Receiving free advertising is the dream of most business people. If you’ve ever found yourself frosting at the mouth over how your competitor got interviewed on the news or how they are always highlighted in the local paper, then read on. Maybe next time you can beat them to the punch and reach thousands at no cost.

The only way to get lots of free advertising is to develop a Press Kit, also commonly called a Media Kit. Once you’ve produced a folder full of information about you and your business, present it to your local media people - editors, producers and writers. A good Press Kit shows that you’re media-savvy and that you understand how the game is played.

A Press Kit is a necessary marketing tool. It’s a folder containing information that will help reporters write an accurate story about your business. It helps reporters save time and improve accuracy. Reporters don’t have to spend time on follow-up calls to the source (you) for more information or to double check numerous facts. You’ve provided them all for them. Your respect for Media people with be appreciated and your time in developing this package will not be wasted.

It’s usually assumed that the only people who need Press Kits are the Non- or Not-for-profit sectors, doing work and raising funds for special needs groups. Not so!

- Musicians with upcoming gigs or CD releases.

- Grass roots Political groups needing positive attention drawn to their cause.

- Companies with new products they’d like reviewed by Trade and Commercial Publications and Newspapers, TV Programs, Websites and specific Radio Talk Shows.

- New companies just opening their doors.

- A company which has won an Industry Award.

- A company sponsoring an event, fundraiser or just for fun.

- A business person seeking to become a Specialist in their industry to garner regular media attention in order to increase exposure and sales.

- Most big businesses have a Press Kit prepared and regularly updated for use at a moments’ notice.

- Your company has just received major media attention and you want the world to know!

- Your company has sponsored a contest, survey or charitable event that people would have an interest in being involved in.

Sound like a lot of work? Initially it can be, but it’s worth the sweat equity you put into it. Develop a well written Press Kit, including product information, a personal biography and a list of questions for your interviewer and you’ll be placed in front of thousands in no time, for free. You’ll be the industry specialist. You’ll be the one everyone calls on because nobody knows better than you. Best of all, you’ll be the one the customers call and it didn’t cost you a dime.

Linda Laforge-Koebel is an advertising professional dedicated to the business success of her clients. To find more resources or to sign up for the Business Booster newsletter visit her at: http://www.CreativeEngineer.com or contact her by email at: linda@creativeengineer.com

And here it is: public relations alters individual perception leading to changed behaviors among the key outside audiences of a business, non-profit or association manager. It happens when the manager applies positive actions affecting the behaviors of those important external audiences that most affect his or her operation.

That’s the sweet ice cream. The whipped cream comes as that manager persuades those key outside folks to his or her way of thinking. The cherry-on-top arrives when s/he moves those people to take actions that let his/her department, group, division or subsidiary succeed.

A darn nice sweet spot, in this case described as an ice cream sundae. But one that has a real basis for such action: 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.

Imagine some of the possible results: fresh proposals for strategic alliances and joint ventures; customers making repeat purchases; new approaches by capital givers and specifying sources; community leaders beginning to seek you out; prospects starting to do business with you; welcome bounces in show room visits; rising membership applications; not to mention politicians and legislators viewing you as a key member of the business, non-profit or association communities.

Getting your public relations people on board this particular approach to PR will be your first concern. Are they on board when it comes to knowing why it’s so important to be certain how your outside audiences perceive your operations, products or services? And be sure they accept the reality that negative perceptions almost always lead to behaviors that can damage your organization.

Tell them 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?

Managers usually perk up when they realize that their 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 cost many dollars. But, whether it’s your people or a survey firm who handles the questioning, the objective remains the same: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions or any other troublemaker perceptions.

Now, you identify which of the problems outlined above will become your corrective public relations goal. In other words, clarify the misconception, spike that rumor, correct the false assumption or fix a variety of other possible inaccuracies.

Now, you can meet that goal only when you establish 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 peanut butter in your cucumber salad. 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.

Tough job ahead! Put together a persuasive message aimed at members of your target audience. Yes, it’s always a challenge to put together action-forcing language that will help persuade any audience to your way of thinking.

You had best have your best writer on the assignment as s/he must produce that very special, corrective language. And s/he will need 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.

The next chore could even be fun. For example, identify the communications tactics you need to carry your message to the attention of your target audience. As long as you are certain 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.

