More Power to the Press Release, or Not?

The press release is to public relations what cows are to hamburgers. The press release takes raw information and grinds it up (re-formulated sounds nicer) to share a story that has news value to readers of the media.

News releases follow a specific style and approach that editors and reporters expect. They tell a story with facts and quotes, and avoid exaggeration, clichés and corporate baloney. The press release is the ever-loyal, ever-useful news-sharing tool. It is a Deity in PR.

But the world is a’changin. So what is the news release in today’s world? Increasingly, they are more concise and have an uber-immediacy to them.

So is the press release an ol’ tired dog? I think not. It’s adapting and still alerting the media. But there are other ways—better ways—to share your story, even when it’s not hard-breaking news. One source says Business Wire and PR Newswire send out 1,000 news releases every day. PRWeb? It shows 300 per day, according to the source. Essentially you’re in a knife fight for a reporter’s attention.

Share Your Story in Other Ways

The Story Idea. So what exactly is the story and “news,” and will it pass muster with a reporter or editor? That’s where PR practitioners must do the tough work and talk tough with clients. For example, is it news when a company receives an award? Should a news release be written and distributed to media? Probably not, unless it’s the Nobel or Baldridge Award. What can make this award a relevant and compelling story? Can a story be formulated that broadens the story into a trend, with the award a sub-fact that serves to qualify your client as an innovator? Is there a story direction that delivers valuable insights about how a company–or companies–demonstrate quantifiable excellence and innovation?

The Story Idea–a written and/or verbal pitch–is the PR professional’s primary skill (quality writing and a “news nose.”)  We build the story with key players and potential trends, then back them up with interesting elements and/or hard data. The story will be best with multiple story sources, such as your client, an industry expert and at least one other (a customer).  A solid pitch in writing or in a call with a reporter is often worth more than 100 news releases.

The Bylined Article. The monthly issue of Banana Growers Today magazine is published. Go to page 12 to see Abe Gorilla’s photo next to a headline and page header named “Opinion.” Abe is your client. He’s a banana grower and he’s addressing the issue of “Green & Yellow Bananas: Too Ripe for Consumers?” You placed the story, wrote it for Abe, had him review and tweak, then you submitted it to the publication. They like it. And now it’s published. Now Abe can use that story to promote the company to prospects, customers, even employees. The bylined article turns company executives into subject-matter experts.

The Editorial Calendar. Why write a press release that may get marginal coverage (or none at all), depending on news value, media deadlines, breaking news and more? An alternative approach that often yields results is to identify the most relevant publications read by a client’s target market, then review each publication’s editorial calendar, a document that tells exactly what subjects are being covered by a publication. They are usually listed by month or issue date.  This generally gives the client a bigger presence and a stronger story.

Blog Posting and Bloggers. Reaching out to bloggers isn’t secndary anymore. They are as influential–even more so–than traditional media. Whether they are “citizen journalists” with expertise, or personalities from newspapers or analyst firms, they can draw interest to your client’s expertise, insights and announcements. In addition, make sure the client is using social media effectively as well. They can propagate their presence among prospects, customers, employees and suppliers by reaching out to them online.

Customer Braggarts. What’s better than someone tooting your horn? It’s sure more tasty for a reporter to hear how great you are from external sources than hearing you or your paid PR person to brag about you. Get customers involved in your PR efforts. Write case studies. Even consider writing a news release, story pitch or other means that come directly from them to the media. You do the work. They get the glory. And so does your client.

So, is the press release still the Lord of the Corporate World? Just how potent or impotent is it today? Our opinion: It’s overused and often a waste of money and resources. But dead? Not so much.

—The PRactical PR Guy

The PR Agency: Results or Ring-Around-The-Rosy? Part 2

In our last post, we began with, ” So how do you know if your agency is working hard, or just playing ring-around-the-rosy with your money and company?” We talked starting with realistic expectations, then pursuing the agency that’s right for you.

So to continue, here’s the bottom line:

• The number of press clippings don’t matter. Blasphemy, I know. But, would you rather have four news clips in one month, or one big story in a  publication that matters to your customers and prospects? A miniscule mention in the Wall Street Journal (every clients wants to be in the WSJ, whether they have a story or not) is less valuable than Cattle Hide News if you and your prospects focus on beef and hide manufacturing. So, did the agency fail because they didn’t meet the “number of clips standard,” or succeed because Cattle Hide News is the exact target of your business? This is practical PR in progress.

When it comes to PR, here are the practical realities:

• Expectations. I know, we keep talking about this, but it’s critical at the very beginning of a client-agency relationship. When I meet with a client, this is where we start. First, I listen to their PR perceptions and expectations. Then I explain mine and what’s involved in the PR gig. Quality client-agency communications requires an open-door policy that allows candid conversations that can be refreshing, and sometimes difficult. Bottom line, it keeps everyone accountable, intentional and focused. Transparency eliminates friction, confusion and ignorance.

