The Right Hook

Writen by Marisa D'Vari

Have you fantasized about spreading word of your business on a top-rated TV show like The Today Show or Oprah?

Eileen Roth, a professional organizer just a year into her business, was able to get on both shows using the time-honored technique of the news hook.

Understanding the News Nook

Do-it-yourself PR people often tell prospects that the print and broadcast media will interview you simply because you are an expert in your field. Actually, the cold truth is that you have to earn the media's interest by providing them with the kind of news hook that shows:

* You understand what their audience values.

* You have tied what you want to promote into what's going on in the world today.

* You have read, watched, or listened to that specific media outlet and know how you would fit in.

Before you approach a media outlet you must brainstorm why your news will be of high interest to their audience. This is your pitch, be it a verbal pitch or in the form of a news release.

Putting a Story Together for the Media

Your news must whet the appetite and imagination of the editor, reporter, or producer so he can visualize the compelling story at the nucleus of your pitch. He needs to see at a glance how your news will play out on paper, radio, or TV, and how your news will appeal to the needs and interests of his readers.

This means you must first find relevant, newsworthy story ideas and condense them into information packed, "user friendly" pitches and releases that will shout "great story" to the media professionals reading them.

Piggybacking on a Holiday

Most people only consider 'traditional' holidays like Christmas as a news peg, but you will find thousands of other holidays in Chase's Directory of Events (McGraw-Hill). This is where professional organizer Eileen Roth found National Clean Off Your Desk Day and used it as a news peg to contact TV producers. Along with her news release, she included an information sheet listing her seven principles for a clean desk.

For the price of just a couple of first class stamps, Eileen Roth got invited to appear on the Today show (twice) and Oprah.

You can too!

If you want to promote your business on national television, take a "can do" hint from Roth. Check out Chase's Directory of Events at your local library today.

Profit from free articles and how-to information at http://www.BuildingBuzz.com. Marisa D'Vari is author of the new Building Buzz: How to Reach and Impress Your Target Audience, is available on Amazon at bookstores everywhere.

Nows The Time To Get Christmas Media Coverage

Writen by Harry Hoover

Publicity seekers know that Christmas can provide a bonanza of media coverage. Every media outlet, it seems is cranking out a special edition on gifts for the winter holidays. So, Christmas is the time to get ink for your product.

For many of these opportunities you need to be thinking at least six months out so that your product or service finds its way into the special sections. Magazines like Better Homes have long lead times, while newspapers have deadlines a few weeks from the holiday. Don't forget trade magazines that reach your customers. Electronic media typically will work closer to the actual holiday date. Another avenue to consider is syndicated columnists, who also have shorter lead times.

A great way to get coverage is to suggest an overarching story idea into which your product or service fits. Think about the users as well as the use for your offering, and think about the publication.

Let's take some of my clients for example. Charleston Cookies might be positioned as part of a story in Southern Living about Gifts of the South, or Gifts For Southerners Who Moved North. Bank of Commerce stock, which is now on sale, could be part of a story on Kids' Gifts That Keep On Giving. Ty Boyd's Executive Speaking Institute might be part of a story on the Gift Of Learning.

A pet store might publicize Warm and Fuzzy Gifts. Your product might fit into Gifts for Teens, Gifts for Executives, Gifts For Chilling Out, Gifts For Those Who Have Everything: you get the idea.

Now, here is what you should send to the media. Send a pitch letter, or email, that explains how the gift fits into their editorial needs and with their readers or viewers. A one-page release and product photos also should be sent. If you send via email, do not attach a bunch of photos. Find out how the editor prefers to receive them and follow her instructions.

Our next task is to decide where to send the information. Yahoo! has a directory of media that you can use for free. There are all sorts of paid services – like Bacon's - that provide media lists. Better still is the excellent Christmas Gift Guide produced by the League of American Communications Professionals.

Get to work now, and get the gift of coverage this Christmas.

Harry Hoover is managing principal of Hoover ink PR. He has 26 years of experience in crafting and delivering bottom line messages that ensure success for serious businesses like Brent Dees Financial Planning, Levolor, New World Mortgage, North Carolina Tourism, TeamHeidi, Ty Boyd Executive Learning Systems, VELUX, Verbatim and Youth Link USA.

Marketingminded Financial Plannersappearing On Tv Tell The World

Writen by Ned Steele

It doesn't matter how cruel the reality programs get, there always seems to be an endless supply of people willing to humiliate themselves to get on television. There's just something exciting about appearing in front of millions of people.

In fact, just knowing someone that's going to be on TV or on the radio is exciting, so when you know you are going to be on the air, send an alert to your mailing list.

Send notes, e-mails, faxes – whatever it takes – so they know when they can catch you. You'll be surprised at how many people tune in. After all, they now know a real celebrity!

Of course, most people will still miss it. It isn't as easy to send a "reprint" of a TV or radio appearance, but it can be done. Get a video copy of your appearance. (Never ask the reporter (unless they offer), they have to get to work on their next story.)

Call the station the next day and see if you can get a copy. If not, call a media monitoring service in your area. Most cities have one. They tape every local TV and radio broadcast and can provide the video or audio you need.

Afterwards, send copies of any video or audio tapes (smart move: get them edited to 5 minutes length maximum) to your best prospects and referral sources.

Recently a longtime vendor sent me (and a thousand others, no doubt) an e-mail saying he'd be on 60 Minutes that weekend. I couldn't watch that night but I sure was thrilled for him – and impressed. And he was top of mind for a good few days. Which is exactly what he wanted to happen when he sent me that e-mail.

Ned Steele works with people in professional services who want to build their practice and accelerate their growth. The president of Ned Steele's MediaImpact, he is the author of 102 Publicity Tips To Grow a Business or Practice. To learn more visit http://www.MediaImpact.biz or call 212-243-8383.

What Pr Organizations Say What They Mean About Options Backdating

Writen by Mukund Mohan

If you look at all the press releases from various companies on the options backdating issue and start to detect patterns, you cannot but help think they are written all by the same legal firm - they have the same boiler plate stuff, bunch of nonsense, a few technical terms and a few buzzwords. So we are attempting to clear up the mess with plain-speak.

1. What they say - " The SEC has issued an informal inquiry against our options backdating practices".

What they mean - " Damm! the SEC is a pretty rough bunch. Their informal inquiry looks more like a indicitment. We are not exactly sure what all we did wrong and not sure of what all we have to do to correct it. In any event, if we say its informal then the stockholders will think its nothing big."

2. What they say - " We intend to fully cooperate with the SEC" What they mean - "What choice do we have? Its not as if we have a whole bunch of options. Its like your ex-wife asking you to talk to her through the divorce settlement. If we dont cooperate we will all go to jail. We have to cooperate else we'll look guilty. If we do cooperate we will only end up paying a bunch of lawyers fines and settlement fees."

3. What they say - "There were material weaknesses in our internal controls" What they mean - " No one was minding the shop really. We were all busy getting drunk on "eyeballs", "business development deals" and "barney relationships". The accountants and lawyers were there too. They actually helped us through this. When someone from the audit team asked, we would either transfer them or ask them to leave. Now we have a mess. This SOX thing has also put some pressure on us. If we admit we had internal controls problems but now we passed our SOX audit, then we will absolve ourselves of all blame."

4. What they say - "Senior executives in the company who have been associated with this have resigned" What they mean - " Its not us its them. We are the nice guys. If there was anything going on it was under their watch. Sue them and leave us alone"

5. What they say - "Our board and audit teams have already started an internal investigation of our options backdating and will report their results soon" What they mean - " Our board got really scared they might get implicated in this. Finally after all these years they actually have to do some work to earn their pay instead of coming to our meetings, eating donuts, asking for gourmet coffee and paying golf with the CEO. So they came together, asked us to spend a bunch of money so they could CTA (Cover their AS*)

http://blog.vangal.com

Free Press Release Find Best Press Release Distribution

Writen by Brian Dylan

The easiest way to find out what a particular reporter prefers is simply by asking. You can make a phone call and find out for sure what the best method of delivery will be. This also gives you an opportunity to give the person a "heads up" that they will be receiving a press release from you.