Often overlooked is the fact that the credibility 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.

An off-handed request for a progress report should be viewed as an alert that you and your PR team need to think about 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 watching very carefully for signs that the bad news perception is being altered in your direction.

Should program momentum slow, think of it as a blessing because you now have the opportunity to add more communications tactics as well as increasing their frequencies.

Please remember that PR’s sweet spot appears when the manager applies positive actions affecting the behaviors of those important external audiences that most affect his or her operation.

Now, stop doing public relations the hard way and embrace that sweet spot today!

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

Robert A. Kelly © 2005.

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

Visit:http://www.prcommentary.com

The Today show? The New York Times? Vanity Fair? What’s your dream hit? While nothing inspires more fear and trepidation in public relations professionals than media relations, it doesn’t have to be complicated. There are 2 keys to a press release… the Headline and making sure it doesn’t sound like an advertisement, but more like it is news. A media release (which also goes by its former name, the press release) is a one page, double spaced, single-sided document designed to transmit news about books, products, and people. Don’t forget that real live people, editors and producers, must pull the release from the fax machine and be motivated to read it.

In today’s world, getting editors and producers to actually read your release is a challenge. Every day, people tap into the possibilities of free publicity and are becoming proactive in getting their voice heard. Editors & Writers, receive upward of hundreds to thousands of releases a week. However, only a small percentage is both appropriate for their audience and grabs my attention.

Distribution of your press release is just as important as the writing of the release. You want it to be seen, and more importantly, written up in the media. Below are 10 strategies to help you write releases that get your message heard and distributed.

1. Make sure the information is newsworthy.

• The most important information, including who, what, where, when and why, in the first sentences of the releases body, emphasizing why the event/article is newsworthy. You are competing with countless other issues and organizations for increasingly scarce space or air time.

• The selection of your project for funding (if timely),Any additional funding/extensions you receive, Any goals/stages your initiative has reached, How your initiative effects your community, university, etc, A local example of a national story (for example if any national stories appear on teaching and technology)

2. Target your audience. Only contact editors who write about your industry or topic. Make sure you send the press release to the appropriate editor; don’t send a food story to a sports editor.

• Don’t make the mistake of sending a press release to a group of general media sources in hopes that someone will pick up the story. In most cases, the bulk of your work will end up in the wastebasket, if your announcement has no interest to their readers.

• Find out the best way to contact your target audience. Not every journalist wants press releases by email. You may need to use postal mail, email, or faxes.

3. Write an attention grabbing headline. Make sure the first 10 words of your release are effective, as they are the most important.

• Realize that your headline must immediately "hook" a busy producer or editor at first glance. If your headline doesn’t hook them, they won’t read further.

• First, the subject line spells the difference between the release being opened or deleted. Second, you must target delivery of the email release carefully, or you risk being banned forever to the recipient’s "bozo" file.

4. Deal with the facts. Avoid excessive use of adjectives and fancy language

• Clients Love Hits. Despite all the counseling, strategy, partnerships, writing and more, clients want media coverage. Until the industry creates better measurement systems, a full page Business Week story becomes a tangible "product" that your clients can hold in their hands and show to their boss.

• Follow with supporting background information and details. Some suggest a quote from a books/article/website to add credibility and depth to the release.

5. Provide as much Contact information as possible: Individual to Contact, address, phone, fax, email, Web site address.

• If writing about a web site, make sure the site is updated before you send your release. Editors will visit the site if they have an interest in your product/service.

6. If sending an email release, make sure to write the release within the body of the message.

• Don’t send email press releases with attachments - they will be deleted immediately upon receipt.

7. It’s All About Relationships. Whose call are you more likely to take? A vendor you’ve never spoken to before or one who has taken the time to develop a relationship and truly understands your needs? It is no different with the media. Building relationships NOW means that reporters will take your call when you’ve got an important story to tell. Best of all, even if they can’t help you on this particular one, they are likely to refer you to another reporter who can. As with any relationship, building trust is critical. Do what you say you will, within the timeframe you give. You may not be able to provide all the information requested, but if you are upfront about what you can and can’t do, reporters will appreciate it and remember. One reminder: everything is on the record, no matter how close you are.

• Journalists and producers need you and your news, but will lose respect if you hammer them with releases that don’t apply to their market or beat. Discriminate.

