Anything that lets managers achieve their managerial objectives is a winner.

It’s a bullseye when the right public relations alters individual perception leading to changed behaviors among key outside audiences.

How that comes about is the story of the day!

As a business, non-profit or association manager, you’ve got to do something positive about the behaviors of those important external audiences of yours that most affect your operation. Especially so when you persuade those key outside folks to your way of thinking, then move them to take actions that allow your department, group, division or subsidiary to succeed.

As it turns out, the trail has been blazed before you came along. Consider 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 usually accomplished.

What that does is allow you to move beyond a preoccupation with special events, brochures and press releases, and attend to the perceptions and behaviors of the very people who could hold your professional success as a manager in their hands.

That kind of success can come in many shapes and sizes. Consider these: welcome bounces in show room visits; rising membership applications; community leaders beginning to seek you out; prospects starting to do business with you; customers making repeat purchases; fresh proposals for strategic alliances and joint ventures; and 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.

Here, division of labor rears its ugly head. Just who will do this sort of work? An outside PR agency team? Folks assigned to your operation? Your own public relations people? But regardless where they come from, they need to be committed to you and your PR plan beginning with key audience perception monitoring.

As with any manager, you need to talk to your public relations people in order to be certain that those assigned to you are clear on why it’s vital to know how your most important outside audiences perceive your operations, products or services. They must accept the reality that perceptions almost always lead to behaviors that can help or hurt your operation.

Review with them how you plan to proceed, especially how you will monitor and gather perceptions by questioning members of your most important outside audiences. For instance, how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Public relations people follow the money too, so, if the budget is available, don’t hesitate to use professional survey firms in the perception monitoring phases of your program. But keep in mind 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.

Establishing the right kind of PR goal will let you prevail over the worst distortions you discovered during your key audience perception monitoring. In fact, the new goal will probably call for straightening out that dangerous misconception, or correcting that gross inaccuracy, or stopping that potentially fatal rumor dead in its tracks.

Selecting the right strategy is truly key. I talk here about a strategy that tells you how to move forward. Please remember that there are just three strategic options available to you when it comes to handling a perception and opinion challenge. Change existing perception, create perception where there may be none, or reinforce it. Since the wrong strategy pick will taste like peppermint sauce on your spare ribs, 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.

Tough job or not, someone on your PR staff must write a strong message and aim it at members of your target audience. Because crafting action-forcing language to persuade an audience to your way of thinking really is hard work, you need your first-string varsity writer because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to correct something and shift perception/ opinion towards your point of view leading to the behaviors you are targeting.

One of the less complex jobs is selecting the communications tactics most likely to carry your message to the attention of your target audience. You can do this after you run the draft by your PR people for impact and persuasiveness. There are dozens of tactics available to you. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But be sure that the tactics you pick are known to reach folks just like your audience members.

By the way, since a message’s believability can depend on the credibility of the means used to deliver it, you may decide to unveil it before smaller meetings and presentations rather than using higher-profile news releases.

When the subject of progress reports arises, please take it as a signal that you and your PR team should begin a second perception monitoring session with members of your external audience. Many of the same questions used in the first benchmark session can be used again. But this time, you will be watching carefully for signs that the problem perception is being altered in your direction.

Things can always slow down. If program momentum does slow, you can always speed up matters by adding more communications tactics, and increase their frequencies.

But the fact remains that the quickest way PR can help managers is for the effort to persuade their most important outside stakeholders to the manager’s way of thinking, then to move those folks to behave in a way that leads to the success of the manager’s operation.

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

Media placement is an art. Practicing it often requires as much attention to approach and style as it does to the focus of your story. While it’s important to know how to use creative formatting techniques that can enhance editorial reception to a story (see article, “Using Publicity As A Creative Marketing Tool”) publicists can benefit from mastering some useful tips prior to approaching, by e-mail, snail mail or phone, the keepers of the media gate. Some Basic Assumptions:

* Always tell the truth. Make sure your product or service does what it says it does and your information is accurate. If a question is put to you that you do not have an answer for, indicate to the reporter you’ll get back with the information. If you don’t, the info will come from someone else–and not necessarily from a source that will help your organization. Never “imagine” or “fudge” an answer. Remember, candor equals credibility. If your organization has taken an action that has reaped negative consequences, counsel your client to admit the mistake (unless the client is constrained from doing so by legal counsel). Negativity can also be mitigated if you can anticipate a reporter’s tough question, and frame an answer that puts the action into historical perspective; or by developing a positioning statement that lessens the harshness implied in the question. (For example, when a poisonous substance infiltrated Tylenol bottles, the company issued the statement that “we are victims too”).

