Dont Put Up With Quotjunk Prquot

Writen by Robert A. Kelly

In public relations, "junk" is more about attitude and lack of understanding than a measure of quality.

Hopefully, if your public relations mission is yet to be accomplished, you agree that its primary thrust MUST be to take advantage of the fact that people act on their own perception of the facts before them leading to predictable behaviors. Then create, change or reinforce that perception/opinion by reaching, persuading and moving to actions YOU desire, those people whose behaviors most affect your organization.

If you buy that idea, you might also agree that a preoccupation with things like brochures versus press releases versus newsletters could be seen as a "junky" approach to public relations. Particularly when you compare it to a comprehensive plan that targets the kind of stakeholder behavior change that leads directly to achieving your objectives.

And those objectives may include customers who make repeat purchases, prospects converted to customers, beneficial joint ventures and strategic alliances, unions more frequently bargaining in good faith or your suppliers doing everything they can to expand the relationship.

How do you find such a plan? Please keep reading.

First, have you ever sat down and listed every outside audience whose behaviors impact your business in any significant way? Well, list them now, then rank them according to how serious each impact is, and let's work on the external audience at the top of your list.

How frequently do you interact with members of that target audience? Probably not frequently enough to be really aware of how they feel about your organization. You must interact regularly and ask a lot of questions like "What do you think of our business? Have you had experience with our services or our products?" All the while remaining alert to any negativities, especially damaging rumors, inaccuracies, misconceptions and the like.

Best part of this drill is that the data you gather while monitoring target audience perception leads directly to your public relations goal. In other words, the specific perception alteration and, thus, behavior change you want. But to get there, you must alter those perceptions in such a way that misconceptions are cleared up, rumors are neutralized and inaccuracies are fixed.

The question then becomes, how do you position this message so that it can do what it's supposed to do? You select a strategy, of course. You're in luck in that there are just three strategies from which to choose. Create perception/opinion where there really isn't any, change existing perception, or reinforce it. When you choose your strategy, make sure it matches the goal from which it flows.

Here, real work rears its ugly head. You must prepare the message you hope will alter perception, and thus behaviors in your direction. No easy task but it really is "where the rubber meets the road." Imagine writing something that ends up changing somebody's opinion? Now that's satisfaction!

But the message must highlight the truth in a credible manner while addressing the problem that came up when you monitored your target audience perceptions. Your message must make a compelling case for your point of view, and do so persuasively, with clarity, believability and in a compelling way.

Then you must throw that message to receivers in the end-zone. You must take advantage of the long list of communications tactics available to you to carry that message to the eyes and ears of members of your target audience. You can use facility tours, contests and press releases or speeches, media interviews, newspaper guest columns, emails and many, many others to do the job.

Your real challenge is deciding if you are making acceptable progress. Because you will probably balk at spending a lot of money on professional opinion research, you and your colleagues must then go back to your target audience members and ask the same questions all over again.

What you want to see are indications that perceptions are changing, as the corrective elements of your message take effect.

By the way, if things aren't moving along fast enough for you, you can always add more tactics to the effort as well as increasing their frequencies. It's also a good idea to take another look at your message to make certain that it measures up as to factual support, clarity and impact.

Finally, you may be certain you have avoided "junk PR" when your public relations effort targets the kind of stakeholder behavior change that leads directly to achieving your 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.

Robert A. Kelly © 2003.

About The Author

Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. 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.

8 Ways To Use Local Publicity To Drive Your Business

Writen by Bill Stoller

While scoring a
nice story in BusinessWeek or USA Today is something to
celebrate, there are times when you need to grab attention a bit
closer to home.

If your business draws its clientele from a specific town, city
or region, focusing your energy on getting an elusive national
publicity hit may be overkill, especially when getting publicity
where you need it -- in your home town -- is often so much
easier.

Let's look at some techniques you can use to reach potential
customers right where you live, through your local papers, radio
and TV stations.

1) Get to Know Your Business Editor.

Unless you live in a very large city, it should be fairly easy to
get in touch with the business editor at the main newspaper
covering your region.  A simple call to introduce yourself and
let the editor know that you have some news to share is a good
start.  Remember some of the golden rules of calling a
journalist, though: be respectful of his or her deadline (don't
call an editor in the late afternoon as deadlines approach) and
always start with "is this a good time to talk?" before kicking
into your pitch.  In smaller markets, it may even be possible to
develop a personal relationship with a business editor, by
visiting the office or taking the editor to lunch. The bottom
line is this: keeping abreast of local businesses and finding
interesting stories to tell about people in the community is the
essential part of any business editor's job.  He'll be thrilled
to hear from you if you can provide something new and fresh in
those areas.

2) Keep the Releases Flowing.

Once you've built a relationship with a business editor, keep it
growing by providing a regular dose of fresh news about your
company.  Won an award? Hired a new executive? Investing in some
interesting new equipment? Scored a big new contract?  Let the
editor know with a well-written, hype-free release.  Don't feel
the need to pump out a release for every little thing but, if
it's something really newsworthy, keeping the editor in the loop
will help spur coverage on a regular basis.

3) Write a Letter to the Editor or an Op-Ed Piece.

If something occurs locally (or even nationally) that relates to
your business, let your voice be heard with a letter to the
editor or a longer "op-ed" opinion piece.

As a businessperson, your opinion matters when the subject
relates to your field of expertise.

Write a Regular Column. Many smaller publications (such as weekly
newspapers) are on the lookout for ongoing, well-crafted content.
You can fill their needs - and promote your business -- by
offering a regular column. Chances are, you've seen features
along the lines of "Ask the Handyman" or perhaps a health column
from a local doctor.  Can you create a similar feature that taps
your knowledge or expertise?  If so, craft a few sample columns
and present them to the editor of a publication in your area. You
might even suggest that you don't wish to be paid if your contact
information (your web URL, number, etc.) is included with each
column.  You'll be providing great no-cost content for the paper
and generating strong local exposure -- and credibility -- for
your business.

4) Conduct a No-Cost Seminar.

Financial planners and real estate pros have known for years that
free seminars are a great way to drum up business and get local
publicity.  Try developing a one or two hour seminar in your
field of expertise and offer it to the public.  Make it meaty --
it can't simply be a promo pitch.  Here's some ideas to get your
creative juices flowing:

* Remodeling company: "Remodeling projects that do the most to
increase your home's value"

* Doctor: "The latest research on extending your life-span --
explained and simplified"

* Stockbroker: "How to retire rich"

Promote your seminar by sending releases to the local media.
Keep your release entirely non-promotional.  Highlight your
seminar as a public service, not as a commercial event.  (Tip:
have someone videotape your seminar and offer the tape as a free
gift for future potential customers!)

5) Connect with Kids.

Local media outlets always enjoy stories that involve schoolkids.
Offer to visit a local school and talk to the students about an
important topic connected with your business or, better yet,
invite a class to come and visit your place of business.  (If you
choose the latter, make sure that your business is somewhat
visual.  Kids seeing how sheep get sheared or books get printed
makes for a good visual.  A bunch of children standing in an
office looking at accounting tables doesn't.)  Craft a release
beforehand -- this one probably works best with features and
lifestyle editors.  Suggest that they send a photographer down to
cover the event.  Also, it wouldn't hurt to get in touch with the
person at your local school district who handles media relations,
as they may prove very useful in drawing attention.