• If this is a show or publication you are keenly interested in, call them with "new information” designed to create more excitement in featuring you.

• Keep a notebook with you and jot down names of appropriate media contacts as you read publications and hear radio interviews.

8. Know editor’s deadlines. If you are sending a time-sensitive release, don’t expect a magazine editor to cover your event scheduled for next week. Find out what the appropriate "lead time" is to send your press release for possible distribution in their media. Make it as easy as possible for media representatives to do their jobs.

9. Good Writing Counts. Adopt a journalistic approach. Look carefully at how reputable publications such as The New York Times, Los Angeles Times, or The Wall Street Journal write a story. What is the lead? What type of quotes do they use? Study different types of stories — features, executive changes, and news articles. For the most part, you’ll see the inverted pyramid style where the most important information is in the lead and the rest of the story flows from there. Despite recent e-word mania, it’s time to eliminate jargon and buzz words. Say what you want, but say it simply and plainly. Another sign of weak writing is the use of clichés. Finally, ever feel like you just can’t write that press release? This blockage often indicates you don’t have enough information. Do outside research. Interview a customer. Get another perspective. Then you’re sure to end up with a solid product that would appeal to any journalist.

10. Keep a "swipe file" of clever advertisements or headlines you can refer to when you need a creative boost.

Laura Aldridge is CEO of Aldridge Corporation, a minority, woman-owned strategic marketing communication & public relations firm. Big deal. That title sounds powerful, but don’t be fooled. She readily admits you might catch her in the line of a local Los Angeles area store, playing with her husband and kids at the lake, coaching her daughter’s cheerleading squad, watching youth football practices, or art show.

And on occasion she finds time to write articles on various topics, writing training material for technology based applications, speak at a conference or two, designing just about anything for almost anybody, making calls and trying to get her client’s all the press and exposure they can handle, and serve on the board of directors for some great organizations. She’s worked for a couple of great companies that saw the value of her ideas and style; she has won an award or two. But don’t let the "powerful" title trick you; she’s just "Laura" to most people.

One of the most misunderstood and most underutilized promotional tools available to small businesses and organizations is FREE PUBLICITY.

Every business, no matter how large or small, can effectively use free publicity to enhance its image, increase sales and profits, generate sales leads, expand distribution, and promote customer goodwill. All of these benefits can be gained for nothing more than a small investment ot time, paper, envelopes, and postage. And…with the addition of new e-mail based media release services…even the paper, envelopes and postage can be eliminated.

Most new businesses start out on the proverbial shoestring budget. There never seems to be enough money available to do needed advertising.

Professional marketing assistance seems like an unaffordable dream, and there is always "one more piece of equipment" that needs to be purchased.

Add-in other concerns, and it’s no surprise that marketing and promotion end up last on the long list of perceived needs. They should be among the first!

A well-executed and on-going publicity program can dramatically improve your chances of success in the marketplace. Whatever you want to achieve promotionally…you’ll accomplish it faster and less expensively with a knowledge of the publicity game. You can generate high volumes of traffic to your web site, increase direct sales, generate qualified sales leads, shorten your selling cycle, enhance your image, and boost your cash flow, with free publicity!

Free publicty is the perfect promotional tool for start-up companies. Why? Because it’s:

==> cheap…

==> & available.

While I can’t make an expert publicist out of you in one short article, I will give you the basic tools you need to get started with your own publicity program and a resource list to enable you to expand your success and build your knowledge base. Let’s get started…

WHAT IS PUBLICITY?

Publicity is NEWS. News about your company, its products or services, its personnel, etc. Anything that has a legitimate news angle will probably find a number of editors eager to publish it for you…free.

Why are editors willing to do this? It’s their job! Editors are charged with the responsibility of filling up page after page of space or, (in the case of radio or television, minutes of time) with information that is timely and useful to their readers or listening/viewing audience. Theirs is a formidable task, performed under the constant pressure of deadlines. Your news release helps editors do their job.

It’s important, however, to differentiate a legitimate news story from what should be paid advertising.

To acomplish this, editors typically ask themselves two questions when reading your press release:

* Who cares?

* Who already knows?

If the answer to the first question is "a large number of my readers or listeners", and the answer to the second question is "very few", then your release stands an excellent chance of publication.

