PUBLIC RELATIONS

GUIDELINES
Messages for the media

An organisation that communicates effectively has strategic, long-range plans for

relaying information to a variety of audiences. When discussing communications
strategies, people tend to want to immediately talk about communications vehicles.
Many individuals, when developing a communications strategy, turn to ‘media’ as a
primary vehicle. The media is only one vehicle for communications, it is often the
most cost-effective tool, but is also the hardest to control. Brochures, written
materials, community or grassroots outreach, public service announcements,
presentations, and advertising, are other effective communications tools.

Before you can formulate an effective communications plan you must identify your
message(s).

What is a message?

The messages you develop must answer the questions: Why? Why care? Why act?

A message must explain what is valued, and what is at risk, and it must align you
with others who share your values and concerns.

A message must be short, simple and repeated to be heard. To be effective, a

message must be included in every communication — written and oral — and used in
all your free and paid media.

A message must clearly state the issue/ organization/campaign’s values and align
itself with the concerns of the majority of people: public health and food safety, for
example.

Effective Messages

Messages come from organisational missions and goals. Clearly define your goals
and the audiences you want to engage. Messages are not “spin.” They have a firm
foundation in the institution, and require ‘buy-in’ from all levels of the organisation.
Your messages are a road map, but you must know where you want to go. Start
messages where people are and then take them where you want them to go. Use

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your organisational message as the foundation of all campaigns or projects. They
may have their own ‘sub’ messages, but should be arteries to your main road.

Your messages should not always be delivered by you. Credibility, persuasion, etc.
may require different voices and different spokespeople.

Developing your message – rule of thumb

Rule 1: Have one main message with up to three underlying themes to support it.

Rule 2: All messages should support the organisation’s main goals.

Rule 3: Messages are not necessarily sound bites; they are the ideas you are trying
to communicate to the public.

(Messages are reinforced by sound bites, phrases, statistics and anecdotes.)

Rule 4: Messages don’t change frequently.

For messages to have impact they have to be repeated over and over again.

Rule 5: Messages can be tailored for specific audiences, while still remaining
constant.

Rule 6: Consistent messages should permeate all of your communications efforts,

not just contact with the media.

Rule 7: Messages must be simple.

They are ideas that can be explained in a sentence or two — if it requires a

paragraph or two, keep working.

Rule 8: Remember: messages take time to create. Don’t rush the process.

The Message Box

Keeping these rules in mind, here is a way to develop effective messages:
Draw a message box (see below). Put the organisation’s name or the campaign’s
name in the middle box. Now you have four spaces to write your key messages. You
may choose to use only three of the spaces.

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The message box is designed this way because messages don’t need to be delivered
in a vertical order. In other words, if you wrote messages in the following way...

...your spokespeople may think they always have to start with message number
one. This is not true. For some audiences, you may find that message one is the
place to start, for others, message three is best. To complete a message box, use
the long lines to write in the main points. Don’t worry about exact wording at this
point. Make bullet points next to the messages and fill in anecdotes, statistics,
phrases and sound bites that reinforce this message.

Space #1, top of the box: What do people need to know, believe and care about
to become engaged with your organization or your issue?

Space #2, moving clockwise: What obstacles or misconceptions do you need to

overcome to get people engaged?

Space #3: What needs to happen or what do people need to do to meet your
organization’s goals or have impact on your issue?

Space #4: If people did this, how would things be different?

Questions that may help you develop your message box.

Message development box

THRESHOLD MESSAGES

What do people need to know, believe,

or care about in order to become
engaged with your organisation or issue?
What obstacles do you have to overcome
to get people over this threshold? ACTION MESSAGES
SOLUTION MESSAGES
What do you want the people who
What is the projected connect to your organisation to do?
outcome? Offer up Do you want different things form
suggestions of how, if people different audiences? Do you have
do what you say, their lives different goals for different
will be better? campaigns?
REINFORCEMENT MESSAGES

How do you keep people involved?

How do those who are involved convey
your messages for your organisation?
What are some statistics, anecdotes, and 4
sound bites you can use to reinforce these
messages?
Communications Strategy And Planning

What is a media campaign?

A media campaign is a sustained media effort concentrated on a single, overriding

goal. Campaigns generally have a well-defined end-point, where the success of the
campaign is evaluated and then plans are made for future activities.

A good media campaign doesn't happen in isolation. It must be integrated into your
organisation's strategic mission.

There are usually several ways to achieve your goals and reach your target
audiences. Each approach has its advantages and disadvantages. For instance, a
press release covered by your daily paper may reach many people. But the coverage
may not be in-depth. Radio talk shows, on the other hand, give you more in-depth
coverage. Yet they reach fewer people and leave you vulnerable to an unfriendly
host or caller.

Compare the likely pay-offs from all available media channels before you make a
choice. You may decide that a combination of approaches works best.

Step 1 - Think it through

A successful plan must also take into account your strengths and weaknesses. You
cannot reasonably expect your media strategy to be effective if you don't effectively
take into account your goals and resources. The planning process need not take
forever. But, you need to think before you act. Time spent brainstorming and
analysing options with others in your department should result in less work during
the heat of the campaign - more coverage at the end of it.

To choose the best approach for your organisation, fill in the answers to these
questions:

Top of Form

What are my overall campaign goals?

What are the goals of my organisation?
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What do I want to accomplish in this campaign?
Who is for us?
Who is against us?
Who doesn't care but should?
Who needs to hear our voice?
What do we plan to say?
How will media coverage help me achieve my goals?
What do I want to accomplish (reasonably) through media outreach?
(The following questions are ones to consider, but not necessarily one that gets a
direct answer.)
Is it getting one key story that slowly helps turn the tide?
Is it a mass-media frenzy that gets to the general public?
What kind of resources (money, time, people, etc.) do I have to spend on media
outreach?
How high is my goal/message already on the public or government's agenda? (The
higher, the better and the more you can do with the media)
How will I gauge my success?

Step 2 - Write it down!

Once you've carefully thought through your situation, put your plan in writing. An
idea that seems good in theory may not hold together when you put it down on
paper. Always consult a calendar to be sure your media schedule takes into account
events such as holidays, vacations and other pre-scheduled activities, of your allies
and related organisations or agencies. Also be aware of the opposition's activities
and how they might conflict with yours - or play into your hands.

If other organisations are planning similar events, see if you can work together. It is
important to remember that just because your organisation doesn't have a
conflicting event, there may be other reports, events, or activities planned at the
same time.

Start your written plan by working backwards from the day of your event. Be sure to
note all external constraints. There's nothing more frustrating than missing a key
media outlet because you overlooked a deadline. A written plan will help you avoid
such setbacks.

In addition to your calendar, keep a written record of all your contacts with the
media during your campaign to help you remember who may be providing coverage

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and when. It will also remind you of your commitments to make follow-up phone
calls or send background information.

A written schedule or calendar may seem too formal for you. But it will help keep
you on top of what must be done each day. Writing it down serves as a visible prod
to force you to stick to your timetable.

Writing for the Media

There are essentially two audiences for which you may be writing when carrying
your message to the public: journalists and the public at large. When writing for
journalists, the main goal is to give reporters as much straightforward, compelling
information as possible in a simple, easy-to-use format. This may take the form of a
press advisory, release, pitch letter, or other background document. The second type
of writing that you may find yourself doing directly targets the news-reading public.
This type of writing most often takes the form of an opinion piece or letter to the
editor. Both types of writing are detailed in this media guide.

The Importance of Press Coverage

The effect of good press coverage is priceless. While it can be extremely difficult to
obtain, it is certainly possible and could be the best thing to happen for your
company. Solid press coverage could increase awareness of your offerings, help
build credibility, etc. if successful you can obtain an unbiased endorsement for your
organisation that could lead to great returns.

Some tips and pointers for getting some good coverage include:

Know Your Target Audience

Pick the publications that talk about your service offerings. The more targeted, the
better. Unfortunately, a "trend" story in the top newspapers is not easy to come by.
In addition, find the editors that typically write about your type of organisation. A
good way to find out is to look at other organisations in the region and see what kind
of press they have received and from whom they received it.

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Give Them Something New
Remember you're competing against many folks for a limited amount of space. The
bigger the publication, the harder and more competitive it will be to make a
placement. Give the editors something interesting or new. New employees and new
services announcements aren't exactly unique. Innovative marketing tactics,
compelling campaign results, community involvement, new methodologies or
upcoming events to name a few. You are on your own in deciding what "different" is.
Don't have anything newsworthy? Make something happen.

Be Persistent, Not Rude

Reporters and editors see so much junk come across their desk, have tight deadlines
and are generally very busy people. You need to first make sure you have given
them the story, and then follow-up (i.e., phone, call, e-mail, etc.). While being
persistent in your efforts, avoid being rude. If the reporter is not interested, move
on. You don't want to burn bridges for future story ideas. If you were lucky enough
to converse with the editor, whether the story runs or not, you gained a valuable
asset; an editorial contact. Just because one editor is not interested, there are plenty
of others that may love your story idea.

Unfortunately, like many facets of work, successful coverage is often determined by

whom you know. Good press coverage is hard to come by. It just requires a little
creative thinking.

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An Advisory

When do I use an advisory?

To announce an event, such as a press conference, which you would like the media
to attend.

How do I write a media advisory?

A press advisory is designed to bring an event to the media's attention and entice
journalists to attend. It should be written in a simple form, including all pertinent
information - the what/topic, where, when, and who/speakers for the event -
without getting bogged down in extraneous details.

Keep it short! A media advisory should NEVER be more than one page. Include a
catchy headline and lead sentence. Identify the newsworthiness of the event: Will
you release new research findings? Take a position on pending legislation? Support
recent government action? Be clear about what journalists can expect to take place.
Give one fact or nugget of information to make them want more, but... do not
include all the facts of the story. Reporters are advised about an event or happening
with the expectation that they will come and cover the story in person. A contact
name and number for questions should be posted clearly at the top. Special TV tip:
broadcasters need to know if there will be good visual opportunities.

Where to send the media advisory

Beat reporters - cover a specific issue or organisation at daily and weekly papers, TV
stations, radio stations, magazines, and wire services.

Assignment editors - determine whether a television or radio station (radio stations

sometimes call them "news directors") will call a story and also decide which
journalist to send. Alter the assignment editor to next day or same day news.

Futures editors - looks at news events for the upcoming week and determines
whether a television station is likely to cover.

City editor, bureau chief, or national editor - determines whether a newspaper will
likely cover an upcoming event and may decide whom to send or pass the
information to the appropriate beat reporter.
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Daybooks - newspapers and other services also sometimes have these. Check daily
papers for daybooks as well.

How to write a Press Release

The essential criteria for a successful press release are that it should be distinctive,
easy to read and easy to understand, and to be effective a press release needs to
supply the following essential details:
What is happening?
Who is involved (or will it affect, or benefit)?
Why is it happening?
How will it happen?
Where will it happen?
When is it happening?

The most newsworthy paragraphs should go at the top. (Usually the what, and why
of story).

Write it in an inverted pyramid format: Conclusion first, then supporting facts, with
the least interesting information at the end. This is a tried and true rule of
journalism. The reporter should be able to tell what the release is about from the
first two paragraphs. It allows editors to shorten the story without omitting
important information.

Include all the facts necessary for a reporter to file a story, understanding that most
reporters will also be making some follow-up calls before finalising any story.

The lead is used to grab a reporter's attention but should also concisely summarize
your "news." Often a quote from a spokesperson is also included, although most
newspapers rarely print quotes used in press releases. The last sentence or two
should reiterate the mission statement of the organisation announcing the news.

Releases may end with ### at the end as a signal to reporters that they have the
entire document. Releases that are more than one page in length should state
-more- or -continued- on the bottom of the first page so that reporters look for the
next page.

Releases are sent on the sponsoring organisation's letterhead with a date of release
and a contact person's name clearly listed at the top, along with a phone number
where journalists can reach the contact.

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Releases can be embargoed until a specific date and time. This means that the
information is restricted and that reporters can use it to prepare a story, but cannot
publish it until the specified time. This is risky for organisations because journalists
sometimes "break" embargoes. However, embargoing news allows the media to get
a report or announcement early enough that they can evaluate it, use some of its
information to write a story, and still file it in a timely fashion. Broken embargoes
are not common.

For an announcement to be considered newsworthy it must have a broad, general

interest to the target audience and a strong news angle (e.g. material information,
new development, drama, human interest, local angle, consequence, etc.). In
addition, your release needs to be written in a journalistic rather than marketing
style. It should be objectively written as though a reporter were writing the story for
you. Most importantly, your release needs to "inform" people, NOT just sell them
something.

Headline format

In most cases your headline is the first thing an editor sees when reviewing your
release. An effective headline can make a difference between an editor covering your
story or not. To create an effective headline consider the following pointers:

Limit your headline to no more than one line. Many newsrooms have a limit on how
many characters they can receive in a headline and their systems are programmed
to "bounce out" releases that exceed this limit.

The headline should provide an editor with a tantalizing snapshot of what the news
release is about. This is critical as many journalists view releases over their wire
system by headline only, then pick and choose when they want to view the full text
of the release.

The headline should include the name of the organisation issuing the release.

Do not use exclamation points or dollar signs.

