Every step in the media relations process is critical to achieve the desired result – high impact editorial coverage that is accurate, timely and in-strategy. 

 
There are no short cuts.  You have to read the publication and its Web site, know the journalists and their coverage area, understand the market trends, and craft a compelling, timely pitch.

 
However, it’s at the point of interview that a media campaign either comes together, or falls flat.  This is the time when the executive being interviewed must convince the journalist that their readers will find value in an article which follows a specific editorial path or includes a specific quote.  Quality journalists need lots of convincing.

 
Developing power statements about a company and its products is a proven tactic to ensure time spent with a journalist leads to a measurable result.  A few years back I met with a company that designs and manufactures state-of-the-art proprietary hardware solutions (DC to 40 GHz) to facilitate broadband RF signal management for complex cable networks. 

 
What was their power statement?  As it turns out, if you’re watching cable television in North America the signal is directed by this company’s product.

 
A second approach to effectively own the point of interview is to deliver an assessment of a market situation in a creative and unexpected way. 

 
Rick Wesson of computer security consulting shop Support Intelligence recently scored an interview with the New York Times (http://tinyurl.com/by6wfn) about a new worm called Conficker.  His characterization of the worm’s potential impact was masterful:

 
“If you’re looking for a digital Pearl Harbor, we now have the Japanese ships steaming toward us on the horizon.”

 
Garnering meaningful coverage from journalists, analysts, bloggers and other influencers comes down to how a company delivers at the point of interview. 

Marc Hausman is president/CEO of Strategic Communications Group, a public relations consultancy based in Silver Spring, MD.  Read more at http://www.strategicguy.blogspot.com.

Public relations professionals live in a professional box.  Our work and contributions are certainly valuable as the awareness and third-party credibility we deliver creates an environment in which a company can more successfully execute its growth strategy.  Yet, the return on investment of a PR spend is inherently difficult to measure. 

This is why in difficult economic times there is an across the board cut in public relations budgets, as well as other hard-to-measure marketing tactics such as advertising and brand promotion. 

A number of respected communications consultants have argued (http://www.pr-squared.com/2008/10/cut_the_pr_agency_are_you_sure.html) companies that invest in marketing promotion during a downturn will increase brand awareness at a lower cost, while typically realizing an uptick in sales when the market begins to grow.  Yet, this contention falls flat because corporate leadership is evaluated on measurable benchmarks today (i.e. sales and profitability), not some fuzzy hope for the future.

Into this environment arrives social media as a channel to reach prospects, partners, investors, employees and market influencers in a more measurable, targeted fashion.  The business case for a company to fund an investment in social media is clear and compelling:

-produces leads from prospects who have self-identified

-supports sales cycle and cross-sell activities

-enhances search engine optimization (SEO)

-increases the success of co-marketing and partner programs

-improves customer relationships

-delivers awareness and market positioning

Public relations execs are the most qualified to deliver on the promise of social media for an organization because we excel at developing content that engages, educates and entertains (http://strategicguy.blogspot.com/2008/04/spielberg-lonelygirl15-and-entertaining.html).  You’d think PR folks would enthusiastically wave the social media flag pointing to its comprehensive and measurable ROI.

That’s not the case though.  In fact, there are a number of social media consultants who fall back to a murky, difficult to measure value proposition.  No…no…social media is not for sales activities, they argue.  It’s strictly designed for community and conversation, and any company that employs social media for promotional purposes simply doesn’t get “it.”

Great, I’ll see you on the unemployment line.  What I really want to know is when did “sell” become a four-letter word?

We view things differently at Strategic Communications Group (Strategic).  We understand that commerce occurs when a person makes a buy decision.  It’s a customer signing a contract.  An investor acquiring stock.  Or an employee agreeing to come aboard.  And our role as PR/social media consultants is to help our clients move their business forward more quickly and in a measurable way.

So, the next time you plan a social media initiative don’t shy from tying the campaign to measurable lead generation and sales goals.  You’ll get funding for your program and deliver an ROI that helps your company grow its business while enhancing your own value to the organization.

Marc Hausman is president/CEO of Strategic Communications Group, a public relations consultancy based in Silver Spring, MD.  Read more at: http://www.strategicguy.blogspot.com.

There is such a drumbeat of speculation about the health of Apple’s CEO you’d think someone will soon launch a “Sickly Steve Jobs” blog to organize the rumors in one place.

 
Let’s see…Steve recently had a heart attack or, according to reports this morning, it’s a hormone imbalance that has led to significant weight loss.  Have no fear, blogger extraordinaire Robert Scoble got word from a reliable source (http://tinyurl.com/7jcnjg) that Jobs’ health is just fine.

 
This would be laughable if it weren’t for the hit Apple’s stock takes nearly every time a rumor about Jobs’ fragile well being spreads from blog to blog to the business press.  I suspect there is little chuckling among the institutional and retail investors who see the value of their shares torpedoed by speculation and rumor mongering.

 
Apple’s failure to publicly address the health of its CEO has me thinking about the responsibility a company has to its shareholders to put an end to such speculation.  Like most organizations, Apple’s policy is to simply decline to comment.  Unfortunately, their silence creates a vacuum that is quickly filled by the shrill of rumors from the blogosphere.

 
Yes…Apple does need to more clearly address this situation as it’s damaging their business prospects and the valuation of the company.  Here is my take on a possible course of action:

 
1.  Develop a message platform that balances the interests of shareholders with Jobs’ desire for privacy.  If he is sick, it should be acknowledged in greater detail than some vague reference to hormones being out of whack.  Equally important, the company’s plan to maintain continuity of management regardless of Job’s current well being should be presented.

 
2.  Create a micro-site for the distribution of information directly from Apple.  Rather than “no comment,” refer journalists, bloggers, shareholders, etc. to this site for accurate information.  Even better, incorporate comment functionality into the site so Apple representatives can address questions, when appropriate.

 
3.  Select a handful of respected journalists and bloggers for a sit-down with Jobs and other members of the management team.  Give them full access, yet set ground rules about topics and issues that Jobs will address.

 
4.  Monitor the media and blogosphere for inaccuracies, and move rapidly to correct any misinformation.

 
Marc Hausman is president/CEO of Strategic Communications Group, a public relations consultancy based in Silver Spring, Maryland.  Read more at http://www.strategicguy.blogspot.com.