This isn't the same as following up (which as mentioned earlier, you shouldn't do), and people won't get annoyed so long as you don't start trying to convince them over the phone that your press release is a "must read."

Stay professional and be confident that if you have followed the steps outlined above, chances are you will get a positive response.

Quick Tip: Should you decide to send your press release in e-mail format, send it directly in the body of the e-mail. Do not send attachments! Many people won't even bother opening them, and some e-mail programs will delete them automatically.

Should you decide that fax. or snail mail is the best choice, make sure that you use a legible font. There is absolutely no need to use fancy, ornate fonts. A clear and easy-to-read lettering will be best.

And if you are mailing your press release, don't fold the paper like it is a letter. Make sure that the first thing the reporter will see is your heading and headline. This will let them know right away what they are dealing with.

Final Thoughts:

If you find yourself tempted to stray from these basic rules for formatting your press release, take a moment to think about the over-tired, over-worked reporter who will be reading it. Their time is limited, their patience is short, and their garbage can is close at hand.

Press releases can be an extremely powerful marketing tool if:

1) You strategically plan your angle so that it's interesting and unique,

2) Your message is short, sweet, and to the point, and

3) Your formatting adheres to industry standards.

If you can successfully combine these three key things, then you'll capture media attention that can easily swing your sales - and public awareness of your business - into high gear.

2006 copyright article. ONLINE MEDIA PRESS RELEASE, media contacts at http://www.media-press-release.com, hosting at http://www.hostcube.co.uk

Publicity Wont Thrive On Press Releases Alone

Writen by Ned Steele

Press releases are a useful tool for announcing news and for keeping your name in the mind of the news media.

But you can't build a successful publicity campaign on press releases alone, for the simple reason that very few press releases ever make it into the paper.

You may think that your press release contains terrific, useful news, but you share that belief with the other three hundred people that sent their press release to the newspaper that day. If newspapers used every press release they got, paperboys would lose their jobs—the morning paper would have to be delivered by forklift.

Reporters are inundated by press releases. Some get 60 press releases a day—and on a good day they have time to write only two stories.

There's a smarter way to garner free publicity that will build your financial planning practice. Rely instead on developing the tools and tactics I teach in my articles and seminars. Practice contacting reporters informally and writing intelligently about your topics.

Don't lump yourself in with the dozens of press release submitters who receive but a brief glance from reporters, and hardly any chance of garnering publicity. Share your expertise with the media in creative, common sense ways.

Ned Steele works with people in professional services who want to build their practice and accelerate their growth. The president of Ned Steele's MediaImpact, he is the author of 102 Publicity Tips To Grow a Business or Practice. To learn more visit http://www.MediaImpact.biz or call 212-243-8383.

Managers And Pr Dont Just Settle

Writen by Robert A. Kelly

Why should you when it's just as easy to hang tough, and insist on The Big Four instead of settling for a collection of communications tactics that simply let you move a message from one point to another? And not much more.

What's the Big Four? In public relations, its recognition by business, non-profit, government agency or association managers,

1) that strategic PR can lead directly to achieving the unit's managerial objectives,

2) that the managers are doing something really significant about those important outside audience behaviors that MOST affect the department, group, division or subsidiary unit they manage,

3) that they will then be in a position to persuade those key external audiences to their way of thinking,

4) and, based on having persuaded many members of that key external audience to their views on the issue in question, move them to take actions that allow their unit to succeed.

The reason you don't have to settle for tactics as your only PR initiative, is first-class public relations planning that really CAN alter individual perception resulting in changed behaviors among key outside audiences. But that only comes about after you, as a manager, demanding more than press releases, brochures, special events and broadcast plugs, actually receive the PR results you deserve, as well as the best that public relations has to offer.

And this is what those PR results could look like: customers start to make repeat purchases; welcome bounces in show room visits occur; prospects begin to do business with you; membership applications start to rise; capital givers or specifying sources begin to look your way; new proposals for strategic alliances and joint ventures start showing up; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and community leaders starting to seek you out.

Underpinning this approach to public relations, is a proactive 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 usually accomplished.

As luck would have it, those in the best position to help you achieve your managerial objectives, are already on your staff, and can be of real use for your new opinion monitoring project. And the reason is, your PR people have been in the perception and behavior business for quite a while. But be certain those PR folks really accept why it's SO important to know how your most important outside audiences perceive your operations, products or services. And this is really important: be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Those public relations professionals deserve your confidence and your attention. So, review your new PR plan with them. Discuss how you will monitor and gather perceptions by questioning members of your most important outside audiences. Suggest asking questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

It may turn out that you want to go after the key audience data with a professional survey firm. But be cautious because that course of action may cost a lot more than the expense of using those PR folks of yours in that monitoring capacity. In any event 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.

On the heels of the necessary key audience data, you've got to set a realistic public relations goal which addresses the most serious problem areas uncovered during that perception monitoring drill. And it must be both realistic and achievable. For example, will your goal be to straighten out a dangerous misconception? Correct a gross inaccuracy? Or, stop a potentially painful rumor before it does more damage?

As always, a PR goal demands a PR strategy of equal quality if you are to solve perception and opinion problems, a strategy that matches your PR goal. You have just three strategic options available to you. Change existing perception, create perception where there may be none, or reinforce it. Because the wrong strategy pick will taste like barbeque sauce on your pecan pie, be certain your new strategy fits well with your new public relations goal. You certainly don't want to select "change" when the facts dictate a strategy of reinforcement.

Since the objective is always moving a key audience to your way of thinking, writing a persuasive message is the order of the day. But this kind of message must be carefully written, and aimed directly at that key external audience. Get your best writer on this job because s/he must produce language that is not merely compelling, persuasive and believable, but clear and factual if it is to shift perception/ opinion towards your point of view and lead to the behaviors you have in mind.

A wide selection of communications tactics awaits your pleasure now that your perception-moving message is ready to go. And they range from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure the tactics you pick are known to reach folks just like your audience members.

It's a fact of life that how you communicate your message will bear heavily on its believability, always fragile at best. Which is why, initially, you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

Estimating program progress is another challenge, especially so when gauging your program's impact on key audience perception, and thus behaviors. Inevitably, a second perception monitoring session will be needed. Happily, you can use many of the same questions used in your benchmark session. Only difference now, you'll be watching for signs that the bad news perception is being altered in your direction as a result of your communications programming.

In the unlikely event that the program's forward motion slows, you PR toolkit contains another fix: either add more communications tactics, or increase their frequencies, or both.

Fact is, as a business, non-profit, government agency or association manager, you don't have to settle for a collection of communications tactics that simply let you move a message from one point to another.

As outlined at the top of this article, you can take advantage of the Big Four approach to public relations that can deliver the PR results you deserve, and the best that public relations has to offer.

end

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 240 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. 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.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Only requirements: you must use the Robert A. Kelly byline, and resource box.

Robert A. Kelly © 2006.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published 240 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. 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:http://www.PRCommentary.com

Get Outsiders On Your Side

Writen by Robert A. Kelly

Especially good advice for business, non-profit and association managers whose job success depends in large part on the behaviors of their key external audiences.

I refer to behaviors like inquiries on the increase, new waves of specialized employment applications, more and more followup purchases, new levels of membership queries, a substantial boost in capital donations, or more frequent component specifications by engineering firms.

