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P.R. Means More than a Press Release

Jenny DavisPublic Relations Defined
We often hear people speak of public relations (PR) and press releases as if they were synonymous. However, PR is not defined by the distribution of press releases. Rather, it is the relationship you build and maintain with your constituents: prospects and customers, competitors, investors, members of the press, industry analysts, resellers, and your employees. These are the people who impact the success of your company positively or negatively, and help define your brand through everyday interaction, discussion, and experience.
Often, companies hope and expect that "word of mouth" will promote their business for them. However, word of mouth is often slow and difficult to control. With an effective PR program, you can communicate with large audiences at once with far more control over the messages associated with your company and its offerings.
Many things go into a well-defined and executed PR program. Elements of a strategic PR program include:
Research
Start by compiling a media list. Research which trade journals and other publications your key audiences turn to for information about issues related to your product or service. As part of the process, you will be evaluating each publication for relevant editorial content, circulation, and frequency of publication. You will also want to identify editors, editorial assistants, and advertising representatives as the key contacts for submitting your communications and obtaining copies of coverage received. Then, review the editorial calendar of each target publication to identify topics most closely related to your business, in order to deliver your message to a readership with a greater interest in your specific area of your industry. Create a master calendar listing key opportunities for all relevant media.
Based on your findings, prioritize the editorial opportunities from the hottest to those that are less relevant, or are targeted to a lower priority or less influential audience. Circulation and distribution information for each publication can help you when considering priorities. It's not just how many people read each magazine, but what percentage of readers are people who can affect your company’s success. It is best to get coverage in a publication with a smaller circulation, if the readership is fully comprised of members of your target audience. You’ll usually get better returns for your time invested by pursuing editorial coverage in more highly targeted publications than those with larger circulations but fewer readers in your target audience.
Deadlines may also be a consideration. Is the publication weekly, monthly or quarterly? The format can often dictate the type of information an editor is interested in as well as the lead-time required to submit content. Weekly publications may have a three to six week required lead-time, while monthly and quarterly publications often require three to six months. To get articles or news stories placed in longer lead-time publications, you need to start working well in advance of the publication date. This is one of the reasons your master calendar of editorial opportunities becomes an important ongoing resource.
Plan/Strategy
As with any project, a PR campaign must have clear business goals whether they are specific to a particular milestone or are ongoing. Common goals for PR include:
  • Launch a product
  • Raise awareness (educate constituents and/or establish credibility in the marketplace)
  • Position the company in a place of leadership in the market
  • Support direct sales and channel sales objectives through timing and relevant topics
Start by developing a key message that supports your brand and communication objective. This is the one thing you want people to remember above all else, and the common thread through all communications with the media. Depending on how diverse your audiences are, you may have a key message for each specific group.
Based on your goals and research, you will want to further refine your prioritization of editorial opportunities. With your editorial calendar in hand, develop a list of potential article and case study topics with story angles aligned to editorial calendar opportunities. Consider linking your message with trends, issues and concerns in your industry that your company can speak to from a position of strength.
Once the editorial targets and communication strategies are identified, assign action items for collecting necessary data for articles and case studies. Determine timelines based on your goals and the editorial opportunities available. Is your news an immediate concern like an industry development that will impact the business practices of your partners and customers? Is there a trade show or other event that you plan to use as the platform for your announcement?
Finally, determine benchmarks for success, for example a certain number of news stories or published articles on the topic in the next quarter or coverage in a specific high priority publication. Don’t ignore less tangible short-term goals that can result in long-term benefits, such as developing new relationships with key editors that may result in commitments to cover your company or company offerings in the future.
When your coverage runs in the media, don’t forget to leverage it to the hilt as a sales tool: put links to it on your web site, pass out reprints, and include references to the coverage in your sales training and customer/prospect communications.
Implementation
The next step is to put your plan in motion. Because PR is a relationship-building process, make sure all press contacts—whether internal employees or agency representatives—are people who are knowledgeable enough to answer at least the basic questions an editor might have. You should treat editors to the same high level of customer service as those who purchase your products or services. It will only enhance your relationship if you can demonstrate a position of strength with knowledgeable staff and/or agency contacts.
Press releases should be viewed not as the main output of a public relations program, but rather as icebreakers to start conversations with editors, initial steps (or next steps) in building relationships.
Typically, an article will be more effective if the writer takes into consideration any feedback from the editor in response to a press release or an abstract, or the publication’s previous coverage on the topic. Based on this, each contact with each editor should be customized and personalized to his or her publication and editorial calendar. Form letters and mass emails are not appropriate when trying to build relationships and confidence in your expertise in the market. Sales jargon and direct product pitches are also not appropriate.
Finally, don't forget to employ other program tie-ins. For example, you may want to time your communication in conjunction with other marketing programs such as advertising and direct mail to increase the salience of your message. You can also use trade shows for the opportunity to meet face-to-face with multiple editors and industry analysts. The goal is to strengthen your relationships with your constituents with every touch, and tailor your strategy and tactics accordingly.