, and even politicians and legislators beginning to view you as a key member of the business, non-profit or association communities.

Before you begin such a makeover, make certain the public relations people assigned to your unit really believe – deep down — why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Sit down with them and discuss your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Luckily for you, your PR people are in the perception and behavior business to begin with, so they can really do a job for you on this crucially important opinion monitoring project. Professional survey firms are always available, but they can be very expensive. Nevertheless, whether it’s your people or a survey firm asking the questions, your objective is to identify untruths if not outright lies, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Then you must carefully select which of the above aberrations becomes your corrective public relations goal – clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies.

Selecting the wrong strategy to show you how to reach your goal is like eating corned beef and cabbage without the horseradish mustard and potatoes. Fact is, you can achieve your PR goal by picking the right strategy from the three choices available to you, change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy dovetails nicely with that new public relations goal.

But what will you say when you finally get the opportunity to address your key stakeholder audience that will help persuade them to your way of thinking?

Select your best writer to prepare the message because s/he must put together some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Happily, the next step is easy. You select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Experience shows that HOW one communicates often affects the credibility of the message. So, you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher-profile media announcement.

Time to look for signs of progress. And that means a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

Aren’t we fortunate that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

This workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

The people you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences to action.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. mailto:bobkelly@TNI.net. Visit his website.

Article Source.

Tags: mistakes made in public relations, public relations mistakes, PR, public relations

For those business, non-profit and association managers committed to PR tactics like radio and newspaper plugs, it can come as a surprise to discover where public relations value REALLY lies.

Truth is, your PR budget can deliver results far beyond such limited publicity placements.

For example by embracing the kind of PR plan that persuades those important outside audiences to your way of thinking, and moving them to take actions that help your department, division or subsidiary succeed.

Then by using the high-impact, fundamental premise of public relations to deliver external stakeholder behavior change the kind that leads directly to achieving your managerial objectives.

And finally by revving up the creative potential of your assigned PR team or agency and involving them in a way that positively impacts the behaviors of the very outside audiences that MOST affect your unit.

Perhaps then you will find yourself with a basketful of results such as prospects starting to do business with you; community leaders beginning to seek you out; newly arrived proposals for strategic alliances and joint ventures; customers starting to make repeat purchases; membership applications on the rise; politicians and legislators beginning to think of you as a key member of the business, non-profit or association communities; welcome bounces in show room visits; and even capital givers or specifying sources starting to look your way.

Spend a moment here and read that fundamental public relations blueprint referred to above: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

This lets you broaden your public relations field of fire, putting its primary focus where it belongs, on your units key external stakeholder behaviors.

A caveat here: be sure that the public relations personnel assigned to your unit really believe deep down — why its SO important to know how your most important outside audiences perceive your operations, products or services. Be certain they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Review with them your blueprint for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: How much do you know about our services or products and employees? How much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? Have you experienced problems with our people or procedures?

When you think of it, youre fortunate that your PR folks already are in the perception and behavior business so they can jump right on the perception monitoring assignment. If your budget can handle it, you can always use a professional survey firm, but they can be very expensive. Nevertheless, whether its your people or a survey firm asking the questions, your objective is to identify untruths if not outright lies, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Now you must carefully select which of the above aberrations qualifies as your corrective public relations goal for example, clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies.

Now, if you pick the wrong strategy to show you how to reach your goal, it will feel like youre eating Roast Turkey without the stuffing. Fact is, you can only achieve your PR goal by picking the right strategy from the three choices available to you, change existing perception, create perception where there may be none, or reinforce it. And take care that your new strategy is a natural fit with that new public relations goal.

Sooner or later you will have to address your key stakeholder audience in a way that will help persuade them to your way of thinking. So assign the task to your very best writer because s/he must put together some very special, corrective language. Words, by the way, that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have targeted.

Here you take an easy step select the communications tactics needed to carry your message to the attention of your target audience. Checking, of course, that the tactics you select are known to reach folks like your audience members. Dozens are available from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Because HOW one communicates often affects the believability of the message, you may wish to deliver it in smaller meetings or presentations rather than high-profile media such as a news release..

Questions will arise as to indications of progress. That will be your signal to schedule a second perception monitoring session with members of your external audience. You will use many of the same questions as in the first benchmark session. But you will now be watching carefully for signs that the offending perception is actually moving in your direction.

A fortunate reality in the public relations business is that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

Yes, as a manager, it may surprise you that a workable public relations blueprint like this one will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

But its no surprise that the people you deal with behave like everyone else they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences to action.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Robert A. Kelly 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. bobkelly@TNI.net. Visit his website.

Article Source.