Attribute all potentially libellous, critical, controversial, or judgmental statements.

Writing style requirements

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Writing a professional and effective news release can be difficult. Here are a few
guidelines to consider when crafting your release:

• Get to the point quickly and back it up with quotes and evidence.

• Use proper grammar and punctuation. Check for typos, and don't just rely on
spell check!

• Address who, what, when, where, why and how in the news release.

• Keep jargon to the minimum. Provide explanation if you must use it.

• Double check phone numbers and URLs.

• Read your release aloud to see if it makes sense.

• Include quotes to convey opinion or affiliation.

• Don't forget to put your contact name, release date, dateline, and web site URL
and phone number in your release. Also make sure you are available for phone
calls after sending the release out.

• Your release should be written objectively, as if the writer has no affiliation with
the organisation.

• Do not use pronouns such as I, we, us, our, your, etc. except in direct quotes.
Write in the third person.

• Do not use puffery statements or hype, but do inform the reader of your status

• Always include standard crucial information about your organisation in the last
paragraph. The headline for this section should read "About (insert your
organisation's name here)."

• Your release should be concise and to the point. You should be able to convey
your message in two pages or, preferably, less. Releases that are less than 50
words in length tend to be advertisements and cannot be run as a news release.

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Eleven Questions About Press Release Writing

How do I make journalists pay attention to my press release? Every public relations
practitioner asks this question. Most find the answer in tight, informative copy.

When looking for the answer to journalistic attention, PR practitioners need to ask
themselves a few questions.

Before Writing the Release

1. Is this newsworthy?

This is the first and major question. The information has to interest the press and
the rest of your targeted audience or else your efforts will be wasted.

The following are typical items announced via news releases.

• New service

• Improvements or expansion of services

• Noteworthy new beneficiaries

• Organisation/staff changes

• Achievements by organisation or personnel

• Information resources

• Response to a controversy or crisis

• Special events

• Charitable donations

• Awards won/given

• Research findings

• Human interest stories

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Different items will appeal to different segments of the press and public, so choose
the media outlet and (the department within that outlet) carefully and make sure the
release matches their needs. Are you sending a segment-specific story to general
consumer media?

If possible, find a special angle for your story. Does it have local appeal? Is there a
unique aspect? Can you combine two items (e.g. a new service with a human
interest story) to expand its appeal? Using an angle may mean you have to write
multiple specialised releases instead of one generic piece, but if you get more
coverage, isn't it worth it?

2. What is the purpose of the release?

The question above sounds obvious, but at times people issue releases without a
clear goal in mind. Knowing your objective gives your writing focus and helps in the
selection of distribution channels. Setting goals also aids in tracking and measuring
the overall effectiveness of your strategies. Below is a mixture of short- and long-
term goals.

• Increase or maintain awareness

• Establish credibility or authority; build image

• Get interviews on television, radio, Internet

• Become an expert source

• Drive traffic to a special event or Web site

Writing and Editing the Release

3. News or Feature?

The news style follows the conventional newspaper approach, summarizing the
story's who, what, why, when, where (and often how) in the first paragraph. A
feature story press release resembles a magazine article and is written in a more
entertaining manner. The feature often sets the tone and background before
introducing the main topic.

4. Is the formatting and style appropriate?

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There is several ways to format a release, and as long as you follow a few general
rules, you should be fine.

• Use one side of A4 white paper.

• Margins of at least a 2.5cm should be on all sides.

• Copy should be double-spaced include release date or "For Immediate Release."

• Put contact information at the beginning or the end of the release.

• If there is more than one page put "more" at the bottom to point to the
following page.

• Add a boilerplate "About the organisation/individual" section at the end of the

story.

• End the release with "end”

5. Does it answer the relevant questions?

Some practitioners advocate that releases be written as a complete article, citing the
tendency of editors to use stories verbatim. Others state that the release should only
outline the story since reputable publications will contact the company.

The best approach is to include enough information to allow a busy editor to use it
without calling, and write the story in pyramid news style so less essential
information is toward the end.

6. Is it concise?

News writer and editors take about five seconds to decide whether or not to use your
release. Go long on facts and short on adjectives. Use short paragraphs for easy
scanning. Also use subheads on long or complex copy so readers can grasp your
meaning at a glance.

If your release is three pages or more, consider transferring some of the information
to an accompanying fact sheet.

7. Is there adequate attribution?

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Anything that can be considered subjective, such as opinions or grand claims should
be credited to an executive in a quote.

8. Does it need a sample/photo?

Including visual aids gives your release greater impact. Some publications want 20-
by-25cm or 12-by-18cm photos, while others prefer colour slides. The photo caption
should also explain the who, where, when, why and what of the picture.

After Writing the Release

9.Has it been reviewed and approved?

Bigger organisations usually have a series of executives who have to review the
release copy before it goes to the press. Ideally the number of reviewers should not
be too long (in order to maintain timeliness), and a process that indicates who has
already reviewed the copy (such as dated initials) should be established. If you're a
small organisation, it is a good idea to have someone else proofread your copy.
Since they're not as close to it, they might catch errors that you missed.

10. Where and how should you distribute it?

Actually, this is something that should be thought about ahead of time. Media outlets
have a high turnover rate so an updated media contact list is essential. An option is
using your own media contact list. Remember that each of your contacts prefers to
receive releases in a particular manner: mail, fax or email. It’s important to know
their preference, especially with your A-list (described below).

While you're contacting conventional media outlets, don't forget to send information
to Internet newsgroups, electronic newsletters and Web-based mailing lists that
accept this type of news. Set up a newsroom on your own Web site so reporters can
access your entire library of releases, etc.

11.To whom do I make follow up calls?

With the proliferation of media outlets, it is impossible to contact each one about
your release. Make an A-list of outlets that you think would be highly interested in
your story and could give you optimum exposure.

Press Releases

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Press releases (also called news releases) are used to announce your company's
news to journalists in hopes that they will publicize your story. . Many news and
feature stories published in newspapers or broadcast on radio and TV originate from
press releases. Press releases are sent to news reporters and journalists by mail,
email or fax. They are also included in Press Kits.

Because journalists receive dozens to hundreds of press releases daily, your release
will compete with many others for attention. It's worth spending time to make yours
the best it can be.

Typical press release topics include:

• Announcing staff appointments. (For example, your company adds a vice

president of finance.)

• Introducing a new product, service or idea.

• Reporting new findings from a survey or research.

• Announcing an upcoming event.

• Presenting new information (if it's newsworthy) such as reaching a milestone

for your business or industry.

Many books on marketing communications and public relations contain sections or

entire chapters on preparing press releases. You might want to add such a book to
your professional library or check one out from your local public library. Also, the
Web site of the Public Relations Society of America, a professional association for
public relations practitioners, contains information about press relations in a
database of newsletter articles. Check out the site at www.prsa.org.

The Inverted Pyramid

Newspaper journalists have long used the inverted pyramid model for story writing,
so press release writers should structure their releases accordingly. In general, this
model reminds the writer to:

• Summarize important information in the beginning of the release. The reader

should be able to grasp the point of the release by reading the first sentence.
This is the lead statement.

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 • Follow with details that back-up or confirm the lead statement of the release.

• Including less important–yet relevant and interesting–information last.

The inverted pyramid model is used for several reasons:

• Including " who, what, when, where and why " upfront quickly informs the
reader of the story content. With press releases, the reader is a busy
journalist who doesn't have time to read everything he or she receives.

• If the reader stops reading before completing the article, the most important
information is conveyed.

• When space is limited, newspaper editors cut stories from the bottom.
Therefore, the least important information will be cut first.

General Guidelines for Writing and Formatting Press Releases

Message

• Use the " KISS Method" (Keep It Simple Stupid!).

• Write in the active voice.

o Active voice: The company offers several products.

o Passive voice: Several products are offered by the company.

• Use short, upbeat sentences written in everyday language. Short paragraphs

are best.

• Write factually and objectively. Avoid adjectives.

• Tell how the information can help the reader, listener or viewer. Even though
you're sending a press release to journalists, it's their audience you should
keep in mind.

• Insert quotes from your company's CEO and other experts.

• Check for the proper spelling of individual and company names. Understand
that you won't have the opportunity to double-check facts if a reporter decides
to use your story. They'll be in a rush and will assume that what you've
submitted is correct.

• Don't use initials or acronyms without indicating what they stand for in the
first reference.

• Use capitalization accurately, yet sparingly.

• Avoid jargon.

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 • Tell the reader where they can go, what they can do, or who they can call for
information.

• Edit your material tightly; look for ways to shorten phrases and sentences.

Length

• Try to limit your news to one page and make it no longer than two pages.

• A fact sheet and/or photo may be attached, if needed (see below).

• If your release spills over to a second sheet, try to end the first page with a
completed paragraph, or at least a completed sentence. Type "-more-" or
"(more)" (without the parentheses) in the bottom center at the bottom of the
first page so the reader knows to read on. At the top of the second page
include a brief heading (flush left or right, but not centered) that includes the
name of your organization, the date, page number and topic of the release (in
case it is separated from the first page).

• Mark the end of your release with "###", "30" or "end" (centered) to signal
that no additional text follows.

Lead Time

• Since publication schedules vary, contact each media outlet to determine the
best timing for sending your releases.

• In general, weekly or monthly magazines should receive your news several

weeks in advance. Send releases to daily newspapers at least one week in
advance, if possible.

Standards

• Print the release on your company's letterhead (or with a top heading that
includes your business name, address, phone and fax numbers, etc.)

• Type NEWS RELEASE at the top of the page so the journalist knows
immediately what it is.

• Indicate whether the announcement is for immediate release or for release on

a later date. For example, you can type: "For Immediate Release," "For
Release on November 1, 1997," or "For Release On or After November 1,
1997."

• Include a contact name (most likely yours) and phone number. The contact
should be available to answer questions or provide further information if
contacted by the reporter. Call the reporter back promptly with a response to
his or her inquiry.

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 • Provide a short headline that describes the content at a glance. Try to include
your company name in the headline to build instant name recognition. For
example, "Brighton Electronics Introduces Accounting Software for Home-
Based Businesses" is a headline that immediately tells a journalist what the
release is about.

• Type a "dateline" at the beginning of the lead paragraph. A dateline includes

the location from which the news is being generated (city in all caps) and the
date. For example, the first text line in your release might look this:

DAYTON, Ohio (June 1, 1997) -- Brighton Electronics introduced accounting ...

Try to determine and use the date you expect the release to arrive on the
journalist's desk. The news may be hot off the press, but if it carries last
week's date, a journalist may assume it's yesterday's news and throw it away
without reading it.

Format

• Type on only one side of an 8 1/2" x 11" piece of paper -- never print text on
the back side of the paper.

• Double-space the text so it can be easily read.

• Indent all paragraphs

• Leave at least 1" for left and right margins. This gives the reporter space for
editing, and makes your text easier to scan.

Fact Sheet

• Include a brief fact sheet on products, events or other topics that have
multiple details that would clutter a press release. For example, you might
issue a press release announcing a new product and include a fact sheet that
describes the product's features and benefits in detail.

• Try to limit to one page.

• Include only facts, no quotes.

• Fact sheets may be written in an outline format or use bulleted lists to present
information.

• Include diagrams or graphics as appropriate to communicate facts about your

product or event.

Photos and Photo Captions

• Photos are optional but may be included with staff appointments, new product
releases or event announcements.

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 • Hire a professional photographer, if possible.

• Photos of people are more interesting when the people are in action, however
simple head shots may be used for promotion or appointment
announcements.

• For newspapers the usual format is a 5" x 7" or 8" x 10" black and white
photo. It's a good idea to ask the publications about preferred photo size.

• For magazines or newspapers that use color, you should also supply a
reproduction-quality slide or indicate that color art is available upon request.
(If a reporter calls and requests color art, ask when he or she needs it and get
it there, even if you have to deliver it yourself.)

• Photo captions should be written in present tense and in the active voice.

• Photo captions should contain information on the "Five Ws"–Who, What,

Where, When and Why.

• People in photos should be identified (from left to right) and the action in the
photo described. For example, a caption might read: " Pictured from left to
right are Brighton Electronics employees breaking ground March 3 at their
new building site in east Hanover: Mary Jones, president; Celia Gonzales, vice
president of operations; and Gloria Washington, vice president of sales."

• Captions, typed on paper, can be attached to photos with a paperclip or tape,

as long as the photo is not damaged. The best method is to tape the caption
to the bottom of the photo.

The Style and Presentation

A press release should be typed or word processed on an 8 1/2": x 11 ": paper.

Provide wide margins and double-space the copy. White paper is most frequently
used, but some publicity people use colored paper or typeface that reflect the colors
of their organization or the theme of a particular event. If you have a logo, be sure
to use it.

Many newspapers accept FAX press releases. If you mail your release, consider
folding the letter with the copy side out, so that as soon as the editor opens the
letter he sees who it is from and what it is about. Always send the original press
release to an editor, and keep a copy for your organization.

Use letterhead stationery or type the name, address, and telephone number of your
organization, single-spaced, in the left margin of the page. This is the source of the
press release. Also include the publicist's name and telephone number. This is the
contact. If you do use a letterhead, but be sure to remember to include the contact's
name and phone number.

