It sounds too simple to be true, but it really is… A well targeted and timely PRESS RELEASE to the media is the most powerful form of marketing and advertising on the planet! A high quality press release, with the proper targeting and distribution to reach the correct media members, could have many businesses sailing on a sea of new sales and profits. Just one feature or a mention in a popular or targeted business publication has the potential to cause some business’s phones to literally be ringing off the hook!

The next big question that arises, "How do you go about writing a quality press release that will grab the attention of the media and your particular audience? Here are some tips to help you succeed:

- Pick a "Newsworthy" Angle. Press releases are not an advertisement. Do not try to sell your product or service. Do not use "hype" in press releases. Instead give the media what they want and they will give you what you want… Now, what the press and media really want is a story! Just provide: the Who, What, When, Where and How with regards to the uses of your products and or services in a story format. Show examples of ways that people have used your products and services to their benefit. If you can include some emotions in your story all the better. Think to yourself: Would this be something that I might read in a newspaper?

- Get a Good Start. The headline and the first few sentences of the first paragraph are the absolute most important part of the press release. If you don’t catch the readers interest here you will lose your audience. The best way to do this is to use your most hard hitting infomation FIRST rather than build to a climax. This may be opposite to what you would normally do when writing other material - but it does work! What follows in your press release are the details that SUPPORT your story or theme.

- Write to the Media. Remember your press release is being read by a journalist, editor or reporter, not necessarily a client. It’s not your job to sell them your product or service. It IS your job to give them an interesting story or piece of news that they will be happy to share and announce to their audience.

- Keep Your Release Short and to the Point. It should contain no more than about 500 words and no more than two pages.

- Include Your Contact Information. Provide full contact name, company name, full address, phone number, email address and Web site URL. The contact name should be someone who is knowledgeable and available to answer any questions by media members such as editors, reporters and journalists.

Targeted press releases to the media have helped thousands of companies succeed. They are the most powerful form of marketing and advertising on the planet! Remember: One article is all it takes!

For more information on how you can get a quality targeted press release written or have your press release distributed to the targeted media contacts in our 600,0000 press and media contact database, please visit our Advanced PR department at Majon International.

About the Author

Matthew Hesser is President and CEO of Majon International, one of the most popular internet marketing and advertising companies on the internet located at: http://www.majon.com

To get a high quality targeted press release written and/or distributed to the press and media, as well as get GUARANTEED media and press coverage for your business please visit: http://www.advanced-pr.com

1. Appearing in other types of media is the best way to attract TV notice. The more your name appears in print, the more likely it is that you’ll be approached to appear on TV.

2. If a TV researcher phones you, treat the conversation like a mini-audition. They’re listening out for how you say things as well as what you have to say, so let your personality shine.

3. Pictures rule when making TV programmes. When sending ideas to TV companies, make sure that you have thought it through from a visual point of view. It’s not just about what you say; it’s about what you show and how you look as well.

4. Negotiate money only when your appearance is definitely confirmed. Be confident and neutral when discussing fees and decide beforehand if you are prepared to do the interview for free. If there is a fee it’s unlikely to be large.

5. When doing a TV interview, keep talking, be aware of body language and tone of voice

6. Ask what the first question is likely to be before filming starts to help you prepare. The interviewer will have prepared a list of questions and may share some of them with you beforehand. Remember that the interviewer wants the interview to go well just as much as you do.

7. What to wear – avoid spots, stripes (including pinstripe shirts and suits) and small patterns – they make the camera go squiffy (‘strobing’ to be precise). Also avoid all black and white.

8. Ensure that everything about you is congruent with the message you are giving. If your message is sober, dress accordingly (leave the Homer Simpson tie at home).

9. Remember that virtually everyone who ever appeared on television (including famous people) felt nervous beforehand. Nerves just show you that you’re part of the human race. Use your nerves to create energy.

10. Use your appearance to give you the most benefits. Tell your past, present and future clients all about it and if possible include a link to it on your website.