* Know your outlet before you call. Have you read the magazine or newspaper in advance? Have you watched the tv program? Have you listened to the radio show? With print media, do you know the specific beat of the editor or reporter you intend to make contact with? Have you read his/her stories? It’s fine to cold call but don’t cold call blindly (unless there really is vagueness about that person’s turf).

* Attitude. There are some p.r. people whose emotional lives seem to count on an editor’s acceptance; and who feel like failures when the editor says “no.” “Unattachment” is the best attitude. “Unattachment” doesn’t mean “detachment” or “apathy.” It means coming from a centered place, with self-confidence in yourself and your ability to communicate a story effectively – but without being attached to the outcome. You’ll find this a liberating approach, one that disallows you from becoming intimidated by an editor or producer, and one that enables you to return to the same person in the future with no regrets. When an editor perceives that you are not overly emotionally invested in a story, you may actually get a better hearing. Be warm & polite, professional…and clear. See that individual as a peer and colleague. If they’re brusque in the moment, they may be having a bad day. Simply ask if there’s a better time to get back to them.

* That said, believe in your story and believe in yourself. The best p.r. people see themselves as resources of news and information who work with journalists to fill valuable time & print space.

* Be more empathetic than sympathetic. Being empathetic enables you to build on what was said and resond with alternate approaches. Being sympathetic means you’ve probably foreclosed the possibility of an alternate approach.

* Get out of the reporter’s way. When you’re providing a reporter, editor or producer information where the story is time-sensitive, relay the information and get out of the way. There’s a time for pitching an idea, and there’s a time for simply relaying information. In the case of the latter, act like an editorial assistant. Do your job and get out. You’ll earn the journalist’s respect when you do so.

* Don’t waste their time. When you call, communicate in sharp and crystallized fashion, the essence of the story. Keep it brief, respect deadlines and ask in advance if the moment is ok for that editor/ producer. NEVER call when you know an editor is under deadline pressure. Keep your message on-point and as brief as possible, but craft it in a compelling and creative way that will earn attention.

* Personalize. I’ve seen too many impersonal, photocopied pitch letters, whether via e-mail or snail mail. If you send something in advance to a call, or as a follow-up to a call, personalize. Don’t be overly chummy (unless you’ve been on good terms with that journalist for a long time). But keep sensitive to the fact that you’re a human being, and you’re communicating with a human being. For e-mails, craft a provocative phrase in the “subject” area. Too many e-mail messages get unread without a compelling lead.

* Listen to the editor. It’s as important to listen as it is to talk. Be sensitive to any verbal feedback, cues or clues that can assist you in fine-tuning your pitch. Keep your antennae fully extended.

* Respect the ‘no’ and be prepared for it. Ask quick, important questions: What is it about this story that doesn’t seem right for you? Is there anyone else for whom this story might work better? Suggest how the story can be adapted to the outlet’s needs. Best of all, suggest three to five different angles in advance. This reduces chances for rejection.

* But when you get your final no, let it go and release it. YOU haven’t been rejected, just your story. And if you’ve handled the approach professionally and cordially, you’ll always be able to come back with another story at another time. Regard your list of cultivated contacts as resources and investments for the long-haul, not for quick fix purposes.

* Occasionally, pass along an item of interest that lies outside your own sphere of self-interest. Be someone who’s not always out to get something. Also, supply your most important contacts with your home phone number.

* Get out from behind your desk. The better you get to know the journalist on a one-to-one basis, the better your chance of a receptive ear.

* Getting beyond voice mail. Leave a succinct, provocative, targeted message. If you don’t hear from them in two days, try calling early, or leave a message with an editorial assistant or colleague. Call back that other person to learn if your message was received and if there’s a return message. Sometimes, you can ask the switchboard for the department that person works in, rather than a specific voice mail.

