About once a fortnight a plain brown A4 envelope with a white label with my name and address on it drops into my in-tray. Without opening it, I take it out and put it straight into the recycling bin behind my desk.
Over the three years since the envelopes first started arriving I have learned to recognise them and know that they contain photocopied A4 sheets with a mixture of information about, and press coverage of, Gibraltar.
I have written about Gibraltar once, in the summer of 2002, on the day of the Queen’s 50th Jubilee celebrations when covering bank holiday duty which occasionally involves correspondents straying a long way off their beat.
As there is no return address on the brown envelope nor any other information identifying the sender I cannot tell them to stop. So the envelopes arrive, and are thrown out, at no little cost over three years.
And it’s ridiculous. A total waste of time and money.
This might be the worst, and certainly the most persistent, example of ill-used resources in pursuit of the influence of a journalist I have experienced, but it is far from unusual.
Every day the in-trays, inboxes and voicemail systems of myself, FT colleagues and doubtless those of peers elsewhere at national newspapers, trade journals and other magazines groan under the burden of huge and wasteful public relations campaigns that are targeting the wrong journalists with the wrong stories at the wrong time - or at the very least a combination of two of them.
Getting these combinations right every time is impossible, of course, as any number of factors come into play that PR executives could not possibly know without asking - but there is no question that the application of best practice procedures can help connect technology companies and their stories with the right journalists much more often, and there are plenty of executives out there proving that day in, day out.
Defining your best practice starts with an understanding of what a journalist - every journalist - is looking for. And it's very simple: a timely, relevant story that fits into the mould of the publication he or she represents. Even within the relatively narrow confines of business technology publications in the UK that will vary enormously and in fact, even within the Financial Times itself different technology journalists will be looking for different types of stories.
The IT Correspondent would usually have her eye on tomorrow's newspaper and a fairly relentless schedule of diarised stories - earnings releases, trading updates, AGMs etc - as well as running stories such as merger, acquisition and IPO activity, government schemes and regulations. Everything else - features, technology stories - usually plays second fiddle to those requirements.
But even if FT-IT, the newspaper's twice-monthly technology supplement, is bound neither by daily deadlines nor the need to cover corporate financial news, and can therefore cast its net somewhat wider, its commissioning editors are also looking for specific types of stories: those that fit into FT-IT's aim of providing stories that cover either the use of technology in business or the business of technology and that have a global appeal. (Of which, more later)
A reporter at Computing, Guardian Unlimited or Silicon.com, will have his or her own particular agenda.
Some stories obviously fit all - none of those publications are going to turn down an interview with Bill Gates the next time he's in town - but the majority will not. Yet a great many PR campaigns seem to involve firing out messages in every direction. This is counter-productive and damaging - I know plenty of journalists who will refuse to talk to certain executives and sometimes even entire agencies because they have been bombarded with irrelevant material.
TOO MUCH INFORMATION Over the past five years the volume of communications material arriving via a variety of media at the business reporter’s door has simply exploded. On a busy day I estimate that I receive as many as 200 e-mails, take more than 30 phone calls and might expect 10 items through the mail. I do not think this is particularly unusual for somebody in my position.
The vast majority is irrelevant to what I do, but unfortunately sorting the wheat from the chaff can be time-consuming and lead to a ‘delete the lot’ approach to e-mail and a tendency to allow the phone to ring through to voice mail. I’m certain this leads to my missing stories and opportunities with potential, but unfortunately I cannot possibly read, let alone respond, to each. If I did, it is all I would do. The question for most executives therefore, and one that is often asked of journalists is: "How do we get your attention?"
BUILDING RELATIONSHIPS The best designed and conceived press campaign in the world is no match for an executive who can call a reporter whose trust he has and says: “We’ve got something you might be interested in.”
That sort of call passes the first barrier every time. There are many journalists out there who regard the PR industry with a mixture of hostility and suspicion – I have one colleague who views the entire global PR machine as a conspiracy aimed at stopping him from working. But most recognise the enormous mutual benefits to be had from building constructive relationships with those individuals and agencies central to the sectors we cover.