Remembering the old axiom of "Nothing is older than yesterdays news", it also becomes obvious that your news release must be timely. In other words, the news must, in fact, be new.

THE TOOLS OF PUBLICITY…

The principle tools of publicity are:

* News Release

* Press Kit

* Press Conference

* Feature Story

* Letters to the Editor

* Media Lists/Selection

The news release is the most useful (and most used) form of communicating news to the media. When coupled with a well-selected media list, the simple news release is a very powerful tool that you can start using today.

THE NEWS RELEASE…

Your release (news story) should typed, double-spaced, with wide margins on one side of 81/2" x 11" plain white paper (or letterhead). Never hand-write a news release.

Keep it simple. Follow the standard news story format of Who, What, Where, When, Why, and How, and you can’t go wrong. Use simple sentences (seven words or less). Use short paragraphs (seven sentences or less).

Use as many simple single-syllable words as possible. Remember, you’re trying to convey news…not impress William F. Buckley. Omit the superlatives. Words such as best, greatest, finest, unique, one-of-a-kind, and highest quality don’t belong in news releases.

Don’t say anything you can’t back up with facts.

Your news release will generally fit on one sheet of paper…rarely more than two. If you have more than 400 to 500 words (roughly two pages of double-spaced copy), you should probably rewrite the release.

If necessary, editors will cut your release to fit available space. Your story will be cut from the bottom up, so make sure you tell the most important details in the first paragraph or two.

The editor has no obligation to run your news release. Your release will be judged on it’s own merits. If it meets the standards of publication…(Who Cares?–Who Knows?), and space is available, your release will probably be published.

You should keep in mind that one of your long-term goals is good media relations. Accordingly, you should never complain to an editor if he or she does not use a particular release. Keep submitting good releases, and you’ll get your share of free space.

FORMAT IS IMPORTANT…

Savvy publicity seekers make sure that their news releases look professional. The following layout formula will serve you well: Make a special form with the heading "NEWS RELEASE" prominently printed at the top, along with your company name and address.

In the upper left corner print "FOR ADDITIONAL INFORMATION:". Fill in the appropriate contact information and telephone, fax, e-mail, url, etc.

Drop down three lines and print "FOR IMMEDIATE RELEASE" next to the right hand margin.

Drop down two inches and type your story headline in all capital letters.

Drop down three spaces and begin the body copy of your release at the left-hand margin as follows: "(Your Town, State–Date)"xxxxx xxxxx xxxxx xxxxx…"

End your release by centering "(—–30—–)" or "(—-end—-)" three or four lines after the last line of the story.

MEDIA SELECTION…

The slant of your news story will dictate the media selection. If you are a local retailer serving a limited goegraphical area, your media list will include all of the appropriate newspapers, radio stations, television stations, magazines, community web sites, etc. serving your market area. Your release would be written to a general consumer audience.

On the other hand, if you are a small manufacturer selling specialized equipment nationally, your media list would be targeted to industry trade publications, newsletters, trade associations, and other relevant trade outlets and business media. Your release would be written for a more focused audience of end users and trade press editors (in the hope of a possible feature article).

In all cases, releases should be customized to the target audience so that the editor will quickly see the news value to his or her readers or listeners.

DISTRIBUTION OF YOUR RELEASE…

There are now several means of distribution of your news release: (1) Regular Mail, (2) Electronic Mail (e-mail), (3)Fax, 4.Distribution Services. You can get f`ree distribution online at www.PRWeb.com. You might want to do a search online using the phrase "free news release distribution".

If mailed, always mail your news releases by first class mail. Address them, whenever possible, to the editor…by name. If you don’t know the editor’s name, check the publications masthead or call the publication and ask. You may also want to check current media guides (see "Resources") at your local library…usually found in the reference section.

A word of caution. Media people change jobs often, and media guides may not be up-to-date.

If you are unable to identify the proper person, you can simply mail to "Editor", but this is the least desirable alternative.

DO IT NOW…AND DO IT OFTEN…

What is the key to being effective with a publicity program? Start using the skills you have just learned…right NOW! Don’t worry if you feel a certain lack of confidence. You’ll only gain confidence by writing a few news releases an distributing them. You’ll be amazed at how easy it becomes once you’ve written a few.

