A press conference is a presentation of information to the media.

It normally involves a
written statement that is read exactly as written and is followed by questions and answers.
The press conference normally requires a seasoned representative of the company or
business with established credibility and integrity. It also requires a sense of calm in the
confidence that you know your material, know how to tactfully say you dont know or dont
wish to comment, and a sense of humor to handle the gotcha questions.
Press conferences can be held for positive news like the announcement of a new hospital
wing that will increase the health care services available to the community. It can also be held
to clarify information regarding the CEOs trip to Chile with an alleged mistress, the recent
law enforcement sting operation on the illegal sale of controlled substances from the
hospital, or to announce the layoff of employees as part of a reduction in force.

A press conference is an event where media outlets are called together to cover a newsworthy
event. A press conference is a cost-effective promotional tool for small business owners because
successful events can be organized on a small budget, and the resulting news coverage is akin to
free advertising.

Step 1
Decide the topic of the press conference. To be successful, the topic or event should
be newsworthy or of significant interest to the general public so that media outlets
are more likely to send reporters to cover it. Good press conference topics include
high-profile new product launches, store grand openings or announcements about
significant new employment opportunities. Poor topic choices include mediocre
earning reports, new mid-level hires or product sales.

Step 2
Select a date, time and location for the press conference. Check your community
calendar and chamber of commerce business calendar to make sure the date you
choose does not conflict with other significant or newsworthy events that might draw
attention away from your press conference.

Step 3
Plan the press conference at least two weeks in advance. This will give you enough
time to write a press release and determine appropriate media outlets to contact.
Appropriate contacts are those organizations with an interest in covering topics
related to your particular business or industry. The initial press release should state
the reason for the press conference and include compelling copy that describes why
the event is worthy of news coverage.

Step 4
Distribute the press release to media contacts a week before the event. If you have
existing professional relationships with reporters or news assignment editors, send
the release to their attention. Follow up the distribution with a personal phone call to
assess interest in covering the event and provide the reporter with background or
inside information that will make it easier to cover your conference. For example, if
your small business is expanding operations and adding a significant number of jobs
to the community, provide the reporter with statistics that indicate what the new jobs
will mean to the community from an economic standpoint.

Step 5
Make advance arrangements for interested reporters to interview a company
spokesperson before or after the conference. Setting a specific time will ensure the
reporter attends the event. Large press conferences should include a press kit for
each media outlet in attendance. The kit should include company history, biographies
of business owners, appropriate photography for reprint and a copy of the press
release.

Step 6
Stage the press conference area at least an hour before anyone is expected to arrive.
Include a podium with your company logo placard or a long table and chairs if more
than one speaker will be participating. Set up seating for the expected number of
attendees and test microphones, sound systems and lights.

Step 7
Appoint a company representative to greet reporters as they arrive for the
conference and to coordinate photo opportunities and interviews with company
representatives.

Step 8
Begin the press conference at its appointed starting time by having a company
spokesperson approach the podium, welcome attendees and introduce the main
speaker or speakers. Speakers should be brief with remarks, highlight the key
elements of the topic the press conference is about and then open the floor to
questions.

Step 9
End the press conference by having a company representative step up to the podium
to signal the close of the conference and thank attendees for coming. A company
representative should be available after the press conference to verify information
and answer follow-up questions.

Step 10
Send personal messages of thanks to media representatives covering your press
conference the day after the event. This courtesy strengthens your media relations,
which will be an asset in successfully planning future events.

media interview
A media interview is a discussion involving questions and answers for the purpose of
broadcast. It is distinct from an informational interview,

[1]

where you might be asked

questions to learn background on a story, but you will still need to observe the three hallmark
rules of interviews:
1.
Anything you say can and often will be used against you.
2.
Never say anything you would not feel comfortable hearing quoted out of
context on the evening news.
3.
Be prepared for the unexpected as well as the expected.
At first, those rules may sound extreme, but lets examine them in the context of todays
media realities. In a press interview setting you will be recorded in some fashion, whether
audio, video, or handwritten notes on a reporters notepad. With all the probability for errors
and misinterpretation, you want your words and gestures to project the best possible image
to the press. There was a time when news programs didnt have to justify themselves with
advertising dollars, but today all news is news entertainment and has to pay its own way.
That means your interview will be used to attract viewers. You also have to consider the
possibility that the person interviewing you is not a trained professional journalist, but rather
an aspiring actor or writer who happened to land a job with the media. From their
perspective, your quote in an audio, video, or print content package is dinner. It may also
serve the public good, and inform, or highlight an important cause, but news has a bottom
line just like business.