© Joanne Mallon 2005 – Extracted from The Beginners’ Guide to TV Interviews – e-book coming soon from www.MediaLifeCoach.com

Joanne Mallon was a producer for all of the UK’s leading TV channels including the BBC, ITV and GMTV. She has coached thousands of people through TV interviews, from novices to famous celebrities. She now helps women in the media achieve their potential and helps small businesses attract publicity. For your free media marketing ezine visit Joanne at http://www.MediaLifeCoach.com or email Joanne@medialifecoach.com

What do you do with junk mail? Are you like me? I toss this stuff without opening it – unless I see some benefit. Publication editors do the same. They toss news releases that don’t demonstrate a benefit to their audience.

What’s the difference between a release that gets used and one that hits the editor’s circular file? Here are seven easy tips for writing releases that get picked up rather than thrown out.

1. Make sure it’s newsworthy. What’s newsworthy, you ask. To be newsworthy your topic needs to be timely, of interest to the publication’s audience, benefit-oriented, and substantive (that is, not self-serving, hype or fluff.)

2. Write a powerful headline. The headline is what will pull in the editor or leave her/him cold. Keep it short and descriptive, but make it interesting.

3. Use journalist style. Editors are looking for the facts, not fluff. Be sure to include the essentials: Who, What, When, Where, Why and How.

4. Keep it brief. Editors are pressed for time and inundated with releases. Keep yours to one page, 300-800 words. The headline and first two paragraphs are the most important parts of your release.

5. Avoid jargon. Even if you’re sending a release on a technical topic to a technical journal, resist the temptation to use acronyms. Spell it out! Use common language. It will make your releases more readable and accessible.

6. Proof it. The accuracy of your release – including spelling and grammar – reflects on your company. If you aren’t good at proofreading your own stuff, enlist someone else to do it.

7. Include a photo. Okay. This isn’t a writing tip, but it’s good advice anyway. Publications are looking for good quality visuals, so including a photo, illustration, chart or graph (with a caption, please) increases your chance of getting picked up.

Follow these tips to improve your news release writing. But remember that the keys to a successful news release program are a good list of publications and a regular mailing schedule of newsworthy items. Persistence WILL pay off.

©Copyright 2005 Clairvoyant Communications, Inc.

About the author

Claire Cunningham, president of Clairvoyant Communications, Inc., has 25 years’ experience developing and implementing successful marketing and communications programs. Sign up for Claire’s monthly e-newsletter, Communiqué, at http://www.clairvoyantcommunications.com

Claire can be reached at 763-479-3499 (claire@claircomm.com)

An effort built around a string of print and broadcast exposures? Or, a public relations initiative that delivers results far beyond simple publicity tactics. Namely, real behavior change among your most important outside audiences leading directly to reaching your objectives. Achieved, incidentally, by persuading key outside people with the greatest impacts on your organization to your way of thinking, then moving them to take actions that help your unit succeed.

It’s a clear choice between limiting PR activity to simply placing product and service plugs on radio and in newspapers and magazines. Or, using a workable public relations blueprint to alter individual perceptions that lead to changed behaviors – something that should be of profound importance to businesses, non-profits and associations who can sink or swim on how well they employ this crucial dynamic on behalf of their department, division or subsidiary.

So, as a manager, why support that business, non-profit or association operation with press release public relations when a basic PR blueprint like this one can hold the key to your success? 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.

Just look at the types of things that could transpire as a result: fresh proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to look your way; community leaders beginning to seek you out; and even politicians and legislators viewing you as an innovator.

But careful here. Because the cost of gathering key audience perception data – an absolute must in this business – can be substantial, it should be built into your original budget request, and hopefully approved because the entire public relations effort is riding on the perception monitoring function.

So, with the key stakeholders whose perceptions of your operation you care most about now the target of your PR effort, you are ready to launch a well-planned public relations program that can reach, persuade and move those individuals to actions you desire.