6) Partner with a  Politician.

No matter how hungry you are for good press, I can guarantee
there's someone even hungrier -- an elected official.  If you can
team up with a local politician for a charity, educational or
public service program, chances are you won't have to lift a
finger to get coverage.  Your friendly representative, state
senator, mayor or council member will gladly work the press to
generate attention.  A caveat:  if you're going to hook up with a
politician, it's probably best to do it with someone who's not
considered a highly ideological or divisive figure, and try to
keep the topic as noncontroversial as possible.  Let common sense
be your guide.

7) Get on the Air.

Radio stations are an underappreciated  avenue for publicity.
Spend a few days listening to all the stations that serve your
area and seek opportunities to get on the air.  Look for general
interest talk shows, locally-produced news programs and community
affairs programs.  When you find something that seems
appropriate, contact the station and ask for the name of the
producer for that particular show or segment.  Then, give that
person a  call.  Tell the producer what you have to offer and why
you'd make a great guest.  And here's a bonus radio tip:  offer
your products or services as on-air contest prizes for commercial
stations, or as pledge-drive premiums for public radio stations.

8) Make your Website a Local Resource.

Chances are, you've already got a website.  Why not devote part
of it to your community?  Set up a  local message board to
discuss topics relating to your field. Have a local "Ask the
Expert" section where community members can get advice. Provide
local news, sports or weather.  Donate part of your site to a
local organization (e.g. offer to post youth soccer scores and
news), donate part of a given day's web-based sales to local
charity.  The possibilities are endless, so be creative and, oh
yeah, be sure to tell the local media about what you're doing!

Bill Stoller, the "Publicity Insider", has spent two decades as
one of America's top publicists.  Now, through his website, eZine
and subscription newsletter, Free Publicity: The Newsletter for
PR-Hungry Businesses http://www.PublicityInsider.com/freepub.asp,
he's sharing -- for the very first time -- his secrets of scoring
big publicity.  For free articles, killer publicity tips and
much, much more, visit Bill's exclusive new site:
http://www.publicityInsider.com/

10 Ways To Identify If Your Public Relations Company Is Right For You

Writen by Paul W Wilson

PR plays a key function in a successful business. And for PR to be productive you will need to trust more than friendship or basic instincts in choosing an "ideal" PR company. Since public relations are about communication and steering the company towards realistic targets, you must consider a number or crucial and tangible issues.

Be clear that PR cannot be handled just by the firm it is a partnership between you and the PR experts. It is your inputs that will provide the PR firm with direction. You must on your side provide complete and updated information, be available to advice on or check material put together by the firm and spend time with the PR team on ideation. Only when the grounding is laid clearly will PR be successful.

1. The company must have worked for a business such as yours before or have at their fingertips the strategies they will employ to meet your PR objectives.

2. The PR firm must have updated its systems to include all the latest in media and communications.

3. The company must understand your business thoroughly and know in no uncertain terms how much strategic versus tactical support they can provide.

4. Determine whether the staff deployed for your project has both experience as well as expertise. Find out about their successes and failures.

5. Ascertain whether they can comfortably reach out to your target market and if they cab quantify their value.

6. Study the proposals presented by them on your project and use your in depth knowledge of your business and the market to determine to what extent this will work.

7. A dedicated PR firm will not hesitate to disagree with you on any aspects of your plan they are not in agreement with. They know the ins and outs of their business and know what works and what does not.

8. The firm must not just have a series of meetings there should be constant interaction as well as reviews of work undertaken and subsequent results.

9. The contract must be clear and transparent with no hidden clauses. The PR firm must have a system where it clearly understands and then delineates in a contract its responsibilities.

10. Be sure to check their testimonials and credentials. Go through their case studies to determine their efficacy and do some research to find out their standing in the market.

The most apt definition of a PR relationship is that of the Counselors Academy of the Public Relations Society of America. It says, "a successful relationship between client and public relations firm or counselor has as a fundamental: a match of capabilities and needs, a 100% agreement on objectives, constant and instant accessibility, full information sharing, interaction at all levels, regular updates as well as progress review, and a clear contractual agreement."

Paul Wilson is a freelance writer for http://www.1888PressRelease.com, the premier website to Submit Free Press Release for any announcements including launching of new product or services, new website, announcing new hires, sponsoring a special event or seminar and more. His article profile can be found at the premier News and Life Style Article Submission site http://www.1888Articles.com/news-and-life-style-articles-19.html

Pr Planning Mapping Out Your Strategies Tactics

Writen by Sally Hodge

With all due respect to all those stereotypical males out there who hate to ask for directions, the fact is that even if the territory is somewhat familiar, if you don't have a roadmap and follow its directions, you're going to get hopelessly lost.

So it goes with your PR program. If you truly intend to have a proactive media relations program, rather than one that just reacts to news developments, a plan is essential to ensure you stay on track with not just with tactical details, but with your organization's overriding business goals and objectives.

Here are some guidelines to establishing a plan that will put and keep you on track:

Start by analyzing your organization's positioning and how it is perceived by the markets you serve, particularly vis a vis your competitors. Look at your menu of offerings, in terms of products, services or areas of expertise, or at the underlying challenges your organization faces.

Identify and prioritize your key imperatives according to your organization's most pressing business needs. Your mandates from management, for example, might be to develop PR approaches to help support the trial and launch of a new product or service, to support an existing specialty that may have been neglected for past lack of resources, and to generally help bolster the business' brand.

A mini plan of attack should be designed for each imperative that incorporates the overall strategy for the project, how it will be supported tactically (audience and media markets targeted, vehicles used, such as news releases, surveys, or bylined articles), implementation timelines and assigned responsibilities, and, ideally, how the PR tactics will dovetail with marketing tactics in terms of everything from messaging to timelines.

To better support an existing specialty service, for example, perhaps the strategy is to develop a program that underscores your expertise and thought-leadership in that arena. You'd identify markets of your buyers, media markets that cater to their interests, ideas for a series of bylined articles on issues or trends tying in with that service to be positioned with those media outlets, a timeframe and responsibilities for article development and pitching, and a plan for how the placed articles should be used (e.g. links to a PDF incorporated into a direct mail piece or client newsletter).

You should also figure out estimated costs, in terms of internal staff time, PR agency fees (if you use one) and ancillary costs (reprint permissions/PDFs, clipping service, etc.), as part of the plan. You may, in fact, have to pare back – or bolster – your initiatives depending on what the numbers tell you.

Moreover, those numbers tie into another important component of the plan: how you anticipate measuring the effectiveness of the program. Return on investment is one (though not the only) way to go – for which you'll need total spendings as well as a way to tie those spendings to such measurable results, like more business coming over the transom.

Developing a PR plan takes time and energy, but is essential to bringing focus to your PR program. Ideally, you'll get the structure in place so that each year, the planning gets easier, the metrics help prove out where refinements are needed, and your value is substantially demonstrated to management.

Sally Saville Hodge is president of Hodge Communications, Inc., specializing in strategic public relations and marketing communications for businesses, entrepreneurs and professional associations. Formerly an award-winning financial journalist, she brings over 30 years experience to client engagements. Subscribe today to Communic@te! our free bimonthly e-newsletter and get a free special report: "Using Buzz To Create a Groundswell For Your Business." Visit http://www.hodgecommunications.com

Marketingminded Financial Planners The Media Wants To Give You Free Publicity

Writen by Ned Steele

In this great country of ours, there are basically three ways to get yourself tons of media coverage.

