Why social media is not everything in PR
Social media has become essential in public relations (PR), but it’s not everything.
Here are some reasons why:
There is no denying the impact and potential of social media as an instant, modern, and powerful tool in PR. It should be part of a broader, integrated communications strategy that includes traditional PR methods to ensure a balanced and practical approach.
We would love to know how to amplify fresh ideas in PR for your businesss. Go to SME PR Packages for more details.
Most nonfiction books are expensive business cards. They open doors, and you may sell some for income, but they are not usually about serious income for many new authors. From my self-publishing experience, I know it is an incredible thrill to see your original words and ideas come to life and be born into the literary world. It is also not always the best PR tool.
At last count, I have around two huge bookshelves of business and personal fiction books in my office, most of which are mailed to me by prospective podcast guests or clients. There must be around three books arriving, all crisp and presented with enthusiasm from authors who have spent many months writing, editing, and now promoting their wordsmithing. I read every book that comes to me, and I am always open about why one book will work for my podcast audience and others that are too similar or personal a story for us to showcase in that 30-minute interview format.
While a book with a catchy title or an “of the moment” trend can indirectly contribute to public relations (PR) efforts, it is not inherently a PR tool. Here’s why:
I love books and admire authors. A book authored by an individual or a group can indirectly contribute to your overall PR efforts and make you a winner. For example, it can enhance your expertise and credibility, establish thought leadership, provide content for new media interviews or speaking engagements, and generate publicity through book launches or related events.
However, it’s essential to recognise that a book is just one component of a broader PR strategy. And it has a shelf life (see what I did there?) – usually a year maximum.
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With clarity, strategy, and timeliness, PR can achieve many extraordinary things – raising awareness of your services and products or people, refining key ideas or messages, or reassuring your stakeholders what is fact and fiction in a crisis.
While public relations (PR) can be an effective tool for enhancing a company’s reputation and visibility, there are certain limitations to what it can achieve for a business:
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This week, the publishers Are Media unveiled the first issue of the new ELLE Australia magazine, led by Editor Grace O’Neill. The 244-page autumn/winter edition features actor Sophie Wilde on the cover and is aimed towards Gen Z and millennial women. While the digital version remains a core offering, Are Media will publish two editions of ELLE Australia this year: today’s Bright Young Things issue and a spring/summer edition in September. The magazine will expand to four editions in 2025. Is this a sign of the times?
The death of magazines was a big deal for the past two decades as readership consumption and expectations evolved and ESG concerns about paper and resources needed for producing fancy printed publications (and, to be honest, bolstering bottom-line sales revenues) became the death knell for many of my once-time stable reading options.
Yet scarcity is at play here. A magazine in the world seems glamorous again because, like the actual post itself, it is not the mainstream way we do things in 2024. I was keen to understand why this return to what we did for most of the 20th century was back in vogue. Here goes.
The return of ‘old school’ print magazines to print can be attributed to several factors:
While digital media continues to dominate the landscape, print magazines have proven resilient, finding ways to adapt and thrive in a changing media landscape. As a one-time newspaper journalist, I love print and am pleased that a new generation will embrace it once more.
If you want to discuss how to better engage with all types of media to build your PR profile online and off, please contact amber@amberdaines.com.
Anyone who has worked with journalists long enough knows that building solid connections is one of the best ways to secure earned media for your clients or yourself. It would be naïve to think that is the end of the story; if it was, I doubt I’d have a business!
Relationships of all kinds need nurturing and maintenance and can be challenging, to be blunt. Media relationships are no different but are sometimes not just about how much your business has done or how great your angle or idea is (to you). The notion that every media release or offering a reporter an exclusive PR pitch will land you a story is something we hear a lot.
Early on, I leveled with my clients and said we could never guarantee or pay for coverage. “Chequebook journalism” is the old-fashioned way to refer to stories that are paid placements or ones in which the talent gets remuneration for giving an interview, often following a high-profile scandal or life-changing event. Not things we do at Bespoke Co.