If you consistently turn out at least one good news story each and every week, you’ll probably have to double your trips to the bank to deposit the increased sales and profits that come your way through FREE PUBLICITY!

© Copyright 2005 Thom Reece

Thom Reece is CEO of Online Marketing Resource Center [http://www.E-ComProfits.com] and publisher of "Thom Reece’s Web Marketing Strategies & Techniques Newsletter". You may subscribe free at: http://www.WMSTDirect.com, mailto:thom@e-comprofits.com

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

The most sensible way for business, non-profit or association managers to use public relations is to strive to alter individual perception among their target publics, which leads to changed behaviors, thus helping achieve their managerial objectives.

In so doing, managers employ their public relations resources to do something positive about the behaviors of those important external audiences of theirs that MOST affect their operations.

When you think about it, it’s a VERY sensible approach to PR that leads managers to persuade their key outside folks to their way of thinking, then move them to take actions that allow that manager’s department, group, division or subsidiary to succeed.

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

If you are one of these managers, please remember that your PR effort must demand more than special events, brochures and press releases if you are to come up with the public relations results you believe you paid for.

This approach to public relations can richly reward its users: 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.

You may count yourself fortunate that your PR people are already in the perception and behavior business. They should be of real use for this initial opinion monitoring project. But you must be certain of who among your PR team really understands the blueprint outlined above and shows commitment to its implementation, starting with key audience perception monitoring. Then, 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 make sure they believe that perceptions almost always result in behaviors that can help or hurt your operation.

Go over the whole process with your PR staff. In particular your method 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?

When you compare the cost benefits of using those PR folks of yours in that monitoring capacity to the cost of using professional survey firms to do the opinion gathering work, you may conclude it’s a no- brainer. 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 it’s goal-setting time. One that calls for doing 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?

At the same time you establish your public relations 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 mint sauce on your corned beef, 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 never easy when you realize that you must now write an action-producing message that will help persuade one of your key audiences to your way of thinking. Well, you do, and it must be a well-written message targeted directly at your key external audience. Select your very best writer because s/he must produce really corrective language. Words that are not merely compelling, persuasive and believable, but clear and factual if they are to shift perception/opinion towards your point of view and lead to the behaviors you have in mind.

Happily, it’s time to identify the communications tactics most likely to carry your message to the attention of your target audience. There are tons 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.

Incidentally, you may wish to unveil this kind of message 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.

Talk about progress reports 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.

Should program momentum be sluggish, you can always accelerate the effort by adding more communications tactics as well as increasing their frequencies.

Finally, the sensible use of public relations by managers is most apparent once they accept the fact that they must do something positive about the behaviors of those important outside audiences that most affect their operations.

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

Robert A. Kelly © 2005

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

Visit:http://www.prcommentary.com

Experience tells me that too many business, non-profit and association managers pursue their goals and objectives largely without the insights, behavioral strategies and sheer power public relations can bring to the table.

Here’s what I believe they’re missing, i.e., the essentials that flow from the fundamental premise of public relations, namely: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. So, when we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those people whose behaviors affect the organization, the public relations mission is accomplished.

If you are that manager, please recognize that any organization including your own –MUST take into account the perceptions held by those external audiences whose behaviors affect your organization, or the behaviors flowing from those perceptions can hurt.

My first question for you is, is it just a matter of “hits?” You know, articles or interviews sold to editors? Is that all there is to public relations?

Or, could there be more to it? Of course there’s more to it!

Why do you want the “hits” in the first place? What are you trying to accomplish?

I believe you want the same thing every other buyer of public relations services wants: to change somebody’s behavior in a way that really helps your organization reach its objectives.

So, wouldn’t it make more sense to start at the beginning and save tactics like “publicity hits” for that moment when you need those “beasts of burden” to do their thing? Namely, to efficiently carry persuasive messages to a key target audience of yours?

Sure it would.

So let’s start by taking a close look at those external target publics. They’re so important because how they think and behave can actually determine the success or failure of your operation

Don’t believe it? Look at those audiences whose behaviors directly affect your organization’s operations, even those possibly unaware that your organization even exists. Are they likely to want its services or products?

No.

Look at an external audience where members harbor a serious misconception about the organization. Does this reduce their desire to work with you?

Yes.

Look at an external audience some of whose members believe a grossly negative and inaccurate set of facts about the organization. Will those people be first in line to work with you?