You can be a celebrity. Try becoming a TV, movie or sports star. That's a good start.

You can become notorious. Getting arrested, or enmeshed in a juicy scandal, will do nicely.

But I recommend that you follow the third route. You can become an expert.

Experts, you see, are quoted in the media all the time. All the time. The media need experts to interview and quote, just like puppies need blankets to chew on. Couldn't live without 'em.

To a TV, radio, or newspaper reporter, experts are essential because they explain things to the watching and reading audience. News reporters, on air or in print, may choose the news and tell it. But experts explain it all.

Sports fans might look at it this way: reporters and on-air personalities are like the play-by-play announcers. But experts are the color commentators who fill in the meaning.

Try this: I defy you to watch any news program or channel for more than 10 minutes, without seeing an expert quoted. Won't happen. Just like you'll never see Monday Night Football without a gaggle of commentators.

But, unless you're ready to cough up big bucks to buy mailing lists, it limits you. You can only reach the people you already know – the ones in your database. All those people will get to know you better, and that's good – but you won't be meeting any new prospects. To do that, it's either spend on lists or advertising, or learn how to get yourself some free publicity.

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.

Public Relations For Realty Sales Corporations

Writen by Lance Winslow

When the home real estate prices are in a downturn most realtors are not regarded in such high esteem by those whose homes they have listed. Of course it probably is not the realtors fault that they cannot find anyone to buy a house at an overpriced value, but the people paying a commission to the realtor often don't see it that way.

What the homeowner sees is a realtor making a whole bunch of money and not trying very hard to sell their home and you can imagine why people would be upset, especially because not more than two years ago the same home was selling within a week for $50,000-$200,000 more.

This is why Realty sales corporations need to work hard on their public-relations campaign and promote community goodwill. If you will consider for instance that the average Realty Sales Corp. has probably 30 realtors hanging their licenses on the wall that means that those 30 realtors amongst them selves that could join all the service clubs in the area, participate in every single chamber of commerce committee and parent-teacher Association.

That would really help them get their feelers in the community and bring people to the realty sales offices. But that is just one thing they can do. If each realtor wrote an article once a month in every publication in the area then that would amount to quite a bit of print and that would help maintain strong public-relations and increase the community goodwill for the Realty Sales Corp.. Please consider all 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/

Email Media Releases

Writen by Cathy Stucker

E-mail is becoming the preferred way to receive media releases. Although it can sometimes be harder to get valid e-mail addresses for media contacts, e-mail releases are more likely to be read than faxes and faster than snail mail.

Collect e-mail addresses for your preferred media contacts from the web sites for publications and broadcast outlets. For example, many newspapers list e-mail addresses of their editors, columnists and reporters at their web sites. They may also print e-mail addresses in each section of the newspaper.

Can't find the e-mail address for the person you want to reach? Often, you can guess what the address is if you know the e-mail address convention for that publication. For example, if others there have addresses that are firstname.lastname@magazine.com, you can try contacting columnist John Jones at john.jones@magazine.com.

Keep the release short. There shouldn't be more than a couple of screens worth of text.

Use text, not special formatting such as HTML. What you thought was a beautifully formatted message with special fonts and graphics will show up on some systems as a bunch of garbage code. Also, with all the viruses, worms and trojans out there, some people will not open HTML e-mail.

NEVER send an attachment. Some systems will automatically strip them out, but even if they reach the addressee, many will not open an attachment because of the possibility of viruses as well as the inconvenience.

Your subject line is your headline. Use it wisely. Don't leave it blank, or put a generic subject such as "Hi!" or "Something for you." Most will delete it believing it to be spam or just not interesting. Don't try to be cute with a subject line such as "Guess who?" or "I dare you to open this," for the same reasons.

Make the FROM field meaningful. Put your name, company name or other identifier there. If all that shows up is that the e-mail is from a meaningless series of letters and numbers, it looks unprofessional or like spam.

Don't use the CC: field to send the e-mail release to dozens or hundreds of media. All of the addresses will show up on each person's e-mail, meaning they will have to scroll through pages of header to reach your message—and they won't. Your e-mail will be deleted unread. It's annoying and unprofessional to send e-mails this way.

E-mail releases can be an effective, free way to get publicity. Use them wisely.

Copyright Cathy Stucker. Learn more about how you can attract customers and make yourself famous with free publicity at http://www.IdeaLady.com/pr.htm.

Your Online Newsroom How To Give Reporters A Tip

Writen by Brad Phillips

It's hard to imagine a reporter working today who doesn't regularly visit "official" company websites. And it's hard to imagine just how much those websites have improved reporters' lives.

Instead of calling a company for more information and waiting days for their press pack to arrive, reporters can now get the information they need in minutes with a few clicks of a mouse.

The above two paragraphs are obvious – so obvious, you might think, that they're barely worth mentioning. But a quick glance at corporate and nonprofit websites reveals that many companies and nonprofits are missing a golden opportunity to sell their stories.

Most websites are good about posting their latest news and press releases. Reporters come to the site, see what's already been announced, get what they need and leave.

But a few very clever websites are also using those visits to plant seeds for future stories with reporters. They "soft pitch" them on general themes or trends – not specific stories, but unique angles – from which reporters can tell a larger story.

The Urban Land Institute, a Washington, DC based nonprofit specializing in land use issues, does this particularly well.

In their online "News" section, the group maintains a "Leads, Tips, and Ideas" file for reporters. They view each reporter's visit as an opportunity to encourage them to write more than a single story about their group.

For example, ULI recently suggested in its "Tips" section that reporters cover land use issues from the perspective of Generation Y, that 73 million person block of Americans born between 1979 and 1994. That young generation is forcing housing and entertainment developers to change their strategies to accommodate Gen Y's desires. As a result, developers who understand their needs are thriving; those who don't are at risk.

"These tips are a great way to raise our visibility with the media," said Trisha Riggs, ULI's Director of Communications. "The Generation Y tip has resulted in some several news stories."

Ms. Riggs hopes these tips will result in news stories, but says another purpose is to draw the media to their website regularly and remind them that they're available to help.

In addition to posting the news tips online, Riggs says, "We send them out to reporters at least once every two months by e-mail." Those e-mails also often result in increased coverage.

How can you develop tips? Ask your staff to notify you when they write a new paper, serve on a panel or give a speech. You'll likely hear about an emerging trend, threat, or compelling fact that would be interesting to a reporter.

These tips have one additional benefit. Your company's issues are often "important," but don't have that extra something that pushes them into the world of the "newsworthy." But tips make a nice outlet for important stories, even those that lack an immediate newsworthy element. They may not always result in a big feature story, but they may be included as a small part of a story a reporter is already working on.

Give reporters regular tips and they'll have a good reason to be a repeat visitor to your website. And the more they know about you, the more stories they'll write about you.

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

One Way To Measure Pr Success

Writen by Robert A. Kelly

Look out the window! See any external audiences whose behaviors are important to you as a manager, but about whose perceptions of your organization you simply don't have a clue?