Media relations can go sour for various reasons, and the consequences can damage an individual’s or organisation’s reputation. Here are some common scenarios and factors that can contribute to adverse outcomes in media relations:
In times of crisis, how an individual or organisation responds to media inquiries and communicates with the public can significantly impact its reputation. Poor crisis management, such as delayed responses or inadequate information, can lead to negative media coverage.
Providing incorrect or misleading information to the media can result in a loss of trust. Journalists and the public expect accuracy and transparency, and any deviation from this can harm an entity’s credibility.
Avoiding media inquiries or being unresponsive can create an impression of secrecy or evasiveness. Organisations need to be accessible and responsive to the media to maintain open lines of communication.
Having a woefully unprepared or inexperienced spokesperson can lead to misrepresentation or miscommunication. A spokesperson should be well-trained, articulate, and capable of conveying the organisation’s message effectively and with humanity.
In the age of social media, ignoring or mishandling online communication can exacerbate negative publicity. Failure to address issues on platforms like Twitter or Facebook can allow misinformation to spread unchecked.
Engaging in conflicts with journalists, whether publicly or behind the scenes, can create a hostile relationship that may lead to biased reporting or negative coverage.
Being overly defensive or dismissive in response to criticism can backfire. It’s essential to address concerns constructively and demonstrate a willingness to address issues rather than deflect blame.
Engaging in lengthy legal battles with the media can draw negative attention and may be perceived as an attempt to suppress information. Legal actions should be carefully considered to avoid further damaging public relations. Defamation suits are famously unsuccessful in Australia.
Engaging in unethical practices or scandals can lead to a severe media backlash. Maintaining high ethical standards is crucial to safeguarding reputation.
Inconsistencies in messaging across different media channels or within an organization can create confusion and erode trust. Consistency in communication is critical to building credibility.
When media relations go wrong, individuals and organizations need to assess the situation, take responsibility for any mistakes, and work to rebuild trust through transparent and effective communication. Seeking professional guidance in handling media relations and crisis communication can be beneficial in navigating challenging situations.
To reboot your 2024 PR plans or get media relations back on track, please email amber@amberdaines.com or book a no-obligation Zoom: https://calendly.com/amberdaines-327/30min
Many realise that purely online conversations are fraught at the best of times. Things can become overblown, unheard, misrepresented, and read or heard differently in the style or tone of words and language used by the writer and receiver alike. It is handy and here to stay, so I am not waxing lyrical that we return to the days of regular town hall meetings or large-scale speaker events for the sake of it (those remain highly impactful and fab, though when done right).
Over the Aussie summer break, I was tuning into lots of holiday mode moments – backyard BBQs with friends, long walks, lazy starts, reading light nonfiction, and a tonne of driving adventures, which means podcast listening for me. The AI world is new to some; not many of our clients have integrated tech such as generative AI into their customer service, sales tools, and internal communications channels for the past ten-plus years.
One podcast that stood out for me was about ethics and AI – that has to be a big topic for 2024.
We know that in PR land, AI has become an “indispensable tool for many PR professionals.” It is not perfect, though.
How we use AI to supercharge content capabilities can be fun and powerful. However, the spotlight on AI has shifted from the tools themselves to the users in the industry. To keep up with technology, agencies and businesses ensure their employees have the right skill sets and are up to speed with the technology. Some experts agree that AI won’t replace people; individuals with AI skills and understanding will replace those without.
This new phase in the PR and communications industry also strongly focuses on the ethical usage of AI tools. Professionals emphasise the potential reputational and regulatory risks stemming from inappropriate AI use. Thus, a deep understanding of using these tools responsibly and ethically is paramount. Expectations include the establishment of legal and regulatory frameworks supporting ethical AI usage.
One tool that is not a PR AI solution but is around human engagement has me intrigued. It surely can never replace the human experience of conversation with context and advice that is always ethical, right?