No.

Obviously, what members of a key target audience believes about your organization matters, and matters a lot!

Why not begin by heading-off such a situation by listing those outside groups – those target audiences – in order of how much their behaviors affect your organization?

Start by interacting with those people. Of course, if the budget will stand it, you could use a survey firm to gather their feelings, thoughts and perceptions.

Minus such a budget, however, do it yourself. Fortunately, your public relations colleagues are already in the opinion monitoring business and can carefully gauge how these people feel about your organization. When you interact this way, you get to ask a lot of questions and gather a lot of information you really need.

What are you hearing? Misconceptions that need straightening out? Rumors that should not be allowed to exist? Inaccurate beliefs about your products and services that could drive people away from you? Do you notice still other perceptions about you and your organization that need to be altered?

The answers to such questions allow you to create your public relations goal which will alter, and thus correct, each misconception, or inaccuracy, or rumor.

You’ve made some real progress by monitoring perceptions within your key target audience, and you’ve established your corrective public relations goal.

Now for the strategy that tells you how to reach that goal. HOW to move forward with your new PR effort is always challenging, especially when it comes to selecting the right strategy to tell you how to get where you want to go. There are just three strategic options available to you when it comes to handling a perception and opinion challenge. Change existing perception, create perception where there may be none, or reinforce it. Since the wrong strategy pick will taste like too much pepper in your chicken soup, assure yourself that 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.

It’s time to do some more work in the form of “what you are going to say to your key external audience.” If all goes well, it will alter people’s inaccurate perceptions about you and the organization.

However, it must be persuasively written so that it is perceived as creditable and believable. And it must speak the truth clearly and with authority.

Your “beasts of burden” show up at this point. In two words, communications tactics that will carry your newly-minted message from your computer direct to the attention of those key target audience members whose behavior you hope to alter in your direction.

It is your good fortune that there are scores of such tactics awaiting your call to arms. You might use a speech to communicate your message, or letters-to-the-editor, press releases, emails, brochures or face-to-face meetings, and many other tactics.

To find out if you’re making any progress towards your behavioral goal, you will need to REmonitor target audience members as well as local print and broadcast media.

But now, you’ll be looking for perception and attitude changes hopefully produced by the combination of your persuasive messages and carefully targeted communications tactics. And you’ll be asking lots of questions all over again.

Should you be fortunate enough to note considerable movement in opinion in your direction, you may consider your public relations goal as having been achieved.

On the other hand, if little movement is noted, adjustments to the frequency, quantity and tactics mix should be made. Your message also should be reviewed for its content and direction, and tested again for effect with a panel of target group members.

Either way, your public relations program is on track and preparing to deliver the key target audience behaviors your operation needs to succeed.

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

Robert A. Kelly © 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

It really is powerful when a business, non-profit or association manager uses public relations to alter the individual perception of members of its key outside audiences, thus beginning the process of changing their behaviors.

And truly powerful when s/he actually persuades many of those key outside folks to the manager’s way of thinking, helping to move them to take actions that allow the manager’s department, division or subsidiary to succeed.

What’s happening in our example, is that managers are using public relations to do something positive about the behaviors of the very outside audiences of theirs that MOST affect their operation.

ESPECIALLY “warm and fuzzy” when such power creates the kind of external stakeholder behavior change that leads directly to achieving the manager’s most important objectives.

Wouldn’t it be nice, you say, if managers had available the precise public relations blueprint they need designed to get all their team members and organizational colleagues working towards the same external stakeholder behaviors?

Yes it would, so here is a PR blueprint plan along those lines: People act on their own perception of the facts before them, which leads o predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving- to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

The word powerful seems appropriate when results like these start to crop up: new proposals for strategic alliances and joint ventures; capital givers or specifying sources looking your way; a rebound in showroom visits; membership applications on the rise; fresh community service and sponsorship opportunities; new thoughtleader and special event contacts; improved relations with government agencies and legislative bodies; prospects starting to work with you; customers making repeat purchases; and even stronger relationships with the educational, labor, financial and healthcare communities.

The division of labor will be a prime concern to you. Just who is going to do the work anyway? Will it be regular public relations staff? Or people sent to you by a higher authority? Or possibly a PR agency crew? Regardless of where they come from, they must be committed to you as the senior project manager, to the PR blueprint and its implementation, starting with key audience perception monitoring.