If you are such a manager, you almost assuredly need help in achieving your unit's operating objectives. Which is why it's nice to hear that the public relations team assigned to your operation is responsible for providing a large portion of that help.

Two things need to happen to make that a reality. One, it requires more than your oversight. You must stay involved with your public relations folks at every major decision point.

And two, the entire effort must be based on more than a casual debate about which communications tactics should be used.

What is needed is your commitment to a fundamental premise that is the foundation on which your entire public relations effort will be based. A premise 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.

With that established, we can get to work on the blueprint that will help persuade those important members of your key target audiences to your way of thinking. What you hope for then, is follow on stakeholder actions that result in your success as a business, non-profit or association manager.

Before taking any action steps, you need to know how members of your key target audiences perceive you. So, first, you and your PR team need to list those important outside audiences whose behaviors affect your unit the most. Then prioritize them so we can use the audience in first place on that list as our target audience for this article.

Instead of spending considerable money on professional survey work, you and your team can interact with members of your target audience and pose a number of questions designed to draw out any perception problems. "Do you know anything about us? Have you had any contacts with our people? Were they satisfactory? Do you have any problems with our services, products or people?"

As you interact with audience members, watch closely for evasive or hesitant responses to your questions. And be equally watchful for negative misconceptions, rumors, exaggerations, inaccuracies or untruths.

These data are grist for your mill, i.e., the information you need to establish a public relations goal that corrects the offending opinion/perception. Such a goal might look like these: spike that rumor, clarify that misconception, or correct that inaccuracy.

Now, you need a pathway leading to your public relations goal, and that means you must pick a strategy showing you how to get there. Luckily, there are just three strategies in matters of opinion and perception: create perception where there isn't any, change existing perception, or reinforce it. Just be certain that the strategy you select is a logical fit with the public relations goal you just established.

Now, what you say to members of your target audience must clearly address the offending perception gently but firmly. Your message must be believable, compelling and, at the same time, explain why the current perception is not merely untrue, but unfair. It is no easy job to alter what people believe, which is why writing such a message demands persuasive writing ability.

To maintain the credibility of the message, you may wish to piggy-back it on another announcement or presentation rather than using the higher-profile press release format.

Happily, when it comes to delivering your message to members of your target audience, you have multiple choices for your communications tactics. Everything from newsletters, bulletins and alerts, special events and speeches to print and broadcast interviews, press releases, consumer/member briefings and many more. Just be sure the tactics your use can demonstrate that they reach people similar to those who make up your target audience.

Before long, you, your PR team, and others in your unit will want to see some progress. Best (and most frugal) way to determine that is to return to perception monitoring in the field and ask members of your key target audience the same questions used in the earlier session.

Only this time, you'll be on alert for indications that the offending perceptions are changing as you planned, along with predictable follow on behaviors.

By the way, things can always move faster by adding other communications tactics, and using them on a more frequent basis.

Yes, for managers whose job success depends to a large degree on the behaviors of their key external audiences, a public relations problem-solving sequence like this one IS especially good advice!

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. mailto:bobkelly@TNI.net. Visit: http://www.prcommentary.com

Managers Yes You Do Need Public Relations

Writen by Robert A. Kelly

Managers: Yes, You DO Need Public Relations

Why? Because sooner or later, virtually all business, non-profit and association managers must alter individual perception leading to changed behaviors among their most important outside audiences.

And they must help persuade those external publics to their way of thinking, then move them to take actions that allow the manager's department, group, division or subsidiary to succeed.

Yes, all managers really DO need public relations.

Which means, should you be such a manager, that you must do something positive about the behaviors of those important external audiences of yours that most affect YOUR operation.

Results can come quickly when business, non-profit or association managers use public relations to alter individual perception among their target publics, leading to changed behaviors which then helps to achieve their managerial objectives.

Fueling such an effort is the reality that 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 you decide to undertake such an effort, please keep in mind that your PR effort must demand more than special events, brochures and press releases if you are to achieve the quality public relations results you're counting on.

No end of positive results can come your way. Capital givers or specifying sources begin to look your way; fresh proposals for strategic alliances and joint ventures appear; politicians and legislators starting to view you as a key member of the business, non-profit or association communities; customers start to make repeat purchases; membership applications on the rise; welcome bounces in show room visits; prospects starting to do business with you; and community leaders beginning to seek you out.

Your public relations staffers, who are already in the perception and behavior business, can be of real use for your new opinion monitoring project. But be certain that the PR staff really accepts why it's SO important to know how your most important outside audiences perceive your operations, products or services. And make sure they really believe that perceptions almost always result in behaviors that can help or hurt your operation.

Meet with your PR folks and review with them your plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions along these lines: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

Measure the cost benefit of using those PR folks of yours in that monitoring capacity against the cost of using professional survey firms to do the opinion gathering work. You may find that using your public relations people is the better bargain. But, 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.

At this juncture in the problem solving sequence, establish a goal calling for action on the most serious problem areas you uncovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially painful rumor cold?

No one these days sets a goal without a supporting strategy to show them how to reach that goal. However, there are just three strategic options available to you 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 butterscotch syrup on your fish sticks, so be sure your new strategy fits well with your new public relations goal. You wouldn't want to select "change" when the facts dictate a strategy of reinforcement.

Here comes some real work. You must write a persuasive message that will help move your key audience to your way of thinking. It must be a carefully-written message targeted directly at your key external audience. Your very best writer will be needed because s/he must produce really corrective language. Words that are not merely 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.

Some view the next step as a wild and wacky part of the effort -- selecting the communications tactics most likely to carry your message to the attention of your target audience. There are many available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

Fact is, HOW you communicate should also concern you since the credibility of any message is fragile and always up for grabs. Which is why you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

The thought that a progress report may be needed usually pops up at about this point. Which means you and your PR team should view the notion as an alert to begin a second perception monitoring session with members of your external audience. You'll want to use many of the same questions used in the benchmark session. But now, you will be on strict alert for signs that the bad news perception is being altered in your direction.

Of course, the reality that you can always speed things up by adding more communications tactics as well as increasing their frequencies, will be a source of comfort for you should program momentum slow.

So, it's true. Sooner or later, virtually all business, non-profit and association managers must alter individual perception in a way that leads to changed behaviors among their most important outside audiences.

Which translates this way: managers really DO need public relations to achieve their managerial objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Word count is 1155 including guidelines and resource box. Robert A. Kelly © 2005.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 200 articles on the subject which are listed at EzineArticles.com, click ExpertAuthor, click Robert A. Kelly. 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:http://www.PRCommentary.com

Powering Up Managerial Pr

Writen by Robert A. Kelly

For many managers, talking about how to power up managerial public relations means talking about favored communications tactics such as press releases, broadcast plugs, special events and brochures. Tactical devices which, as a manager, you may call upon from time to time to simply move a message from here to there.

Of course, calling them just that – tactical devices – does avoid confusing them with the broader, more comprehensive mission known as public relations.

A mission which, compared to a tactical orientation, instead assembles the resources and action planning needed to alter individual perception leading to changed behaviors among a business, government agency, non-profit, or association's most important outside audiences. Then goes on to help managers persuade those key folks to their way of thinking, and move them to take actions that allow their department, group, division or subsidiary to succeed.

In brief, and building on the tactical base, what such an approach to public relations does, is power up managerial PR by creating the kind of external stakeholder behavior change that leads directly to achieving those managerial objectives of yours. Then it persuades those key outside folks to your way of thinking by helping move audience members to take actions that help your unit get to where it wants to go.

Before long, all concerned will notice that the reality implicit in PR's underlying premise is that good public relations planning really CAN alter individual perception and result in changed behaviors among key outside audiences.

But what about that underlying premise? Spend a moment digesting it and see if it fits your style: 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 usually accomplished.