Remember that an editor or producer is buying you as well as your story. The bottom line is trust. It’s up to you to earn it.

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

A Press Release is a captive story that can be about a person, a business or organizational group that is submitted to the media. The distribution of a release can be targeted to media outlets in newspapers, TV, radio stations, magazines and global newswire networks. Like with any other form of marketing, a well-submitted press release will give added publicity and creditability to an individual or a business.

Journalists look for newsworthy stories that they can use in their publications. Newsworthy simply means a story on current issues or events that have an appealing interest in today’s news.

Some examples of this can be:

* Stories that cover the launching of a new business.

* Solution and problem solving reports that deals with the current market trend.

* New products or services that impact today’s business.

* Research and findings on the latest business trends.

* Partnerships with other businesses.

* Sponsorships that you are affiliated with and contributed to.

* Achievements/awards that you have received recognition for.

Press releases are not to be confused as an advertisement to sell your products or services. An advertisement is to get your customers attention, whereas with a press release you want to capture the attention of the journalist.

The idea is to write a press release that generates a current interest to the media. If a journalist finds your story newsworthy, they are sure to feature your story.

The best way to start out is by researching some of the media websites first. One of the media websites that is worth checking out is Prweb.com. Their site is easy to navigate through and provide some very useful information on submitting a release. The idea is to visit a few of the media sites to understand their guidelines before you submit. It would also be beneficial to view several of the press releases on their site to get a better perception on writing your own. You will find that most press releases are between 400 and 500 words.

Once you have the concept, organize and put together all the information you will be using on a piece of paper. Make sure you are using current information with topics that have new and compelling interest (journalist are not interested in old news).

Make sure to illustrate your release with only solid facts. Emphasize on the benefits and key points in your story line.

If applicable, give examples, quotes, and testimonials. Do not use any bold statements, hype or sales pitches.

Proof read your release several times. Correct any grammar mistakes or misspellings.

How To Submit A Press Release:

Obviously your first step would be contacting the media. This can be through local media groups within your area, or through the Internet for worldwide distribution.

Submitting a press release is done by mail, fax or email. You can simply check with the editors to see what their requirements are for submitting your release.

Use journalist that are targeted to your business market. You can accomplish this by researching some of the past stories published by the editor.

Note; if you find editors that accept a release through email, it’s important to put your release into the body of your email and not as an attachment.

When submitting a press release, the way you format your release can play a crucial role on whether a journalist picks up your story.

An example of a format that is commonly used, would be as follows:

1.) Type in “For Immediate Release” or you can specify the date you want it released for a different time period.

2.) Create a headline that would attract an interest.

3.) Add your contact information here. Your name, company, phone number and your URL.

4.) City, State and Date followed with your opening paragraph answering all the questions to who, what, where, why and when.

5.) Your next paragraph should cover the details of your story, which should highlight your first paragraph. If applicable, include quotes or endorsements from other business associates that have used your products or services. This will build creditability to your story (be sure to get approval prior to adding this).

6.) Followed by a short summary highlighting your key points to your story.

7.) A short company profile about your business.

8.) At the bottom, put in three (3) ### signs or “End” to indicate the end of your press release.

Final Note:

Be sure to add your contact information including your telephone number with your release. If an editor finds your story newsworthy, he may contact you for an interview or possibly just to attain more information on a follow-up story.

To look for newswire networks where you can submit a press release, go to http://www.ahomebusinessopportunity.net/pressreleases.htm for our complete list.

John Kovacs is the CEO and founder of “A Home Business Opportunity”. His website mainly focuses on supplying free marketing tips, resources and support for home startup businesses and Internet marketing. To get a step-by-step guide in building an online business, visit http://www.ahomebusinessopportunity.net

You have a story to tell. Your company has developed a revolutionary new product, or an improved version of one that is known and respected in the marketplace. Most companies are media-savvy enough to take a proactive approach to publicity. Yet there are many firms that instead sit on a new development, waiting for the press to come to them because they are unsure of how to “break the news.”

The vehicle for the announcement is critical. One should avoid the “shot-gun” approach to publicity. In most cases, a technique referred to as “editorial cultivation” works. Determine the appropriate initial outlet – a magazine or newspaper, for instance – and approach that venue with your story. Once the story breaks via your primary media choice, other vehicles can, and usually will follow.