Something to keep your eye on. Be sure that your team members really believe deeply why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Be certain they buy the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Invest some time in reviewing your PR blueprint with your PR team, especially your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our 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?

If your budget will allow, you can use professional survey counsel for the perception monitoring phases of your program. But remember that 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 you must establish your public relations goal. This is your chance to do something about the most serious distortions you discovered during your key audience perception monitoring. Your public relations goal might call for straightening out that dangerous misconception, or correcting that gross inaccuracy, or stopping that potentially fatal rumor in its tracks.

To achieve success, you need a solid strategy, one that clearly shows you how to proceed. To keep things simple, note 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. Of course, the wrong strategy pick will taste like spoiled rhubarb pie so be certain the new strategy fits well with your new public relations goal. Naturally, you don’t want to select “change” when the facts dictate a “reinforce” strategy.

This is your chance to share a powerful corrective message with members of your target audience. But persuading an audience to your way of thinking is no easy task. Which is why your PR folks must come up with words that are not only compelling, persuasive and believable, but clear and factual. Only in this way will you be able to correct a perception by shifting opinion towards your point of view, leading to the behaviors you are targeting.

Run a message draft by your communications specialists to be sure its impact and persuasiveness measure up. 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 might consider unveiling the message in presentations before smaller gatherings rather than using higher-profile tactics such as news releases. Reason is, the credibility of a message can depend on the credibility of its delivery method.

The subject of progress reports will come up soon enough. And this should alert you and your PR team to get back out in the field and start work 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.

If things slow down, try speeding them up with more communications tactics and increased frequencies.

By now you should know this powerful reality at the core of public relations: the right PR can alter individual perception leading to changed behaviors which, in turn, lead directly to achieving your managerial objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Word count is 1160 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

Are you working as hard as you can in your area of expertise? Are you implementing creative ideas? Are you valuable to your clients? And now the tough question: Does the public know about you? If you’re like most business people, you answered “Yes” to the first three questions, and then perhaps hesitated on the last question and may have ultimately answered “No,” or sheepishly said “Well, not as much as I’d hoped.”

Getting your name “out there” requires getting yourself “out there.” This means a very steady diet of first and foremost being visible in the business community, as well as actively “tooting your own horn.” Being humble is not a virtue when one is striving to become a household name. So does this happen overnight? Of course not, but that’s where repetition comes into play. If your name and your accomplishments are repeatedly positioned in different ways, you become familiar to others and that’s when you know you’re making inroads.

This begs the question of what’s an accomplishment. Again, if you’re in the humble category, you may minimize or downplay a project or new development. Rule #1 is that all your endeavors should be viewed as accomplishments. Then it becomes a matter of spreading the news. Let’s say for example that you are offering a workshop in your local community and though to you it may be “old hat,” it marks an opportunity to let the public know about it. This can range from telling family and friends, posting it on your website, sending postcard announcements to former clients, submitting it to newspapers and trade publications as well as local Chambers of Commerce; in fact, the more the merrier. While we’re on the subject of print media, why not take this idea to the next level? You can email or telephone feature reporters in your local newspaper to let them know when and where your class will be conducted and use your skills to entice them as to why this would be a great story, photos and all. It may not be the right time the first time, but if you stay the course and remember your goal (to get your name out there), eventually it will happen.

While print media is phenomenal exposure, you don’t want to overlook radio and television. In this instance the approach is to offer to be a guest to either take questions from viewers or to do an interview. The key here is to be prepared with “your hook.” In other words, think through why your subject is of interest to the audience, how you can be a resource, the timeliness of your call (e.g. offering your professional opinion about the effectiveness of a politician who’s running for office). You may want to approach it like a puzzle and determine where you best fit.

You may be wondering what the payoff is for all your perseverance. Once you do break through and get that well-earned publicity, it catches on like wildfire. Suddenly, you’re “out there” like a household word, the world is your oyster…and the phone is ringing off the wall. That means only one thing which is you’ve got publicity. Now keep going!

Dale Klein, owner of SPEECH MATTERS, is a Corporate Communication & Speech Specialist. Having owned her own practice since 1994, Dale has the expertise you want when it comes to presenting yourself with professionalism. Learn more at http://www.speech-matters.com or call 518-664-6004.