Results will appear sooner rather than later: new prospects actually start to do business with you; community leaders begin to seek you out; capital givers or specifying sources begin to look your way; customers start to make repeat purchases; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; welcome bounces in show room visits occur; new proposals for strategic alliances and joint ventures start showing up; and membership applications start to rise.

Your PR people need to analyze and input your plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Suggest queries along these lines: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

You'll be best served by looking first to your PR staff to manage your data gathering activity. But, take the time to satisfy yourself that they really accept why it's SO important to know how your most important outside audiences perceive your operations, products or services. Be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

If you ask a survey firm to handle your data gathering work, the cost could be substantial. Alternatively, using those PR folks of yours in that monitoring capacity could be a much better choice as they are already in the perception and behavior business. But 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.

A clearcut and realistic PR goal is an absolute necessity. It must call for action on the most serious problem areas you uncovered during your key audience perception monitoring. You may, for example, decide to straighten out that dangerous misconception, bring to an end that potentially painful rumor, or correct that awful inaccuracy.

In like manner, establishing the right action-oriented strategy will show you how to get to where you're going. Truth is, you have just three strategic options available to you when it comes to doing something about perception and opinion: change existing perception, create perception where there may be none, or reinforce it. Needless to say, the wrong strategy pick will taste like marinara sauce on your grilled squab and chicory salad. So be sure your new strategy fits well with your new public relations goal. You certainly don't want to pursue "change" when the facts dictate a strategy of reinforcement.

Now you must move your key audience to your way of thinking. Which means you're going to have to write a persuasive message. Ask the best writer on your team to get ready to prepare a carefully-written message targeted directly at your key external audience. S/he must produce some really corrective language that is not merely 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.

To carry your message to the attention of your target audience, you'll need carefully selected communications tactics, and there are many such available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

By the way, because a message's credibility is always fragile and often suspect, depending on the method by which it was delivered, you may wish initially to unveil your corrective message before smaller meetings rather than using higher profile news releases or broadcast announcements.

How will you demonstrate how the monies spent on public relations can pay off? Progress reports, of course. But they'll also be your alert to start a second perception monitoring session with members of your external audience. Here, you'll use many of the same questions used in the benchmark interviews. Only difference now is, you will be on strict alert for signs that the bad news perception is being altered in your direction.

Should you detect a modest slowing in activity, you can always add more communications tactics, and/or increase their frequencies to address that problem.

Thus, powering up managerial PR is best accomplished by (1) creating the kind of external stakeholder behavior change that leads directly to achieving those managerial objectives of yours. And (2) supported by a high-impact PR action plan focused on your key external audiences, and designed to deliver the very best public relations has to offer.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 230 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. 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: http://www.PRCommentary.com

How To Get Zero Cost Publicity For Your Business Part 2

Writen by DeAnna Spencer

This is the ending to my previous article, How to get no cost publicity for your business. Some other options include signature files, joint ventures, free for all links, informational articles, webrings, and giveaways.

Signature files are great ways to get free publicity for your business. It's just a short blurb at the end of your email. It's not considered spam. Of course, you shouldn't just send blank emails to people, just so they'll see your signature file. That might be considered spam to some people.

Joint ventures are also great ways to get free publicity for your business. Joint ventures are fairly easy to set up. Just find someone who is not in direct competition with you that may benefit from your book, product or service. Ask them if they will promote your product to their list in exchange for a link on your website or an announcement to your list. Most business owners will agree to such an arrangement as this is a win-win for everyone.

Another way to get free publicity for your business is to join as many webrings related to your business that you can find. Once again, this costs you nothing, and you get new traffic. A good place to find webrings is http://www.webring.com I also host a webring for people that are in the online marketing and advertising business. You can join it by visiting http://f.webring.com/hub?ring=marketingandadve .

Also, you can gain free publicity by writing informational articles. My suggestion is that you post these for free and include a resource box at the end of your article with your contact information and a short blurb about the product or service you are trying to promote.

Another source of free publicity is free for all links. A free for all links page is just what it sounds like. Anyone can list their url on this person's page. The only catch is that some pages may collect an email address from you and send you a lot of emails. I would just put in an email address that I didn't mind getting a lot of emails at.

Finally, giveaways are an excellent way to get free publicity for your business. You could give away a report, an e-book, or even a coupon for discounted services. These are just a few of the ways that you can get free publicity for your business. I'm sure your creative minds will come up with some additional ways.

DeAnna Spencer is a virtual assistant that helps entrepreneurs run a successful business by providing affordable administrative help. She also publishes a blog for small business owners. Visit this small business resource today.

Using Publicity As A Creative Marketing Tool

Writen by Michael Schwager

Publicity is an important and often overlooked tool of creative selling; and a more cost-effective way of reaching your target audience than advertising. With the inherent third-party endorsement of the media implied in every editorial story, a news or feature article in a newspaper, magazine, or on television or radio, is an infinitely more credibly-perceived communications message than an ad or commercial. Publicists less frequently are favored with hard news stories. They are more often tasked with getting "softer" news and feature stories on-air or in print. Here are some techniques involving creative conceptualization and application – what I call CREATIVE FORMATTING – and they work very effectively when carefully thought-through and constructed.

1 - Use News to Make News.

When you prepare a press release or pitch letter, keep the following editorial criteria in mind:
* Relevance (how valid and appropriate is this story?)
* Impact (does this story affect a large number of people?)
* Timeliness (is the story current?)
* Novelty (does the story have an unusual or unique twist to it?)

Your topic should tie in with current news issues and/or subjects that concern the public. In my earlier p.r. days, I promoted one product by showing how it could be used to the advantage of a specific news item of the day. In this case, the issue was government waste. Revelations were surfacing that various federal agencies were buying products at absurd prices above retail: you may remember $500 toilet seats and $75 rulers. The American taxpayer was being seriously abused by bureaucratic waste. Our client was a publishing house that had just come out with a directory for buyers at government agencies. The directory listed major manufacturers all over the country who were not in the business of ripping off Uncle Sam. The directory was distributed to the agencies free of charge. The publishing house made its money by selling ad pages to companies who wanted to attract the attention of these buying officials. We attracted a significant amount of publicity by telling editors that the publishing company had come up with a partial solution to the problem of wasteful government spending. The story was picked up by the wire services and nationally syndicated TV newscasts.

2 - Seasonal Tie-ins

News editors are always looking for feature stories that tie in with holiday or seasonal happenings. I remember a very successful campaign for a manufacturer of postage meter equipment. Eight weeks before Christmas, we convinced the manufacturer to designate a Holiday Consumer Affairs Specialist who could talk about "everything you wanted to know about mailing gifts for the holidays."

Between Thanksgiving and Christmas, we arranged dozens of phone interviews with reporters at large radio stations in major markets. The company was plugged in every interview and the entire campaign tied-in with a major catalogue and in-store p.o.p. merchandising campaign. Sometimes, a creative p.r. idea can pave the way for a strategic marketing campaign.

Another successful campaign tied in with the advent of winter and escalating fuel prices due to an international oil crisis. One of our clients manufactured a draft sealer, a simple rubber plug that fit into electrical wall outlets. The sealer kept cold outside air from coming into the home and kept warm air inside from leaking out. Consumers could save money on their fuel bills. We convinced the Today Show to do a live five minute segment on a new energy-saving device for the home.

3 - Products Are Newsworthy When They Are Evolutionary or Revolutionary

On Sunday, May 29, 1994, we generated a story in the Business Section of the New York Times on a new kind of paper that changed color upon the touch of the hand. We knew the story had merit, because the product represents a revolutionary leap forward in paper goods. Several years ago, a new product created by a camera manufacturer, an instant slide processor that develops slides in seconds, represented an evolutionary step up in instant photography. We offered Good Morning, America a first exclusive on the announcement, and we convinced the show's producers to have host Joan Lunden demonstrate the product live in a five minute segment. The product sold out nationally.