Preparing for Media Interviews

Although it can be daunting to have a reporter (or two) hanging on every word, pencil poised,
media interviews can be one of the most effective tools in your public relations campaign if
they're handled properly. Whether you will be giving the interview yourself, or more likely
prepping a company spokesperson, following are some ways to make sure you have a
successful media interview.
Before the Interview
Poll. Try to find out what the reporter wants to know in advance, what their bias may be, and
anyone else the reporter will be interviewing. This will help you frame your responses. How do
you find out? Ask, and read previous articles the reporter has written on the subject
Prepare. Prepare for the interview by developing a rude Q&A of all the difficult or potentially
sticky questions a reporter may ask, and determine how your spokesperson will answer them
in a positive way. Don't distribute this form! It is for spokesperson coaching only. Have on
hand company fact sheets and backgrounders.
Research . Thoroughly research your subject and know the strengths and weaknesses of your
product or service in comparison to those of your competitors. (Never mention the competition
in an interview, but if questioned, you'll want to know how your companys offerings differ.) If
you're uncertain about key facts or figures, look them up.
Verify . Prior to the interview, make a quick phone call to the reporter to verify the meeting,
and offer to fax directions to your office if the reporter will be meeting you at your site. These
additional steps can save you both from an embarrassing situation that might start your
relationship off on the wrong foot.
Simplify. Hone your messages to a few key points. Very little of what your company
spokesperson says will be used, so make sure your comments will be targeted by creating a
simplified, quotable version of your key message. (If you don't create a message that can be
conveyed in a few words, a reporter will come up with one of their own, and it may not meet
your needs.)
At the Interview
Watch casual remarks . Make sure your spokesperson understands that nothing is off the
record, even if your spokesperson says it is. Your spokesperson should never say anything he
or she wouldn't want to be quoted on to a reporter because those are usually just the juicy
tidbits that will end up in print.
Answer every question . Never use the phrase "no comment." You must answer every
question or you will seem evasive. If there is a legitimate reason for not answering a question,
simply state that you cannot answer it and give the reason.
Flag key points . When you're speaking, use "flags" to signal key points. Let the reporter
know youre about to make a main point by flagging it with a phrase such as, "the key point
is ..." or "the important thing to remember is ..." This helps ensure that reporters won't miss
your key points while making notes about something less important you just said.

Use bridges to take control of the interview . If a reporter asks you a potentially sticky
question, answer it, but bridge it to a message you want to convey. "Yes, but have you
considered ..." or "No, but we've solved that problem through ..."
Use metaphors . Use metaphors, stories and anecdotes to illustrate and simplify your points.
These give the reporters something to hang their hats on and make for good copy (or good
sound bytes if you're dealing with the broadcast media). If your company has significantly
improved chip technology equivalent to fitting data that would fill a football field onto the head
of a pin, say so.
Avoid jargon . When speaking with reporters or the lay public, avoid the use of industry
jargon and acronyms. Your mission is to convey information. If your listeners have to decipher
industry-speak, you'll momentarily lose their attention and they may miss a key message.
Be interesting . If you are passionate about your subject, it will help make a better story.
Remember that the reporter is the pipeline to your audience. Help the reporter tell the best
story possible.
Be ready to go off-topic . During the interview, don't be surprised if a reporter asks
something totally unrelated to the subject at hand, but still involving your industry. They don't
do this to trip you up but merely because they cover your industry and are interested in
everything related to it. They may also be working on their next story. Make sure your
spokesperson is ready to answer any question on your industry. If a reporter asks something
your spokesperson can't answer immediately, say you'll get back to him or her later, and do so
promptly.
After the Interview
Follow up. After the interview, send a note of thanks to the reporter. In it, reiterate any
points you want to make clear. Ask the reporter if the interview provided him/her with enough
information, and offer to assist further. The reporter may not respond before the article is
printed, but will appreciate being asked, and it will open the door for follow-on articles.

Introduction
The case study method of teaching used in management education is quite different from
most of the methods of teaching used at the school and undergraduate course levels. Unlike
traditional lecture-based teaching where student participation in the classroom is minimal, the
case method is an active learning method, which requires participation and involvement from
the student in the classroom. For students who have been exposed only to the traditional
teaching methods, this calls for a major change in their approach to learning.
This booklet is intended to provide students with some basic information about the case
method, and guidelines about what they must do to gain the maximum benefit from the

method. We begin by taking a brief look at what case studies are, and how they are used in
the classroom. Then we discuss what the student needs to do to prepare for a class, and what
she can expect during the case discussion. We also explain how student performance is
evaluated in a case study based course. Finally, we describe the benefits a student of
management can expect to gain through the use of the case method.

What is a Case Study?

There is no universally accepted definition for a case study, and the case method means
different things to different people. Consequently, all case studies are not structured similarly,
and variations abound in terms of style, structure and approach. Case material ranges from
small caselets (a few paragraphs to one-two pages) to short cases (four to six pages) and
from 10 to 18 page case studies to the longer versions (25 pages and above).
A case is usually a "description of an actual situation, commonly involving a decision, a
challenge, an opportunity, a problem or an issue faced by a person or persons in an
organization."1 In learning with case studies, the student must deal with the situation
described in the case, in the role of the manager or decision maker facing the situation.
An important point to be emphasized here is that a case is not a problem. A problem usually
has a unique, correct solution. On the other hand, a decision-maker faced with the situation
described in a case can choose between several alternative courses of action, and each of
these alternatives may plausibly be supported by logical argument. To put it simply, there is
no unique, correct answer in the case study method.