Tags: public relations, public relations planning, PR plan

Sorry about my otaku with this issue (otaku = more than a hobby, a little less than an obsession).

Many of you may know me, since I run Imediafax, the Internet to Media Fax Service. I send out over a million news releases a year for people via fax and email. You probably think that I’ve got news releases failing on me day in and day out.

Actually, I don’t. The news releases I write and send out for people do quite well. My clients are quite happy with me because they are successful with their outreach efforts.

It’s the draft news releases that people send to me that are my problem.

Fixing the problems I see in the news releases people send me takes forever. It is also very painful.

I’ve seen a lot of news release failure over the years, and I now know what the key problems look like and how to fix them.

My plight as a publicist is that I spend a lot of time educating my clients trying to get them to understand the psychology of dealing with the media.

The rubber meets the road in the news release because this single sheet of paper is the key nexus for all communications with the media. The importance of the copy on a news release cannot be overstated. It has to be free of negative issues or factors that will reduce or eliminate media interest and response. One fatal error and it’s all over.

So identifying the problems and revising the news releases is crucial. I spend a tremendous amount of time and effort trying to avoid sending out news releases with problems still in them.

The issue is that when people send me news releases, it often takes a long, long time to identify and communicate the problems, and then more time again to explain and negotiate all the word changes with the clients, and more time still to finalize the news release and have it ready and approved for transmittal.

Honestly – it can be very painful for all involved. I’m quite brutal on my clients, since their success is all that matters. I don’t pull any punches. My comment process can bruise a lot of highly inflated egos of some otherwise very accomplished people, on the way to a problem free news release that maximizes the chances of success when finally sent. Lots of people think they can write a news release. Very few of them can do it very well.

They simply haven’t followed the media response to enough news releases to learn the errors that are made when they write news releases. They haven’t yet learned what the mistakes are, so there is no learning from continuous improvement.

This is where the blood, sweat and tears of the copywriting business is truly found. It gets even tougher when another professional publicist wrote the news release for the client. Now the client is getting opposing advice from two professionals. One says “Make it Hot” and the other says “Cool it”. What’s a publicist to do?

So my motivations for doing this article are really quite selfish. I want to spend less time doing this. My life will be significantly improved if my clients send me news releases that take less time and energy to fix. Very simply, for each and every news release that comes in and doesn’t have these problems, I’ll free myself to spend more time doing things that are more profitable for my clients and me.

The issues listed here have all been identified as reasons for the failure of a news release. This is based on over 20 years of experience in dealing with the aftermath – the actual number and quality of responses generated from the transmittal of a news release.

So here are the most common reasons why news releases fail:

1. You wrote an advertisement. It’s not a news release at all. It sells product. It fails to offer solid news of real tangible interest, value-added information, education or entertainment.

2. You wrote for a minority, not for a majority of people in the audience. You simply won’t compete with other news releases that clearly are written for a larger demographic of the media audience.

3. You are the center of attention, not the media audience. You focus on your business and your marketing, instead of things the editor and his or her audience will be interested in.

4. You forgot to put the five W’s up front. (WHO, WHAT, WHERE, WHEN and WHY THE AUDIENCE WILL BE INTERESTED). You didn’t clearly and succinctly tell the media why the audience would be interested in this.

5. You are too wordy and text dense. You focused on details and minutia, instead of the most important ideas, issues, factors, facts, and news angles. You fail to address the real significant impacts your story has on people.

6. You place too much information on one page – the one page news release has a font size so small an editor needs a magnifying glass to read it.

7. You included corporate logos and other non-persuasive low value added graphics that distract the editor from your key message. You may have also used an unusual fancy font or a file format that turns to gobbledygook when it goes through a fax machine.

8. You wrote a personally biased article for the media to publish, instead of pitching the idea to the media and the objective reasons why the media audience will be interested.

9. You wrote about features and facts, and forgot to explain what it means to real people. Tell a story about real people. Add in real life human interest.

10. You wrote about how your news ties in to someone else’s fame and glory. Forget it. Never stand in the shadow of someone else. Make your own light. Tell your own story.

11. Your news release responds to something that just happened. You’re too late. You’re behind the eight ball. Forget it. Get out in front of the news.

12. You included too much hype, self-laudatory praise, pithy quotes, useless testimonials, jargon or gobbledygook. Get rid of it.

13. You may have also identified prior media coverage, which indicates it’s no longer a new issue. Get rid of it. Let each news release stand on it’s own two feet.

14. You tried to impress and be clever or innovative but you come off naïve, less than expert, biased, flippant, arrogant, or crazy. Tone it down. Get straight.