4 - Anniversaries

If the product is vital to the American way of life, the media might click with a suggestion for a story on a major anniversary of the product. This includes biggies like television, radio, refrigerators and cars all the way to such mundane indispensables as zippers and toothpaste.

Other kinds of anniversaries work too. During the centennial celebrations for the Statue of Liberty, we convinced Kelloggs to sponsor a campaign that publicized the closest living relative to the man who designed and built Lady Liberty. This included the scripting and shooting of a video news feature story for television newscasts around the country, and our pickup was enormous--including some very nice positive image reinforcement for Kelloggs.

5 - Controlled Messages

A controlled message is a message that you prepare in advance and place with various media as a finished product. When we promoted a book that turned into a major bestseller called Swim With the Sharks Without Being Eaten Alive by Harvey Mackay, we employed a number of techniques that come under this category.

Three examples of this technique are the video news feature, matted columns for suburban newspapers, and by-lined articles for specialized trade publications.

A video news feature is simply a 90-second to two-minute news piece that gets scripted, shot and distributed to newscasts around the country. The local newscast incorporates the piece as part of its news coverage, and the average viewer has no idea these stories are supplied by outside sources.

A matted column is simply a one-column or two-column story that is sent to suburban news weeklies as camera-ready copy. They don't have to edit it or prepare it for print. The column usually offers some kind of consumer advice, with a discreet yet effective plug within the story. Vertical trade publications are magazines that are published for a specific audience or industry. Hundreds of them are published each month. Years ago, we ghosted by-lined articles for the president of a company that analyzed utility rates for other companies, showing them how to save thousands of dollars every year. These articles were placed with dozens of magazines that catered to a variety of industries. This campaign was the company's sole marketing vehicle for many years.

6 - Trends

When one of our clients, a major photography magazine, needed to increase its exposure, we designed a segment on The Today Show in which one of the magazine's editors brought the very latest camera equipment to the program. For seven minutes, he demonstrated the most current camera technology to millions of viewers. He also achieved some substantial awareness for his magazine.

Another client, the Magazine Publishers Association, was interested in increasing recognition. They wanted to establish the fact that magazines are at the leading edge of creative advertising communication. We designed a segment on The Today Show that displayed the latest in pop-up ads in various magazines.

In another situation, a German beer company wanted to increase sales in the USA. The company turned to us, asking us to increase their name recognition with a publicity program instead of advertising. The built-in challenge was that very little can be done editorially for alcoholic beverages. The solution was to look for secondary uses which would nonetheless position the beer in a meaningful and positive way. We convinced a well-known German restaurant to develop dishes prepared with beer as an ingredient. We invited the entire national food press to a Cooking With Beer Festival. The food writers for every major magazine and newspaper attended. Media coverage was staggering. Many products can be used in special publicity events. By promoting indirectly, sponsors can reap media coverage.

POSITIVE PUBLICITY SELLS. A creative publicity program can be a powerful tool for selling your product or service. Publicity efforts can be more cost-effective than traditional advertising. Plus, they pack more power because the publicity comes from recognized media sources instead of from your company. This increases consumer confidence and promotes a positive public image. The end result of creative publicity is an increased awareness that attracts potential customers.

Mike Schwager is President of Worldlink Media Consultants, Inc., based in Ft. Lauderdale, Florida. He is an accomplished veteran of media interview training, and has conducted successful trainings for scores of CEO's and other senior executives, politicians, celebrities and authors. Website: http://www.mediamavens.com. E-mail: moschwager@aol.com.

9 Rules Of Media Relations Crisis Management

Writen by Casey Quinlan

As the tragedy at the Sago mine in West Virginia unfolded on our televisions and front pages in January of 2006, I'm certain we all wondered how the story could have become such a terrific example of corporate media-relations bungling.

Perhaps I was in the minority thinking the bungling was terrific, but I'm in the media relations business – this mess was going to be a terrific teaching tool.

How did such utterly wrong "facts" get released? And why did International Coal Group, the company that owns the Sago mine, let the wrong story spread for three hours before admitting to the real facts – twelve miners were dead. There was only one survivor. Not twelve, as had been joyfully reported by broadcasters and newspapers around the world.

There is one primary rule in media relations – never let the story get away from you. International Coal Group violated that rule, and wound up the poster child for corporate blundering. ICG will have "Sago mine disaster" inserted in every story about their company for years to come. The coal industry isn't known for its safety record – now ICG has the dubious distinction of joining the "worst mining disasters" list.

Most business owners, large and small, will never face a media disaster of these epic proportions. They can, however, learn some valuable lessons by being aware of what can happen if you violate that one primary media relations rule – never let the story get away from you.

Every company should have a media plan – even if you will only end up talking to a community newspaper. Plans for any size company should follow these guidelines:

Be prepared

Tell the truth

Establish one point of contact

Tell the truth

Maintain your message – know what to say, and say only that

Tell the truth

Know what is, and isn't, newsworthy

Tell the truth

Be aware of deadlines

One rule is so important, it's in there four times – no matter what you have to say, if it isn't true, you'll be found out. It might be within three hours, like it was for ICG. It might be three weeks, three months – but you will be found out, and you'll have an accelerating disaster on your hands. Your business may not survive.

Tell the truth.

You should have a media plan in place before you speak to a community calendar newsletter, your local paper's business editor, a local radio or television reporter, or launch a product or service at a trade show. Having a plan in place gives you the confidence to speak your message, stay on track, and stay in control of your company's news.

In the fast-moving, 24-hour spin cycle that is today's news business, you don't want to get sucked down the drain - getting caught off guard if your company suddenly becomes newsworthy. If you're lucky enough to come up with that fresh take on the mousetrap that has the world, and the media, beating a path to your door, you don't want to answer the door in your underwear.

By being prepared with a media plan, developed by using the guidelines I've given you, you'll answer your door looking (and sounding) sharp, successful and newsworthy. And you'll enjoy your ride on the media train, instead of finding yourself ground under its wheels!

Casey Quinlan has spent over two decades in the news business, working stories for the major networks in the US and around the world. She recently hung out her shingle as a PR and media relations consultant, targeting technology companies making the innovations that change the world. Visit Mighty Casey Media on the web at www.mightycasey.com

Pr Performance You Should Expect

Writen by Robert A. Kelly

As a business, non-profit, government agency or association manager, one way or the other (and sooner or later), you'll be paying for some kind of public relations results.

And hopefully, results that do something meaningful about the behaviors of those important audiences of yours that MOST affect the organization you manage.

Better yet, results that create the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives.

And even better still when those results reflect how your follow through persuaded those key outside folks to your way of thinking as you helped move them to take actions that allowed your department, group, division or subsidiary to succeed.

In my view, the alternative is unacceptable: managers preoccupied with simple tactics like press releases, broadcast plugs, special events and brochures, which deny them the best that public relations has to offer.

Instead, what is needed is good public relations planning that really CAN alter individual perception resulting in changed behaviors among key outside audiences. But that only happens when you demand more than just communications tactics. That's when you'll receive the quality public relations results you deserve.

Results, incidentally, based on a highly proactive premise that can easily go your 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 usually accomplished.

When managers adopt such an approach to public relations, the desired end-products should soon emerge. For instance, prospects begin to do business with you; membership applications start to rise; welcome bounces in show room visits occur; customers starting to make repeat purchases; capital givers or specifying sources beginning to look your way; new proposals for strategic alliances and joint ventures start showing up; politicians and legislators begin looking at you as a key member of the business, non-profit or association communities; and community leaders begin to seek you out.