There is nothing wrong with the standard news release, except that most are written without first contacting the appropriate editor at the preferred publication. The first hurdle is deciding who to contact.

Finding your target audience Establish your subject and audience. Once you have done so, the job becomes a matter of prioritizing the several most important print outlets for your story. If you already know your audience’s preferred industry publication, put it on the top of your list. For backups, refer to a directory like Bacon’s Magazine Directory, The Ayer Directory of Publications, or Ulrich’s International Periodicals Directory, all of which provide names of the leading magazines and journals listed under each industry. For each specific magazine, in addition to circulation figures, these sources list the outlet’s primary editorial contacts, including addresses, phone numbers and e-mail addresses.

Weigh the impact, immediacy and relevance of your story. In some cases, your news may have an impact on a wider marketplace and editorial audience than the sphere of influence of a trade magazine. Examples would be a merger, an acquisition or an initial public offering. Such news must be immediately disseminated. The best avenues may be: a national newspaper such as The New York Times, Wall Street Journal or USA Today; a national wire service, such as The Associated Press or Reuters; a business wire such as Dow Jones or Bloomberg; a business magazine like Business Week or Industry Week; or even a national news magazine such as Time, Newsweek or U.S. News & World Report.

A number of Internet resources through which breaking news can be disseminated quickly are the PR Newswire http://www.prnewswire.com and Businesswire http://businesswire.com. PR Newswire and Businesswire will carry a story over their wires and on the Internet for a fee paid by the source. Newswires provide the “insurance policy” that a story will definitely get out. Even if the article is printed in a newspaper or magazine, the newswire provides a good secondary backup for the dissemination, and the article will appear exactly as it has been provided to these outlets.

News releases, especially informative, well-written and succinct ones, are the sources of the majority of ideas and leads for a trade magazine editor. The news releases should be written in what is called the “inverted pyramid” style, with the “fattest,” most pertinent facts on top, and the less salient facts further down. The headline should capture the essence of the story, and the subheadings should clarify the impact.

For a technical news article, details are vital. Keep them as clear as possible; and translate technical jargon and “buzzwords” specific to a certain segment of the industry you are targeting, into terms that even a lay person can understand.

Reach out and touch someone For trade magazines and national news magazines alike, the initial phone call – or “cold call” – must be well-planned. Develop a pitch, or verbal presentation, that informs the editor of the significance of the story, and its relevance to his or her outlet. Keep your pitch short, succinct and newsworthy. Just as you would write a news release with the “fattest” or most pertinent facts on top, organize your verbal pitch to give the most important and interesting details right at the beginning.

One thing I do for all of my pitching is to capture in my mind the “essence,” “vision” and “overview” of the story, especially in the context of the news of the day and the aspect of the story that may be “evolutionary” or “revolutionary” in the context of historical perspective.

Try to keep the tone conversational. Communicate your story in a clear, concise, yet enthusiastic fashion. Point to the relevance and impact of your story on the editor’s readership, as well as to what is new and unusual about its content. If the editor “bites,” or at least seems interested, offer it as a first-exclusive if this particular media outlet is a prominent one and important to your organization. In all cases, be prepared to e-mail or fax the information, and send photos, technical illustrations or diagrams to visually describe technical information. Schedule interviews between the editor and your spokesperson if this is requested, or if it’s important to your organization to get its representative quoted.

Try to avoid voicemail, unless you have honed the pitch to a point where it is brief, clearly worded and convincing. Voicemail is a notorious playing field for “phone tag” and does not allow you to ask follow-up questions or to gauge the editor’s response, thereby fine-tuning your own approach. Voicemail is also used by some journalists as a method to “screen out” calls. Leaving a voicemail message supplemented and elucidated by an e-mail message does make sense, and in my experience e-mail often works, particularly after a live conversation has occurred (no matter how brief) or voicemail message has been left. After an initial communication, whether by voice and/or e-mail, follow-up in a day or two if you’ve not yet heard back from the editor.

Etiquette and other matters Respect deadlines. If you reach the editor live, and you discover he or she is near deadline, immediately indicate that you’ll return the call later. Better yet, learn in advance when that magazine’s deadline is occurring, and avoid reaching the editor at that time. If you do call at a good time, be personable, keep your pitch brief and relevant.