15. You made vague and unsubstantiated claims, or wild and outrageous claims, or you included a statement that simply rubs the media the wrong way. Get rid of them.

16. You are trying to be different, just for the sake of it, but you come off eccentric. Forget it. Don’t create a false or inflated image. Be yourself.

17. You wrote a rant and rave, worthy of a letter to the editor, instead of a problem solving tips article, worthy of a feature story. Decide what you want, put your best effort into it.

18. You are simply not credible. It could be your ideas are simply not well thought out, or that you’ve offered old well-worn material, or that you are too extreme or controversial, or not qualified. You may not be expert enough, or sufficiently qualified, to make the statements, compared to others in your field. You need to present information that qualifies you properly and adequately.

19. You provided poor contact information. You need to identify the best single point of contact and the correct phone number so interested media can reach you and get the best possible attention and response from you to meet their needs. One key person, one phone, no fax, one email address, and one URL (with no long string addresses).

20. You did not include a clear media call for action. You didn’t tell the media what you want them to do with your news release. You need to tell them what you are asking for or suggesting or offering. Then you need to offer the media incentives value-added reasons to do so, like free review copies, free test samples, interview questions and answers, media kits with story angles and stats and data, relevant photographs, etc.

21. You did not incorporate and integrate a primary response mechanism. You need to include a value-added reason, which motivates the editor to publish or mention your contact information, which will generate calls, traffic, interviews, or requests for more information. This usually means something unique and of special value to the audience, that the editor feels good about mentioning. Use an offer for a free problem solving report.

22. You sent the release to the wrong media. Target the media that your clients read, watch and listen to when they are in the right mood, that is, receptive to hearing about your news, and willing to take action when they get your message. Work with your publicist to target the right media.

23. You rely on a single fax or an email to produce an avalanche of media calls. You conduct no follow up. Get real. Follow up properly and you can triple or quadruple your media response rate. Better still, you can ask the editors “what can I give you to support a feature story and meet your needs”.

Finally, the biggest reason for news release failure is one of attitude. How do you define success or failure? It’s called unrealistic expectations.

Get real. You won’t get rich off one news release. You’re chances of getting famous are just about as slim.

You might be able to break even.

Look at your investment and compare it to what you need to break even on your investment. If you need to sell 100 books to cover the costs of a $500 outreach effort, you need ten articles because each article only produces ten sales. So that’s your breakeven goal. More books per article, means less articles will satisfy your needs.

You may simply have to be realistic and understand that while you are wildly interested in the topic, it may not have the broad general public interest that you have for the subject. If you wrote an article that has local interest and you expect national media to pay attention, think again.

If you want to be on the Oprah Winfrey Show, then you’d better pray because chances of doing it off one news release are very slim, near zero in fact. Get real. If she calls, then congratulations are in order. But don’t count on it.

If you wrote an advertisement and wanted a feature story and interviews, don’t be surprised if the only media to call is the advertising manager offering you a package deal. You get what you ask for. What you offer is often times what you will get.

Even if you do get publicity, it may not come out exactly the way you want it. More often than not, the bigger the media, the less likely they are to run contact information.

Often times, the quality may be there while the numbers are not.

One or two quality media responses may be what you want or need. If you get that, it’s a success.

One article in USA Today may out perform ten articles in small dailies and weeklies in the mid-west.

On the other hand, it may not. The small high quality articles may outperform the small mention in the big media.

Similarly, one quality 30-minute interview on a well-liked talk show on a radio station in the middle of nowhere out in the mid-west, will likely outsell a five-minute interview on an Arbitron rated radio station in the middle of the morning talk show in a major metropolitan area. You can’t tell the listening quality of the audience.

So when you write a news release please review it against these criteria to see if you’ve made any of these errors. Then fix each and every one of them yourself, and when you are done, feel free to send me your final draft. I’ll be happy to take a look at it.

So listen to your publicist. Heed these warnings and reduce the risks of failure. Fail to pay attention to these issues, proceed at your own risk.

About The Author

Paul J. Krupin is the author of the book “Trash Proof News Releases” and creator of IMEDIAFAX – The Internet to Media Fax Service .a personal publicity service that transmits news releases to custom targeted media lists via fax and e-mail. His website is packed with articles and a comprehensive media jump station. The 244 page first edition of “Trash Proof News Releases” is available as a free pdf file download or via email upon request.

Article Source.

Tags: public relations writing, public relations, news releases, press releases, PR

One of the greatest ways to promote your product or service is with publicity. Many people have little, if any, understanding of how to go about securing publicity, never mind free publicity. Fact is, people will pay more attention to free publicity than they often do to paid advertising.