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The date you are sending the press release can be placed at the left or right margin.
Next comes the release date, which tells the editor the general time frame you want
the information released. It should be typed in capital letters and placed at the left
margin. Most press releases simply say, ":RELEASE IMMEDIATELY,": or ":RELEASE
AT WILL.": Trust the editor to get the timing right. If you need to promote
something that is extremely time-sensitive, write more specific details, such as
":RELEASE JUNE 18, AFTER 10 AM.":

It is a good idea to include a suggested headline. Most editors write their own
headlines, which are typically created after the graphic artist lays out the copy on
the newspaper page and determines how much space can be used for a headline.
Although your headline might not be used, it immediately tells the editor, at a
glance, what is the most important element of your press release.

The lead is the crux of your message. It is the first sentence, which pulls the reader
in, hook, line, and sinker. The lead must be short and succinct, and get the message
across in one fell swoop.

For the most part, the only information your press release requires is the lead
sentence and one or two additional sentences which fill in the details. This is the
body of the press release. If you need to elaborate on an idea, keep it concise. Stay
away from lots of superlatives, but try to give it some ":punch.":

Most of the press releases your organization sends will not require photographs.
Photographs are used more often in stories that reporters write. If you do need to
include a photograph, find out if the newspaper wants a black and white or color
photo. In order to print well, a newspaper needs a high-quality photographs. Be sure
that every photo you send has a typed caption with appropriate identification
information adhered to its back. Do not use a paper clip or staple to attach the photo
to the press release; simply put the photo with the press release in an envelope.

A Journalistic Style

A good press release answers the all-important journalistic questions known as the
Five W's — Who, What, Where, When, and Why. The press release should also
answer the Five W's tagalong — How.

A journalistic style is quite different from most writing styles. In most writing, you
slowly develop and describe something that leads you to a particular point or
conclusion. Newswriting gets straight to the point, and develops the story
":backwards.": The main point is stated at the beginning, and the rest of the
information reveals itself from the most important to the least important.

Choose your words carefully and keep the style simple and direct. The body of the
press release should be double-spaced, so that there is room for the editor to edit. If
you write a one page press release, at the bottom of the copy add three pound signs
(###), the number thirty (-30-), or the word ":end": in capital letters (END). These
are abbreviations which signify the conclusion of the press release. If you need to

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use more than one page, write ":continued": at the bottom of the first page, and on
subsequent pages, until you get to the final page.

Double-Check and Reevaluate

When your press release is ready to go, take an extra moment to double-check all
facts, dates, names, spelling, and grammar. Reread your press release. Is it
informative? Is the information clearly defined? Does it speak to the general public?
Does the headline and lead grab you and make you want to find out more?

If you are successful at getting your press releases published, clip and save them in
a file. This will provide your organization with a good record of its press coverage
and style. If you aren't successful at getting all of your press releases in print, study
and reevaluate those that made the grade and those that didn't.

Fine tune your next press release. Try to determine if you are sending the type of
information that is truly of interest to the public. Work on your writing style and
physical presentation. Get input from people within your organization.

Check out some public relations and marketing books from your local library. You
might even consider getting a copy of the AP Stylebook, which will help you follow
newspaper editorial standards for punctuation, use of upper and lower case,
sentence structure, paragraph length, abbreviations, and other requisites.

Share Feedback

Every now and then, it is nice to send a thank-you letter to the editor who places
your press releases in the paper. Send a brief note of thanks, and relate any positive
feedback you've gotten from the exposure, such as increased inquiries, new
members, good attendance at certain events, or donations. The size of your
organization and its members, supporters, and fund raisers, will grow and progress
in proportion to your ability to ":get the word out.":

Writing the Perfect Press Release

by Maggie Frisch

A press release can be one of your best promotional tools. Local media are always
interested in interesting stories that come "pre-written" -- and that, in a nutshell, is
what a press release is all about. Most press releases, however, end up in the round
file, because they don't meet a paper's basic needs or requirements. Here are some
tips that will help route your release to the reader rather than the trash can:

1. Most important: A press release must be NEWS. A chatty letter of

introduction is not news. If what you have to say isn't news, then dress it up to
LOOK and SOUND like news. You're a writer -- be creative.

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2. Play up the local aspect if you're sending the press release to local media.
Features departments are always looking for slice-of-life articles about the
hometown gal or guy. That's you, the local author.

3. Make it urgent. Put a date on it and in big letters across the top: FOR
IMMEDIATE RELEASE. Write as though something newsworthy has just happened or
is happening now, and must be reported immediately.

4. Create community value. Your news should not only be interesting but also
helpful to the newspaper's readers. Offer important information, offer free advice,
offer a sample. Help the newspaper be a valuable resource to its readers.

5. Find an angle. Don't simply announce, introduce, or describe. Take the basics of
what you want to say and present it with an unusual slant. Create an appealing
story.

6. Compose a grabber headline, not just "Announcing" or "Introducing." What will

command the editors' attention? They're hungry for local, urgent, valuable news,
remember? Be dramatic.

7. Boil down your basics into ONE PARAGRAPH (about ten lines). You don't
need to tell the whole story now; your goal is to get an interview. That's when you
can elaborate.

8. Compose a simple cover note that an editor can scan quickly. Four
sentences will do. "Please consider a story on __________. Your readers will find
this valuable because ___________. Contact me for an interview at
_____________. Press release enclosed." This format may sound abrupt, but editors
don't have time to read long cover letters.

9. Don't mail -- FAX! Faxes have a certain urgency, and short ones with simple
formats just beg to be read right away. What about the enclosures, the samples, the
bios? They wind up in the garbage anyway, so don't waste your printing and
postage. Send additional material only upon request.

10. Don't send the press release/fax to a particular editor or department,

despite some of the traditional advice you may have heard. Simply address: "TO:
EDITOR" and your fax will be directed to the proper person and department. If you
address it to a specific person, chances are you'll be sending your press release in
the wrong direction. I had been -- business editors didn't care about my little
enterprise, but the Local Happenings Department did. Your cover note should read in
its entirety:
TO: Editor
FROM: Your name
TOTAL PAGES: 2
11. Quote yourself. Come up with one or two meaty lines and attribute them to
yourself. This gives the copy a more human touch and a more objective feel, as

24
though written by someone else. (Your press release should be written in the third
person in any case, rather than in first-person.)

When you write a press release, remember that you aren't submitting an article for
publication. A press release is not copyrighted; it is, by definition, "for public
release" -- and is therefore considered in the public domain. Don't be surprised,
therefore, if your release shows up, verbatim, under someone else's byline; that's
completely legitimate and not an infringement. And it actually works better for you:
It conveys the impression that a reporter considered you newsworthy enough to
write a story about you, even if you wrote every word yourself! What the reader
doesn't know won't hurt you -- and may sell yet another book.

Press Releases

• Releases breaking news

• In specified format-the inverted pyramid (starts with the conclusion, then

supports the conclusion.) Begins with an attention-grabbing lead. Tells the
media who, what, when, where, why, and how, and often includes quotes from
appropriate spokespeople.

• Contains timely information.

• Solicits immediate coverage.

• Included in the release are enough facts for an immediate story to be written
with little or no legwork.

• Releases tend to be fodder for the circular file in the newsroom. In order to
avoid this happening to yours, follow up written communications with a phone
call to encourage coverage. Most importantly, an organisation should have
already established itself as a reliable source with a reporter at the outlet so
when they see the organisational letterhead, they will take time to read it.

• It is essential to include a contact name and phone number.

• You shouldn't phone a reporter after sending a release. Reporters find this
annoying. The release contains all they need if they want to follow-up.

Press Letters

• Introduces an organisation, an idea, and an opportunity for future coverage.

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• Written for an individual, personalised to their interests or an outlet's interests.

• May be sent to 1 or 100 outlets with minor changes.

• Establishes a relationship between the organisation and the outlet.

• Identifies good spokespeople on specific subjects.

• Introduces something that is upcoming, giving media a heads-up.

• Serves to "credential" an organisation by identifying it as a good source of

information on an issue.

• May be in response to a story covered by a specific reporter that contained some

inaccuracies, or left out a vitally important point.

• Tends to focus less on generating immediate coverage and more on educating

reporters.

• Information in the letter presents an opportunity to cover a feature or trend

story. Encourages reporter to invest time to discover the facts.

• Reporters tend to file these in their "teaser" files. This can be a black hole for
story ideas. Calls should be made and other information should be sent to keep
reminding the reporter to move the information to the front of the file, and
eventually onto the desk so it can be turned into a story. Do not, however,
become a pest. Take your cue from the reporter. If she/he expresses interest,
continue to follow up. If not, or if the reporter is clearly not interested, move on

Press events

Planning a Press Event

This section provides a primer for planning a smooth press event. There will always
be last-minute problems with set-up or speakers, but proper planning can really help
avoid headaches.

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Set your expectations

The first thing you should do when thinking of organising a press event is to set and
manage expectations. What is your measure of a successful event? The number of
reporters? Number of stories? Story content? Policy changes? You need to determine
if an event with a few key reporters could do the job just as well as a larger event.

It is also important to remember that few events draw a large number of reporters,
and even fewer stories will be written. Reporters receive an endless stream of event
invitations, and even when they are interested enough in your issue to make it a
priority, their editors may not share those priorities

Notify the Media

Every press event must provide written notification to reporters in the form of a
press advisory. These advisories should be followed up with phone calls and
additional background information when requested. Advisories should be sent five to
seven days before the planned briefing, conference, or other event. Follow-up calls
should begin three to four days before the event, and continue until the day of the
event.

It is also critical to make sure that every event you plan is included in the
'daybooks.' These private or public relations news wires are an additional source for
getting the word to the media about your news conference.

Most markets have a daily and a weekly version of the daybooks. Deadlines for
daybooks are usually 3 p.m. on the day before your event for daily calendars. Call
and get the deadlines for weekly daybooks. Mail, phone or fax the information at
least 48 hours before your event to your local daybook. Be sure to call and double-
check that the editors included your entry - this is not a favour, it is a calendar of
events for the media to attend/respond to.

Most editors simply take the opening sentence of your advisory along with the
contact name and phone number for your entry in the daybook, so make sure that
the most important and compelling information is at the top

Keeping Track

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It is important to keep track of who has spoken to whom, what was said, and which
reporters have expressed interest. It may be very helpful to keep a computer
document that indicates which reporters plan to attend an event. If it is on the
computer, then it can be updated by anyone who makes press calls, without overlap

Format

It is important to stage the press conference in a convenient location or at a site that

relates to the press conference itself. If possible, going to an interesting site may be
very helpful for television or radio reporters.

Set-up (indoor)

A podium (and table if needed) should be placed in front of solid colour, preferably
blue curtains. Make sure there are NO distracting paintings, murals, or mirrors. Make
arrangements for a press registration table that has a sign-in sheet and where
reporters can pick up press kits, or other information. The press registration table
should be set up 30-40 minutes prior to the press event, and should ALWAYS be
attended by a representative from your organisation.

Visuals

Try to have visuals available during the press event. A blow-up of your logo as a
visual for the podium is always a good idea. Make sure you place it directly under
the microphone, not below the logo of the hotel or place of the event. If you have
charts or other visuals in a report, a blow-up should be made. If you have a video
clip or an issue ad campaign, make copies to distribute to the broadcast media.
Remember, an assignment editor is more likely to make the decision to cover your
event if there is a visual story to tell. Don't be afraid to use gimmicks and props.
Television stations love them. Remember, "talking heads" make boring television
footage.

Timing

Generally, since press events are focused on breaking news, they should begin
either at 9 am or 10 am. If you schedule an event earlier than 9 am or later than 11
am, you risk losing several outlets due to deadlines, conflicting news stories or
simply because reporters don't like to attend early morning events. (They tend to
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work late). Try to limit the speakers to a total of 20 minutes (maximum), allowing
reporters enough time to ask questions about what interests them most. Once the
event runs over an hour or so, reporters will start to leave in large numbers, but
expect them to leave at any time during the event.

Choosing Spokespeople and/or Speakers

Limit the number of speakers to a maximum of four to allow for follow-up questions
from the press. Attempt to designate no more than three main spokespeople to take
follow-up questions. If you have a large coalition, invite representatives to bring
written statements (for the table or press kits) and help respond to questions, but
not to serve as presenters. Likewise, you can invite policy experts to answer specific
questions during the reporters' question and answer period.

The opening statements should be crisp and not time consuming - about three
minutes each. The combined opening remarks and statements should only take 10-
15 minutes. A moderator should introduce the speakers and be prepared to
coordinate the question period. This person could also be delivering an opening
statement. Make sure your press kit includes a list of the names and titles of your
speakers so that photographers can take a copy and correctly identify each person.

Think carefully about the order in which your press conference speakers will appear.
Have a complete text of their statements, but ask them to summarize the most
important points and try not to read each word. Reporters not attending the news
conference will need copies to use to write a story if they are unable to personally
cover your media event. Also, preparation and circulation of the text at the news
conference eliminates errors copying down remarks or misquotes. You might want to
make an audio copy of the event and pass the tape along to reporters who plan to
file a story and need more details. But don't send them a tape unless they ask for it.
Few of them have time to listen.