That's risky because the perceptions of key outside audiences invariably lead to behaviors that can help or hurt a business, a non-profit, a government agency or an association.

Instead, you might think about approaching those key outside folks this way. Try accepting the fact that what you are about to do is something meaningful about the behaviors of those important audiences that MOST affect the organization you manage; create the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives; then follow through by persuading those key outside folks to your way of thinking by helping move them to take actions that allow your department, group, division or subsidiary to succeed.

A mouthful, but a solid approach to getting the best public relations has to offer, AND measuring the success of this methodology.

Fortunately, it also recognizes that while communications tactics are usually needed to move a message from here to there, it's not likely that tactics such as special events, press releases, broadcast plugs and brochures can, all by themselves, deliver results like those outlined above.

Again fortunately, in this approach you have the opportunity to base your public relations planning on a high-potential 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.

What that really says is, good public relations planning really CAN alter individual perception and result in changed behaviors among key outside audiences. However, you'll only get there when your PR demands more than news releases, special events and broadcast plugs. Only then will you receive the quality public relations results you deserve.

No doubt, you wonder just what kind of PR end-products you can expect? A sampling would include welcome bounces in show room visits; community leaders beginning to seek you out; politicians and legislators looking at you as a key member of the business, non-profit or association communities; new prospects actually starting to do business with you; capital givers or specifying sources beginning to look your way; new proposals for strategic alliances and joint ventures showing up; customers starting to make repeat purchases; and membership applications starting to rise.

Obviously, your PR people are already in the perception and behavior business and primed to handle your new opinion monitoring project. Double check, however, 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. Be really certain they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Invest some time in reviewing with your PR staff plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Consider 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?

The danger in using professional survey firms to do the opinion gathering work, could be the expense. Which might exceed the cost of 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.

Now you should consider establishing a realistic PR goal calling for action on the most serious problem areas you uncovered during your key audience perception monitoring. During this drill, you probably will decide to stop that potentially painful rumor fast. Or straighten out that dangerous misconception. Or correct that gross inaccuracy.

Coincident with setting your goal, will be an equally action-oriented strategy that illustrates how to reach that goal. For better or worse, you have just three strategic options available to you when it comes to doing something about perception and opinion. And they are, change existing perception, create perception where there may be none, or reinforce it. Of course, the wrong strategy pick will taste like cranberry sauce on your bratwurst. So be sure 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.

The best writer on your team must come up with a persuasive message that will help move your key audience to your way of thinking. It has to be a carefully-written message targeted directly at your key external audience. Your writer must use 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.

You're still not done. You must decide on those 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.

Caution: the means by which you communicate, that is HOW you communicate, will bear upon the credibility of your fragile and always suspect message. Which is why you may wish to unveil such corrective language before smaller meeting presentations, rather than using higher-profile news releases.

As a measure of PR success, periodic progress reports show how things are going.. Such reports also can demonstrate how resources applied to public relations pay off, while providing a timely 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.

This, and most other programs can suffer slowdowns. But you'll have the option of speeding things up by adding more communications tactics and/or increasing their frequencies.

As it turns out, when managers take control of the public relations being performed on their behalf, the more perceptive tend to move away from dependence on communications tactics and on to a plan for doing something about the behaviors of those important external audiences of theirs that MOST affect their operation.

That's when they follow through by taking steps to persuade those key outside folks to their way of thinking, then help move them to take actions that allow their department, division, group or subsidiary to succeed.

Clearly, an excellent way to measure PR success.

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 1305 including guidelines 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 over 200 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

Starting A Publicity Program

Writen by Joe Love

Successful buisnesses know that media attention reaches consumers better than advertising can. A feature story on a start-up's new product or service, for example, can send the business into a new stage of growth. Publicity can help bring your business greater visiblity and success. Publicity lets the public know you exist and creates crediblity and good will. That makes customers and prospects more receptive to your products and services.

Fortunately, you don't need special expertise or training to create an effective publicity program. You need to define the message you want the publicity to convey and what you want the public to do as a result, for example, respect your business, give you money (if you are a non-profit), or respond better to your sales messages.

Publicity is a message that is purposefully planned, executed, and distributed, without payment, through selected media to further a businesses interests. Publicity tells the world who you are, what you do, and why it's important. It's news, which has greater credibility to most people than advertising. Best of all, it's free.

Although, publicity can be distributed through any type of media, print media offers the best opportunities for most businesses. Newspapers and magazines have a lot more space to fill than TV or radio, so they're more likely to cover you.

Here are five steps to creating successful campaign.

1. Know your buisness. Research and assemble information so you can answer the following questions, Why did you start your business? What are your businesses goals and objectives? What has your business accomplished? What is your business doing right now? What is the future for your business? Who are the board members, management, department heads, and key staff?

Much of this information should be put into your press releases, and the rest may be used when an editor or a reporter calls or e-mails you for more background.

2. Define your long-range publicity goals. Here are some examples of what your goals might be: To win recognition and awareness of a specific product, service, project, program, or policy. To establish, build, or improve your identity, reputation, and credibility. To enlist volunteers. To attract the public to a specific event. To give special recognition to board members, executives, or employees.

3. Write specific, measurable, and attainable objectives for each goal. Show what will be done, when, and by whom, as well as the desired end result. Measurable criteria for success can be defined by using phrases like "to increase..., to improve..., to develop."

4. Create a written plan. Get input from key people in your business to establish where you want to go and how to get there. Determine what assistance you need to carry out the plan, then establish a budget. You may want to form a publicity committee to help manage specific projects or serve as business representatives.

5. Develop a publicity schedule. Schedule and prioritize all known events or news items for the coming year. This allows you to consult editors in advance about assigning space or coverage for your important news stories.

If you have a business, you need to have a web site. Your web site makes it possible to reach wider target audiences more effectively and efficiently. The internet gives the public direct access to web sites, so anyone can get your information, not just the media. You can put a "Media Page" or "Press Room Page" on your website to provide content for the media.

All contents Copyright (c) 2004 Joe Love and JLM & Associates, Inc. All rights reserved worldwide.

Joe Love draws on his 25 years of experience helping both individuals and companies build their businesses, increase profits, and achieve total success. A former ad agency executive and marketing consultant, Joe's work in personal development focuses on helping his clients identify hidden marketable assets that create windfall opportunities and profits, as well as sound personal happiness and peace.

Joe can be reached at: joe@jlmandassociates.com

Read more articles and newsletters at: http://www.jlmandassociates.com/

Why Pr Can Be Effective Medicine

Writen by Robert A. Kelly

When properly applied by business, non-profit and association managers, public relations "medicine" does something positive about the behaviors of those important external audiences of theirs that MOST affect their operations.

It's easy-to-swallow "medicine" when it leads managers to persuade those key outside folks to their way of thinking, then move them to take actions that allow the manager's department, division or subsidiary to succeed.

In other words, effective public relations "medicine" is applied when PR alters individual perception leading to changed behaviors among a manager's target "publics," thus helping achieve his or her managerial objectives.

Here's the underlying essence: 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.

But managers should always remember that their PR effort must demand more than special events, brochures and press releases if they are to come up with the public relations results they paid for.