Still another epiphany occurs when you realize that the public relations people on your staff can be of real use for your new opinion monitoring project. After all, they're already in the perception and behavior business. But to be certain, determine if those PR folks really accept why it's SO important to know how your most important outside audiences perceive your operations, products or services. And this is really important: be sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Is your PR plan now complete? Better sit down and review it carefully with the public relations professionals on your team, be they agency, staff or parent. Discuss how you will monitor and gather perceptions by questioning members of your most important outside audiences. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the exchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

If you decide that, instead of mobilizing your PR staff as key audience data gatherers, you may try professional survey firms to do the job. Just know that that may require more expense than using those PR folks of yours in that monitoring capacity. But 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.

The most serious problem areas uncovered during your key audience perception monitoring call for setting a realistic, achievable PR goal. For example, will your goal be to straighten out a dangerous misconception? Correct a gross inaccuracy? Or, stop a potentially painful rumor before it does more damage?

To show you how to reach that new goal, a matching strategy should be established. However, there are only three strategic options available to you when it comes to solving perception and opinion problems. Change existing perception, create perception where there may be none, or reinforce it. But the wrong strategy pick will taste like raspberry jam on your collard greens . So be certain your new strategy fits well with your new public relations goal. You certainly don't want to select "change" when the facts dictate a strategy of reinforcement.

One of the keys to success in public relations is the persuasive message, one that helps move a key audience to your way of thinking. It must be carefully written, and aimed directly at your key external audience. Lean on your best writer to accept the assignment because s/he must produce language that is not merely compelling, persuasive and believable, but clear and factual if it is to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Who will carry that message to the attention of your target audience? Well, with your message written, approved and ready to go, you and your people must answer that question this way:"Communications tactics." And there is no shortage of such tactics available to you. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be certain that the tactics you pick are known to reach folks just like your audience members.

It's an unfortunate, but true aspect of public relations that HOW you communicate your message will bear heavily on its believability, always fragile at best. Which is why you may wish to unveil your corrective message before smaller meetings and presentations rather than using higher-profile news releases.

Fact is, a second perception monitoring session will be needed to measure your progress in moving key audience perception,. The results will be your first progress report. Happily, you can use many of the same questions used in your benchmark session. But now, you will be watching for signs that the bad news perception is being altered in your direction.

Oh, yes. Because a program occasionally can lose some of its early velocity, here are two remedies. Either add more communications tactics, or increase their frequencies, or both.

And finally, publicity placements are satisfying, but when it's REAL public relations performance you want, you had best shoot for creating the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives. And do so by persuading those key outside folks to your way of thinking by helping move them to take actions that allow your unit to succeed.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net.

Robert A. Kelly © 2006.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 230 articles on the subject which are listed at EzineArticles.com, click Expert Author, click Robert A. Kelly. 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 =>http://www.PRCommentary.com

Publicity Write A Letter To The Editor For Free Publicity

Writen by Ned Steele

Ever wonder why papers devote a page or more to letters to the editor? Because subscribers love to read them!

Letters to the editor are among a paper's most popular features, so getting your name underneath a letter can be even more valuable that being quoted in a news article.

Letters to the editor can't just be about anything—they have to be related to the news. The ones most likely to get published bring a personal perspective to a topic of national or intense local interest. Anytime one of your topics is even vaguely in the news, try writing a letter about it.

Letters to the editor should be short—no more than 200 words—so they shouldn't take long to write. Type it up on your computer and e-mail it over to the editor. Look for your letter in the newspaper in the next few weeks, and if it appears, let your clients and colleagues know about it.

There are some newspapers that now put letters to the editor that didn't make the newspaper on their web sites. Soon, a letter to the editor may be guaranteed publicity.

Longer, signed articles called "op-eds" run on the same page and are spectacular showcases. Try one.

Ned Steele works with people in professional services who want to build their practice and accelerate their growth. The president of Ned Steele's MediaImpact, he is the author of 102 Publicity Tips To Grow a Business or Practice. To learn more visit http://www.MediaImpact.biz or call 212-243-8383.

Media Training When Reporters Bully You

Writen by Brad Phillips

UNDER FIRE

A friend whose organization is often in the media spotlight recently told me a story about her boss. Her boss, let's call her Susan, is on the leadership team for a lobbying group that represents a somewhat unpopular industry.

Susan was interviewed a few months ago by Dateline NBC Correspondent Lea Thompson about a topic that could make her organization look bad. She knew she'd have to answer tough questions.

Nervous about saying something embarrassing about her organization, Susan carefully prepared for the interview. She developed her main messages, thought about the worst questions she could possibly face and practiced her responses.

When the interview began, Susan stayed on message. Thompson tried to throw her off, but Susan wouldn't budge. Thompson pushed and prodded, trying to get Susan to say something – anything – more controversial. She wouldn't.

That's when Ms. Thompson employed the old journalistic trick of trying to intimidate her subject. In middle of the interview, Ms. Thompson asked the cameraman to stop recording, scolded Susan for not answering her questions, and asked for a five minute break.

And my sources tell me that this is not the first time Ms. Thompson has used this tactic – she's used it before with at least one other interviewee from a different organization.

An inexperienced spokesperson would have been flustered. He or she would have returned from the break with something different to say. Not Susan. She knew that Dateline NBC was simply a conduit to a larger audience and that she had full control of her own words.

It worked. When the interview aired, Susan's quotes were right on message. By sticking to her messages and consistently repeating her most important points, she ensured that Dateline's millions of viewers heard the most important things she had to say.

WHY CAN'T I BE MORE…REAL?

The trainees I work with often wonder if they wouldn't have more credibility if they acknowledged a few of their own weaknesses during an interview, instead of being perfectly on message. Doing so is occasionally appropriate, but here's why it's dangerous:

1. The answer you give which points out your own shortcomings will be the one that is used. Your other answers – including your positive points – will be edited out.

2. It is not your job to be your own critic – that is the job of the reporter and your opponents quoted in the piece. In order for a truly "balanced" piece, you have to be positive toward yourself – your opponents will happily point out your imperfections for you.

BUT BE CAREFUL

I'd like to raise three cautions with this approach. First, frustrated reporters will occasionally edit together clips of the guest repeating the same answer over and over again and will air it to show the guest's evasiveness. It's a technique that can severely damage a guest's credibility, but is easy to circumvent – if you develop multiple ways of saying the same thing and support your messages with specific examples.

Second, this approach works well if you're defending an ideology or point of view you truly believe in. But if you or your organization did something wrong, it's not good enough. You'll need to admit your faults, apologize, and articulate your action plan to make it better.

And third, this approach worked because the interview was taped, not live. If the program was live, the audience would have quickly tired of Susan's antics. But since she knew that Dateline NBC tends to use short sound bites instead of longer interviews, she was confident the audience would never see her repetitive messaging technique.

THE END GAME

In the end, both women performed their jobs admirably. Ms. Thompson led a tough journalistic investigation, exposing an industry that probably deserved the scrutiny. And, as for Susan? She represented her organization's point of view perfectly.

Brad Phillips is the founder and president of Phillips Media Relations. He was formerly a journalist for ABC News and CNN, and headed the media relations department for the second largest environmental group in the world.

For more information and to sign up for free monthly media relations and media training e-tips, visit http://www.PhillipsMediaRelations.com

Media Training 201 The Reporters Have Done Their Homework Have You Done Yours

Writen by Nancy Stern

Just about anyone who has been in the public eye has a story of the media interview that went south. "I talked to that reporter for an hour and all they used was a ten-second sound bite!" or, "He said he wanted to ask me about X when that was just a way to get in the door so he could talk about Y." Chances are, the reporter came armed with questions and if he really did his homework, knew what answers to expect. You should be just as prepared. Media training can't make the tough questions go away, but it can give you the tools to control the interview. Here are some tips:

• Anticipate the toughest questions and prepare/rehearse your answers in advance. Know going in what YOUR goal is for the interview. Are you releasing new information or reacting to an event or story that's already out there?