To those new to its purpose, Replika is an AI-powered chatbot designed to engage in conversation with users, providing emotional support and companionship. Luka developed it, a company focused on conversational AI. Here’s a general overview of how Replika works:
It’s important to note that while Replika can provide a supportive and engaging conversation, it is not a substitute for professional mental health services. If users are dealing with serious mental health issues, they should seek assistance from qualified professionals.
While Replika is designed to provide emotional support and companionship through conversation, specific concerns and potential risks are associated with using AI chatbots like Replika. Users need to be aware of these potential issues:
As PR experts, we must be mindful of what we let into our daily practice. Users must approach AI chatbots like Replika with a balanced perspective, understanding their limitations and recognizing when it’s appropriate to seek human support, especially for significant mental health concerns. Additionally, users should be cautious about sharing sensitive information and be mindful of the potential risks associated with interacting with AI systems.
Let us know what AI tools are in your wheelhouse this year.
The golden era of podcasting is over.
According to my nerdy sources, there were 67,000 new podcasts launched in Q1, 54,000 in Q2, 53,000 in Q3, and 44,000 in Q4. That’s a drop of one-third in 12 months. (So far in 2023, Listen Notes counts 7,026 new podcasts launched; at that pace, Q1 2023 would decline to less than 30,000 — a more than 50% drop year-over-year). There are also some rises in inactive podcasts – shows that have seemed to be in virtual mothballs for months and may never return.
This tells me we have reached “peak podcast.” Or maybe just peak podcast launches! That can be a good thing as the survivors will have more chance to shine.
Podcasting can be a rewarding medium, but the most common gripe among fellow hosts and producers is that their show is not gaining enough long-term audience traction or seeing any financial wins to sustain their podcasting dreams. Several factors contribute to the high rate of podcast failures:
Podcasts that lack a clear focus or target audience often struggle to attract and retain listeners. Successful podcasts often cater to a specific niche or address a particular interest, providing valuable content to a defined audience.
Listeners are generally less forgiving of poor audio quality. A podcast with unclear or inconsistent audio can turn listeners away. Investing in good recording equipment and editing is crucial for a professional-sounding podcast.
Regularity is vital in podcasting. Inconsistent release schedules can result in a loss of audience engagement. Successful podcasts often establish a reliable posting schedule to keep listeners coming back.
Many podcasters underestimate the importance of marketing. Even if you have great content, it won’t matter if people don’t know about it. Successful podcasts often invest time and effort in marketing and promotion.
Some podcasters enter the medium with unrealistic expectations about making money quickly. Monetization usually takes time and requires a significant audience. Focusing on building a solid listener base before expecting financial returns is essential.
Consistently delivering high-quality, engaging content is crucial for retaining and growing an audience. Podcasts that fail to meet listener expectations regarding content quality may struggle to gain traction.
Engaging with listeners and adapting based on feedback is essential. Ignoring or dismissing audience input can result in losing connection with your audience.
Ask people what they like and also what they don’t. Your show is for them.
Creating a successful podcast requires a significant investment of time and effort. Some podcasters may not realise the regular time commitment involved, leading to burnout and the eventual discontinuation of the podcast.
Systemise what you can, too. It will help find guests and line up batch recording days.
Specific podcast genres, like true crime series, business CEO interview podcasts, and health and wellbeing-based interview shows, are highly saturated. New podcasts in these categories may struggle to stand out without a fresh take or novel idea.
Dealing with technical issues related to recording, editing, or hosting can be a significant hurdle. Lack of technical expertise can lead to frustration and may contribute to podcast failure.
To increase the chances of podcast success, it’s crucial for podcasters to plan thoroughly, consistently produce high-quality content, engage with their audience, be patient as they build their listener base over time, and continually refine what we offer.
To tap into my award-winning podcast course and avoid podcaster rookie errors, go to Podcast Course: Idea To Launch in 4 Weeks (mykajabi.com) before 1 January 2024 when the price increases to $USD297.