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

Luckily, your PR people are already in the perception and behavior business, so they should be of real use for this initial opinion monitoring project. But you must be certain of several things. First, who among your PR team really understands the blueprint outlined above and shows commitment to its implementation, starting with key audience perception monitoring? Second, be certain that your public relations people really accept why it's SO important to know how your most important outside audiences perceive your operations, products or services. And third, make sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Review the bidding with your PR staff. Especially your game plan 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?

You may wish to use those PR folks of yours in that monitoring capacity since, as noted, they're already in the perception and persuasion business. And further, because it can run into real money using professional survey firms to do the opinion gathering work. 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.

Here, you are aiming at creating a PR goal that does something about 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?

Where you establish a goal, you must establish a strategy that tells you how to get there. So keep in mind that there are just three strategic options available when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like blue cheese on your corn flakes, 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.

It's always a challenge to create an actionable message that will help persuade any audience to your way of thinking. Here, you must do so, and it must be a well-written message target directly at your key external audience. Identify your strongest writer because s/he must build some very special, 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.

Now it's selection time once again, namely, the communications tactics most likely to carry your message to the attention of your target audience. There are scores available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But you must be certain that the tactics you pick are known to reach folks just like your audience members.

By the way, you may wish to keep this kind of message low profile and unveil it before smaller meetings and presentations rather than using higher-profile news releases. Reason is, the credibility of any message is fragile and always at stake, so how you communicate it is a concern.

You'll need preliminary progress reports, which will alert you and your PR team 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 first benchmark session. But now, you will be on red alert for signs that the bad news perception is being altered in your direction.

If things are not moving fast enough for you, you always have the option of accelerating the effort by adding more communications tactics as well as increasing their frequencies.

The value of public relations as effective medicine for managers becomes clearer when you realize that the people you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Which means you really have little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences of yours to actions you desire.

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.

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

Perception Persuasion Behavior Pr At Work

Writen by Robert A. Kelly

Managers – the business, non-profit and association sort – really need to get this down pat if they are to meet their managerial objectives.

They need to do something positive about the behaviors of those important external audiences of theirs that most affect their operation. And as they persuade those key outside folks to their way of thinking, help move them to take actions that allow their department, group, division or subsidiary to succeed.

The good news for those managers is that good public relations planning really CAN alter individual perception and lead to changed behaviors among key outside audiences.

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

There is literally no end to the magic that can be wrought: fresh proposals for strategic alliances and joint ventures; welcome bounces in show room visits; prospects starting to work with you; capital givers or specifying sources beginning to look your way; customers starting to make repeat purchases; membership applications on the rise; community leaders beginning to seek you out, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

First, get your public relations people on board this particular approach to PR. Reason is, they must buy into why it's so important to know how your outside audiences perceive your operations, products or services. And do be sure they accept the reality that negative perceptions almost always lead to behaviors that can damage your organization.

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

You'll find satisfaction in the fact that your PR people are already in the perception and behavior business and can be of real use for the initial opinion monitoring project. Professional survey firms are always available, of course, but that can blow your budget. So, whether it's your people or a survey firm who handles the questioning, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions.

It's time to decide which of the problems outlined above becomes your corrective public relations goal – clarify the misconception, spike that rumor, correct the false assumption or fix a variety of other possible inaccuracies?

The fact is that you will realize that goal only when you select the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Picking the wrong strategy will taste like Limberger cheese on your Jello. So please be certain the new strategy fits comfortably with your new public relations goal. You wouldn't want to select "change" when the facts dictate a "reinforce" strategy.

Now, one of the more challenging aspects of your public relations effort, writing a persuasive message aimed at members of your target audience. It's never easy to craft action-forcing language that will help persuade a target audience to your way of thinking.

Needless to say, be certain you have your best writer on the assignment. What's needed are words that are not only compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you desire.

On the other hand, one of the less challenging chores is identifying the communications tactics needed to carry your message to the attention of your target audience. Insuring that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

It's also a fact that the believability of the message can be dependent on the credibility of its delivery method. Which means you may wish to deliver it in small getogether-like meetings and presentations rather than through a higher- profile media announcement.

When progress reports are first suggested, you and your PR team are well advised to undertake a second perception monitoring session with members of your external audience. The same questions used in the benchmark session can be used again. But now, you will be observing very carefully for indications that the bad news perception is being altered in your direction.

If activity isn't at the pace you desire, rest assured that the PR program usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

The bottom line for a business, non-profit or association manager is this: a workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, and move them to behave in a way that leads to the success of your department, group, division or subsidiary.

Another example of perception, persuasion and behavior, PR at work.

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 1010 including guidelines and resource box. 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 And Cogeneration Considered

Writen by Lance Winslow

One of the smartest things that a corporation, which uses lots of energy can do is find a way to develop its own energy source and then sell what it does not use back to the grid. There are many incentives from a tax standpoint for this and it makes for some excellent public relations and community goodwill exploits if it is done correctly. Of course if the Corporation says nothing about it who will know?

Well it just so happens that due to mandates often the power companies and utilities will indeed partner up with these programs and do a little PR or public relations on their part. When a cogeneration plant is established at a large corporation or manufacturing facility it behooves the company to say something about it and put their public-relations teams to work on it right away.

It is indeed newsworthy to have cogeneration and it is an environmentally friendly thing to do. This pleases consumers, politicians and the general public to see that your corporation is helping our environment by producing clean energy and selling what you do not use back to the grid.

This is good for all concerned and it makes for a streamlined civilization. It is almost like a triple win, because you are saving money on energy, getting paid for what you don't use and creating another profit center in your corporation, while simultaneously reaping the benefits of excellent community goodwill and public-relations. Please consider all this in 2006.

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

Media Training Where President Bush Went Wrong

Writen by Brad Phillips

As a teenager, I used to sell baseball cards at local flea markets. My father and I would spend a few Saturdays each year standing on hot asphalt as we peddled an unsealed pack, a slightly bent Nolan Ryan rookie card, or a late model Mickey Mantle.

On one particularly slow Saturday, a hot prospect finally came over to my table – a boy of maybe nine or ten years. We were close to finishing a sale, when I casually asked him if he liked any of the girls in his class. Within seconds, his mother scooped him up and whisked him away, costing me the sale.

"You broke the cardinal rule of selling," my father admonished. "Never talk to customers about sex, politics, or religion."

For the first time since then, I'm throwing caution to the wind and discussing…

The Harriet Miers Fiasco

When President Bush nominated White House Counsel Harriet Miers to the Supreme Court, he couldn't have expected such fierce opposition. That some democrats would have spoken against her was predictable; that conservative republicans would do so was not.

Numerous conservative groups publicly opposed the nominee, as did high profile republicans such as Senator Trent Lott, Rush Limbaugh and George Will.

Late last month, the president accepted her withdrawal. For a White House so well steeped in message control, what went so terribly wrong?

According to USA Today, just four people considered Harriett Miers prior to her nomination to the Supreme Court – President and Mrs. Bush, Chief of Staff Andy Card, and Ms. Miers' deputy, William Kelley. (In contrast, new Chief Justice John Roberts was interviewed by at least twice as many people prior to his nomination.)

Join the "Real World"

In keeping the selection committee so small, President Bush failed to take a "real world" test. The four people Ms. Miers met with knew her well, liked her personally and believed she'd be seen the same way by everyone outside the room as well. She wasn't.