For your own success, you have to be certain your staff or agency public relations people are REALLY committed to (1) knowing how your outside audiences perceive your operations, products or services, and (2) the reality that negative key audience perceptions almost always lead to behaviors that can hurt you (and them). Luckily, they already are in the perception and behavior business, so they should be able to really help out with your opinion monitoring project.

Professional survey firms are always available, but that can be a budget buster. So, whether it’s your people or a survey firm asking the questions, your objective is the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and other “nasties.”

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

Now you must select the specific perception to be altered, which then becomes your public relations goal.

But clearly, a PR goal without a strategy to show you how to get there, is like French Toast without syrup and bacon. So you select one of three strategies especially constructed to create perception or opinion where there may be none, or change existing perception, or reinforce it. But insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

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

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

Clearly you have to produce a compelling message, one that’s quite clear about what perception needs clarification or correction, and why. Goes without saying that you must be truthful, believable and your position logically explained if you are to hold the attention of members of that target audience, and actually move perception in your direction.

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

There is no shortage of communications tactics because the list is long indeed. It includes customer briefings, brochures, press releases and speeches. Or, you might choose facility tours, radio and newspaper interviews, personal contacts, or letters-to-the-editor. There are many available to you and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

If things slow down on you, accelerate them by adding more communications tactics, AND by increasing their frequencies.

With the passage of time, you’ll anticipate that folks will soon be questioning you about progress, so you will already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you’ll now be watching carefully for signs that audience perceptions are beginning to move in your general direction.

Satisfying curiosity in this regard is largely a matter of laying out the results you will receive when you undertake this aggressive public relations plan. Put another way, you may be excused for relaxing when you achieve the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

end

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 1135 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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

Recently someone asked me why so many restaurants go out of business. I answered that too many people open a restaurant because it’s their dream.

A number of years ago I was walking along the street near my home and office. I came upon a brand new Continental-type restaurant down a few steps from the street, very atmospheric. Standing outside was the chef/owner with pride of ownership written all over him. We fell into conversation, I congrat- ulated him, mentioned I was a publicist and he invited me in to talk.

He explained that he was originally from New York, had spent the last decade or so working as a chef in Florida at some of the top restaurants there. His dream was to open his own place and he decided to do it in New York. His financial "backer," if you could call him that, was a friend in a completely unrelated field with very shallow pockets who had no idea opening and running a restaurant was such an expensive project.

The owner/chef (we’ll call him John) should have known better but thought he could open on a shoestring. A very short shoestring. He hired a waiter who agreed to work for tips and a Spanish-speaking (only Spanish-speaking–no English) busboy. John felt that since the place was so small, no more than 12 tables or so), that as enough of a staff. I asked about someone to greet people at the door. John said that the kitchen door would be left open and he could run out when people walked in.I’m serious! He desperately needed a publicist, among other things; he said he’d scrounge up the money somewhere, and against my better judgment, I went to work. I tried his food and it was really wonderful. Unfortunately, while this man could certainly cook, he had no idea how to run the front of the house and didn’t even have too firm a grasp of the economics of pricing his food. After less than two weeks, his one waiter disappeared so he was left with a busboy who couldn’t speak any English trying to work as a greeter and a waiter.

One evening during this time I called the restaurant and there was no answer. Wondering whether my client had gone out of business without telling me, I grabbed mt coat and ran down to investigate. The place was dark and closed with no sign. As I walked away, two men walked up, planniung to dine there. They saw it was closed and said, "I guess they went out of business." The next day I spoke to John and he said he hadn’t gone out of business but there was some big sports event that night and he figured there wouldn’t be much business so he might as well close for the night. I explained to him that you can’t close without at least a sign and many people probably assumed he had closed for good.

John admitted he never thought of that.

I was able to drum up a fairly gratifying amount of business, critics’ reviews (the New York Times reviewed it on radio) and a mention in one of the gossip columns. After two months I could see he had no idea what to do so I quit and the following month so did he…he went out of business.