Know your story. Keep your enthusiasm high (but stay centered), and make sure you understand the story thoroughly. Confidence in the importance and viability of the story always communicates over the phone. Be warm, polite, professional and clear. If the editor is in a bad mood, be astute enough to know that you are not the cause.

If the news is very important to the company, the person entrusted with the call should be someone who has public relations or prior journalistic experience. It is prudent for a professional communicator to initiate the approach and deal with the editor as the primary contact. If the editor requires someone with technical expertise and in-depth knowledge of the technology, an expert’s name and contact information should be provided for a follow-up interview. Media relations representatives should always lead the editor back to themselves as the primary contact. And, this is important: as the media relations rep, remember in very “hot” news stories with short deadlines to get out of the editor’s way once you’ve “pitched” and “sold” the story. After that, see yourself as an “assistant” in helping the editor get the facts and the interviews, end of story. Don’t try to manipulate the story or get in the editor’s way, in any way. You’ll be respected for that, and will be able to come back to that person in good graces in the future.

On some occasions, the reporter or editor may wish to speak to the chief executive officer (CEO). If this happens, know in advance if the CEO is available for an interview. If so, make sure that he or she is prepared, as some CEOs may not be seasoned spokespersons. In this case, a conference call could be arranged between the CEO, p.r. representative and the editor.

Listen to the editor. Whether you initiate a cold call, speak to an editor calling in response to an e-mail message, or receive a cold call from an editor who is querying about a story or lead obtained through the newswire, it is as important to listen as it is to talk. Be sensitive to any verbal feedback, cues or clues that can assist you in fine-tuning your response.

Respect the “no” and be prepared for it. After an initial rejection, ask quick, important questions: “What is it about this story that doesn’t seem right for you? Is there any way this story can be adapted to better suit your needs?” Suggest changes. Best of all, prepare three to five different angles in advance, as this reduces chances for rejection.

What may be appropriate for one editor may not be appropriate for another. Before concluding a conversation, ask if the news might be more appropriate for someone else with a different beat, or in a different section of the magazine. If referred to a new person, introduce yourself by way of that referral. If you have exhausted all your angles to a story, thank the editor for his or her time and release yourself from this connection. Sour the contact, and it will be difficult, if not impossible, to maintain a credible relationship in the future.

Cultivate your contacts. Whenever feasible, try to meet the editors and reporters who are important to you. Offer to take them out to lunch, but do not be insulted if they decline. The better you get to know the journalist on a one-to-one basis, the better your chances of winning a receptive ear.

Do not be discouraged by the rejection of a story idea. If is far more important to keep the channels of communication open. Record the vital information about your journalistic contact in a Rolodex or software address book, such as Sharkware. Also, supply your most important contacts with your home phone number and/or cell phone number, signaling them that you can be reached after business hours. This practice communicates professionalism and reinforces your reputation as someone who goes “beyond the call of duty” to meet editorial needs.

Packing the punch. If your company is one of the fortunate few whose news is printed in a national publication, the story automatically becomes a prime candidate for the leading magazines within your industry, as well as for generic print and broadcast media. Remember, too, that broadcast often follows print (especially if you’ve placed a major wire service story or placed a story in a USA Today or Time Magazine).

When working with the media, remember to do your homework, hone your pitch and maintain a positive attitude.

THE PUBLIC RELATIONS CHECKLIST

* News releases should be double-spaced. Include the media contact’s name, phone number and e-mail, as well as the date and location from which the story originates.

* If a new product is being announced, include all operating parameters. Clearly described how the product works and how it differs from what currently exists in the marketplace. Do this by quantifying the benefits and advantages of this product and comparing it with competing technologies. Stress the user or customer benefits, and explain tangible results.

* Avoid terms such as cheaper, more efficient, fastest, unique and revolutionary without providing parameters by which these benefits can be measured.

* Products or other news leads should tie in with current trends or larger- scope news stories.

* Do not use acronyms without spelling them out, or buzz words without explaining them for the layman.

* For financial news releases, focus more on how the takeover, merger or acquisition will impact the reader or the marketplace, as opposed to the details about money and market shares.