Instead of doing the same market testing any manufacturer would do before introducing a new product to the marketplace, the president eliminated the market testing stage. A "real world" test could have saved his administration a lot of heartache.

Popping the Bubble

Many executives, isolated at the top of the food chain, make the same mistake. They socialize with people "like them" who tend to see the world from the same vantage point. They tend to agree that their ideas are good ones. Worse, they rarely solicit feedback from their subordinates – and even if they do, their employees are reluctant to disagree.

When Rainforests and Museums Collide

The head of a major environmental group with whom I once worked was a media darling. He was regularly interviewed by the nation's largest news organizations, and had a habit of likening the destruction of rainforests to the destruction of museums.

"Imagine how you would feel if we destroyed all of the great art in the Louvre or the Guggenheim," he might say. "The same thing is happening to the species that live in our planet's ever-shrinking rainforests."

The comparison always fell flat with me – so I market tested it. Roughly half the people I asked said that linking museums with rainforests resonated for them; the other half said it didn't. I decided fifty-fifty odds weren't good enough – and kept developing new messages until we found something better.

So What Should You Do?

Before you finalize your next message or introduce your next big idea to the marketplace, test it. Ask the receptionist his opinion. Ask the janitor hers. Talk to the middle manager. And include the senior staff as well. Just a few minutes of extra work can help avert a public relations disaster.

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.

Are You Newsworthy

Writen by Harry Hoover

Non-news professionals often have a hard time understanding why their ENORMOUS news announcement, creates barely a ripple in the media.

That's not to say a news release shouldn't be done about it. There are audiences besides the media - like employees, customers and trade allies - to whom news releases may be sent. But the media is interested in things that are different from the norm. So, generally, bad news gets more play. Let's examine these six categories to help us better understand what the media wants.

MONEY TALKS - In an age where cash is king, financial matters concerning your company can be big news. Mergers, acquisitions, good or bad earnings reports, new technology that will save or make money, all are good copy. Coverage increases the more you mention amounts and values.

TAKE THE GLOVES OFF - This category has a couple of dimensions. First, is in the arena of controversy.

Whether it's DOS against LINUX, Cable TV against DISH, or Dial-Up against Broadband, the media loves an argument about which standard is better. If an argument is good, an all out war is better. Ford vs. GM, or Apple vs. IBM - those are the kinds of battles that get an editor's attention. Don't be afraid to take sides.

GIVE ME A HUG - Editors even like a good love story. It could be a strategic alliance or an outright merger between two companies. No matter, the media are interested, particularly if there are questions about the cooperative effort's chance of success.

LEADING EDGE - The rarified air where technological history is made intrigues the media. Show them tangible evidence of how the technology will improve things in the here and now, and they'll cover the story.

CARRY A BIG STICK - If your name is not GM, Microsoft, or IBM, don't worry. You can take advantage of a big brand name. Leverage a new agreement, alliance or partnership between you and one of the big boys for your benefit.

CHANGES - Established companies with proprietary methods like the status quo. Shake it up a little with a new system that changes the paradigm and you have the beginnings of a story.

The best stories will include something from each category, and then they will have major media staying power. Rarely does a release get covered if it centers on only one category.

For the business media, focus your efforts on MONEY TALKS and TAKE THE GLOVES OFF categories. Getting trade media coverage typically is a little easier. Although the first two categories will ensure coverage, LEADING EDGE, CARRY A BIG STICK AND CHANGES are good enough for some ink.

Harry Hoover is managing principal of Hoover ink PR, http://www.hoover-ink.com. He has 26 years of experience in crafting and delivering bottom line messages that ensure success for serious businesses like Brent Dees Financial Planning, Bray Law Firm, Levolor, New World Mortgage, North Carolina Tourism, Ty Boyd Executive Learning Systems, VELUX and Verbatim.

Creating Event Magic Through Planned Video Production

Writen by Marie-Claire Ross

Once upon a time, there was a young, stressed out corporate events planner called Tanya. She was organising a large-scale event for her firm's biggest client.

In the midst of organising the guest list, Tanya's boss told her that the client had requested some video footage be edited together to open the event. It had to be done in a hurry.

Tanya asked her boss, "What do they want the video to tell their audience?"

"Oh, they don't have any messages", said her slightly panic stricken manager, "they just want to show footage that was taken years ago that seems relevant for their new launch".

Tanya knew nothing about video production. She didn't even have the time to find out. After quickly talking to a few production houses, she chose one that was close by that had quoted a cheap price.

The production house was able to quickly edit the footage together in one day. They did what she said, but deep down she knew she really had no idea what she wanted or why the video was being made.

The video opener was used to kick start the event. Tanya noticed that nobody seemed enthralled by the vision and that some people started talking half way through. Luckily, the client and her boss seemed happy with the result.

A couple of months later, Tanya was out at a networking function. She met another corporate event planner who told her how well video had been used at their events. Tanya was amazed and asked what they were doing.

"The most important thing we do is spend the time working out what the video has to do", said the vibrant woman. "Then, we make sure that it ties in to our theme and our communication objectives. If you just edit together a collage of pretty pictures, all you're doing is creating a meaningless video that doesn't connect with people. People get bored because there is no clear message".

'Next time', she advised, "spend the time working out what the video needs to do, before getting anything made. Work out the objectives with your client and refuse to just make anything just for the sake of it. Otherwise, all you'll do is waste their money".

There are lots of event planners and PR account managers like Tanya who are put into this situation.

Tight deadlines, lack of clear client direction, little knowledge of how video can be used and minimal budget all compound to make it really difficult to create a video that pulls people in.

The secret is skilled strategic planning. All this requires is spending some time working out the objectives.

First of all, what is the event all about? Is it a company celebration or an awards night? Is it a product roll-out or a publicity event? What problem does the video need to solve? These days, the need for return on investment is imperative. By having some defined goals, you will have metrics to measure the success of your video.

Second, describe the audience. Does it include sceptical buyers or excited employees? How likely are they to take home your message?

And last of all, what are the main communication messages? Do you want your audience to learn about the success of others? Or do you need them to be sympathetic to your messages?

When you have important messages that need to cut through, you need to get out the big guns.

The Use of Emotion

Want to get a message across that won't be forgotten? Then, remember this formula. E+I=C. Emotion plus Information equals Communication.

Using the right blend of emotion and information is a powerful way to get people to listen to what you have to say. And want to hear more.

If you really want to captivate a large group with a message, you have to grab them with emotion. Otherwise, you'll have a bored and noisy bunch who will turn to the alcohol for entertainment far too early in the night.

For special events, create a video that has an emotional angle to the set mood and tone. Use video to inspire, motivate or excite.

Communicate with Stories

Story telling is a powerful way to pull people in and listen to what you have to say. Let's face it; we all know how relaxing it is to chill out at the movies or in front of the television to watch stories about other people.

There are many ways to tell your story in a corporate environment. Show re-enactments, use historical footage and photos, interview people and use engaging case studies. Make use of video testimonials.

The Gift of Music

Music has a way of touching the soul like no other type of communication. Used properly it can make people laugh, cry and feel inspired.

Used badly and it will turn people away.

At an awards night I once attended, a motivational video was displayed that featured greyhound racing highlights throughout the year.