Change can be hard, as the cliché tells us time and again. You may experience this when attempting to break a bad habit or start a better one. Altering your behaviour or routines often requires additional effort – at least at first. Organisational change – like mergers and acquisitions, restructuring, and adjustments to organizational processes – is no different.
It’s no wonder, then, that many organisational change efforts fail. You’re not only trying to evolve your approaches and habits but convincing others to change their own. This lack of change management skills can make organizational initiatives difficult to execute, so it’s important that managers develop the competencies needed to lead their teams through periods of transformation.
One study by Gartner shows only 34 percent of all change initiatives pursued by businesses end in clear success. On the other hand, 16 percent yield mixed results, which equates to 50 percent of all change initiatives.
Communicating SUPER well is the core of any change management plan – but ever wondered how?
Since organizational change is often difficult to implement, it’s important to consider the management skills required to cultivate success. Effective communication, in particular, plays a vital role in making organizational change possible.
There are two questions you need to address when communicating change:
Both of these pieces are vital. One without the other can jeopardize attempts at truly seamless organisational change. When communicating change, you should focus on increasing motivation and the company’s ability to adapt – and keep adapting.
Here are four tips to help you create a winning change communication strategy.
Share a New Vision
One of the best things you can do when communicating change is share a vision of how the organization can benefit from the transition. Individuals need to know the change is both good for them and the company overall. A way to craft that vision is by answering these questions:
Make answering these questions central to your change communication.
By answering these questions, employees will have a better understanding of why organizational change is imminent, which is critical to success. Clarifying the motivations behind organizational change helps team members reach a mutual understanding, allowing everyone to work toward one shared vision.
A few years ago, all kinds of businesses around the world were coping with challenges brought on by the coronavirus (COVID-19) and a temporarily stalled economy as a result of such uncertainty. To survive this sudden disruption to business as usual, many companies have undergone rapid organizational change initiatives, such as embracing 100% remote work. Firms successfully adapted have been transparent in their efforts and communicated a clear vision for employees to rally around.
Be a Master Storyteller
The vision – where you want to be as an organization – is part of a larger story that involves you and your business. Telling a story enables everyone to envision where the company needs to be, where it currently is and how to transition.
Take the example of Scandinavian Airlines. They needed to make an organizational shift in the early 1980s. The airline industry was struggling. The company was losing money to the tune of $20 million and could not remain as it was.
Through its change efforts, the company met its goal of increasing earnings by $25 million in the first year; Scandinavian Airlines increased them by $80 million. Within a couple of years, it was named the best airline for business travelers by Fortune magazine. Employees were on board with the change, which was making a difference. How did Scandinavian Airlines do it?
All 20,000 of its employees received a short handbook communicating the change, which centered around focusing on a subset of customers – the business flyer – to turn the company around. This was not your typical corporate communication. Titled “Let’s Get in There and Fight,” the booklet included characterizations of airplanes, complete with cartoons and large typeface fonts that highlighted where the company was and the vision for where it wanted to be. It told how “storm clouds” and “bad weather” had struck the business and how it faced challenges in being profitable. It described its competition and how employees could help it stay competitive.
Your strategy may not involve cartoons and large text like Scandinavian Airlines, but communicating the story of your change initiative can have a powerful effect on illuminating your vision.
Returning to the example of the pandemic, you might position your organizational change story much like a heroic tale. Social distancing is an immediate threat to your business, which you must rise to meet as an organization. It won’t be easy, but you have a plan that includes X, Y, and Z. Communicating change in this manner can allay some of the fear and uncertainty your employees may be feeling while simultaneously rallying them around common goals. That is how we manage the process and ensure we stand strong as leaders.
Your People Matter Most
Does your change communication strategy focus on telling the members of your organization what to do and what they need to change? Or does it inspire and enable them to be change agents as well?
Telling a story where the employees were not only part of that change, but could be heroes in the story, provided a rallying cry that allowed them to stand side-by-side as active players in the change initiative.