A simple way to gain free publicity is to write and distribute a well-written and well-formatted press release. A good press release is one of the most effective, and yet, most underutilized, of publicity tools. Simply put, a press release is an announcement you send to magazines, trade journals, newspapers, and newsletters. Also to radio and television. Often what you send to radio and television are referred to as PSA’s (Public Service Announcements).

I have one client who hosted an event and submitted one well-written and well-distributed press releases to the media. When the release made it in print, they went from having a 50% booking for their event through some direct mail efforts to filling up the entire room in less than 48 hours. This was worth a substantial amount of money to them.

Necessary steps

Prior to writing a press release, determine the following:

* Who is your target market?
* What is your target media?
* Who is the contact person at the media outlet?
* What is the timeframe for submission?
* Do you have an attention-grabbing headline?
* Do you know the who, what, when, where, why, how?
* Do you have good quotes, research and technical date if appropriate?

Develop a system for writing and distribution of releases. Stay organized. Know how to send the press release to a specific media outlet and person. Each has their own preference as to how they want to receive it. It will be to your benefit to find out. A quick phone call will often provide you with this key information.

Editors are inundated with information. If you want their attention keep the release short and to the point. During busy times, like before a huge event in a city, they will be in information overload.

Don’t use massive amounts of buzzwords such as “its all-new, interactive, interoperable, cross-platform, new multimedia solution.” Avoid jargon. The general public will have no idea what your industry jargon means and editors rarely will take time to find out.

Give them the who/what/when/where/why as articulately as you can. Make your information is complete. Incomplete information is far more likely to get your press release in the trash bin than anything else.

The 5 Ws of writing a press release or PSA.

Who should attend? Who will be there?

What is taking place? What will come from this event? Is it a fundraiser?

When is it happening?

Where will this occur?

Why would people be interested in the information? Why would they attend the event?

Sending press releases

Many journalists prefer that you send press releases via e-mail. You will find some die-hard snail mail folks, and a few who like faxes. If you’re about to start working with a new journalist, and you’re not sure how they prefer to receive their press information, ask. Once they tell you how they prefer the information, honor that request.

E-mail should be sent as a plain text file: the simpler, the better. Do not send a press release via email with an attachment. Most media people will automatically delete due to the concern of a virus. Do not send your email out via a mass email. Actually, if you use a good contact management database, you can send it by mass email and it appears as if each is a personalized email. Don’t send a press release to your entire press list, with the entire recipient list visible.

When an editor calls for more information, respond to their call as quickly and professionally as possible. There is not substitute for building good relationships with the media. Don’t ever think you are too busy for them.

By making yourself available for the media, they tend to make themselves available for you. And what more could you possibly ask for?

Copyright: © 2004 by Kathleen Gage

Publishing Guidelines: You may publish my article in your newsletter, on your web site, or in your print publication provided you include the resource box at the end. Notification would be appreciated but is not required.

About The Author

Kathleen Gage is a business advisor, keynote speaker and trainer who helps others gain marketing dominance and visibility within their market. She is the recipient of the 2004 Giant Step Award for Business of the Year in the State of Utah. Call 801.619.1514 or email Kathleen@turningpointpresents.com. Get Gage’s online newsletter called Street Smarts Marketing and Promotions by visiting her website.

Article Source.

Tags: public service announcements, press releases, PR, public relations, strategic public relations

Managers in the non-profit, association and business worlds need to persuade outside audiences with the greatest impact on their operations to their way of thinking. And then move those external stakeholders to take actions that help their departments, divisions or subsidiaries succeed.

But that takes a very special plan, one that delivers results far beyond simple publicity placements.

I’m talking about a blueprint, say, like this one that lets you broaden your public relations field of fire, putting its primary focus where it belongs, on your unit’s key external stakeholder behaviors: “People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.”

You’ll know such a blueprint is working when you see results like capital givers or specifying sources starting to look your way, customers making repeat purchases; membership applications on the rise; prospects beginning to do business with you; fresh proposals for strategic alliances and joint ventures coming in; welcome bounces in show room visits; community leaders beginning to seek you out; and politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

However, to get there you’ve got to be certain the public relations people assigned to your unit buy into your more aggressive public relations approach. In other words, do they all accept the reality that it’s crucially important to know how your outside audiences see your operations, products or services? And do they really subscribe to an even more important reality that says perceptions almost always lead to behaviors that can trouble your unit?