Guidelines for planning press conferences

A press conference is one of the best mechanisms for disseminating information to

the media, particularly when launching a campaign or providing new information on
a previous news story.

You should only hold a press conference when you have real news to announce,
however. Never hold a press conference when a press release will suffice.

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Stages Comment

Stage 1: Preparation of speakers:

Preparation
• Establish the topic; set the objectives of the conference

• Review with the speaker/s the agenda and the messages you
want to convey

• Review a sample list of questions and answers

• Have other members of your team/organisation attend the

conference to provide expert information and moral support.

Preparation of materials:

• Prepare media kits for reporters attending the conference (and

to deliver afterwards to those who do not attend).

• The kits should include:

A copy of the spokesperson's statement

A news release detailing the topic.

A fact sheet or brochure on your organisation and the project

Reproductions of charts or graphs used

Logistics:

• Select a location and room for the press conference

• Choose a room large enough to accommodate the media,

cameras and other equipment

• Make sure there are enough electrical outlets for reporters’

equipment

• Display an appropriate logo/poster in a prominent spot

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 • Provide chairs for reporters, name cards for speakers and an
easel for visual aids

Visuals:

• Display visuals prominently near the front of the room for easy
reference by the speakers

• Keep visuals clean and simple. Remember, the visual may

receive only 2 or 3 seconds of actual TV time.

Notification:

• Send a news release summing up the purpose of the

conference and giving quotable quotes to the news outlets
before the event

• Direct the release to editors, news directors and reporters,

giving them the date, time, place and topic of the conference

• Schedule the conference to coordinate with media deadlines

• Make follow-up calls the day before the conference, urging

reporters to attend.

Stage 2: • Double-check the conference room about an hour before the

Delivery even to make sure everything is set

• Provide a media sign-in sheet so that you can follow up and

add reporters to your media list.

• Consider serving refreshments (it will attract some reporters!).

• Start the conference on time.

• Introduce the speakers.

• Conduct a question-and-answer session after the

statement/conference.

• Have a room available for follow-up interviews.

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 • Provide a press kit to the journalists

Stage 3: • What are the outcomes of the conference?

“Follow-up”
• What has been heard, seen and read about the event?

• Analyse the content – corrections

• Did you achieve the objectives?

• What lessons did you learn?

Press Kits

A press kit is a set of materials designed to communicate your message in

detail to reporters and media directors. It is used to help reporters and
directors gain an understanding of your company, product or service so
they will write about it.

Press kits are an excellent tools for developing effective working relationships with
media representatives of newspapers, magazines, radio, cable and television. They
should be included as part of your media relations campaign. A good relationship
with the media is vital to getting good news coverage.

You may send the kit to the media when you make a significant news
announcement, present the kit at a meeting you may have with the reporter or
public service director, or distribute the kit to representatives from the press at trade
shows or conventions.

PRESS KIT FORMAT

The materials that make up a press kit are usually assembled in a standard two-
pocket folder. Choose folders that have slots for your business cards, and in a color
that complements your company's printed literature. Press kit materials typically
used include the following information pieces:

Insert, on the right side of the folder, from front to back:

• Business Card - Place a copy of the contact person's business card in the slot
inside the folder, usually on the right inside flap.

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 • Press Release - Announce your big news! A press release contains
information in printed form, is written like a newspaper story and is issued to
media representatives and reporters.

• Article Reprints - Samples of past press coverage your company or the

person in the news release has received can help sell the newsworthiness of
your story.

• Copies of Speeches or Presentations given in association with your

company or business can also make an impression.

Insert, on the left side of the folder, from front to back:

• Photographs - typically a 5"x7" black and white glossy photo of your product
or a person mentioned in your press release

• Company Profile and Fact Sheets - A concise summary of your company's

history, initiatives and goals, including a description of your products and
services. If you are introducing a new product or service, include a separate
fact sheet highlighting its features and benefits.

• Testimonials and Case Studies - Positive statements or success stories

about your business and its products and services from satisfied customers
and clients can illustrate your company's significance.

• Biographies - Profiles of yourself and key employees provide details about

the people behind the business.

• Statistical Data - Charts, graphs and line art can help illustrate your story.
Some companies include a comparison chart of their products and services
compared to their closest competitors.

• Brochures, Catalogues, Newsletters or other Business Literature -

Smaller brochures may be placed in front of other materials.

Newsworthy News

What do you want to publicize? Anything of import to your organization, its

members, supporters, beneficiaries, and the general public. Send a press release out
when you elect officers, have a fund raiser, or put on a major social gathering or
community function. Send out a press release when you know the results of your
fund raiser, have a special speaker at a meeting, or decide to begin an exciting new
annual event. Be sensitive as to what should or shouldn't be publicized; make sure it
is pertinent and timely.

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Whether you are delivering information to the media by mail, fax or at an event, you
should provide the appropriate background to make your best case. Although your
news may only consist of a one- or two-page release, the background material
supporting this news and credentialing your organisation can also prove important in
generating coverage.

The press kit is not a brochure – it is a help to reporters to write their stories.

The problem with most press packets is that they concentrate on providing
information rather than conveying messages. All of your documentation (statistics,
quotes, and so forth) should be arranged in a clear, concise way that supports the
key themes you want to highlight. Information must be credible, concise, and well
documented. Remember, your several-page packet will likely be boiled down to
several paragraphs in a story, so help a reporter write the story by focusing on the
key elements.

If you give reporters too much information, you give them a choice of what to cover
and risk overwhelming them to the point where they won't read any of it. You should
make the choice - then sell that choice by supporting it with focused, well-written
materials.

Press Kit Materials may include:

Media Advisory

If you do not plan to write the Press Release after the event, you may want to
include the advisory in your press kit. This serves as a reminder to the reporter who
may hold on to the kit for future use.

Press Release

You may choose to write a press release before the event takes place. This should be
written as something that an objective reporter could use in its entirety as a news
story. Few will, of course, but looking through that lens helps you pare the story
down to its essentials. You are responsible for anything you say in the release. Some
outlets will use the release verbatim so confirm all facts, figures, quotes and
spellings. Small, weekly papers are most likely to run a release verbatim.

Supporting or Background Materials

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Complex issues often require more substantiation than can be included in a press
release. It is often useful to provide the media with additional briefing materials, fact
sheets, statistics, or report summaries. Use headlines that reflect your main themes
and organize all data under those heads. Charts and graphs are often useful ways to
summarize information; state key findings in declarative, bold-faced sentences.

Avoid overload. Focus on being concise and credible. Always indicate the source. You
will increase your chances of coverage if you highlight local or state information or
the impact of national data on a specific community, state or region. When sending
to more than one state, you may want to tailor individual press kits to those areas.

Press Statement

A statement from the press conference speakers or from noted individuals if the
event is less structured - a noted scientist, or economist, for example. These should
be very brief and focused on the key messages. Speakers may deliver expanded
remarks at the actual event, but don't force the reporter to sift through the
introductions, warm-up, etc. to find the salient quote.

Speaker Biographies

You should include a paragraph-long bio for each speaker, including their name,
affiliation, and all contact information. This will help reporters when citing quotes, or
setting up interviews. Do not force reporters to call you in order to contact the
source unless your experts require prepping or want to screen each interviewer.

Background Statement

A background statement on your organisation should be no more than one page long
and include:

• Name of organisation

• Contact info for organisation and speakers

• Main purpose of organisation

• Recent work that your group has accomplished: a list of issues, for example.

35
More on background materials... (Link to background materials)

Visuals

If relevant - and if you have the budget - include one or two visual elements the
media can use to illustrate the story. Photographs on photo-ready discs or other
artwork will help draw readers to the story, if it runs. In addition to photo-ready
discs, you could provide black & white photos, pre-screened line art, reproducible
charts, or graphs. Most newspapers prefer to take their own photos, so if you have a
limited budget, don't devote resources to this option

Outreach to Broadcast Media

If you are trying to generate local TV coverage, think in terms of pictures that
support your words. How can your story be told on TV? If you are having a press
event, pay particular attention to the background set-up. Include in your press
packet specific places and times that camera crews can shoot, information for on-
site interviews, notable actions by local people and, if available, b-roll or other
background footage that camera operators can use for the story. B-roll should be no
more than 3-5 minutes in Beta format (appropriate for T.V. use).

Talking to Reporters, Making Your Pitch

Whenever you have news to announce or an event for media, you will need to make
press calls with the specific agenda of securing attendance and coverage. Knowing
reporters and outlets will help target the right reporter for the story.

Fielding incoming calls

When receiving press calls, make sure anyone who may answer the phone is
prepared to take careful messages. Get the name, number and organisation calling,
as well as their deadline. If you do not have the information right in front of you, do
not hesitate to ask the reporter if you can call right back with some answers,
someone to talk to, etc. Always remember, an imminent deadline should receive an
immediate call back from the appropriate spokesperson.

Have only trained people answer press inquiries. Don't let an untrained person field
press questions. Have them take a very specific message, and have the right person
call back.
36
Also when receiving calls, you may have the opportunity to try a new angle, or tell
the longer story to further interest a reporter, or to get them to cover your side of
the story more in-depth. Other reporters may call you looking for information to
write a story when they are unable to attend.

Finding the right reporter

Reporters’ change beats all the time, or you may not know which reporter is most
appropriate for your story. Don't hesitate to call the bureau chief or assignment
editor, or even the switchboard and ask questions. Simply tell the person, "I'm
calling with information on a story about XXX, do you know which reporter I should
talk to?” or if you know what type of reporter to contact, but do not have a name,
you can call the switchboard and say something like, "I have a health and medicine
related story, do you know who covers that issue?"

Getting on the phone - pitch tips to remember

Although the following tips are for soliciting immediate coverage, much of this advice
applies to building on-going relations with reporters over the phone. Whether you
are calling for an event, or calling to follow up on materials you sent to a reporter,
you will want to consider the following:

• If you don't know the reporter, you will have less than 30 seconds to get his/her
attention. Get to the point quickly. Answer the question: "Why should this
reporter be interested?" and tailor your pitch accordingly. For example, look into
regional angles, the public health or the science angles of a story.

• Before calling the media, write out and practice your pitch on someone who is
not a member of your organisation to see if they understand what you are
saying and think it is interesting.

• Respect deadlines. Media calls are best made in the morning or early afternoon
when most reporters are not on deadline. Always ask if the reporter is on
deadline before you begin. If they are, ask when a better time would be to call.
Exceptions to the rule are radio and TV talk shows. Call when the show is not on
the air.

• Tell the reporter why you are calling - "I saw your story on... and thought you
might be interested in something my organisation is doing about this problem,"
or "I'm calling to let you know about a new report on XXX."

37
• Have your talking points and the appropriate information in front of you,
including statistics and spokesperson information so you don't sound
disorganised. Be specific.

• Tie the story to something timely or newsworthy - "As you know, the Bulgarian
Government is considering cutting back on clean XXX. If this happens, it will
mean XXX for (the media outlet's geographic area)..."

• If you don't know the answer to a question the reporter raises, tell them that
you do not know but that you will try and find out for them and call back.

• Don't make up answers or speak off the cuff. Anything you say is on the record
so choose your words carefully. Say something like, "I'm not sure about that. Is
it alright if I find out and call you back?"

• If a reporter is on deadline and is brusque, don't let that shake you. It is

essential in this situation that you respond courteously to their situation by
offering to call back, ask when would be the best time to call back, find out if
you can fax the information, etc. Others may be brusque even when not on
deadline. Don't take it personally.

• Offer to provide additional information and background materials. These should

expand the portrait of your organisation and its activities, as well as the positive
role played by the entire sector.

• If the reporter asks you to fax something, confirm their fax number. Many
organisations change their fax numbers frequently. Follow up with a fax
immediately.

• When not working on a same-day press briefing, make a commitment for the
next step: set up an interview, send/fax follow-up materials, call the reporter
back with more information after a certain time period, etc.

• Share what is working about your media "pitch" - and what isn't working - with
your colleagues. It may take a couple of calls to get your pitch down, and when
you find what works, share it.

• Be prepared to have conversations with reporters who know a lot about the
issue. If you finish your 30-second pitch and cannot answer reporters' inquiries,
you won't be able to sell your story.

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• Reporters want to be sure you know what you are talking about. Remember that
your pitch should be simple, interesting, short, and clear. But, your knowledge
should go to a deeper level.

• Keep a log with good notes about your press outreach. Record reporters'
interests, key questions; note what the next steps are. Does the reporter want
more info? Do you need to make a follow-up call in a few days? Record any
follow-up activities on the log.

• If a reporter says no, respect it. Do not keep harping or bothering him/her about
the same story or angle. No doesn't mean, "don't ever call me again." It just
means don't call again with the same pitch/story. Don't be afraid to call another
time with a new story, or very interesting new angle, breaking news, etc.

Leaving messages

Reporters are hardly ever at their desks - although your chances are best in the
morning. Don't hesitate to leave brief messages for reporters outlining your pitch.
You can do this more than once, but try not to leave more than two messages. Try
to keep your pitch very short, ask them to call, offer to fax info, and say that you
will call back. If you wait until you get every single reporter on the phone before
giving your pitch, you may face an empty press event.

39
Successful interviewing

Successful interviews are message-driven.