It pulled out all the tricks in the book - action shots, over-animated titles, emotional winners and screamingly bad 80's guitar music. The type that instantly made you think of bad hair, leery jumpsuits and ridiculous make-up. The result was an audience who stopped watching and spent the rest of the night complaining about it.

The only other caution with music is that everyone wants to use commercial tracks. This music requires expensive licensing fees and permission from the artist. Royalty free or production music are often the best choices. A good producer will be able to choose the right music for your production.

So if you are an over-worked Tanya type, who needs to produce a video in a hurry, just remember that you are wasting your time and money, if it has no specific message. Spending a couple of extra hours working out what the video needs to do will create an enjoyable and successful event that people will remember for years to come.

(c) Marie-Claire Ross 2005. All rights reserved.

Marie-Claire Ross is the Director of Digicast Productions a full-service, concept-to-completion video production facility specialising in videos that connect with your audience. She can be contacted on 0500 800 234 (Australia wide) or at mc@digicast.com.au. The website is at http://www.digicast.com.au

The Best Pr Has To Offer Managers

Writen by Robert A. Kelly

How cool is this? You're a business, non-profit or association manager. You decide to get serious about your public relations and shift the spotlight away from communications tactics. You implement an action blueprint that (1), helps you persuade your key external stakeholders to your way of thinking. And then (2), helps move them to take actions that lead to your success as a department, division or subsidiary manager.

It comes into sharper focus when that public relations blueprint helps deliver target audience behaviors like new waves of prospects buzzing around, more qualified calls about strategic alliances, a jump up in repeat purchases, a boost in the number of engineering consultants specifying your products or services, and even increased membership applications and contributions.

What is that blueprint, anyway? Try 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.

As I've said many times in the past about that fundamental premise of public relations, it shines the PR spotlight directly on those outside groups of people with a large say about how successful a manager is going to be – namely, it targets his or her most important external audiences.

But you need the PR folks assigned to your unit to buy into the program and shift their priorities from communications tactics to a workable, comprehensive plan like this one designed to deliver those key, outside audience behaviors.

Behaviors, by the way, that obviously help or hinder a manager in achieving his or her operating objectives.

The real work for you as the department, division or subsidiary manager starts by listing all your key external audiences in priority order so that you initially focus your resources on that number one audience.

Next step is answering the question, what do members of that audience think about your organization? Short of spending big money on professional survey counsel, you and your PR team can/should/must interact with those members by asking questions such as "What, if anything, do you think about us? Have you ever dealt with our people? Were you pleased with the experience? Have you heard other comments about our organization?"

At each step in this perception monitoring drill, you and your team must watch carefully for negatives like false assumptions, rumors, misconceptions and inaccurate statements. In other words, negativities that might turn into target audience behaviors that could really damage your operation.

The monitoring data you collect is the stuff of your public relations goal. For example, stifle the rumor, straighten out the misconception, turn around the false assumption, or make that inaccuracy accurate.

However, managers know that achieving any goal demands the right supporting strategy to show you how to reach it. Considering the workload, you'll be glad to know that opinion/ perception matters allow just three strategy choices: create perception where there isn't any, change existing perception, or reinforce it. But be alert to the need to select a strategy that directly complements your public relations goal.

The real burden of this PR problem solving sequence rests with the actual message you use to communicate your corrective facts to your target audience. This is where the public relations heavy lifting takes aim at altering individual perception among your target audience population.

First and foremost, your message must be clear, persuasive and carefully factual if it is to nudge perception/opinion in your direction and lead directly to those behaviors you desire. And it will do so only if your message is both believable and compelling. Which suggests that it be vetted prior to release by a variety of individuals to insure that it measures up to these standards.

You're in luck because you will benefit from a long list of communications tactics to help carry your message to the eyes and ears of members of your target audience. The list includes tactics like speeches, special events, media interviews and newsletters as well as press releases, customer briefings, facility tours, emails and quite a few others. Only caution here is, research each tactic carefully to be certain it has a record of reaching people just like those who make up your target audience.

Fortunately, things can always be accelerated by adding more high- impact communications tactics, increasing their frequencies and fine-tuning your message.

Answering the opening question, using a public relations blueprint of this nature can be extremely "cool." Especially when you, as a unit manager for a business, non-profit or association, take these steps to help persuade your key outside stakeholders to your way of thinking, then help move them to take actions that lead to your managerial success.

In my view, that IS the best PR has to offer managers.

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

Three Publicity Tips For Marketingminded Financial Planners

Writen by Ned Steele

Financial planners, the first thing to know about reporters is this: they are busy.

Often, they are too busy to read a press release, too busy to wait for you to call back, too busy to find the "best" resource. This leads to three tips for marketing-minded financial planners.

When a reporter calls – move quickly

A reporter calls you. Great! Now what? Just remember this tip: media people rate you as a resource on strange criteria, such as … how fast you call them back. If you don't call swiftly enough, they'll quote someone else. Media time is not like regular time: for them, three hours is not a quick callback. It's an eternity. And probably for you, it's a missed opportunity.

As you're following the media, ask yourself new questions

Examples of questions to ponder regularly: Why did they quote that expert? Look on their web site to see if they have any publicity materials you can review. Which reporters seem to cover my topics? Start a list of reporters and media that cover your topic regularly. You're going to become friends with them before long.

Don't build your publicity campaign solely around press releases

Don't rely on press releases to build your PR campaign. Reporters get 30 of 'em a day – and toss most. (Repeat after me: "Most press releases get tossed.") Instead, build relationships and send useful information in other forms.

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.

Watch Your Attitude

Writen by Miriam Silverberg

So many restaurants spend money on publicity and then practically chase customes away by the owner's attitude. Stop to think, please, who is really more important, your customers, your chef or your own cost-saving ideas? True, you have to keep your chef happy but not if he refuses to cook what the customer wants and you, Mr. Restaurateur: what good is saving a few cents here or even a dollar there, if the customer never returns?

No names here to protect the guilty, but if you recognize your- self, you're guilty! Awhile ago a friend and I had dinner at a restaurant I had passed. (Thankfully not a client.) It was French and it seemed charming. The owner greeted us, seated us at a nice table and we looked around. On a Saturday night, the place was practically empty.

We ordered and my entree was not as well done as I had ordered it. No one approached us to ask how we liked dinner so I kept quiet and ate it since it was obvious things were not running smoothly in the kitchen or the dining room. After dinner and over coffee, I was smoking a Gauloise, the owner came over (by now we were the only diners left), asked if he could join us and smoked with us. I told him about my entree not being well-done enough and, to my astonishment, he said, "it's lucky for you the chef has left for the night because he would kill you if he heard you say that." I asked,"who's more important, a customer or the chef?" and the owner replied, "the chef, of course."

When we left, I told my friend if the restaurant lasted more than six months, I'd be amazed. Well, I passed by about six weeks later, and, you guessed it, they were closed.

A few years earlier I passed another seemingly charming restaurant. A friend and I were looking for a place for dinner and decided to try it. The owner approached us immediately,seated us and explained that the restaurant had just opened and didn't yet have a liquor license. So, he was pouring a glass of wine for everyone free of charge. I had a small glass and we looked at the prix fixe menu. Among the appetizers was fresh fruit although I had something else. With my entree I asked for another glass of wine. The owner refused even though 1) my friend hadn't had any wine at all and 2)this was jug wine and a glass cost him 25 cents tops.