This should give you some idea why restaurants close.

Miriam Silverberg is founder and president of Miriam Silverberg Associates, a boutique public relations firm in New York City. Listed in Who’s Who of American Women, she has lectured extensively on how to create publicity and is a contributor to professional journals.

As a business, non-profit or association manager, you have a clear choice when you set up your public relations. Arrange your resources to generate a variety of product and service plugs on radio, and in newspapers and in magazines. Or, use a broader, more comprehensive and workable public relations blueprint to alter key external audience perceptions that lead to changed behaviors – behaviors you will need to reach your managerial objectives.

Which is why it also seems clear that your department, division or subsidiary can fail or succeed depending on how well you employ a crucial dynamic like this one: persuade your key external stakeholders with the greatest impacts on your organization to your way of thinking, then move them to take actions that help your unit succeed.

Best place to start is with the blueprint itself: 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 you can see, because they are important, publicity placements are still part of the blueprint – they just are not, and should not be the tail that wags the PR dog.

So, if this approach to public relations is of interest, you may be amazed at what could happen. Fresh proposals for strategic alliances and joint ventures; Customers starting to make repeat purchases, and even prospects starting to do business with you; welcome bounces in show room visits; rising membership applications, and community leaders beginning to seek you out; new approaches by capital givers and specifying sources not to mention politicians and legislators viewing you as a key member of the business, non-profit or association communities.

Who shoulders the work needed to produce such results? Your own full-time public relations staff? A few folks assigned by the corporate office to your unit? An outside PR agency team? No matter where they come from, they need to be committed to you, to the PR blueprint and to its implementation, starting with key audience perception monitoring.

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

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

Use professional survey firms in the perception monitoring phases of your program if you can afford them. But your PR people are also in the perception and behavior business and can pursue the same objective: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other negative perception that might translate into hurtful behaviors.

Now, set your PR goal, one that aims to do something about the worst distortions you turned up during your key audience perception monitoring. It could be to straighten out that dangerous misconception, correct that gross inaccuracy, or stop that potentially fatal rumor dead in its tracks.

With your PR goal established, select the right strategy, one that tells you how to proceed. But keep in mind that there are only three strategic options available to you when it comes to handling a perception and opinion challenge. Change existing perception, create perception where there may be none, or reinforce it. Since the wrong strategy pick will taste like mustard on your pancakes, be certain the new strategy fits comfortably with your new public relations goal. You don’t want to select “change” when the facts dictate a “reinforce” strategy.

With that homework complete, write a moving message and aim it at members of your target audience. Because crafting action-forcing language to persuade an audience to your way of thinking is tough work, you need your best writer because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to correct something and shift perception/opinion towards your point of view leading to the behaviors you are targeting.

Run it by the entire PR team for impact and persuasiveness. Then, select the communications tactics most likely to carry your message to the attention of your target audience. You can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure that the tactics you pick are known to reach folks just like your audience members.

You may decide to unveil it before smaller meetings and presentations rather than using higher-profile news releases since a message is often dependent for its credibility on the means used to deliver it. Before long, questions about progress will be heard, which tells you and your PR team to get busy on a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. Difference this time is that you will be watching very carefully for signs that the bad news perception is being altered in your direction.

Should the program begin to slow down, you can always accelerate matters by adding more communications tactics as well as increasing their frequencies.

When it comes down to it, you want your new PR blueprint to persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

And, when you think about it, we are fortunate indeed that our key stakeholder audiences behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

end

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1195 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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

It’s not unusual for clients of service providers to insist that their budget dollars be quickly applied to a variety of flashy tactics. Yet, when pressed, many acknowledge that what they REALLY want for their money is visible, end-game change.

This is especially true in public relations where clients often second-guess careful plans for achieving that end-game change by insisting on premature use of tactics like news releases, talk-show appearances and sports sponsorships.