To have successful interviews, you need to answer questions in a way that supports
your messages. If, after an interview, the quotes included in a story do not support
your main messages, then you are what we call in the industry "off message."

To avoid mistakes, practice interviewing using the messages from your message
box. All spokespeople for your organisation should be familiar with and proficient in
delivering these key messages. Remember: part of getting out messages
successfully is picking the right spokespeople. Certain spokespeople will resonate
better with your target audience than others. Don't let egos eliminate a chance to
showcase your best spokespeople and get the most from a media interview.

5 General guidelines for a successful interview

1. Prepare. Ask yourself, 'What is my goal with this interview?' Know the one, two
or three (max) key points you want to make; have simple facts and figures
ready to support those points. Use every opportunity to answer questions and
then reiterate one of your main points.

2. Use the Three C's.

Concise. Typically, your comments will be edited to about 5 to 15 seconds or a

short sentence. Focus on getting your points across efficiently. Avoid long words and
lengthy sentences. Also, it is better to pause to gather your thoughts than to rely on
fillers like "uh-uh-uh," "like," or "you know."

Conversational. Avoid insider jargon and policy-laden language; use words and
descriptions that the average reader/viewer will understand. When you must use
jargon, explain it - briefly.

Catchy. The reporter is looking for the catchy phrase or sound bite. To ensure your
main points are included, say them in a clever fashion. If you just presented a key
point in an unclear or rambling way, stop for a second and make your point again.
The reporter needs the quote to make sense.

3. Say What You Want to Say: Avoid Five Common Traps.

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Don't Repeat the Reporter's Words. At times a reporter will use language in a
question that is confusing or even negative. Sometimes the goal is to bait you into a
certain type of answer. The question won't appear in the final version, but your
answer will, so don't repeat it.

Don't Lose Your Cool. A reporter may play devil's advocate just to get a colourful
response. Don't give an angry or defensive response -- simply redirect your answer
to one of your main points. Reporters get the last word, so don't get into a verbal
tussle.

There is No Such Thing as "Off the Record." If you don't want something
reported, don't tell the reporter.

Don't Be Led Into Hypothetical Situations. If the reporter says, "Assume that..."
or "What if...." and you don't like the direction being taken, respond with something
like: "I can't speculate on the unknown, however..." and restate one of your main
points.

Don't Fill (Awkward) Silent Pauses. Often a reporter will pause after you have
responded to a question, waiting for you to elaborate. Don't feel the need to fill in
the silent pauses (sometimes reporters are using this awkward pause to get you to
say something you otherwise wouldn't); simply wait for the next question and insert
one of your key points.

4. Be Friendly, Honest and Yourself. Never lie. If you don't know the answer,
say so, and then say you'll try to find out the information and get it to the
reporter as soon as possible. Never respond to a question with "no comment." It
sounds like you're hiding something. Rather, generously describe why you
cannot specifically answer that question and direct the conversation back to one
of your main points.

5. You Have More Control Than You Think. Remember, reporters are conduits -
they are not your ultimate audience. Their audience is your audience, so address
your points to the public. Use every opportunity to answer a question and bridge
back to one of your main points. You have more control than you think.

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Before the Interview

There are several questions you want answered before you agree to an interview.
Some people are hesitant to ask these questions, but the more knowledge you have,
the more prepared you will be. You won't lose an interview because you will be sure
to answer these questions.

• What's the format of the outlet? Print? Broadcast?

• What's the interview about?

• What's your organisation's role in the piece being proposed? Are you the focus
or just a supporting player? Who else are they interviewing?

• Which outlet is it for? Ask about the reader- or viewership to determine if it

reaches your target audience. You shouldn't necessarily turn down an interview
if it doesn't, though you probably won't make it a priority.

• Ask if they are a weekly or a daily? A conservative show or paper? How many
viewers, reader or listeners does it have?

• What's the format of the interview? Is it a one-on-one, a debate, or another

format?

• Are you part of a panel? If it is a broadcast interview, will it be live, edited on

tape, is it a call-in?

• How long will the interview last?

• For print pieces, do they need a photo? Usually they will take their own pictures,
so be prepared if they plan to have a photographer snapping away at you while
you speak.

• For broadcast interviews, do they need b-roll or will they need to pre-interview
the spokesperson?

If you are comfortable with the answers to all of these questions, and you feel this
interview gives you a good opportunity to get out your organisation's messages, go
for it. If you don't feel you are the right messenger for the show, consider
suggesting someone else from your list of spokespeople who might be more
appropriate or who could make a stronger statement.
42
If the story just isn't on the right topic or won't give you the forum to discuss what
you want to discuss, consider turning it down. Spend your time on something that
will let you get your message out.

General Media Interview Tips

The media is a hard vehicle to control. Here are ways to stay in command of the
situation:

1. Know whom you are talking to when you are being interviewed.
You are talking to the audience that reads the story or sees it on TV. In most
cases, the reporter you are speaking to is a conduit to the target audience.
Speak to that audience. Don't try to convince your opponent who may be on
with you or convince the interviewer.

2. Never shoot from the hip.

If a reporter calls your office for a "quick comment," don't take the call right
away. Ask what the subject is. Tell him/her you are just finishing up a meeting
and will get right back to them. Take a deep breath, make quick notes about the
points you want to make, and then call back. Also, never start a sentence with,
"I shouldn't say this but..." If it starts that way, you probably shouldn't.

3. Make sure staff answering the phone know the following rules:

• No one but designated staff are to give any information to the media;

• If you or the designated staff are not available to take a media call, ask the
reporter for his/her name, outlet, direct line, and if they are on deadline. The
deadline question is key because if you take too long to get back to them, you
may miss a chance to get your side into the story.

• Train staff to answer media calls at the office.

If you have just issued a report, held a news conference, or done something to
generate news, expect media calls. This is particularly true if you are in a crisis
communications situation.

4. Take it from the top; make sure to correct misconceptions.

Even though you will have sent advance materials, do not expect that the

43
 reporter has read them thoroughly or really knows what your
organisation/campaign is about.

5. Don't make things up.

If you don't know, say you don't know. If possible, tell the reporter you will find
out and get back with him/her with the information. But don't say this if you
don't believe you can get the information quickly.

6. Never use jargon or acronyms.

Remember most people don't have insider knowledge of your issue. Talk in a
sophisticated but understandable way, avoiding the use of insider jargon.

7. Know your opponents' viewpoints and have counterpoints ready.

It is rare for the media to only report one side of the story. Assume the other
side will get called as well, and dismantle their arguments in your talking points.

8. Remember, reporters are not your friends.

They may be outside of work, but when interviewing you, they are looking for a
story. Don't go "off the record" and don't confide things you wouldn't like to see
on the nightly news.

9. Don't lose your temper with a reporter.

They always get the last word. They'll decide what quotes to use and which
sound bites to air. Keep calm and cool and win the reporter over to your side
with reason.

10. Tape yourself in print interviews.

This way if you have a problem you will have a record. Make sure that the
reporter knows you are taping. It may be unlawful in some states to tape a
conversation without the other party's consent.

11. Don't answer personal questions.

Just say, "that's personal," and move on.

12. "No comment" rarely works any more.

Think about how you feel when you hear someone on the news say "no
comment" (usually with their face covered by a newspaper).

13. Control your message.

You have several messages you want to get out; regardless of the question, you
should answer with one of your key messages. Turn the question to make sure
44
 what you want to get out is what is heard, but don't be evasive. Make sure you
also answer any questions the reporter really needs to have answered.

14. Be prepared for the negative bias of the media.

The media's primary bias is towards negativity. Reporters want to know what is
the problem, the controversy, and who is to blame. Be prepared to work with
this bias rather than get upset about it. The bottom line is, readers are more
interested in controversy than "good news" and editors, publishers and reporters
understand this.

15. Repeat the message.

Repeat it many different ways. Support it with anecdotes, clichés, and statistics.
But repeat, reiterate, and re-establish - if you don't, no one will remember it.

The Techniques

• Calm always wins the day. Defensive and angry are signs of a person in a
weak position. If you are easily excited or angered, take a breath and pause
before speaking so that you sound calmer.

• Support your messages with anecdotes, statistics and sound bites.

• Use "off-message" questions to bridge back to your message. Use phrases

such as "That's a good question. Before I address it, I'd like to go back my
earlier point..." Politicians do this all the time.

• Don't hop around in an interview just because the interviewer is jumpy. If

they interrupt you or barrage you with rapid-fire questions, remain calm;
finish your sentences; wait until the interviewer takes a breath and then pick
one question to answer.

• Don't fall for the "when did you stop beating your wife" or the "isn't it true
that"(put you on the defensive) line of questioning. Don't start with "no" or act
flustered. Merely correct the record and bridge to one of your main messages.

• If an interviewer mis-states something or has a fact wrong, don't be polite and

keep quiet - speak up.

• For TV, realise your interview will be substantially edited to fit into a short
time frame. And print reporters will be looking for concise quotes that explain

45
 the story. Keep your answers to between 10 and 20 seconds. Reminder:
network TV sound bites are 8 seconds; learn to be concise.

• Don't think that because print reporters have more space they may use longer
quotes. Remember, they are taking notes as you speak. Speak slowly, use
short sentences, and repeat yourself. It will help ensure the reporter gets your
point and gets it written down correctly.

• Give it to them in writing. Make a one-page summary sheet of your main

points and leave it with print reporters, along with a phone number where
they can reach you with follow-up questions. The more the reporter has/sees
your message, the less likely she/he is to misquote you.

• Use flag words to get the audience's attention:

o "If I could only say one thing about this it would be..."

o "Finally . . ."

o "The most important thing to remember . . ."

Repeat, repeat, repeat.

After the Interview

Write a note to the person who interviewed you, thanking them for their time and
attention. Regardless of how the story comes out, you want them to know you
appreciate the opportunity to talk about your campaign/issue.

Review the coverage

The best way to get better at interviewing is to review your performance and then
make a list of what you'll do better or differently next time.

Ask yourself:

• Were you on message?

• Did you get your main points across in a concise and easy to understand way?

• Did your opponents make any compelling arguments for which you will need to
construct a good counterpoint in the future?
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 • Was the piece in any way inaccurate or unfair?

If the story is inaccurate or unfair...

If a story comes out with factual mistakes or misquotes, do not call up screaming at
a reporter. Instead, calmly point out the mistake and ask for a correction. Consider
contacting the editor or news director. Going over a reporter's head is a serious step
and should only happen when a major mistake has been made and the reporter
refuses to acknowledge his/her responsibility for the miscommunication. If you go
over a reporter's head without first speaking with him/her, you will sour whatever
relationship you have with that reporter, and it can come back to haunt you.

Specific Guidelines for Television Interviews

1. Remember Your Appearance. Viewers will decide within eight seconds if you
appear credible.

2. TV screen can intensify messy hair or a crooked tie, so look in the mirror before
going on camera.

• Dress conservatively; distracting clothing gets in the way of your message.

• Dark suits of solid colour with a pale shirt are good. White reflects light and
close stripes can look wavy on TV screens.

• Socks for men should be knee high, hosiery for women should be almost
colourless.

• No flashy jewellery -- it shines "hot spots" on cameras; no sunglasses, lapels

buttons or pins; and keep bulky items out of your pockets.

3. Maintain Eye Contact. Always look at the interviewer and not at the camera.
Looking around the room or at the camera makes you look shifty and hurts
credibility. Sit only halfway back in the chair and lean forward -- this keeps your
body upright and projects a look of engagement. Avoid nervous twitches like
clearing your throat, tapping your foot, rolling your eyes, fiddling with your
hands, etc.

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 4. Always Assume the Tape is Rolling. Sound is recorded when the tape is
rolling, so be aware of what you say even after the formal on-camera interview
because it may end up on the air.

What to Wear on Air

Women: Bright colors are best. Avoid all white or cream ensembles. No heavy
jewelry. Every day make-up.

Men: Solid suits in gray or navy with a cream or other light colored shirt. Be careful
when choosing a tie. Check, hounds tooth and complicated patterns create optical
illusions on TV and distract viewers. You want them to pay attention to what you
say, not what you wear.

GUIDELINES FOR HANDLING TELEVISION INTERVIEWS

Tips Comment
Find out all you can Area of questioning? What sort of interview?
about the interview Live or pre-recorded? How is material to be
before-hand used?
Types of interview Main studio, down the line, location
Make the most of how • Credibility shows in the tone of your voice, your
you look and sound. posture and your facial expression
• Your image is important in television.
• Speak clearly, naturally.
• Look steadily at the interviewer – try to forget the
camera
What to wear? • Be smart but comfortable.
• Avoid very light or very dark colours, fussy
accessories and sunglasses.
Prepare what you want Consider the message you want to get across and
to say. keep it to 2-3 main points. TV interviews usually only
last 2-3 minutes.
Keep arguments simple. • Give clear answers – the audience has only 1
chance to get your meaning – and be concise so
you will not be edited down.
• Do not try to create an answer if the information
is not available.
Keep answers self- • Sounds more authoritative and reduces chances
contained. of the meaning being manipulated by editing or
being used out of the context.

