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Your media relations should have a strategic purpose
By Kim Harrison,
Consultant, Author and Principal of www.cuttingedgepr.com
Media relations is the term for activities that involve liaising directly with the people responsible for producing the news and features in the mass media. The goal of media relations is to maximize positive coverage in the mass media without paying for it directly through advertising.
The challenges of liaising with the media are in knowing what the media want, and in helping them to present images, ideas and information accurately and fairly. The news media can't be controlled - they have the ultimate control over whether the news angle you put to them is of interest to them, and in turn, to their audience.
The two main advantages of news coverage over advertising are:
The media are fundamentally in the business of sales. They sell their audiences to their advertisers and program sponsors as potential buyers of their products and services.
Newspapers package the news into the blank spaces that are left after the advertisements have been placed. They want the news material you supply them to be sufficiently interesting to help them increase their circulation. They stand to gain financially from the price paid by the people who buy their newspaper as well as from the advertisers who have bought space.
Television, radio and the Internet-based media use news as a drawcard to attract a bigger audience. In turn, this makes them more attractive to potential advertisers and program sponsors than alternatives.
Obtaining news media coverage is not easy. There is a lot of competition for the media’s limited space and air time. Therefore, your media relations role is to make the task of covering your issues and your organization as easy and attractive for the media as possible. It is a percentage game: you do the things to maximize the possibility of creating news interest in your issue or organization.
The aim of publicity is to make something or somebody known through the media. Publicity is a strong but not overwhelming influence – it doesn’t sell products, raise funds or win elections. But it can convey ideas and information that can shade people’s interpretation of what they see, read or hear – and therefore it can influence opinions.
More often, publicity can set an agenda of issues for discussion rather than change attitudes or behaviorbecause people don’t change easily from their existing attitudes and behavior.
Positive publicity, through the implied third-party endorsement of the journalist or a quoted source, can strengthen the credibility of your organization. The credibility-building role of publicity helps your organization to strengthen its customer and employee relationships.
In an era of increased accountability, more managers are beginning to understand the interrelationship between effective media relations, good corporate reputation and sales performance. They recognize that good media relations activity can get your target audience to accurately perceive your organization’s policy or performance.
Media activity should be part of a larger business plan, with every communication directed at a specific audience. This, of course, requires a clear understanding of your organization’s mission, including its sales and marketing objectives. The following factors also shape the media relations function:
Best practice guidelinesToo often, communicators try to create good news coverage for the sake of creating good news coverage without any real thought about the strategic potential of the news coverage. Instead, best-practice media relations activity involves a clear, strategic link to your organizational mission and goals. Key elements of strategically based media relations are:
Selective engagement is a communication strategy advocated by US consultant, Jim Lukaszewski, which basically involves engaging on your own terms – you choose when and with whom you communicate. It applies mostly to media, either directly or indirectly, and particularly in crises.
Selective engagement means you don’t necessarily respond every time your organization’s name is raised in the media or in other forums or when a journalist contacts you. Many media officers try to excel at their job by obligingly responding as fast as possible to media contact or by hastening to respond to comments in the media by others about their organization.However, it is more valuable to think strategically about whether to respond, and if so, when the best time may be to respond. Selective engagement can be far more effective than knee-jerk responses:
About the Author
Kim Harrison is a recognized authority in the public relations field. His website, www.cuttingedgepr.com, provides a wealth of informative articles and resources on public relations techniques and management.
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