* Provide quotes from executives who can comment on both technical and market information. And always go to the bottom of the line in asking.

* Use photos, charts, graphs or tables, with captions and information, to elaborate upon your story, especially if this is a new trend.

* Ask the journalist what he or she will require to make the interview successful.

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

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

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

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

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

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

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

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

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

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

Review with them how you will monitor and gather perceptions by questioning members of your most important outside audiences. For instance, how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

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

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

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

Here you have little choice. A strong message is required and it must be aimed at members of your target audience. Yes, crafting action-forcing language to persuade an audience to your way of thinking is tough work. Which is why you need your first-string varsity writer because s/he must create some very special, corrective language. Words that are not only compelling, persuasive and believable, but clear and factual if they are to correct something and shift perception/opinion towards your point of view leading to the behaviors you are targeting.

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

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

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

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

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

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

Robert A. Kelly © 2005

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

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

1 - Use News to Make News.

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

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

2 - Seasonal Tie-ins

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

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

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

3 - Products Are Newsworthy When They Are Evolutionary or Revolutionary

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

4 - Anniversaries

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

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

5 - Controlled Messages

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

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

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

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

6 - Trends

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

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

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

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

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

Writing a press (or media) release is quite an art (and a science) but don’t let that scare you. Here are 10 tips to point you in the right direction…

(1) Make sure the information is newsworthy.

(2) Tell the audience that the information is intended for them and why they should continue to read it.

(3) Start with a brief description of the news, then distinguish who announced it, and not the other way around.

(4) Ask yourself, "How are people going to relate to this and will they be able to connect?"

(5) Make sure the first 10 words of your release are effective, as they are the most important.

(6) Avoid excessive use of adjectives and fancy language.

(7) Deal with the facts.

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

(9) Make sure you wait until you have something with enough substance to issue a release.

(10) Make it as easy as possible for media representatives to do their jobs.

Remember this, a news or media release is not meant to be a blatant self promotional vehicle - it’s meant to make the journalist’s job easier for them and be interesting reading for their readership. Keep this in mind and you’ll have a fair chance of coverage.

Author: http://www.JamesBurchill.com - James is a freelance writer and consultant

When a reporter is wowed, intrigued, surprised or captivated by your press release, you can be pretty sure you’ll get some media coverage. And for most businesses, positive media coverage is worth its weight in gold. The bad news: Although truckloads of news releases fill reporters’ inboxes every day, few of them are dazzling, or even interesting.

As a former editor, I speak from experience when I say that most press releases end up in the garbage can. But don’t let that stop you from sending them — a well-written news release can generate more publicity and goodwill than you could ever accomplish with a paid advertisement. To help keep your release out of the garbage and get it in print, start by following these five guidelines.

1. Make it newsworthy. Releases should be used to announce news, and they should only be sent when something truly newsworthy is happening at your company. Don’t send releases that sound more like advertisements than news; they’ll get tossed immediately. (However, newsworthy events may happen more often than you realize — see the Resource Box below for ideas.)

In keeping with the news format, eliminate any superfluous language or outrageous claims (don’t describe yourself or your products as “wonderful,” “amazing” or “unbelievable”). Is your release written in language that would appear in a story in the newspaper or magazine you’re pitching? If not, it might sound like fluff rather than news. Make it clear from the beginning what your news is and why it should matter to the reporter and his or her readers.

2. Tell a good story. Although you’re sharing hard news (I hope), your press release should still be interesting to read. Even though your readers are media-types who do this for a living, they still like to hear a good story. Draw in your readers with a creative introduction and interesting language. Find new ways to say ordinary things. Read magazines, newspapers and books and pay attention to the stories that interest you and keep your attention. Then try to mimic those techniques and styles when writing your own releases.

3. Target your audience. As with any writing project, keep your audience in mind when you’re writing. The editor of a small-town newspaper has different interests than the editor of a trade journal for CEOs of Fortune 500 companies. Choose the media outlets that would be most interested in your release and send it to them. For best results, you might even send each person a unique version tailored to their interests. And always send your release to an actual person — rather than sending a release to a general news desk, find out which reporter covers your industry or the type of news you’re sending and send it directly to him or her.