48
 • Try to talk in short, substantive phrases. Keep in
mind that reporters are always looking for good
sound bites for their stories.
Avoid jargon. • Use everyday words/analogies to explain
specialist concepts;
• Avoid detailed discussion of procedures;
• Use round figures.

GUIDELINES FOR HANDLING PRESS INTERVIEWS

Tips Comments
Check: who? - you are talking to
which department? - ….
which publication?- there could be a political slant to the story
Prepare your facts. Have the answers to who, what, when, when, why, how,
where.
Anticipate obvious• Good news: What are you proposing? Why?
questions and prepare Who will benefit?
answers. • Bad news: What has gone wrong? Why? Who is
responsible?
Prepare your arguments. • Turn questions to your advantage – summarise key
points you want to get across and think how to work
them into answers.
• Prepare any examples/analogies you want to use.
Brief the reporter. • Unless a specialist correspondent, the reporter will
know less about the subject than you. Explain the
story/context.
Be assertive. • The journalist has come to you because you know
something s/he does not. You are important – do not be
bullied.
• If you get a phone call out of the blue ask for time to
collect your thoughts and call back, but know the
deadline and keep to it
Give comprehensive Be unambiguous and correct any misconceptions.
answers.
Give positive answers to Anticipate awkward questions – think through all the
negative questions. positive things you can say. Always challenge a negative
assumption.
“Off the record”. Useful for explaining the broader, confidential context to
keep the story in proportion. Only use with known/trusted
reporters – even then assume all you say will be
published.

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Never say “ No comment” You will sound as if you have something to hide and miss a
valuable opportunity for positive publicity.
Do not relax until the Some of the best quotes come from a passing shot at the
reporter has gone. door.

GUIDELINES FOR HANDLING RADIO INTERVIEWS

Tips Comment
Find out all you can about theArea of questioning? What sort of interview?
interview before-hand Live or pre-recorded? How is material to be
used?
Types of interview:
• In the studio • Brief “head-to-head”? Discussion panel? Phone-in?
• By telephone • Most frequent in local radio.
• Pre-recorded on location • Minimise interruptions.
Brief the reporter. • Give your name/position, context of the story /
essential facts.
• Make clear what you are/ are not qualified to talk
about.
Prepare what you want to say. Have facts at your fingertips; anticipate questions;
prepare points you want to make and make them.
Aim for two or three points Most radio interviews last for only 3-4 minutes. Keep
only. it brief. Prepare a summary.
Make the most of your voice. Speak clearly, at reasonable speed, in the appropriate
mood.
Keep arguments simple. • Give clear answers – the audience only has one
chance to get your meaning.
• Be concise so that you will not be edited down.
Keep answers self-contained. Sounds more authoritative and reduces chances of the
meaning being manipulated by editing or being used
out of the context.
Avoid jargon. • Use everyday words/analogies to explain specialist
concepts;
• Avoid detailed discussion of procedures;
• Use round figures.

Crisis Planning and Management

50
General principles that can positively affect your actions and
communication in a crisis situation:
• Bring the situation under control, if possible. Always protect people first and
property second.

• Analyse the situation to judge its newsworthiness. Don't create a crisis by

jumping the gun. Many times the situation doesn't warrant media attention.

• Gather the facts - who, what, where, when, why, how, what next.

• If necessary, activate your crisis management team. Act quickly; spare no

expense to distribute the information you determine the media and others
should have.

• Give the media as much information as possible; they'll get the information
(perhaps inaccurately) from other sources.

• Don't speculate. If you don't know the facts say so and promise to get back to
the media as soon as possible. Then be sure to do so.

• Protect the integrity and reputation of the organisation.

• Report your own bad news. Don't allow another source to inform the media first.

• Perform an act of goodwill during or immediately after a crisis when appropriate

and possible.
Crisis communication planning can help you deal effectively with those
unexpected disasters, emergencies or other unusual events that may cause
unfavourable publicity for your organisation.

• Be prepared - Although emergencies by their very nature are unpredictable, it

is possible to list and prepare for those potential negative scenarios that might
occur during normal activities. It also is possible to set up a communication
system that can be activated in almost any emergency situation.

• Do the right thing - In any emergency situation it is imperative that you put
the public interest ahead of the organisation's interest. Your first responsibility is
to the safety and well being of the people involved. Once safety has been
restored, face the public and face the facts. Never try to minimise a serious

51
 problem or "smooth it over" in the hopes that no one will notice. Conversely,
don't blow minor incidents out of proportion or allow others to do so.

• Communicate quickly and accurately - Positive, assertive communication

focuses attention on the most important aspects of the problem and moves the
entire process forward to resolution, even in a negative environment or with an
antagonistic news media. Understand that media representatives have an
obligation to provide reliable information to their audiences, and they will get
that information whether or not you cooperate. If you won't comment on the
situation, you can be sure someone else will. You maintain control by making
sure you are at least one of the major sources of media information in a crisis.
Give factual information - don't speculate.

• Follow up - Make amends to those affected and then do whatever is necessary

to restore your organisations reputation in the community. Change internal
policies or institute new ones to minimise a repeat of the crisis situation. Also,
revise your crisis communication plan based on your experience.

Before the crisis, successful communication will depend, in large part, on

the preparations you make long before the emergency occurs.

• Having a system in place will allow you to deal with the situation at hand, and
not waste precious time trying to decide how to communicate. An effective crisis
communication plan puts you in control of what may be a very volatile and
confusing situation.

• Identify potential crises - Hold a brainstorming session with key members of the
organisation to identify those scenarios that might result in unfavourable
publicity.

• Develop policies to minimise crisis situations - Try to anticipate potential

emergency situations and develop policies to avoid them. In many crisis
situations you will be asked by the media what policies you have on that
particular situation. You do not want to be put in the uncomfortable situation of
stating that you have no policy. Create a file of information that addresses
potential crisis situations and keep it up to date.

• Develop a crisis management team - Determine in advance a team to deal with

crisis communication situations. Assign at least one individual to be a crisis
communications team leader and have a back up. Decide which team members

52
 will gather information, notify families of victims, deal with emergency officials,
and communicate with volunteers and staff. Determine a primary and secondary
spokesperson to communicate with the media in crisis situations. Give this
spokespeople media interview training if possible. Appoint people to monitor
coverage in specific media outlets.

• Assemble and organise resources - In a crisis situation you and your crisis
communication team will want to have up-to-date and accessible information.
Resource information may include: current list of crisis team members and
alternates with work and home telephone numbers - each team member should
carry the list; updated media lists; insurance company contacts; lists of
emergency services such as fire, police, hospital and ambulance; a means to
communicate with volunteers and staff (fax lists or a telephone network); copies
of policies for potential crisis situations.

• Develop and distribute an emergency procedures guide - This should be a short

procedural outline applicable to most events and programs (or specific guides for
each event or program). It spells out what volunteers and/or staff should do if
an emergency occurs or if contacted by the media, and lists emergency service
and crisis team numbers. In general, staff and volunteers should contact
emergency services if necessary and immediately report any potential crisis
situation to the designated members of the crisis team.

During the crisis, your focus is to deal with the situation, gather accurate
information and communicate quickly.

• Bring the situation under control - Before you do anything else, ensure the
safety and well being of everyone involved. Always protect people first and
property second. Call emergency professionals if they are needed.

• Analyse the situation and gather information - Once the necessary safety and
security precautions have been taken, get the facts from informed sources
before responding to inquiries. Consider legal, ethical and organisational
ramifications. Don't blow the issue out of proportion or allow others to do so. If
the media contact you before you have had a chance to assess the situation and
decide on a response, let them know when you expect to have more information
- and honour your own deadline. Nothing is more likely to make the situation
worse than an irritated reporter who has been left dangling with no information.
You will need to find answers to some basic questions including: what
happened? when did it happen? where did it happen? how many people are

53
 involved? where are those people now? how dangerous is the situation? what
happens next?

• Notify the families of those involved - The circumstances will vary with the
nature of the crisis, but the matter always should be handled with the utmost
kindness, sensitivity and discretion - always in person. Members of your crisis
communication team should be assigned this task. Never release the names of
dead or injured to the media before informing members of their immediate
families.

• Keep internal public informed - In addition to working with the media, a good
crisis communication plan allows for communication with members of the
organisation. If the situation warrants, call a staff and/or volunteer meeting and
provide appropriate information on the circumstances and the organisation's
position. Or, your plan may call for the use of a fax or telephone system. The
best policy, if possible, is to release information to people in the organisation
before, or at least at the same time, it is released to news media.

• Communicate with the media - In general, it is good policy to release

information about the situation as quickly as possible. Comments should be of a
general nature until all the facts are in, but then it is far better to get the full
story out as soon as possible. Return calls first to radio and television stations,
then to newspapers.

Reporters provide few surprises in a crisis situation.

• They want to get the basic information easily and quickly, usually with some
kind of human-interest angle. Print reporters usually will need and use more
information than their colleagues representing broadcast media. Newspaper
reporters are interested in basic facts for today's edition and background and
implication for tomorrow's edition. Broadcast journalists, on the other hand, will
want less but will be in more of a hurry and will seek more updates.

• Sometimes the media will be on the scene. In other situations you will need to
initiate contact. This should be done as soon as the basic facts are in hand. The
initial contact should be followed with a formal statement, including any updated
information and plans for investigating the incident. Media will expect: complete
honest information; background material; some indication of how the
organisation intends to proceed; information about the impact on your staff and
volunteers; regular updates and after-the-crisis follow up
54
Your spokesperson should be forthright in dealing with media questions.
There are, however, some questions he or she simply cannot and should not
answer, including:

• money estimates of damage

• insurance coverage

• speculation as to the cause of the incident

• allocation of blame

• anything "off the record"

Your spokesperson should not respond to media questions with "no comment"
because this answer can imply a lack of cooperation, an attempt to hide something
or a lack of concern. There are more appropriate responses when he or she either
doesn't have or is not at liberty to give certain information. Some examples might
be:

• "We've just learned about the situation and are trying to get more complete
information now."

• "All our efforts are directed at bringing the situation under control, so I'm not
going to speculate on the cause of the incident."

• "I'm not the authority on that subject. Let me have our Mr. XXX call you right
back."

• "We're preparing a statement on that now. Can I fax it to you in about two
hours?"

Keep a log of media calls and return calls as promptly as possible. A log can help you
keep track of issues being raised by reporters, and give you a record of which media
showed the most interest.

Good crisis management calls for open, honest communication with various
target audiences.
During a crisis, however, this is most difficult to accomplish. As human beings, we
usually seek ways to avoid or soften painful experiences. It is helpful to recognise
some specific reasons people use to discourage open communication. These reasons
are all logical, reasonable, and probably valid to some degree. Nevertheless, unless
55
you deal with them effectively, they will become obstacles, making it extremely
difficult to resolve the crisis.

• We need to assemble all the facts - We do need all the facts; that must be a
priority. However, we may need to release some information initially and be
honest about the fact that we still are gathering information.

• We must avoid panic - One of the best ways to avoid panic is to control the
flow of information. We can establish and maintain our credibility as an
information source only when we communicate openly and honestly.

• We have no spokesperson that can respond - Crisis communication

planning will identify spokespersons. The head of the organisation is an
appropriate general spokesperson for most crises.

• There are legal issues involved - Legal issues often are involved in crises.
Management must be willing to balance legal and public relations issues. The
long-term health of an organisation depends not only on a legal resolution of a
specific issue, but also on the effective resolution of a crisis in the "court of
public opinion."

• We need to protect our organisation's image - Open and prompt

communication is essential to protect our image with the media and the general
public.

• We don't know yet how to respond to the crisis - It may in fact take some
time to develop a solution to the crisis. Part of the challenge and opportunity of
the crisis is to show those affected that the organisation is using a reasonable,
caring process to resolve the crisis. We can show this process best when we are
willing to communicate openly.

• There is proprietary information involved that we cannot divulge - There

may be information we cannot divulge, especially if there are consequences for a
particular member of the organisation. We need to weigh our decisions carefully,
point by point, to determine if such a situation really exists, or whether we
simply are making excuses. We need to remember that public safety must be a
paramount concern.

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After The Crisis
• Declare an end to the crisis - It is most important for your organisation to
signal an end to the crisis situation.

• Follow up - Stay in touch with the community after a crisis, especially with
those directly affected. Keep the media informed of any updates in the situation,
or let them know the crisis has ended. Review internal policies to try to avoid a
repeat of the crisis situation.

• Perform an act of goodwill - Do this during or immediately after a crisis when

appropriate and possible.

• Have a formal debriefing - Debrief members of your crisis communication

team. Analyse the outcome and the media coverage - both positive and
negative. Revise your crisis communication plan to reflect what you have
learned.

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A checklist for organisations dealing with the employee communications
demands of a disaster:

• Make clear to employees that their safety is your number one priority.

• Communicate only what you know.

• Assure employees you’ll provide them with additional information as soon as you
know it.

• Set up phone banks and/or an online centre to respond to concerns.

Communications professionals must staff the phone bank.

• Use your website or intranet to address employees concerns, and as a source of

information.

• Offer stress-related counselling services.

• Maintain open lines of communication between senior executives and

employees.

• Refrain from using any inflammatory or culturally insensitive rhetoric.

• Reach out to community groups and social service agencies. Help employees
who want to participate in community assistance.