Such relationships allow both parties to understand where the other is coming from, what his or her needs and requirements are, and can help avoid situations where reporters are being pitched unsuitable stories – at unsuitable times. And for that to develop there is really no substitute for face-to-face meeting. In an increasingly busy sector finding the time for these can often be very difficult, but most journalists will find time to sit down and talk with agencies they know are important to them.
What journalists want out of such relationships is relatively simple: access to appropriate information and spokespeople, when they ask for it and secondly trust.
If the first sounds demanding, it is meant to. We all live our professional lives on a timetable that finishes with the next deadline and often involves a great deal of pressure. The sources of information that journalists with daily deadlines often value the most are those who can deliver information almost on demand. This might often simply be the need to check a fact at 5.20pm for a 5.30pm deadline. A well-informed executive who has made it her business to know her client’s business will be able to answer immediately or very quickly – and that will be appreciated.
Over a longer period this might involve delivering certain stories for case studies or interviewees, and here reliability is key. A journalist looking for a case study to illustrate a certain theme is far more likely to take the path of least resistance and turn to a PR executive trusted to find a story and deliver it within the limits set.
As for trust this can only really be built up over a period of time. It is hard work to achieve, but very easily lost, and is based on honesty. So never lie to a journalist – that will kill the relationship for good. If you cannot comment, do not comment. If you don’t know an answer, don’t provide one without checking it first. And don’t promise anything you know you might not be able to deliver.
From the executive’s point of view, of course, there is nothing more frustrating than working hard on a story that you expect to appear only for it not to. There are myriad reasons why this might happen – a late advertisement placed or a late-breaking story that steals the spot or over-commissioning by editors. It’s unlikely to be the writer’s fault – and he’s probably as cross as you are, so check out what happened before tearing a strip off someone.
COMMUNICATION This is really another question of “how do I get your attention?” How do I get my message to stand out amidst all the other stuff?
Obviously if you can establish a strong relationship with a journalist your name should be sufficient to make them take your call or read your e-mail.
Also, find out how a journalist likes to be contacted: e-mail, telephone, even mail. Personally – and this is always a personal preference – I prefer e-mail because on hectic days it allows me to control when I deal with something and how long I spend on it.
It does present problems, however, as the sheer volume of e-mail received means that messages can simply get lost in the forest. But it can always be followed up with a phone call later if the release is deemed of sufficient importance.
An answered phone call gives you the benefit of knowing that your message has been received, but think carefully about who you ring at what time – disturbing journalists on deadline is not a very good idea.
Finally, two of the more unusual stories FT-IT has published lately have been prompted by letters received in the morning post, each of which was at least half handwritten (ie the greeting and sign off were personal).
It may seem strange to say this in the era of instant communication but a letter can often be the most effective form of communication as it is more or less guaranteed to be at least looked at – perhaps because of its relative rarity.
While we laugh in wonder at some of the more outlandish ways in which messages are delivered – on glass slippers or helium-filled balloons – presentation is important. Something that looks like the sender has taken little time and effort over it will likely find its way quickly into recycling bin. Similarly, e-mail is often presented with just four or fives words in the subject line and they must be made to count.
STORIES AND INTERVIEWEES As stated earlier each publication will have its own agenda and own ideas for what makes a good story, although there are two general points that cross over.
1. An element of newsworthiness. Something that happened three months ago, and was written about three months ago will be interesting to few readers and therefore very few journalists. This extends into features and analysis. There has to be a reason for writing a story at a particular time. “Nobody has written about this for a while,” is not a valid reason. So find a peg for your story.
2. Interviewees should be articulate and have something to say. A chief executive is not interesting because s/he is a chief executive but because s/he can add to the debate or coverage around a particular theme. Although it goes without saying that seniority carries its own weight, the ceo or finance director is not always an organisation’s best spokesperson. Find the person who can best articulate the company’s vision or describe why a product is significant. In the technology business, technologists are often passionate advocates, and it seems both strange and unfortunate that they are so rarely asked to speak.
As to specifics, I can only speak as editor of FT-IT and will therefore give an outline of what we are doing and what I am looking for when I commission a story.
The FT-IT published on July 27 will be the last FT-IT. On September 21, 2005 it will be replaced by a new product called FT Digital Business.