We enjoyed our dinner (the food was good) and laughed over the owner's attitude. When time for dessert, I said instead of the desserts, I wanted the fruit listed under the ap- petizers. Again, the owner refused, saying I couldn't have two appetizers. I was so annoyed I told him he knew nothing about running a restaurant and shouldn't even be in a business dealing with people. For spite I ordered cake and then didn't eat it, but smashed it with my fork so he couldn't serve it again. With his attitude, I'm sure he would have! P.S. Within a month he, too, was out of business. I doubt he even had time to get a liquor license. So here we have two restaurateurs who knew nothing about pleasing customers. Why did they even go into business when they were so penny-wise and pound-foolish?

One time I was in a well-known steakhouse. I ordered the steak and explained that I only eat meat when it's very well- done. "The chef won't make it that way," the waiter said in a huff. I asked to speak to the owner and asked him whether he was concerned about his diners' pleasure. He said yes, but...and I decided not to order steak and never to return.

As a publicist, I have often been in a client-restaurant when a waiter missed an opportunity to please a customer, usually because the waiter didn't care. I would immediately rise from my table, speak to my client who would rectify matters and the diner was happy and likely to return. Truth- fully, no client of mine would ever act like the aforementioned restaurateurs.

Too often restaurateurs forget this is a service business and you have to please your customers.

Miriam Silverberg is founder and owner of Miriam Silverberg Associates, a publicity firm in New York City and has extensive experience working with restaurants. She can be reached at silverbergm@iopener.net.

Why Not Juiceup Your Pr

Writen by Robert A. Kelly

Say, from tactics like special events, brochures and press releases to a public relations effort more in keeping with the challenges you face as a business, non-profit or association manager?

I speak of public relations that alters individual perception and leads to changed behaviors among those key outside audiences of yours.

Public relations that does something positive about the behaviors of those key external "publics" that MOST affect your operation. Then helps persuade those important outside audiences to your way of thinking, helping move them to take actions that allow your department, division or subsidiary to succeed.

Fact is, this approach CAN juice up your public relations by creating the kind of stakeholder behavior change that leads directly to achieving your managerial objectives.

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

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

How sure are you that your PR team really buys into the blueprint outlined above, and shows commitment to its implementation, starting with key audience perception monitoring? Luckily, your PR people are already in the perception and behavior business, so they should be of real use for this initial opinion monitoring project. Be certain that they really accept why it's SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Take them into your confidence and discuss your game plan 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?

Be ready to lay out some real cash if you retain a professional survey firm to do the opinion monitoring work, you may wish to use those PR folks of yours in that capacity since, as noted, they're already in the perception and persuasion 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.

Here, what you need is a PR goal that does something about the most serious distortions you discover 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?

However, in the absence of the right strategy to tell you how to proceed, you won't get there at all. So keep in mind that there are just three strategic options available when it comes to doing something about perception and opinion. Change existing perception, create perception where there may be none, or reinforce it. The wrong strategy pick will taste like butterscotch sauce on your fishcakes, 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.

A well-written message is badly needed here to send to members of your target audience. It's always a challenge to create an actionable message that will help persuade any audience to your way of thinking. You'll need your strongest writers because s/he must build some very special, 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.

Once your PR team has ok'd the draft copy of your message, you come face-to-face with your "beasts of burden" - the communications tactics most likely to carry your message to the attention of your target audience. There are scores that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But you must be certain that the tactics you pick are known to reach folks like your audience members.

Because the credibility of any message is always on the table, you may wish to avoid too loud a voice with this kind of message and unveil it before smaller meetings and presentations rather than using higher-profile news releases,

Here's where you'll probably start getting requests for progress reports, which tells you and your PR team 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 first benchmark session. But now, you will be on red alert for signs that the bad news perception is being altered in your direction.

One piece of luck: such matters usually can be accelerated simply by adding more communications tactics as well as increasing their frequencies.

OK, as a manager, your goal is to show a profit for your business unit, or meet certain expectations of your association membership, or achieve your non-profit's operating objective. In each case, you'll need public relations activity that creates behavior change among your key outside audiences. Behavior change that leads directly to achieving your managerial objectives.

And a darn good way to juice-up your public relations.

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.

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

Media Training 101 When 60 Minutes Knocks On Your Door

Writen by Nancy Stern

You never know when 60 Minutes will knock on your door and if not them, then maybe a local investigative reporter. A little media savvy is a valuable skill for executives and their image-conscious organizations. Unless you've had media training you know most businesspeople would rather face a firing squad than a crew from the 5:00 news. Although most reporters have professional integrity, some can be crafty.

We remember the story about a local fire chief responding to a reporter's questions. When the story aired, he heard the original question he was asked about one topic. What followed was his answer to another question. The result was disastrous. To avoid the possibility of something like this happening to you, be sure to repeat the question in the form of a statement so there is no way it can be taken out of context. Also be sure to answer in complete sentences. Simple yes or no responses are easily edited.

For example, the question might be, "What are your plans for staffing in 2006?" A tight response might be, "Our plans for staffing in 2006 include creating three new positions in marketing and sales." Remember, there are 30 frames per second of videotape and to be able to see an edit, it only takes two to three frames. So, don't take long pauses unless you have completely finished answering the question.

To help you overcome stage fright once the camera is rolling, take a few slow deep breaths before you allow the first question to be asked. If a microphone is pushed in your face in a spontaneous situation, take a second or two to compose yourself and be sure to think before you speak. Take control of the situation. Remember, about 93 percent of your communication in non-verbal so pay close attention to the signals you may be sending through your body language and vocal cues.

Saying "no comment" may say more than you may mean. It is often interpreted as a defensive response showing you have something to hide. An alternative would be, "We'll make a statement just as soon as we have all the facts." This allows you to buy some time and prepare what you want to say.

When you know in advance that you will be conducting a press conference, be sure to prepare. List the key points you wish to make and be sure the media has been adequately informed as to the purpose of the event. If there items you wish not to discuss to confidentiality, personnel or legal reasons, stipulate up front that these items are off-limits. If the reporter persists, respond in a pleasant tone of voice that you remain firm in your decision not to discuss those issues at this time.

When responding to the "loaded question," it is best not to rephrase and repeat what you heard. Loaded questions are often confrontational and filled with negative language. The worst thing you can do is get defensive or hostile in your voice or body. In your own words, relate to the issue and be concise. You may want to begin with something like, "I wouldn't describe the staffing situation like that." A statement like this to begin with will also allow you to buy a little time think through your response.

If a question is put to you that you do not have an answer for, simply say, "I don't know. I'll get back to you on that." Then find out and follow-up. The worst thing you can do is try to talk around it. Your non-verbal signals will show the audience that you are unsure and insecure.

The bottom-line: Prepare yourself with media training before reporters come knocking on your door. In any situation always remember to respond rather than react. Don't let your defenses get the best of you. Remain calm and take some slow deep breaths so you can think before you speak. How you say what you say really does matter.

© 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 media training at 800-280-2666 or on the web at http://www.onthespotmediatraining.com.

Managers Who Tap Into Prs Value

Writen by Robert A. Kelly

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Robert A. Kelly © 2004.

About The Author

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