• As you assess the potential impact on business operations, communicate your

findings to employees and clients.

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 Public Relations by Geoff Lancaster ©

1. Introduction

Public Relations is an important and versatile marketing communications tool. It can

be employed both within and outside the organisation. Many feel that public relations
is an external marketing tool, with the firm attempting to communicate with a wide
range of external ‘Publics’ in order to cast the organisation in a favourable light in
peoples’ minds. This way of thinking is very limited, and fails to appreciate the great
value of public relations as an internal marketing communications tool. Good internal
marketing i.e. achieving the right internal organisational culture and getting
everyone ‘pulling’ in the same direction in terms of marketing effort, is a vital
prerequisite to effective external marketing, particularly those based on the concepts
of long term ‘relationship’ marketing. Public relations has a vital role to play in the
creation of an effective internal marketing culture within an organisation. In this
sense it has seen a realisation of its importance as a strategic internal
communication tool.

Public relations Is a very versatile communications tool and is today used by just
about every type of organisation whether it be a charity, a political party or a
commercial organisation. It is concerned with strategic management of information
in such a way that certain publicity objectives are achieved. It is not always the case
that positive publicity is the outcome of a managed public relations campaign,
because it is often impossible to achieve a net positive outcome. For example public
relations has a particularly important role to play in ‘crisis management’ scenarios.
Where a catastrophe has occurred, especially where people have been injured or lost
their lives, it is often a case of containing the situation, putting a fair and balanced
account of events forward to the general public and mitigating the adverse effects of
the disaster to the organisation concerned.

2. A Brief History Of Public Relations

Public relations (PR) is not new. Its modern day origins in the United States can be
traced as far back as 1807 with President Jefferson’s address to congress, although
evidence suggests that the ancient Greeks and Romans gave much attention to
influencing public opinion. PR in the UK began as a Government information and
propaganda machine during World war One and was then used more extensively in
World war Two. Industry showed little interest in PR as a commercial
communications tool until after 1945, but thereafter its use increased rapidly over
the next 30 years in a sort of PR explosion. PR’s relatively poor image over these 30
years has been a result amateurish practitioners. In the 1970s the PR profession was
referred to by derogatory terms such as the ‘gin and tonic brigade’. People who
made up this ‘brigade’ often carried considerable social influence and were able to
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‘open doors’ because they had the right connections. Their main function seemed to
be the ‘wining and dining’ of important clients. The situation has changed a great
deal in the late 1990s and now PR professionals are trained in the art of
communications management. Unfortunately the profession still operates under its
earlier shadow.

Public relations has now spread throughout industry and commerce. At first, full time
PR appointments were less common than the use of the services of a PR consultant.
Because of this slow internal adoption of professional PR practitioners by industry
and commerce, external public relations firms quickly developed, many of them
lacking skilled staff of sufficient expertise, but merely taking advantage of and
exploiting the ‘boom’ in the PR profession. This phenomenon is common; it
happened at the end of the 1980’s when ‘total quality management’ was the latest
‘fad’ and many became experts in the art of TQM virtually ‘overnight’. Consequently,
because of the hasty expansion of PR firms, the poor reputation of PR among
journalists, businessmen, politicians and the general public that persists today, can
be traced back to this period of uncontrolled growth. In the last 20 years, however,
many PR agencies have built reputations for highly marketing orientated practices.
Many of these firms tend to specialise in consumer PR, trade relations, corporate PR,
financial, industrial, service and technical PR. A number of firms are now offering PR
services for ‘not for profit’ organisations such as charities and politics.

3. Recent Developments

From the mid 1970’s onwards a change has developed in the role and perceived
value of PR, leading to a growth in this form of communication which has continued
right up to the present day. Explanations for the upsurge in public relations activity
are many and varied. Many in the industry identify the late 1970’s recession as a
major turning point. Companies were keen to reduce costs in order to stay in
business. As often happens in times of economic downturn, managers of many firms
look to marketing budgets as a ‘first strike’ and regard marketing expenditure as a
‘luxury’ and a cost rather than a necessary investment. Many managers found that
PR, with a much broader base and cost effectiveness, would be preferable to
maintaining a conventional advertising budget.

The ‘cost saving’ aspect of public relations is certainly one of the major reasons for
the growth of its popularity. Other factors include the increasing complexity of the
business world that has produced a need for more complex communications to get
the commercial or corporate message across. Another possible factor is the growth
of fast-developing new business sectors such as information technology, financial
services, travel and leisure which has lead to a ‘new breed’ of marketing manager
who appreciates the value of PR as a communications tool. A further factor is a
recognition that management, especially those working in business to business
marketing, of the importance of creating and maintaining ‘relationships’ with a wide
range of people and groups. There has been recognition for a number of years that
in industrial and organisational marketing situations there are complex buyer-seller
interactions involved in the marketing process. Some of these take place in the
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‘official’ marketing channels of communications e.g. between the sales person and
the official buyer or at least the purchasing team or committee within the buying
organisation. However, interactions also take place on a less formal basis, amongst
technical personnel from both the marketing and buying firms. It was recognised
that these informal buyer seller interactions were just as important as the more
formal contacts and that these too had to be managed and not left to chance. The
recognition that organisational or business to business marketing involved an often
complex web of formal and informal, but no less important, commercial interactions
become known as the ‘interactive approach’, and was basically the precursor to what
today is often referred to as the ‘relationship marketing approach’. Of course,
throughout its development as a marketing communications ‘tool’ PR has always
been first and foremost an instrument for establishing, crystallising, cementing and
maintaining mutually beneficial relationships with various groups of people or
‘publics’. It is, therefore, no surprise that as the recognition of the importance of the
interactive and relationship driven nature of modern marketing practice became
accepted and practised by firms. The adoption of public relations as a key marketing
communications tool also grew in stature and importance, particularly in the area of
corporate communications. The role of public relations in achieving sound
relationship marketing practices as well as its contribution to achieving good internal
marketing is examined later.

4. The Role And Nature Of Public Relations

4.1 Defining Public Relations

The task of defining the exact nature of PR is not easy. A plethora of definitions
currently exists, each emphasising a slightly different approach and each attempting
to arrive at a simple, brief and accurate form of words. The difficulty in developing a
single acceptable definition reflects the complexity and diversity of the profession.
For the purposes of this discussion two definitions are useful. The Institute of Public
Relations (IPR) states:

‘Public Relations practice is the deliberate, planned and sustained

effort to establish and maintain mutual understanding between an
organisation and it’s public’.

The essential features of this definition is that PR practice should be deliberate,

planned and sustained; not haphazard, and that mutual understanding is necessary
in order to ensure that the communication between the organisation and its public’ is
clear, i.e. the receiver perceives the same meaning as the sender intends.

An alternative definition is provided by Frank Jefkins who states:

Public Relations consists of all forms of planned communication, outward

and inwards, between an organisation and it’s publics for the purpose of
achieving specific objectives concerning mutual understanding’.

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Jefkins is a modified version of the Institute of Public Relations definition and
provides two new elements:

1) ‘Public’ becomes ‘Publics’, since PR addresses a number of

audiences:

2) The inclusion of ‘specific objectives’, making PR a tangible activity.

4.2 Achieving a marketing orientation through PR

In marketing literature there is a lot about how it is important for an organisation to
become ‘marketing orientated’, ‘customer focused’ and adopt the ‘marketing
concept’. For a firm to be truly marketing oriented all the staff working for it have to
be so. There is a saying adapted from Buddhist philosophy that states ‘for a forest to
be green each tree has to be green’. This principle also applies to the marketing
orientation of the firm for it comes from within the minds of the people making up
the organisation. But how does senior management achieve this change in attitude
and bring about the right customer focused ‘spirit’ within their organisation? Internal
PR on its own cannot achieve this, but it can certainly make a significant
contribution.

4.3 Communications and Public Relations

Communications is central to PR. The purpose of PR is to establish a two-way
communication to resolve conflicts of interest by seeking common ground or areas of
mutual interest. If we accept that this is the primary function of PR, then we must
also accept a further implication. PR ‘exists’, whether implicitly or explicitly, whether
an organisation likes it or not. Simply by carrying out it’s day to day operations, an
organisation necessarily communicates certain messages to those who, for whatever
reason, interact with the company, who will then form an opinion about it and it’s
activities. The need for PR is to orchestrate, as far as possible, the behaviour of the
organisation and the messages that result form such behaviour in order to help
develop a corporate identity or personality.

PR is not ‘paid for’, unlike advertising, although the marketing firm will have to pay
fees if it employs a PR consultant or a salary if they have an internal specialist.
Because PR is not perceived by various publics as a paid for type of communication,
it tends to have greater ‘source credibility’. That is because the ‘write-ups’ in the
press or business journal, television or radio programme etc. are seen as emanating
from an independent third party rather than a commissioned advertising agency. It
is often said that the mark of good public relations is that the receiver of the
message does not realise public relations has been employed. If it is obvious that the
message has been ‘cooked up’ by ‘spin doctors’ or ‘PR gurus’ then the message
looses much of its intended effect. In a sense good PR is in some ways analogous to
good security. If a firm, a film star or a politician are employing security personnel to
look after them, one of the key criteria for success in this line of work is that no one
knows or is suspicious that they are anything to do with security. They simply blend
in to the background and are indistinguishable form other members of the public. It
is this anonymity that makes them so effective.
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4.4 Corporate Identity

The concept of ‘corporate identity’ or ‘personality’ is inextricably linked to public

relations. All PR activities must be carried out within the framework of an agreed and
understood corporate personality. This personality must develop to reflect the style
of the top management, since they control the organisation’s policy and activities. A
corporate personality can become a tangible asset if it managed properly and
consistently. However it cannot be assumed that all managers will consider the role
of corporate personality when they make decisions. Therefore, the PR executive
needs to be placed so that he or she is aware of all the issues, policies, attitudes and
opinions that exist within the organisation that have a bearing on how it is perceived
by outsiders.

The use of the term ‘personality’, rather than the more used ‘image’ term is
deliberate. An image is a refection or an impression that may be a little too polished
and perfect. True PR is more than ‘skin deep’. This is important because a ‘PR job’
implies that somehow the truth is being hidden behind a glossy and even false
facade. But properly conducted PR emphasises the need for truth and full
information. The PR executive, as a manager of corporate personality can only
sustain an identity that is based on reality. Corporate public relations is concerned
with image. This image is based on a long-term carefully planned programme
designed to achieve maximum recognition and understanding for the company’s
objectives and performance.

5. What PR is not

Misunderstanding and ignorance as to the nature of PR has led to it being confused

with other disciplines and activities. It is appropriate at this point to clarify certain
distinctions:

(a) Public Relations is not ‘free’ advertising

1) Advertising emphasises ‘selling’ whereas public relations is ‘informative’,

‘educational’ and creates understanding through knowledge.

2) Public Relations is not ‘free’. It is time consuming and therefore costs in

terms of management time and expertise.

3) Editorial space and broadcasting time are unbiased and therefore have
more credibility than advertisements.

4) Every organisation necessarily has PR.

5) Public Relations involves communications with many groups and audiences,

not just consumers.
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(b) Public Relations is not propaganda

Propaganda is designed to indoctrinate in order to attract followers. It does not

necessarily call for an ethical content, so facts are often distorted or falsified for self-
interest. PR on the other hand, seeks to persuade by securing the willing acceptance
of attitudes and ideas.

(c) PR is not the same as publicity

Publicity is a result of information being made known. The result may be

uncontrollable and either good or bad. Public relations is concerned with the
behaviour of the organisation, product or individual that leads to publicity. It will
seek to control behaviour if this is possible, in such a way that publicity is good.
Sometimes the actions or events that lead to adverse publicity are outside the
control of the organisation. The role of public relations in such circumstances is to
mitigate the effect of possible adverse publicity.

6. The need for Public Relations

As PR is essentially a process of communication it is needed most when normal

communications are strained and some people are left uninformed. In a modern
economy commercial organisations have a need for sophisticated communications
which can be accurately tailored and targeted at specific groups of people. In a very
real sense, especially in areas such as political campaigning, communications itself
has become a 20th century skill. With the development of communication there has
been a parallel development in the sophistication of the audience. People are better
educated and better able to make objective judgements about the messages they
receive. The very word communications is a ‘buzz word’. Failure to communicate can
be identified as the principal cause of many industrial, commercial and non-
commercial organisational problems. PR is by no means a universal answer for every
situation, but at least it is a formal system of communications and as such employs
the concepts of analysis, action, review and control which can provide structure and
a way forward in many situations. Changing social attitudes have forced a new
responsiveness and sense of responsibility in official and commercial life; it is in this
social climate that an appreciation of public relations as a management and advisory
function is now recognised.

7. Publics

PR encompasses all attempts by a company to anticipate, track, review and possibly

influence or control the type of publicity communicated to various sections of the
public. In doing this, the organisation hopes to be able to cultivate and maintain a
positive corporate image. In fact the strategic management of publicity through the

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employment of public relations is referred to as ‘corporate communications’. PR is
concerned with communicating to a wide range of publics and not just to the
organisation’s customers or clients.