But obviously, flashy tactics alone will not satisfy those clients once they start looking for a return on their public relations investment. Because it is then that it becomes clear, sometimes painfully, that their goal MUST be the kind of change in the behaviors of key stakeholders that lead directly to achieving their business objectives. Thus, it is quality planning, and the degree of behavioral change it produces, that eventually captures client attention, not tactics.

These days, with public relations budgets always in mortal danger, tactical chats between a client CEO and public relations counsel probably sound like this: “Do something about those activists chaining themselves to our plant gate and yelling that our emissions go into the river. It’s costing us big money each day that plant is shut down.”

Or, “How are we going to calm down those Garden Club members down in the lobby waving around those cockamamie newspaper reports and talking to the TV cameras about the additives we use? Where’d that reporter get those numbers, anyway? It’s costing us sales!”

Or, “Please people, what are you doing to encourage a favorable Town Council vote on our petition for that new highway off-ramp?”

What’s common to each of those rants? The CEO is asking his public relations people to modify somebody’s behavior. He doesn’t want to talk tactics, or even strategies. He wants those activists off his property, he wants those print and broadcast reporters to do a fairer job of reporting on his production methods (hopefully getting the Garden Clubbers off his back), and he wants a real effort made to move public opinion in a way that encourages local officials to approve that badly needed vehicle ramp.

Modify somebody’s behavior, that’s his goal, and that’s the job of the public relations agency and its client’s corporate professionals. Fortunately, the key to a successful effort is the fact that people really DO act on their perception of the facts. In so doing, and in a cumulative way, they form the very public opinion that those practitioners must now inform.

So, what is their strategy? In short, to reach those perceptions with the facts as they know them. Hopefully, the messages they use will be clear and persuasive, and will change negative or inaccurate perceptions, then alter behaviors in the client company’s direction.

Using the three examples above, when the activists become satisfied with explanations of the company’s new, public commitment to correct their emission problems, the protesters can be expected to leave the plant gates.

Editorial board meetings with local newspapers and television stations will begin to bear fruit with more balanced reportage of the company’s efforts to meet emission standards which, in turn, will reduce negative public opinion.

And, while the agency’s briefing sessions with town council staff will do little to hasten a formal vote, a targeted communications effort is likely to lead to a community opinion poll showing positive movement in public, then official sentiment about the new highway off-ramp.

In the end, a sound public relations strategy combined with effective tactics leads directly to the bottom line – perceptions altered; behaviors modified; client satisfied.

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 720 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

Just happens to be public relations activity that alters individual perceptions leading directly to changed behaviors. PR pulls that off by persuading a manager’s key outside audiences with the greatest behavior impacts on the organization, to its way of thinking. Then it moves those external stakeholders to take actions that help the organization succeed.

I don’t believe public relations can deliver much more than that.

Not surprisingly, PR runs best on its own fundamental premise that gets everyone working towards the same external audience behaviors. Insuring that your PR effort stays focused, the blueprint goes like this: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Results can range from community leaders beginning to seek you out, welcome bounces in show room visits and specifying sources looking your way to prospects starting to do business with you, customers making repeat purchases, and even fresh proposals for strategic alliances and joint ventures.

If, as a manager, that scenario appeals to you, try this path.

First, who handles the work required to produce such results? Your own full-time public relations staff? Some people assigned by the corporate office to your unit? An outside PR agency team? No matter where they come from, they need to be committed to you, to the PR blueprint and to its implementation, starting with key audience perception monitoring.

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

Working closely with the PR folks, start by nailing down who among your important outside audiences is behaving in ways that help or hinder the achievement of your objectives. Then, list them according to how severely their behaviors affect your organization.

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

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

Now, it’s time to select the actual perception to be altered, which then becomes your public relations goal. Naturally, you want to correct any untruths, inaccuracies, misconceptions or false assumptions.

Kind of goes without saying that a PR goal without a strategy to show you how to get there, is like a sailor’s sandwich without the knockwurst. As you select one of three strategies especially constructed to create perception or opinion where there may be none, or change existing perception, or reinforce it, what you want to do is insure that the goal and your new strategy dovetail. You don’t want to pick “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

At this juncture, you create a compelling message carefully structured to alter your key target audience’s perception, as directed by your public relations goal.