Start by involving your PR team in plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

I mean, your PR people ARE in the perception and behavior business to begin with, so they should be of real use for this opinion monitoring project. Professional survey firms are always available, but that can cost a bundle. So, whether it’s your people or a survey firm who asks the questions, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

With such answers gathered, you must decide which of the negatives should be designated as your corrective public relations goal – for example, clarify the misconception, spike that rumor, correct the false assumption or fix a bothersome inaccuracy.

In the same way garlic goes with lamb chops, the right PR strategy tells you how to reach your goal. But just three are available when it comes to matters of perception and opinion — change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy fits naturally with your new public relations goal. If data gathered is satisfactory, you want the “reinforce it” strategy, not “change it.”

When the moment comes to speak to your key stakeholder audience and help persuade them to your way of thinking, what will your message say?

Tap your best writer to produce the well-written corrective language you need. Words that are not only compelling, persuasive and believable, but clear and factual if they are to move perception/opinion towards your point of view and result in the behaviors you desire.

Here, fortunately, things gets easier as you select communications tactics to carry your message to the attention of your target audience. Be sure that the tactics you select have a record of reaching people like your audience members. You can pick from dozens that are available ranging from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and so many others.

Because HOW you communicate can affect the credibility of the message, you may wish to deliver it in small meetings or presentations rather than through high-visibility media announcements.

Those around you will soon be asking about progress. Which will lead to a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

In public relations, we’re lucky that action like this can be accelerated by adding more communications tactics as well as increasing their frequencies, if necessary.

And you’re lucky again that the folks you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operations. Which leaves you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to action.

The workable public relations blueprint outlined above will, in fact, keep your PR working well for you for a very simple reason – (repeating for emphasis), it will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1025 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. Visit his website.

Article Source.

Tags: defining role of public relations, public relations, keeping pr working for you, PR

Powerful is a strong word. But it fits here. As a business, non-profit or association manager, you create powerful advantage for yourself when you do something positive about the behaviors of those important outside audiences of yours that MOST affect your department, division or subsidiary.

That’s because you are using the fundamental premise of public relations to deliver the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives.

And perhaps most powerfully, you do so by persuading many of those important outside folks to your way of thinking, then by moving them to take actions that help your unit succeed.

Yes, that’s powerful! Especially when it leads to advantages like these: membership applications on the rise; customers making repeat purchases; fresh proposals for strategic alliances and joint ventures in the inbox; community leaders seeking you out; welcome bounces in show room visits; prospects starting to do business with you; capital givers or specifying sources looking your way, and even politicians and legislators beginning to view you as a key member of the business, non-profit or association communities.

You need two lucky breaks here: first, a PR blueprint you can rely on, say, like this one: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving- to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.,

And second, PR team members who understand that blueprint and commit themselves to its implementation, starting with key audience perception monitoring. Let’s face it, your PR people ARE in the perception and behavior business to begin with, so they should be of real use for this initial opinion monitoring project.

But remember that just because someone describes him/herself as a public relations person doesn’t guarantee they’ve bought the whole loaf. Make certain the public relations people assigned to your unit really believe – deep down — why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Discuss with them your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

While, as noted, your PR people are in the perception and behavior business to begin with, professional survey firms are always available, but they can be very expensive. Nevertheless, whether it’s your people or a survey firm asking the questions, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

Your PR goal, of course, will be to do something about the most serious distortions you discovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially fatal rumor dead in its tracks?

As it turns out, you won’t get there at all without the right strategy to tell you how to proceed. But remember that there are just three strategic options available when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like lemon sauce on your chocolate ice cream. So please be certain the new strategy fits comfortably with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

At this juncture, you must put together a superbly moving message and aim it at members of your target audience. Always a challenge to put together action-forcing language that will help persuade any audience to your way of thinking.

You need your first-string varsity writer for this one because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

After bouncing it off your PR colleagues for impact and persuasiveness, it’s on to the next selection process — the communications tactics most likely to carry your message to the attention of your target audience. You can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. Just be certain that the tactics you pick are known to reach folks like your audience members,

Since the credibility of the message is always at stake, you may wish to unveil it before smaller meetings and presentations rather than using higher-profile news releases.

Calls for progress reports will soon appear, which signals to you and your PR team to get busy on a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. Difference this time is that you will be watching very carefully for signs that the bad news perception is being altered in your direction.

I’ve always considered ourselves fortunate that such matters usually can be accelerated simply by adding more communi- cations tactics as well as increasing their frequencies.

What you want the new PR plan to accomplish is to persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

Yes, powerful is a strong word but certainly not too strong when the people you deal with do, in fact, behave suspiciously like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website.
Robert A. Kelly © 2004.

About The Author

Bob Kelly counsels, writes and speaks to business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public rlations.

Visit his website here.

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Tags: public relations planning, PR, public relations