What can you do to make the individuals in your organization active participants in your change efforts? How can you make them feel that changing with the organization will make them the hero and not the victim? Consider again the organizational change scenario spurred by the coronavirus. You’ve shared your vision for change and told how you intend to reach your goals. By making your employees the heroes of the change story and explaining the specific roles each person plays, you can empower them to exercise agency in helping the organization meet its goals.
Equip those in your organization to become leaders in your change communication. Once you reach a shared vision—one your employees believe is good for the company – it’s your role to show the path that will get them there.
This became increasingly evident at Rakuten, Japan’s largest online retailer. Rakuten CEO Hiroshi Mikitani wanted to change the very language of the organization. Instead of most of his company speaking their native Japanese, he wanted his 7,100 Tokyo employees to transition to conducting business in English.
This change supported the company’s effort to become number one in internet services globally. In two years, Mikitani expected his employees to be proficient in English. With just a few months left in his change initiative, however, surveys found that many employees, especially native Japanese speakers, felt afraid, frustrated, nervous, and even oppressed by the initiative.
The employees of Rakuten were not experiencing the change as something positive for them personally. They may have believed it was good for the company and possibly good for them, but they were challenged and discouraged. If you were in Mikitani’s place, what would you do?
As a leader, you don’t need the change to be good for your employees every step of the way. Some changes will be gruelingly difficult. It will involve scaling steep inclines and, for some, working harder than they have before. What can you do to increase their ability to continue this path?
While the initial change initiative shared by Rakuten was clear, there needed to be additional communication that would help employees chart the path. Rakuten provided funding for language learning programs, communicating to employees that the company was there for them. They would not have to make the change alone. Action, as well as words, were powerful tools.
In the case of shifting to remote work to combat the threats of coronavirus, your employees likely understand it’s essential for the company to survive. They know they have a role in the initiative’s success, and there’s a clear path forward. But that doesn’t change that, for many, it’s an entirely new way of working – and that comes with challenges. In addition to communicating the initial change initiative, it’s important to clarify to your employees that resources are available to help them transition so they don’t feel overwhelmed or paralysed into inaction.
Always Keep Communicating
Communicating change never ends, as many leaders know. Be prepared to communicate not just once but again and again throughout the change process. Restate the vision, retell the story, enable your employees to act as heroes, and chart and re-chart the path when struggles arise. Your organization will be more motivated and equipped to make that change effort with you.
Change is possible. Individuals make real changes every day. Organizations shift gears and become increasingly successful as a result. Your communication strategy can be important in enabling transformation and lasting impact.
Since 2007, our team has helped scores of clients, from banks to beauty giants and tech brands, create impactful and timely internal communications plans in times of change – can we help you? Email amber@amberdaines.com to discuss and arrange a free discovery call.
Having just returned to the office after 12 days in Asia, I had a chance to spend time with family and friends and truly tech off and wind down with no laptop seen by the pool. It was bliss.
However, as most business owners know, clocking off completely is usually not entirely feasible, and we usually have those golden ideas when we are away from our desks! I met a few old colleagues for drinks one night in steamy Singapore, and we pretty quickly started “talking shop” between catching up on the stories of our personal lives and slurps of ramen.
Here are some of the highlights of emerging trends and some ideas on where PR energy shall be spent as we sail into Q4 of 2023. These are worth thinking about in your PR brainstorms and future strategic planning!
Data analytics plays an increasingly crucial role in measuring campaign impact. Tracking audience engagement and proving return on investment. We know that authenticated data-driven insights help showcase trends and prove strategic decision-making more than ever. With AI and machine learning technologies being incorporated into BAU PR activities, this is the way forward: targeted audience segmentation, deeper personalisation of messaging and automated content creation with some added human touches will become even more normalised.
Collaborations with vetted and brand-aligned influencers who have proven capable of capturing niche audiences will play a significant role in future PR strategies by creating authentic connections with target audiences. Henceforth implementing robust influencer engagement strategies and measurement frameworks is important for successful collaborations.
