On my desk is a calendar from a wire service that distributes press releases and articles to media outlets around the country. There’s nothing extraordinary about the calendar, except for some seemingly confusing notations. For example, 'Valentine’s Day' is printed in the space for January 12, and February 13 lists 'St. Patrick’s Day.'
This is hardly a mistake. In fact, it’s an example of planning. The wire service noted the dates by which it must receive stories or press releases geared for certain holidays so it can get them to the media outlets, which plan holiday-related feature stories ahead of time.
When you work with the media, timing is important. The media thrive on carrying up-to-the-minute news, especially in this age of 24/7 reporting. But a story isn’t breaking every minute of every day (it just seems that way). Giving editors an advance heads-up increases the chance that your story will be on their radar.
For this reason, planning your public relations efforts ahead pays off. Early preparation allows you to be proactive, with plenty of time to push stories you want covered and to respond to adverse developments.
BE PROACTIVE
In October, our firm distributes articles to newspapers and trade magazines around the country about trends to watch in the upcoming new year. Why do we do this so early? By mid-October, monthly magazines are finishing their November issues and working on December. Editors of weekly business publications always want articles about the coming year, especially in late December when generally there’s little news.
EDITORIAL CALENDARS HELP YOU PLAN
Trade publications typically release their editorial calendars for the next year in December and January. A publication’s editorial calendar will tell you what topics it’ll highlight in each issue for the year. Here’s how to benefit from this information:
- Call the publication and ask for the editorial calendar to see where your product or service might fit in, then start to plan.
- Ask the editor in charge of a particular section what kinds of articles they want. Some publications focus on issues, others on individual companies, and still others look for pieces about interesting people in the industry.
- It’s never too early to talk about an idea. Work with an editor on an issue that could involve your company as an expert source.
- Write an article on an industry topic. Often editors look for 'insider information.' Can you say something about your industry or one of its hot topics that may have a broader application?
- Remember, promoting your knowledge — not your product or service — will put you in a better position to be published.
PLANNING A LAUNCH
Companies spend weeks, months, even years developing new products and services. Whether it’s for a corporation’s new consumer product or a law firm’s new practice specialty, a launch requires thought and planning. The introduction is about excitement — getting the public interested in your new offering.
- Think about what you’re introducing. If it’s a product, can you get it to key editors and reporters ahead of time?
- Will it lend itself to television? In most cases, this means visuals, but there are other ways to get on the air. Is there a consumer angle? Most local news outlets have consumer reporters that focus on 'news-you-can-use' or lifestyle issues.
- If your product serves a niche or is specialized in some way, think about inviting editors or reporters who specialize in that topic to a lunch or breakfast. Your people then can explain the product in a more thoughtful, detailed way.
- Too often a CEO believes a press conference is the way to introduce something, but unless what you’re launching has sizzle or mass appeal, you’ll have disappointing results. Television won’t cover anything boring, and if you manage to get a print reporter to attend, they’ll note that much was made over little. Make sure your issue has a real appeal, both in terms of substance and visually.
RESPONDING TO ADVERSE EVENTS
No one can predict the future, but planning for unexpected problems leaves you less vulnerable. Have your plan in place so you have a guide when a problem occurs. A team of top-level managers should develop the plan and meet regularly to review and update it. The plan should:
- Designate a spokesperson.
- List possible scenarios, such as natural disasters and employee-related crimes, and procedures to follow in response. When you devise your procedures, remember that real events can vary widely.
- List managers in each department who’ll know how the event will affect the business.
A quick, truthful response is the best way to deal with a story that could harm your company’s image; stonewalling only prolongs the negative attention. Acknowledging the issue and then rectifying the problem (if there is one) with action and real solutions is the best way to stop a negative story in its tracks and turn it around.
Whether your company wants to place a holiday story or recover from a disaster, you need to plan — and act — in advance.