• Be able to cover key points in a conversational manner. Don't memorize. It will sound like it.

• Collect information from the reporter before the interview…

What is the deadline?

What is the story about? What is the hook/interest angle?

How do I fit into the story? What do you want? Quote? Statement? Interview?

Who else have you spoken with? What did they say? (This will also give an indication of where the story is heading. Are the other interviewees credible?)

What documents do you have have/need? (Does the reporter have a document you haven't seen? Have them fax or e-mail a copy before the interview.)

When will the story run? How long will it be? (There's a big difference between a minute-thirty TV news story, and a long, background article in the morning paper.)

• Have a mini-tape recorder handy. Tell the reporter that you'll be taping the interview, so you have a copy of what is said. This lets her know you're not a rookie.

• Beware of the reporter on a "fishing expedition". Wide-ranging, vague questions can be tricky and potentially dangerous. Reporters are fond of "What if" scenarios or "Could it happen here?" Clarify what she's going for. "I think what you're asking is…" It's O.K. to admit you don't understand the question or can't predict the future. If you find the interview veering off-course, bring it back on track. "You said we'd be talking about X and I'll be happy to answer your questions about that."

• Don't say "off the record" or believe something will be "off the record." There's no such thing as "off the record."

• Use simple terminology. If the subject is complicated, and the reporter is not up to speed, provide a simple verbal primer on the topic before the interview begins or give the reporter a handout of key information.

• Practice. Attend media training. See yourself on camera so you know what the audience will see.

The simple strategy of "tell 'em what you're gonna to tell 'em, tell 'em, and then tell 'em what you told 'em" is tried and true when it comes to the media interview. That leads to another tip. Know when to stop talking. Many a damaging sound bite has been uttered when the interviewee's guard was down, after he/she thought the interview was over.

©2005. All Rights Reserved

Through their workshops, seminars and consulting projects, Nancy Stern MA and Jody Hammond, MA, help people keep connected through conscious communication and savvy media skills. They can be reached for communication skills and media training at 800-280-2666 or on the web at http://www.onthespotmediatraining.com

Build A Better Online Press Kit

Writen by Drew Gerber

Some recent surveys of journalists and reporters indicate that most prefer to use online media rooms/press kits as opposed to the old-fashioned hard copy press kits. Why? The Internet is open 24 hours a day, seven days a week. A busy reporter on deadline can log on and cruise from one online press kit to the next without having to wait for an overnight package or fax.

Many businesses and publicists are embracing this new technology in media relations and are in a mad dash to develop online press kits of their own or for their clients. Like a Web site, an online press kit should contain certain elements, should make some features more prominent than others, and be simple to navigate. Here are some "do's and don'ts" to consider before you dive in and begin creating an online press kit.

Online press kits Should:

Be easy to locate if linked to a main Web site. For instance, if ABC Bottled Water has a public or consumer Web site already established, a separate media room can be linked to the Web site's home page. This link must appear prominently – either in the site's menu or on the home page. Reporters don't have time to search for it. Also, if the media room is linked to a "main" site, the media room should share the main site's "look and feel," so that reporters don't feel link they've been forwarded to some unrelated site.

Provide materials commonly used by the media. A general press kit usually contains a backgrounder, FAQ, and profiles of key individuals/spokespeople. This is what a reporter will want to see when he or she visits your online media room. The purpose of providing these common documents is to minimize any extra work a reporter will need to do to get what he/she needs. Other important items to include are high-resolution, digital photos, high-resolution digital logo graphics, and of course, press releases. A good online media room will come equipped with a media library where all types of files can be uploaded, stored, and distributed, including general press kit materials.

Include the media coverage already received. When a company, organization, or individual has been covered by the media (preferably favorably), it helps to "legitimize" them. Be careful about copyright issues when reposting articles, though. If you or your organization has appeared in the media, use anything from audio clips, video clips, and links to media outlets' Web sites in your online media room's "In the News" page. Check with the media venue for reprint permission.

Include media contact information prominently. If the person handling media relations is not an employee of the company/organization, be sure that the contact info in the online media room directs reporters to the person who is. If a reporter reaches out and his/her request is lost in cyberspace, chances are, they won't come back.

Online Press Kits Should Not:

Combine info for both the public AND the media. Ideally, the information provided for the media should be separate from content intended for the public or consumers. One reason is that it makes it more difficult for the media to find what it wants, and another is because it reduces your control over the info provided to the media. Messaging is very important, and while it can sometimes vary for the public, it should always be consistent for the media – after all, your messaging is what they're using to cover you with.

Require a reporter to make numerous requests for additional info. There are always going to be some things that you do not want to provide online on a constant basis. This could include certain photos or ebooks. Keeps these instances to a minimum! In cases like these, it is fine to say "please contact us for photos of this event," or "please contact us for a sample ebook." Some media rooms have very limited file space, which may require you to upload low-resolution photos to save space. Asking reporters to contact you for high-resolution photos is all right, too. The point of an online media room is to provide the media with most of what it needs.

Be out of date. Update press kit materials as needed, and try to keep a current press release available – even if it wasn't distributed on the wire or to reporters directly. By keeping a timely supply of "news," in your media room, it will be obvious to the media that it receives your attention.

Other Helpful Tips:

Use links – not e-mail attachments! Media rooms with media libraries should allow you to upload your documents and create a URL to their location online, which you can provide to the media instead of an e-mail attachment. When was the last time you opened an e-mail from a stranger that had an attachment?

Have a blog? Link it to your online media room. Blogs are a great way to discuss your company, cause, or industry and are often used by members of the media when researching someone/something for a story. If you have one, add the link to your media room. If you don't have one, consider getting one.

By following these tips and by putting yourself in the shoes of a journalist, you will be able to develop an online presence that is both informative and convenient. Do this and you'll meet the demands of the media and increase the likelihood of gaining editorial exposure.

Drew Gerber is Co-creator of Press Kit 24/7 (http://www.PressKit247.com), an online press kit technology. In addition to helping non-profits and small businesses manage their own media relations through technology, Gerber is Co-Owner of Wasabi Publicity, Inc., a PR firm representing causes, nonprofits, and businesses that make a difference. An expert in the art of listening and in building relationships, Gerber can be reached at Drew@publicityresults.com.

Media Training Who Needs It

Writen by David Landis

It's flattering that the media has noticed your work – and you'd love the notoriety. But following that initial pride, your reaction might be (not necessarily in this order):

Fear.
Trepidation.
What if I blow it?
What if they ask me a hard question I can't answer?
And, omigod, do I really need this headache when I have a business to run?

If this all sounds far too familiar, you've probably realized the need to be media prepared. That's a good thing. After all, most people forget that a media interview is actually an opportunity – to say what you want to say. You just have to know how to take control.

You've probably noticed that some companies and spokespeople are successful with the media – and some are not. The reason? Some folks better understand how the media works and how best to work with the media.

So, what is the media interested in? news, news and more news. And what is news? Something that's a first, a trend, unusual or unique, something populated with celebrities, kids or dogs, and oh, of course, something that has a lot of money associated with it. So, if you think like a reporter, your job becomes understanding your business in a way that you can communicate news to the media.

What do you need to know to be prepared? Well, first off, you really need to know your company, your product, your industry and your business' success stories. Know the medium you're talking to (TV is different from radio which is different from print and online). Know your audience. But, most of all, have three key messages. And make sure, no matter what, you communicate those three key messages.

Which group of people is a great role model when it comes to communicating key messages? Most would say "politicians." Politicians know that no matter what they're asked, they're going to communicate their key messages – and consistency is the key to success in articulating their position.