The public relations practitioner has to conduct activities that concern every ‘public’
with which the organisation has contact. This is because in order to exist, succeed
and survive, an organisation depends on many individuals and groups of people.
Even in the distribution of products for example, a manufacturer must communicate
with sales people, delivery staff, servicing staff, wholesalers, mail-order houses,
agents, importers, exporters, overseas agents and many different kinds of retailer
including chain stores, co-operatives, department stores supermarkets and smaller
independently owned shops. There are many other people or groups that may affect
the success or failure of a commercial enterprise. These include printers, package
manufacturers, transport contractors, media owners and advertising agents. To
these we can add others such as journalists who may write about our products or
company, television producers of consumer affairs programmes and technical
programmes. Business analysts, professional bodies, trade associations, government
departments and other organisations are also important ‘publics’.

The publics of an organisation are those groups of people with whom it needs to
communicate. The exact nature of these groups and individuals will vary in different
organisations. These are now considered under various headings:

7.1 The Community

Good community relations are important for every organisation. An organisation can
and should act as if it were a member of the community and not abuse its power. It
should behave as a responsible ‘citizen’. The situation is one of inter dependence;
industry needs the support of the community and the community must understand
industry. It is important for an organisation, through its public relations function, to
establish a community relations programme that both deals with complaints and
involves itself in community activities. This may include local press relations, special
visits to the workplace, open days, sponsorship, community projects etc.

The general public tends to judge commercial organisations by the way they conduct
themselves in the same way that individuals form a good or bad impression of the
people that they come in contact with. Commercial projects such as the building of
new plant, or the processing or storage of waste materials, may affect or interfere
with local conditions and amenities. Care should be taken by the firm to anticipate
such resentment and an attempt then made to mitigate this resentment and placate
it as far as possible. An increasingly important aspect of community relations is the
subject of pollution particularly with the rise of environmentalism and ‘green politics’.
Increasingly firms are taking environmental management issues into account when
planning their commercial operations. This thinking has had a big impact on the
public relations industry.

7.2 Employees
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Internal or employee public relations is often a neglected area in the study of PR.
Worker/management relations are still often ‘them’ and ‘us’ and potentially
confrontational in nature. The solution can lie in involving employees in all areas of
decision making, in setting organisational goals and establishing ‘mutual
understanding’. Appropriate objectives for management to set for public relations in
the area of employee relations could include increasing awareness of company
policy, improving safety standards and determining the cause of high staff turnover.
This can be symptomatic of problems within the organisation and unhappiness
amongst the work force. A discontented and disaffected work force can be
unfortunate for an organisation. Marketing orientation within firms requires the co-
operation of all staff and this cannot be done with a disaffected work force. Internal
PR embraces those matters that encourage employees to make their maximum
contribution to the productivity and the prosperity of the organisation. It overlaps
with personal welfare, industrial relations, education, staff development and
marketing orientation. PR can contribute to the creation of an atmosphere in which
people will work more effectively; it can initiate a suggestion scheme, a safety
campaign; it can lessen waste, carelessness, absenteeism etc, and it can enable
management to communicate more effectively with employees at all levels.

7.3 Government

Perhaps the biggest growth and development in PR over recent years has been in
the areas of government relations and political lobbying. This form of PR activity has
two main purposes; first to keep companies informed of legislative changes that may
affect their business and secondly to attempt to influence the government or local
government in favour of their industries. Political public relations is often
misunderstood. The success of some businesses depends heavily on decisions made
by the Government which is the reason for the existence of certain pressure groups.
Some companies have politicians as directors who keep management abreast of
relevant political matters, and often put forward a case for a company, or industry in
which the company is operating when needed.

7.4 The Financial Community

Take-overs and mergers illustrate very aptly the need for financial PR. There is a
need for commercial organisations to communicate with a diverse range of
interested parties like as investors and city institutions such as pension funds, share
analysts, financial journalists etc. Effective financial relations will produce certain
benefits to the firm. Those companies that have established reputations will have
less difficulty in raising the additional capital that may be needed for future
investments. Many companies rely for their very existence on the support of banks.
Such organisations are highly ‘geared’ and much of their capital structure is made up
of bank debt. The bank finance supporting this capital structure is often of a short
term or medium term nature. Financing arrangements are continually under review.
Short-term loans are repaid and further loans are often negotiated. Good relations
with the bank is fundamental to an organisation’s financing strategy. Holding
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companies often hold shares in their own subsidiary companies. These shares are
often offered as collateral in support of bank loans. Clearly, the holding company has
an interest in keeping the price of such shares at an appropriate level otherwise the
value of the collateral on which their loan finance is based falls in value. PR is used
to communicate the commercial health of an organisation and the favourable future
prospects that investors can expect. This information is intended as assistance to
support market sentiment for the company and hence support the share price, and
to assuage any doubts potential lenders may have about the commercial robustness
of the firm.

7.5 Distributors

Distributors handle goods between producers and consumers. They include an array
of businesses, wholesalers, retailers, dealerships, agencies and factors. It is essential
that these marketing intermediaries are informed and educated about the company’s
products, services and methods of carrying out their business. The more staff
working for marketing intermediaries know about the manufacturing company and
its products and services the greater will be the confidence and expertise they can
afford to their customers. After all, marketing intermediaries are often independent
businesses with their own distinct set of commercial needs and wants. The
manufacturing or service firm who markets through a distribution network is relying
on these marketing intermediaries to achieve their own commercial goals. There are
many PR techniques that can be applied to create greater knowledge and
understanding amongst the staff of marketing intermediaries including videos, talks,
training courses and works visits.

A manufacturer can be affected by the behaviour and efficiency of marketing

intermediaries. Assessing and influencing their attitudes is of paramount importance.
There are many instances where the goodwill of the dealer or distributor can make
the difference between success or failure for a manufacturer. Much activity on
advertising, sales promotion, merchandising and packaging can be wasted if the
wrong relationships exist at the point of sale. For many commercial enterprises the
effective use of marketing intermediaries is a key factor in the success of their
business. PR can play a key role in maintaining long term commercial relationships
that are important to success.

7.6 Consumers

Consumer relations is thought by many people to be the only public which concerns
public relations. As we have seen this is not the case. However, it is an area of
considerable importance because although other groups of publics are important,
customers are especially important. The whole purpose of the profit making firm is
the generation of satisfactory returns by the satisfaction of customers’ needs and
wants more effectively than competitors.

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It is large retailers who have most dealings with customers, and this group of
traders has done much in the way of public relations activity over the past 20 years
aimed towards this important group. Stores are normally conveniently laid out,
service is good and products are presented such that they represent fair value for
money. Many retail groups distribute brochures to staff to show them how to
improve the image of their store as well as creating better customer relations. They
attempt to show that they are a ‘live organisation’ constantly listening and
responding to customers views and opinions.
A major aspect of customer relations is the subject of complaints and returns. This
subject is particularly applicable to mail order firms. Where purchasing is carried out
‘at a distance’ and the organisation is not actually physically seen, in the sense that
a customer can visit a shop, then it is essential that the subject of complaints and
goods returned be treated by marketing firms particularly carefully. Operators of
mail order catalogue businesses now pay particular attention to this aspect of
business.

7.7 Opinion Leaders

As the name suggests, this is a person or group who may have a particularly special
or strong influence on the opinions of others. Such people or groups are often held in
high esteem by the wider public for a number of reasons. From an individual product
point of view, consumer affairs programmes and consumer magazines are held in
high esteem by the public who believe them to produce fair and unbiased views on
various products, services and organisations and that they act in consumers’ best
interests. Companies attempt to gain favourable reports from such programmes and
publications as they know that positive messages will be more readily accepted and
believed by the market than advertising. Other opinion leaders can include
professional bodies, trade associations, pressure groups and government.

8. Media Used In Public Relations

Personal communication is the strongest and most persuasive means of putting

across a message. The message is aided by the force of the personality of the
communicator who can adapt both matter and manner to the reactions of his or her
audience. A polished speaker can do much to enhance the image of the company,
particularly at press conferences. The job of the public relations officer is not
necessarily to appear personally on the ‘platform’, but to organise events so that an
appropriate representative of the organisation can address the audience.

Printed Communication includes direct mail which is a very versatile medium and
suitable for a variety of purposes including direct marketing, general advertising and
public relations. Direct mail can be used to send copies of press releases to
interested parties, and can be used to despatch house magazines to employees,
customers, distributors, agents and others. This medium is also used to send
invitations to sponsored events, exhibitions, conferences, demonstrations, film
shows etc.

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Literature is obviously related to direct mail as it is often used to target certain
literature to the desired target audience. Literature for direct mail purposes consists
of leaflets, folders, booklets, books and other media including wall charts, diaries,
postcards and pictures. PR literature tends to be explanatory and educational, that
provides information or tells a ‘story’, rather than trying to persuade or sell
something. Literature can be usefully distributed to visitors, customers, dealers and
members of the local community, while hand outs and press kits are used at
conferences. PR efforts of this nature can inspire confidence and trust in an
organisation.

The press release is probably regarded as the most important form of PR by

practitioners. Two important factors are timing and distribution. Choosing the correct
moment to release news and seeing that it reaches the right people. The aim of press
relations is to gain maximum publication or broadcasting of public relations information
through newspapers, magazines, radio and television, in order to achieve specific
communication objectives with clearly defined target audiences. The common method of
achieving this is a press release sent to appropriate journalists.

Visual Communications includes photography that can have an impact and appeal
that is lacking in printed media. To see a photograph of some event that has
happened lends further credence to the report as it provides ‘proof’ in the audience’s
mind that what has been reported actually happened. Photographs are normally
used in conjunction with a press release, the one form of public relations supporting
and augmenting the other.

Films were once the province of larger organisation because they were expensive to
make. The development of video technology has meant that a ‘film’ can be produced
relatively cheaply and is suitable for many PR purposes.

Television is a medium of high visual impact. Not only can points be explained
verbally on TV programmes but products can also be shown. Sometimes footage of a
company’s participation in a sponsored event or some other organised public
relations event is shown on television programmes. The increase in sponsored
events by commercial firms both in sport and in the arts has increased dramatically
over the past 20 years and it now features regularly when reporting events like
motor racing football are screened. There is a growing demand for company
personalities to appear on TV programmes and give interviews on radio. There has
also been a dramatic increase in interest with anything to do with ‘business’. This
offers opportunities for firms to capitalise on the public relations opportunities
offered from this popular, and increasingly sophisticated medium.

There has always been a strong public relations dimension to exhibitions. They offer
marketing communicators an opportunity to come in face to face contact with high
status decision making unit (DMU) members. Many visitors to exhibitions go to view
the market offering in its entirety in a short space of time and under one ‘roof’.
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Visitors treat the exhibition as a shop window and an opportunity to gather technical
information. Often products are available for inspection along with working models
and videos of the company and its products. There is often a strong ‘entertainment’
component to exhibitions with stands offering complementary drinks and food to
serious potential clients. Networking can thus be achieved and quite often such
exhibitions afford the opportunity for corporate hospitality through tours or tickets to
local events such as the opera or a concert.

Sponsorship has a strong PR component to it and firms can use it in a variety of

ways. Being associated with the arts can give a strong sense of supporting and being
part of the fabric of society. Important clients and other key individuals form other
important groups of ‘publics’ can be invited to artistic events such as concerts, plays
or opera. Afterwards they can mix with artists and directional staff so in this way key
individuals who have been targeted for such promotion can be contacted,
entertained and long term relationships built and maintained.

The term ‘internal marketing’ is the process of applying the general principles of
marketing to the staff and work force of the organisation. Marketing as a business
philosophy is all about achieving the right internal company culture that will result in
that company becoming marketing orientated. The process of internal marketing
involves much more than simply the application of internal public relations inside
firms. Internal marketing operates at the interface between marketing and human
resource management and involves both of these management disciplines. The
application of internal PR has a salient role to play in the overall process of achieving
an internal marketing ‘culture’. The most common means of achieving internal PR
objectives is through company communications. If these are to be effective, they
must be more than paternalistic house journals and should provide a forum for open,
two-way discussion on company issues. Whatever methods are employed, the
important requirement is that they represent a genuine desire to communicate on
behalf of both workers and management. This reinforces the point that PR can only
reflect reality.

9. Summary

PR is an important and versatile marketing communications ‘tool’. It forms an

intrinsic part of the integrated marketing communications mix. There is a PR
application to most marketing communications variables whether this is personal
selling, sponsorship, exhibitions, direct mail or telephone marketing.

PR can be applied both within and without the organisation. The process of achieving
marketing orientation within organisations is a vital prerequisite to effective external
marketing strategies, particularly those based on relationship marketing principles.
PR has a vital role to play and contribution to make to the creation of an effective
internal marketing culture within an organisation and to creating, fostering,
nurturing and maintaining mutually beneficial long term relationships with customers
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and other key groups of people. In this respect PR has seen a dramatic increase in
prominence as both a strategic internal and external marketing communications tool.

The role of PR is to help build an understanding a company has with its ‘publics’. This
has the effect of augmenting and increasing the source credibility of marketing
messages from other elements in the communications mix by improving the image
and reputation of the company and its product and services. An organisation is
judged by its behavior. PR is about goodwill and reputation. At its best, public
relations can be the discipline that really determines the content of the messages
companies send to their customers and other target audiences.

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