Equally, employee advocacy will become increasingly important as an effective PR strategy. Encouraging employees to be brand ambassadors and empowering them to share their experiences will enhance authenticity and credibility. Employee advocacy has become stable in PR for brands and businesses that want to create rapport with more people and incite sharper engagement internally and externally. With the rise of social media and the increasing importance of authenticity and transparency, organizations must focus more on developing relationships with their employees and encouraging them to advocate for their brands. PR professionals must develop strategies to engage employees and empower them to share their experiences and opinions with their networks.
Corporate Social Responsibility (CSR) and ESG will likely become integral to any business’s values. Communicating it effectively will be crucial for successful business operations. Moreover, customer satisfaction would include transparency, authenticity, and commitment to social/environmental concerns. Values-based storytelling is predicted to become part of most public relations efforts allowing them to align stakeholders’ aspirations and values, ultimately building trust and loyalty.
The key to PR landing is always about tailored messaging, with most campaigns catering toward specific target audience segments would be key thus, leveraging data insights to deliver such tailored messages would be an essential part of the future PR efforts. To enhance engagement and forge stronger connections. PR campaigns will now prioritize customized content and experiences. This will include integrating augmented reality (AR) and virtual reality (VR) to create interactive and immersive experiences that captivate audiences and leave them lasting brand interactions.
The lines between PR and marketing are blurring more than ever with integrated campaigns that leverage your narrative via insightful news and regularly updated storytelling alongside marketing’s data-driven strategies working together cohesively, a vital part of creating consistent customer experiences.
It is crucial for PR professionals to remain agile and adaptable in this ever-shifting media landscape, as shifts occur so frequently nowadays while also keeping pace with changing consumer expectations. By staying informed about emerging trends while embracing innovation within the industry through anticipating future trends, we at AI can drive impactful results for our clients on behalf of our organizations. Mutual understanding is key to building effective communication and fostering valuable relationships.
In recent years, there has been a growing demand for authenticity and transparency in all business areas, including PR. This trend will likely continue, with consumers and stakeholders expecting greater honesty and openness from organizations. PR professionals will need to develop strategies that prioritise authenticity and transparency, such as creating engaging content that tells a compelling brand story while being honest about the organization’s challenges.
Influencer marketing has become a major part of many PR campaigns, and this trend will likely continue. With the rise of social media platforms and the increasing influence of personalities, influencers are becoming more important for brands looking to reach new audiences. PR professionals must develop strategies to build relationships with influencers and leverage their influence to promote their brand.
Organisations can face a crisis anytime in an age of social media and instant communication. In the future, crisis management will become even more important, with organisations needing to be prepared to respond quickly and effectively to any negative publicity or crisis. PR professionals must develop strategies that identify potential crisis situations, monitor social media channels, and develop crisis communication plans that can be activated quickly.
Social media has become essential to many PR campaigns, and this trend will likely continue. As social media platforms continue to grow and evolve, PR professionals must stay current with the latest trends and developments in how they support and execute social media marketing. This will require a greater emphasis on creating engaging content and building relationships. Less clichés and more intelligent knowledge and imagery are key.
From my cocktail lounge conversations with you, the future of public relations will be frantically evolving and challenging with the pace of new tools and innovations expected to transform how we create campaigns.
This span of tools includes the growing use of AI and data analytics to the increasing importance of authenticity and transparency. PR professionals must adapt to these new trends and stay ahead of the curve. By building relationships with media, ambassadors, influencers, clients, and employees, engaging digital content, and developing effective crisis management strategies, PR professionals can drive your organisation better to communicate with clarity and conviction.
Book a free and confidential PR brainstorm call if your PR needs a ramp-up or annual review.
Book some time with Amber here.
Public relations (PR) has changed significantly in the past decade or two since I started my first job in the sector in the mid-2000s.
Media releases are less essential to pitching.
Journalists are more dispersed and freelance-based.
The press conference is all but dead unless you are a sports star.
So what does this mean for your PR, and how can you and your organisation be relevant and newsworthy for all the right reasons?