4. Develop a relationship. Once you’ve located the reporters who cover your industry, start developing relationships with them. Call or e-mail to introduce yourself and find out if they prefer releases to be faxed, e-mailed or mailed. Be respectful of their time and the harried pace of their work, but don’t be afraid to check in occasionally to follow up on a press release or let them know how much you enjoyed a recent article. Don’t just rely on them for fr*e publicity; find out what you can do for them and do it — one-sided relationships never last. Be easy to work with and willing to accommodate their needs, and they’ll be much more interested in covering your news.

5. Be consistent. Your communication with the media must be ongoing in order to get their attention. One release sent in a vacuum will probably not yield a lot of results. If reporters are unfamiliar with you or your business, it won’t be a top priority for them to cover your release. However, if they’re accustomed to receiving (actual) news from you and you’ve made an effort to forge a positive relationship with them (see #4), they’re more likely to a) actually read your releases, and b) publish them, or at least keep you in mind as a resource for future stories. If you really want to take advantage of the possibilities press releases can offer, keep hanging in there.

Nancy Jackson, owner of The WriteShop, helps companies better market their products and services with powerful written communications including Web content, newsletters, brochures and publications. Subscribe to her free monthly newsletter at www.writeshoponline.com.

You never want to inundate a reporter with information, but you don’t want to be branded a one-trick pony either. That’s why I recommend coming up with three key points for every interview you do.

In advance of every media call or interview, think carefully about – and write down – the three key points you want to convey. Keep that list in front of you, or memorize it cold. Wherever the talk goes, make sure you nail those three points.

Make sure each of your points is really only one point. Here are some examples: "Stocks are going to go up." "Local real estate is a bad investment right now." "Early retirement is within closer reach than most people realize." You should be able to make each one in about ten seconds.

Try to summarize all three points in half-a-minute. If it takes longer, go back to your list and rewrite until you don’t exceed the thirty second barrier.

Not only do you want to mention your three points, you’ll aim to do it three times: in the beginning, middle, and close of your interview. Nine points. That’s your message. How to nail a perfect 10? When you hear the reporter recap and voice your message himself.

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

There’s the old joke about the two buzzards sitting in a tree overlooking a highway. One responds to the other, "Be patient? I’m hungry. Let’s kill something." Just like that buzzard, it is not in the nature of most marketers to be patient for business to grow. They want to go out and "kill something," too.

The trouble is that most marketers go after new business the wrong way. They want to "take down" the new piece of business using all the tools of the trade from advertising and direct mail to cold calling and event marketing. This is an expensive way to drum up business. Your existing clients are just waiting to tell you about people they know who could use your services, and then help sell you in to these people they refer. Not only is this more cost effective, it practically guarantees the prospects will share the same characteristics of your best customers.

"OK, Harry," you’re asking, "but how do I do it?"

The first rule of getting referrals: ask. When should you ask? Let’s review.

- After your customer has purchased something from you is a great time to ask. The new customer is pumped up about your offering and you can harness that energy by asking for names of others who could beneft from doing business with you.

- Upon delivery of your product or service is the next time to ask. The benefits of your offering should be readily apparent now, so you can remind the customer of the importance of their referrals.

- Anytime you have personal contact with your customer is a good time to ask. You are continuing to build a relationship with them and can use the opportunity to ask for referrals. Don’t ask more than three times per year.

Many people hesitate to ask for referrals because they are not sure how to do it. Just be honest. Tell your customers that referrals are very important to the growth of your business, and that you want to grow it with people just like them. Remind them that the people they know will benefit from your service the way that they have. Then, ask.

Tell your prospect that you’d like for them to give you the names of three or four people who might benefit from your services. Pull out a sheet of paper and pen and look expectantly at them. If they can’t immediately give you names, ask some prompting questions. Such as:

Who are your three best friends? Who are the most successful business people you know? Can you think of anyone who would benefit from my services?

Write the names down and keep writing until the customer runs out of names. Then, go back and ask for contact information for each one.

Thank the customer in the way you feel most comfortable. Some people like to send a gift, others will just drop a note of thanks. Some wait to see if the referral becomes a customer and then send a higher end gift. Do whatever works for you, but do thank them and keep them in the loop, letting them know about your follow up and the outcome of your prospecting.

So, don’t just sit there in your tree. Get out there and kill something.

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