• The Control Factor. An uninformed client–usually a field sales representative that works with the client, calls the PR agency:

“Hey Bob (agency supervisor), we have three sales guys who received Top Salesman Awards at our meeting in Hawaii.
If you could place the story on the inside page 2 of the business section, that’d be great. Oh, we’ve got a great photo too.
Could you get that in this week? Thanks man.”

In this case, we remain calm, get back to the client, provide some education and possibly refer the client to the publication’s advertisement department. As PR professionals, we have absolutely no control of media and a publication’s story decisions, or when and where it will be published. We do the best job possible and remain engaged with the media. The reality is that some months reap rivers of life; others yield times when we feel we’re wandering through the wilderness for 40 years … without Moses. Recommendation: Be patient, know your agency is really working newsworthy story ideas, and recognize that some days are diamonds and some days are dirt.

• Spin, Sin and Doing It Right. High-integrity PR professionals don’t spin or sin  just to get a story placed. We avoid lies and exaggeration. In fact, we abide by codes of ethics from The Council of PR Firms, PRSA and/or IABC. We also counsel clients to focus on quality of news, not quantity of news releases. Quantity results in irrelevant information, not news. Long term, this quality news approach makes the client and agency look a lot smarter to editors and reporters. One alternative news strategy is to identify press-worthy news releases that you actually distribute to media, with others being written but posted only  to your website’s newsroom and being only sent to employees, suppliers, customers and prospects.

—The PRactical PR Guy, Dallas

A PR Agency Trail of Shame: “Inherent Value”

Is it a bumble bee, bell or some squelch from the cosmos that I keep hearing? It’s been constant for more than 25 years. And it’s driving me crazy.

I keep hearing this mantra in the public relations profession about the “inherent value” of PR. It’s a bullshit justification for charging ungodly rates to unknowing clients. There are agencies charging three, four and five times the amount they should be billing, based on their billable hours and results. Clients, especially large companies that don’t keep an eye on their AOR (agency of record) are getting plucked for a pretty penny.

And it hacks me off. I’ve worked at places where I’d argue this point, scope a project or program based on the work to be performed, the team members, profit margins and the like. I derive a number that is reasonable, fair and profitable. Then an agency principal or president – or managing director – requires an upcharge. In some cases, the upcharge is double the scoped estimate. It’s based on adding an “inherent value” quotient. Baloney. It’s about taking advantage of your client.

The other trick is to upcharge, overcharge and overpromise. The big guns at the agency dress up, sing and dance, and woo the prospect with all types of sex and sizzle. One the contract is signed and the work begins, sizzle becomes like steam from a pan—it slowly dissipates. And now a junior team takes on the task of account management, media relations and more. And making matters worse, the agency sends a client a second invoice—about 10 pages of line-item expenses: copies, faxes, phone logs, color copies, postage, office supplies, etc.

Painting a Dire Picture

It’s not a pretty picture. It’s so negative. But so real. I’m glad to say I’ve worked at some places where this game isn’t played. I’ve worked with PR masters, bosses and colleagues who share my disdain for such practices and worked their butts off to demonstrate integrity, value, effectiveness, client service, strong media relationships and more. These men and women are the mentors, leaders, teachers and employers that deserve success.

It’s no surprise that leadership is the key to a good agency or company. An agency owner or executive that doesn’t lead fails the team and the client. Example, let’s talk about The Billables-Type Agency. Revenue growth is its sole purpose. Churn doesn’t matter, employee retention doesn’t matter. There’s one agency where account leaders had to create financial forecasts every week, with the expectation that they would increase billings. Every week. It was an exercise of futility and fiction—a time-waster and fear-driver that resulted in account teams “selling” to clients instead of serving them. Interestingly, the “leaders” never asked about client satisfaction, strategies or success. Just dollars and sense.

The flip side is the Customer Agency. It’s a simple, straightforward “roll up your sleeves” approach to PR. You scope a project or program, and work within that framework. And bill accordingly. When scope begins to creep, you connect with your client and work out the issues. Most clients are reasonable this way. And most of all, they love when you do three things:

• Start with expectations. Spell out the program, the expected results and what they should see from you and your team. Then spell out what you expect from them. Quality PR is a two-way street.
• Be honest. Don’t play games, point fingers or blame others. Take the accolades when you do good but take the hit if you screw up.
• Be thinking “Extra.” Giving away “extras” builds rapport and loyalty. Something as simple as sending an article of interest to a client is well worth the time – even when the article isn’t about business. I have one client where we exchange dachshund details, pics and stories.

So let’s put away the nonsense of “inherent value.” Let’s be genuine, work hard and make a good living. Honestly.  The result will be a workplace that’s not “barely bearable” but enjoyable. And for clients, it’ll mean a PR agency relationship that is positive, personal and profitable.

Now these are inherently valuable, don’t you think?