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

Then try this. Combine your corrective message with another news announcement or presentation which may provide more credibility by downplaying the need for such a correction.

Believe it or not, I call the communications tactics you will use to move your message to the attention of that key external audience, “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

You will be glad to know that a long list of such tactics awaits your pleasure. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. The only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

A fortunate factor is, things can always be accelerated by adding more communications tactics, AND by increasing their frequencies.

Questions will soon arise with regard to progress. Of course, you will already be hard at work remonitoring perceptions among your target audience members to test just how good your PR program really is. Using questions similar to those used during your earlier monitoring session, you’ll now be alert for signs that audience perceptions are beginning to move in your general direction.

We are fortunate indeed that our key stakeholder audiences behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

There’s never a happier moment in the practice of public relations than when the data shows that you have achieved the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1125 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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

Visit:http://www.prcommentary.com

Are you hesitating about hiring a publicist or, if you have one, do you stop before writing that final zero on the monthly check, and think "I can do that myself." Suuure, you can!

But just to be certain, take this little test. Imagine you have a three-year-old and the best preschool in the city just turned down your little genius. Do you think you could sit across from the school’s director and listen, dispas- sionately and objectively, as she tells you exactly why she wouldn’t take the kid if he came attached to a million-dollar bequest! Not so sure anymore, are you?

That’s exactly what a publicist has to do sometimes and worse. That’s what I’ve done when a journalist or a television producer chews me out for even thinking they might be interested in my client. And then I have to listen while they ask why I’m even representing this client and do I really think I can do anything for them? Well, yes, actually I do.

And after you’ve been chewed out, you can’t say what you’d like to, that the producer is such an idiot he wouldn’t recognize a story if Bush’s daughter eloped with the handyman! No, you have to sit there and laugh or if on the phone, count to ten and think of another idea to pitch.

You see, you must be thick skinned and not take it personally when you’re rejected. And a publicist if rejected more often than Cinderella was rejected by her stepmother. Publicizing yourself is like the lawyer representing himself and having a fool for a client or the doctor operating on a family member. It can’t be done, or at least it shouldn’t be done.

When you represent yourself, you can’t possibly be objective. You are so emotional that you can’t think clearly and you’re bound to say the wrong thing and make the wrong person angry. And anyone who can ever help you in any way at any time is definitely the wrong person. You see, just because the reporter says no now doesn’t mean he will say no four months from now. It’s entirely possible that a few months from now he will call you…but not if you bawled him out when he said no.

A publicist, if he or she is good, knows when to back off and return to fight another day. When I’m turned down, of course it hurts. Especially if I think my client is so terrific that I can’t understand why everyone else doesn’t agree with me.

Actually, there’s a lot to be said for a publicist retaining the mentality of a hired gun. That way you’re more objective,thinking clearly and better able to help your client. That way, when a producer says no, I can take it because he’s not turning me down, he’s turning down my client.

There’s something else to consider. Many people in the media prefer not to work with anyone who does not have a publicist for the reasons I’ve just mentioned. It’s easier for them. Publicists are more professional, know what journalists want and a good publicist is like a supermarket–one-stop shopping.Everything the journalist needs is right there.

Dealing directly with a restaurant or other business means running up against hurt feelings, unreasonable expectations ("you mean I won’t be on the cover and get four inside pages?") and not getting requested information timely. Like many publicists, I work with many different businesses including many restaurants. A very dear friend who is in a position to throw a lot of business to my restaurant-clients tells me she will only work with a restaurant that has a publicist. Why? Because it’s just easier.

Another point to consider is, are you sure you want to go into the publicity business? When you represent yourself, in effect that’s what you’re doing. And believe me, the publicity business is not easy and it can’t be done in your spare time.