Strategy first. Execution follows.
Any successful PR campaign has defined its biggest clear goals, knows the rights audience, and chooses success measures that 100% align with those goals. By planning your campaign strategy and defining what a successful campaign looks like upfront, you’ll be in a much better position to achieve your desired results.
We believe that most PR campaigns not rooted in a strategy will fail. The wide berth of what success looks like has to be narrowed, and the right channels for the right audiences will be the best start. Anything else will be scattergun, meaning you don’t get the desired results.
The media landscape is contracting. Decades of media mergers compiled with media companies trying to monetise digital media platforms so we pay for news means the media landscape has become a business first.
At the heart of a media business are sponsors and advertisers – those who can pay for space, either physically in a print version or online in digital display and other kinds of advertising. Media companies must provide stats on readers, shares, likes, and reader demographics to prove worth to these digital advertisers.
The media landscape is getting better at this as metrics start to catch up with reader behaviour, but all this adds up to media needing to run like any other business. Getting more eyeballs on pages from readers and keeping them on their sites to monetise content is the model now. This is hard enough before you even factor in competing with the limits of social media sites like Meta/Facebook.
To lure and secure readers on sites, content has to be timely, interesting, topical, and relevant to them.
Many like to make a big thing about PR versus journalists. But having sat on both sides in my 25-year-long career, it doesn’t have to be this way. Agencies and journalists can work together to meet both sides’ aims. That is the magic. Some ideas are below.
It doesn’t matter how interesting people in your company think your news is; the real question is, will anyone else find it interesting? In other words, ‘who cares?’ It has to be newsworthy and interesting, meaning it has to contain some new and relevant information.
Most media releases fail because they don’t pass that critical ‘who cares?’ test. WHY should the media and readers care about what you have to say? How is it any different from what everyone else is saying?
Don’t send business reporter news to a lifestyle writer, as it’s irrelevant and wastes time. If your news is niche, send it to that niche only. Do not send it far and wide because it won’t work and irritates the journalists. If you haven’t read a publication and demonstrated in your pitch why this release is relevant to this publication, or TV or radio show, skip it. The media are busy and won’t take well to pitches that are not in their wheelhouse.
Define where you are sending pitches in emails or media releases. A focused idea or release to a small, targeted pool is far more effective than a wide spray. It shows you know a journo’s publication and their readership, and you will become an asset to a journalist.
If lucky, you have one sentence or two to catch a journalist’s attention.
Realistically, journalists see hundreds daily, and they are most certainly not reading all the way through these to ‘glean some interesting nugget’ of information at the end.
Say it in the first sentence. It doesn’t matter how much you think your company name is important, don’t put it in the first sentence unless you are a big multinational, billion-dollar corporation.
Your name can wait. What you do can wait.
Lead with your strongest aspect. Save the sales guff for the end. And speaking of the end – rarely is the second page of a media release ever read. One page, please.
Journalists have finely tuned BS radars. If your media release reads in any way to be a sales promotion, you will be kindly asked to take an ad because the idea is probably more marketing than news or features worthy. It is not their job to get you a free promotion for your product or service. It is their job to get and keep readers, so they can get, and keep, advertisers.
Do not send out a media release for the sake of it. Save it for only when you have something newsworthy to say. If you get a reputation for being a timewaster, your releases won’t be read by journalists, even the good ones.
The gatekeeper and the reporter’s interest is piqued if your pitch or media release has passed. Unless it’s trade media, they are highly unlikely to run the media release as is. They will likely want an interview to get extra information to put a unique spin on it for their readership. The last thing a journalist wants is to run something similar to a competitor.
Nothing is more annoying to a journalist than asking for an interview and being told none are available. And there is no quicker way to squash a story. A media release is not enough. Being available for an interview is as important as the media release itself.
Ideally, with some media training behind you, make the story stand out and ensure the media will call you back again.
If you want to refine your PR ideas, we’d love to help. Book a free PR 30-minute discovery.