The change in name and corresponding change in design, style and content reflects the changes in the industry over the past five or so years. FT-IT was very much a product of the heady days of the late 1990s and 2000 when the IT industry was booming on the back of sales of new, big ticket hardware and software items: ERP systems, CRM, routers, switches, servers and the like. At that time, vendors sold products. They now sell “business solutions”, or the idea that technology is no more than an agent of change and innovation with a particular business. Somehow even the acronym “IT” seems outdated and conjures unhelpful visions of help desks struggling to explain why e-mail has gone down.
Nor does the FT-IT title give us a big enough umbrella under which the full range of topics we write about fit comfortably. Telecommunications, and in particular wireless, gaming and the internet all look a little strange under that banner.
And so we believe Digital Business much better describes what we actually do.
Its focus will have changed somewhat, and falls roughly into two parts: the business of technology and technology for business.
The former is an extension – but not a replication – of the coverage of the industry in the main body of the Financial Times. We will look to add more depth to some of the topics covered therein and in doing so reflect the debates and conversations happening within the technology industry.
DO’S AND DON’TS Get to know your journalist and understand their working rhythms and deadlines. For example, nothing annoys a daily journalist more than a PR executive ringing up at 4pm in the afternoon to offer a story or a meeting for next week.
Make sure your journalist knows the company and who represents it.
Be selective. Not every story is suitable for every publication. Target particular stories only at those journalists likely to be interested in them. Drowning writers in irrelevant press releases or disturbing them with unnecessary phone calls will damage both your reputation and that of your client. Over-familiarity can breed contempt.
No means no. If a journalist tells you that a story is not suitable, by all means ask why and in the first instance, if you believe they misunderstand you or just haven’t quite got it, then argue the toss. But if no remains no, accept it. Never ring back and try again; it almost never works and is absolutely infuriating.
When using e-mail, always attempt to make the best possible use of the subject line. Other than the name of the sender, this will very often be the only line that is read, and if you cannot catch somebody’s attention then the moment may well have passed.
Do not assume that because an email has not been acknowledged or a phone call returned that it has not been received.
Another element crucial to understanding what makes good FT-IT/Digital Business stories is that they are of global significance and interest.
Digital Business will be the only regular section of the Financial Times to be published in all our editions – ie UK, Europe, US and Asia. Stories must therefore be of interest to readers in all those territories.
This has been the most difficult point to drive home to PR executives in the UK, where the FT is still regarded as a UK newspaper. But to emphasise the point, our UK readership is a minority, representing about a third of total circulation, and is not even now our largest single market, that is the US.
So stories about UK companies have to have an angle, which is interesting globally.
The second part of Digital Business will be content that attempts to explain to our core readership, which is to say business leaders, how technology can be used to further their business aims.
The format for this will be similar to the themed section that currently runs in FT-IT – ie a mixture of analysis, interviews and case studies analysing one particular area of interest. (In the launch edition this will be the Open Source movement).
As part of the revamp we will also, for the first time, be introducing a comment page, aggregating the various columnists and comment pieces usually spread throughout the supplement into one place, and a personal technology page, albeit one with a business bent.
Synopses – which typically are written two months in advance of publication and drawn up in consultation with FT technology journalists worldwide - for the six issues of Digital Business appearing in 2005 they will be published in August on FT.com.
CONCLUSION There is no right or wrong way to deal with a business journalist and to get the message of your client across. Each writer and editor will have his or her own methods of working and each of your companies will have their own ways. The key is to be flexible – to approach and handle each writer in a way that he or she is comfortable with.
And the best way to accomplish that is to take time to understand a particular publication and to get to know the journalist properly so that both you and s/he understand what each is looking for.
ABOUT JOHNSON KING Johnson King is a public relations company that specialises in promoting IT and Telecoms B2B companies to an extensive audience of print, online and broadcast media. The company provides a wide range of media and analyst relations services, including strategic planning, campaign implementation and co-ordination, and full press office function. It also operates a speaker programme department.
Johnson King was founded in 1992 and has experienced rapid growth since then. Its clients include Alcatel, Aruba Wireless Networks, Mirapoint and Sophos. Johnson King has offices in the UK, France and Germany and is a founder member of The Global Reach PR Network®. Visit www.johnsonking.com for more information.
The insiders guide to influencing business journalists - To learn more about this author, visit Helen Banyard's Website.
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