Broadly speaking, the different stages in the case analysis process could be as follows 3 :
1. Gaining familiarity with the case situation (critical case facts, persons, activities, contexts)
2. Recognizing the symptoms (what are the things that are not as expected, or as they should
be?)
3.
Identifying
goals/objectives
4.
Conducting
the
analysis
5.
Making
the
diagnosis
(identifying
problems,
i.e.,
discrepancies
between
goals
and
performance,
prioritizing
problems
etc.)
6. Preparing the action plan (identifying feasible action alternatives, selecting a course of
action, implementation planning, plan for monitoring implementation)

The case method of analysis involves studying actual business situations

written as an in-depth presentation of a company, its market, and its strategic
decisionsin order to improve a manager's or a student's problem-solving ability.
Cases typically investigate a contemporary issue in a real-life context. There are

multiple issues to consider and many "correct" or viable alternatives to solve the
case issues are presented. Case studies provide students with a "note of reality"
that makes learning more relevant and enjoyable.
Cases are written and published in textbooks by students, faculty, or consultants.
Cases may be based on actual company experiences, like a consulting project,
or may be developed from articles and events in business periodicals and
newspapers. Cases include actual information of a company's decisions and may
include interviews, observations, or data from firm and industry records, as well
as database records and published historical facts on the company and the
industry. Barbazette identified five types of cases studies:
1. Identification cases studies help learners identify positive and negative
characteristics of the situation.
2. Problem-solving case studies use systematic and creative problem-solving
techniques.
3. Practice case studies require students to use a new idea or try a new skill.
4. Application cases studies are used at the end of a training program to
summarize and review.
5. Serial case studies progressively add new elements.

How should a case be analyzed?

1. Read the case quickly. Try to get a sense of the big
picture rather than focusing on details. You should be able
to diagnose the problem area, be it marketing,
manufacturing, human resources or perhaps a
combination of areas.
2. Read the case again, this time focusing on specific,
relevant facts that support your diagnosis of the problem
area. Make use of both qualitative and quantitative
information, particularly information that is included in the
exhibits.
3. State the problem in clear, concise terms. Be careful not

to confuse symptoms of the problem with the actual

problem.
4. Generate solutions to the problem as you have stated it.
Some solutions may be included in the case write-up.
Other solutions may be based on your own previous
experiences. Still other solutions may incorporate
principles you learned during class.
5. Evaluate the possible solutions in terms of how well
they achieve a resolution to the organizations problem as
you have defined it. Select the best solution.
6. Consider the implementation of your solution and the
possible problems it may cause. Think of steps you can
take to ensure a trouble-free implementation.
7. Prepare to defend your solution and its implementation
as the best possible choice.

different styles of reading and

information processing.
Previewing
Previewing is used to get a general idea of what the text is about without engaging closely with the
body of the text. Use the table of contents, headings, the abstract and chapter summaries to put
together what the text is about and what parts might be relevant to your purposes. Where useful
abstracts or summaries are not available, reading the first and last paragraphs of sections, or first and
last lines of each paragraph can also be a way to preview a text.

Skimming is used to quickly identify the main ideas of a text. When you read
the newspaper, you're probably not reading it word-by-word, instead you're
scanning the text. Skimming is done at a speed three to four times faster than
normal reading. People often skim when they have lots of material to read in a

limited amount of time. Use skimming when you want to see if an article may
be of interest in your research.
There are many strategies that can be used when skimming. Some people read
the first and last paragraphs using headings, summarizes and other organizers
as they move down the page or screen. You might read the title, subtitles,
subheading, and illustrations. Consider reading the first sentence of each
paragraph. This technique is useful when you're seeking specific information
rather than reading for comprehension. Skimming works well to find dates,
names, and places. It might be used to review graphs, tables, and charts.
Scanning is a technique you often use when looking up a word in the telephone
book or dictionary. You search for key words or ideas. In most cases, you know
what you're looking for, so you're concentrating on finding a particular answer.
Scanning involves moving your eyes quickly down the page seeking specific
words and phrases. Scanning is also used when you first find a resource to
determine whether it will answer your questions. Once you've scanned the
document, you might go back and skim it.
When scanning, look for the author's use of organizers such as numbers, letters,
steps, or the words, first, second, or next. Look for words that are bold faced,
italics, or in a different font size, style, or color. Sometimes the author will put
key ideas in the margin.
Reading off a computer screen has become a growing concern. Research shows
that people have more difficulty reading off a computer screen than off paper.
Although they can read and comprehend at the same rate as paper, skimming on
the computer is much slower than on paper.

Reading: Reading doesn't mean that you have to read every word. For most
people, the mind is quicker than the eye. The mind typically gets bored if you
read every word. By training your eyes to go quickly over each sentence, you
can learn to read faster. It takes practice, and it's beyond the scope of this book
to offer exercises in speed reading cases. There are many fine speed-reading
books available. It pays to learn and practice speed-reading the summer before
law school. Once the semester starts, you will be hard pressed to read every
assignment during your first semester. However, if you haven't taken the time
to learn how to speed-read, then you can still benefit from the easy to learn prereading strategy.