If, having read this, you still think you can do it yourself, try it. It’s very possible that, now knowing the pitfalls, you will be successful. I’ve had clients who were terrific at publicizing themselves.

Miriam Silverberg is founder and owner of Miriam Silverberg Associates, a publicity firm in New York City with extensive experience working with restaurants, authors, doctors, fashion and beauty industries and the arts and cultural groups such as New York City Ballet.

The world has woken up to ethical issues in corporate governance & accounting practices. Corporate heads that were not guillotined were forced hang their heads in retrospective shame. The heads that fell were the victimizers, and the axe that fell, fell too late, and the punishment received, was way too little compared to the suffering, pain and financial losses that the organizations’ stakeholders suffered. Trust of millions of investors was lost overnight.

Ethics in governance is one part of the story, the other link in this dubious chain of deceit is usually the professional services like auditing, legal and public relations which work closely with the organization. Such large scale deceit becomes possible only with the active collaboration of these so-called ‘professional’ services. Hardly professional, really!

The Indian investor has been victim to a lot of companies attempting to make a quick buck in the markets. While caveat emptor – let the buyer beware, is the legal term that organizations to get out of such wrangles, it is necessary to look into how these various scams are done, and to recognize the role of the professional services, especially public relations in creating and sustaining the scams.

Circa 1994. Every Indian remembers the bloody battlefield of the stock markets. While the aftereffects are well embedded in everyone’s memory, few remember how it all began. Upbeat stock stories in the newspapers, stories of millions being made overnight, the oldest stock exchange of the country celebrating the index at an unprecedented high. Stock market pages kept the upward arrow next to almost every stock price quoted indicating the trends. Investors scrambled, dinner conversation revolved around the stock prices, 21 year olds were sitting in front of red-blue flashing computer screens, buying and selling tens of thousands of shares in seconds.

While some companies were actually performing well, many slipped through the back-door and slipped up their shares to unwary investors. Why is the investor so gullible? And is the investor really so gullible?

The method that was used to market the fly-by-night companies to the investors combined the well-used public relations concepts of fear, uncertainty and doubt (FUD). Successful FUD pushes to show how you would be the only person who would be left in the race if you did not buy-in into the campaigner’s concept, creates uncertainty about your own analysis & gut-feel and generates doubt about the products or services currently under use. This especially works wonders in a greed-struck stock market, where more often than not, mob-psychology rather than knowledge is the deciding factor.

Usually such scams are orchestrated in connivance with some unscrupulous public relations companies. At other times, the PR companies usually have enough pointers to the possibility of such a scam about to take place. Press conferences are called, headlines blare out the superlative performances of the organization, there is talk of new acquisitions, investor meets happen and stock analysts are shown the factory, the plush office to generate confidence in the investor. The PR agency is rewarded for its great ‘efforts’ by way of a few millions and the investors collective gets duped for a few billions. Case studies of this century in such dubious PR in India would include the CRB scam, MS Shoes, Harshad Mehta & Home Trade fiasco. While these are the few stories which come to light, there are many scams which get away without even getting noticed.

What is the responsibility of the public relations company in such circumstances? The agency must evaluate the client and understand program and take a view that is beyond just the fees that it will generate and take a responsible decision. The PR agency can & must become the watch-dog for the companies, advising them, guiding them and if nothing prevails, then going to the extent of resigning the account for of a larger good. This kind of discussion, though popular conversation in PR cocktail circuits, is still eschewed by the PR intellectuals in more serious forums!

Unless we work as a committed community on the principles that should guide the PR business; and take stringent action against those who use these tools-of-influence to feed their greed, the respectable business of PR will go to the depths of unrecoverable ignominy very soon.

Chandramouli is the CEO of Blue Lotus Communications Consultancy, a leading knowledge based public relations agency located in Mumbai,India. He is an Engineer-MBA with over 16 years of multi-functional experience and has guided Blue Lotus to a core focus in the booming sectors of Healthcare, Finance, Education and Technology.