What should you never do in an interview? Never say "no comment." (sounds like you're avoiding the issue); never repeat a negative question or phrase (that only reinforces the negative); never use industry jargon (people don't understand it); never go "off the record" (nothing is ever off the record); never lie; and never attack competitors (you can always take the high road instead).

Here's an interview checklist:

A. An interview is a basic tool of news gathering, not a conversation. Think of it as a formal debate
B. The reporter interviews a subject in search of news, not to further a company's reputation
C. Do your homework. Read the reporter's articles and his publication prior to the interview
D. Anticipate key questions
E. Prepare key answers
F. Identify your three key messages and make sure to deliver them no matter what!
G. Practice, practice, practice!

When should you respond to an interview? Keep in mind that media is deadline-driven, so when a reporter calls, it's important to get back in a timely fashion. But if the reporter catches you unprepared, it's perfectly acceptable to say you're on the run and can you call back? Ask for the deadline and respond within the timeframe. Working with the media is all about relationship-building: once you create positive ones, you need to communicate on an ongoing basis, through good times and bad. But remember: sometimes you'll want to participate in an interview and sometimes you won't – and that's OK.

So, what are the keys to a successful interview?

1. Develop and practice your three key messages
2. State your objective at the beginning of the interview
3. If asked an unrelated question, bridge to your key messages
4. Provide support for your objective
5. Summarize your thoughts
6. Stop talking!

It's important to recognize that it takes time and experience to develop cogent and persuasive key messages. Each spokesperson needs to practice key messages continuously – that's where media training can be extremely helpful. Getting the media interested in your message is an art, not a science. Developing helpful media contacts takes time. And developing messages is a process in and of itself.

Let's go back to that original call from the media. Peter King (not his real name, of course) calls from the New York Times. What do you do? Peter King: Hey, Joe, it's Peter King from the Times. Got a minute?

Joe Canoli: Actually, Peter, you've caught me a bad time, I'm running out the door. What's on your mind?

Peter King: I'm doing a trend story on successful small businesses and wanted to spotlight your company.

Joe Canoli: I'd love to talk with you, what's your deadline?

Peter King: Sometime tomorrow would be fine.

Joe Canoli: Great, Peter. I'll get my facts together and let's talk at 11 a.m. tomorrow?

Peter King: Good, see you then.

Congratulations! You've made your first media friend! And 15 minutes can stretch into a lifetime.

David Landis is President of Landis Communications Inc. (http://www.landispr.com), a San Francisco-based public relations agency that provides a broad range of services, including: media training, public relations, media relations, community relations, special event services, positioning, messaging, media tours, promotions and internal communications.

What Determines Pr Success

Writen by Robert A. Kelly

As a business, non-profit or association manager, occasions will arise when you'll need to employ tactics like a brochure, a special event or a press release. But it will be your work that precedes those tactics that will determine the success of your public relations effort.

Here's the underlying 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 usually accomplished.

In a nutshell, your PR plan will help achieve your managerial objectives by altering perception leading to changed behaviors among those important external audiences that most affect your department, group, division or subsidiary.

When you get right down to it, you probably should expand your view of public relations with some serious planning early-on to do something about the behaviors of those vital outside audiences rather than jumping right out-of-the-gate with a tactical broadside.

I mean, there's something unsettling about putting the cart before the horse with initial press releases, talk show appearances, zippy publications and fun-filled special events before you get answers to questions like these: Who are you trying to reach? What do you know about them? How do they perceive your organization? If troublesome, how might we alter their perceptions? And perhaps MOST important, what behaviors do we want those perceptions to lead to?

Here's what you really need to ponder. Because the people with whom you interact every day behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Which means you should deal effectively with those perceptions (and their follow-on behaviors) by doing what is necessary to reach and move those key external audiences to action.

With that kind of public relations homework under your belt, you may finally receive targeted PR results such as new approaches by capital givers and specifying sources; community leaders beginning to seek you out; fresh proposals for strategic alliances and joint ventures; prospects starting to do business with you; customers making repeat purchases; rising membership applications; welcome bounces in show room visits, not to mention politicians and legislators viewing you as a key member of the business, non-profit or association communities.

That also means there's much work to be done. But by who? Who will do this specialized kind of work? Your own public relations people? Folks assigned to your operation? An outside PR agency team? But regardless where they come from, they need to be committed to you and your PR plan beginning with key audience perception monitoring.

It helps when the PR people assigned to you are really serious about knowing how your most important outside audiences perceive your operations, products or services. They really have to accept the truth that perceptions almost always lead to behaviors that can help or hurt your operation.

Review with them how you will monitor and gather perceptions by questioning members of your most important outside audiences. For instance, 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?

Be sure to use professional survey firms in the perception monitoring phases of your program, if there's enough money in the PR budget. You're in luck, however, because your PR people are also in the perception and behavior business and can pursue the same objective: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

Obviously, the right PR goal will let you deal effectively with the most serious problems you discovered during your key audience perception monitoring. Your new goal could call for straightening out that dangerous misconception, or correcting that inaccuracy, or neutralizing that fateful rumor.

Be careful here because you must now identify the right strategy, one that tells you how to move forward. Keep in mind that there are just three strategic options available to you when it comes to handling a perception and opinion challenge. Change existing perception, create perception where there may be none, or reinforce it. Since the wrong strategy pick will taste like salsa on your Braunschweiger, be certain the new strategy fits comfortably with your new public relations goal. You don't want to select "change" when the facts dictate a "reinforce" strategy.

Here you have little choice. A strong message is required and it must be aimed at members of your target audience. Yes, crafting action-forcing language to persuade an audience to your way of thinking is tough work. Which is why you need your first-string varsity writer 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 correct something and shift perception/opinion towards your point of view leading to the behaviors you are targeting.

What will carry your message to the attention of your target audience? Why the communications tactics most likely to reach that group of people, of course. After you run the draft message by your PR people for impact and persuasiveness, you can choose from among dozens that are available to you. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure that the tactics you pick are known to reach folks just like your audience members.

Because we all know that a message's believability can depend on the credibility of the means used to deliver it, you may decide to unveil it before smaller meetings and presentations rather than using higher-profile news releases.

Calls for progress reports are a signal that the time has come for you and your PR team to begin a second perception monitoring session with members of your external audience. Many of the same questions used in the first benchmark session can be used again. But this time, you will be watching carefully for signs that the problem perception is being altered in your direction.

Should forward progress slow, you can always speed up matters by adding more communications tactics as well as increasing their frequencies.

Managers who succeed in altering the perception of their key external stakeholders, thus moving their behaviors in the managers' direction, will soon determine the success to which they have become entitled.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net.

Robert A. Kelly © 2005

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. mailto:bobkelly@TNI.net Visit: http://www.prcommentary.com

Public Relations For Osha Needed

Writen by Lance Winslow

Too many business people simply cannot stand the onerous over regulations that have to do with OSHA and that is a shame that our own government is so hostile to the business community and yet there must be some way to change this perspective. Indeed, OSHA needs a much better public relations program.

I propose that we have OSHA inspectors join in the Neighborhood Mobile Business Watch Patrols and then they will be assisting businesses and business owners by reducing crime rather than being seen as criminal government extortionists by the business community. Why would OSHA join such a program? Well to promote goodwill and strong public relations. You see OSHA is perfect for such a program, consider if you will that;

OSHA INSPECTORS: These inspectors go to facility departments of large corporations, they go to construction sites, and they go to government agencies and even colleges and Universities to insure that there are consistent and safe working conditions. This is good because they too are trained observers, drive four door sedans and have a huge networking pool of people they deal with on a regular basis.

This makes OSHA a natural for community business policing efforts and therefore part of the solution instead of considered a problem for the businesses. Consider this in 2006.

Lance Winslow - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; www.WorldThinkTank.net/wttbbs/