I recently worked with a group dealing with an unusual problem. It seems that a local television reporter in town known for his aggressive style of reporting has a nasty habit of lying. Let’s call him Jack.

Whenever a sensitive issue arises, Jack requests an interview with a spokesperson for the group. The spokesperson knows that if he doesn’t agree to the interview, Jack will ambush him – in a parking lot, in a grocery store, or outside his home.

So before agreeing to the interview, the spokesperson asks Jack not to broach certain sensitive topics. Jack agrees. With the ground rules in place, the spokesperson consents to do the interview. The interview begins.

But the moment the cameras start rolling, Jack ignores the rules and asks the very questions he promised not to. Jack asks them in a way to make the spokesperson look as bad as possible. The spokesperson is caught off-guard and veers way off message. He looks bad and damages the reputation of his group.

Let’s back up for a moment. Jack has every right to refuse conditions being placed on the questions he can ask during an interview. Further, if a spokesperson requests certain conditions, Jack has the right to report that request, whether or not he agrees to them. But if he agrees to those terms in advance and breaks them, well, Jack’s just a liar.

Now, let’s add one more element to this equation. The media in Jack’s town are addicted to tabloid-style news. Sensationalism sells, and local reporters have a nasty habit of making innocuous stories appear as shocking as possible. Their goal is to attract an audience at any cost.

You might think a solution is just to avoid the reporter – but remember – Jack will show up when you don’t expect him, and if you refuse to talk to him, he will play the videotape of your hand covering the camera for weeks.

So what should you do in the most egregious cases when a reporter lies? The following three tips may be helpful:

1. Get Media Training: Okay, so it may seem a bit self-serving for a media trainer to advocate media training. Still, media training, especially one-on-one training, is made for circumstances like these, and can help a spokesperson answer difficult questions with relative ease.

ABC News Reporter Sam Donaldson had it right when he quipped, “Questions don’t do the damage. Only the answers do.” Spokespersons shouldn’t have to request that certain topics be off-limits. Instead, they should prepare in advance for the most challenging questions. Doing so will help them appear almost delighted that a reporter has finally given them the opportunity to speak about them.

2. Write a Letter to the Station Manager: It’s possible that the station manager doesn’t know just how much his or her reporters are breaking the rules to get a story. Here, you can use reporter codes of conduct to your advantage. For example, you may write:

In exchange for agreeing to an interview with Jack, several of our spokespersons have requested certain questions be kept off limits. Jack has agreed. Despite those agreements, Jack has consistently broken his word, asking those very questions the moment the camera starts rolling.

The Society of Professional Journalists Code of Ethics says journalists should, “Clarify conditions attached to any promise made in exchange for information. Keep promises.”

In addition, Jack is treating his sources with blatant disrespect, in one case shouting after a senior official and calling her disgusting names. This is a violation of the Poynter Institute’s Guiding Principles for the Journalist, which state: “Sources [are] human beings deserving of respect, not merely a means to your journalistic ends.”

We are happy to cooperate with your station’s future inquiries, even if they are unfavorable to our group. But in exchange for continued access, we request only that you comply with the basic rules of journalistic fairness in the future.

Will this help? Maybe, maybe not. But in desperate circumstances, it might be worth the shot.

3. Prepare a Canned Response: In the most desperate circumstances, you may blacklist a reporter entirely. This piece of heavy artillery should only be pulled out rarely – in other words, if you’re banning more than one reporter per decade, it’s probably too many.

In the case of Jack, though, it might be warranted. That doesn’t mean you ignore him when he ambushes you. Instead, prepare your spokespersons – all of them – for his ambush. They should stop before his camera. They should take his question seriously. And they should issue a response such as:

“Your question deserves a serious answer – not one delivered in a parking lot. If one of your colleagues would like to schedule an interview with a member of our group, we would be happy to answer his or her questions. Thank you, and we look forward to the opportunity to express our point of view on this matter.”

Then, with a small nod or smile, the ambushee should walk with a sense of purpose – but without a hint of defensiveness – to his or her destination.

One final point – if a news organization is determined to write something unfavorable about you, there’s little you can do to stop them. But you can control your response – and a well planned media strategy can help neutralize a negative story.

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