ACCT MEDIA MANAGEMENT TRAINING

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ACCT MEDIA MANAGEMENT TRAINING
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• Burson-Marsteller
• Dealing with the
• Media

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• What is
• media relations

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• Your
• managements
• definition
• My_________ on the front page of
• the wall Street Journal Asia

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• What is media relations?
• It is not a press release
• Its not about who you know
• - Not without a good story its not
• Payment for placement isnt media relations
• - Advertising / advertorial / infomercial
• Simply telling the world your good news doesnt
  work
• One size doesnt fit all
• - Match target audience to media outlet

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• What is media relations?
• First priority
• Delivery of a message to a target public by way
  of the media unpaid
• media
• But its also
• Giving the media information or access
• Developing a two-way exchange
• Providing background information and spokespeople
• Offering useful information to develop a story or
  angle
• Building a professional relationship

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• The goal of media relations
• Fair and accurate reporting of your company,
  product, service or issue
• Two-way respect
• - Belief in you as a professional
• - Trust that you respect them and their role
• A valuable resource for information and ideas

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The relationship is often

• YOU THEM

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• What editors want What you want
• News Positive news coverage about
  your company and the industry
• To report story well and in a timely
• fashion Fair and
  balanced reporting on
• Access to background information, stories of
  controversy
• people, trends
• Balanced resources To be
  viewed as a resource
• To beat their competition

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• It should be
• Media are one of the primary and best ways to
  deliver your key
• messages to your target audiences
• The better way is to build and use pro-active
  media relations

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• What does
• pro-active media
• relations mean?

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• What is pro-active media relations?
• Having a professional working relation
• Being available at all times good or bad to
  respond to the media

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• Why be pro-active?
• Others have defined who you are in the past
• News environment allows you to position yourself
  as a responsible
• company
• It shows confidence, that your company is in
  tune with society
• An opportunity to build a trusting relationship
  with journalists
• Being silent carries a negative message in the
  media
• Competitors are silent
• Help ensure your company will be given time and
  space for response in negative stories

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• To be pro-active, you must know
• The overall purpose or objective of your media
  relations campaign
• - What do you want to achieve , specially?
• Which media do you need to build appropriate
  relationships with to
• generate the type of media you want?
• - Not all media reach your key audiences
  prioritize these to gain
• efficiency
• The profile of the key (prioritize) media in your
  country or market
• - What type of news dot they cover?
• - What is their frequency and reach?
• - How they work day to day, In advance?
• - Are they issues commentators? Who among the
  roster of journalists are the specific
  commentators you want to reach?

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• To be pro-active, you need to watch for
• Opportunities or trends
• - News, topics which you can add a positive or
  alternative voice
• - Immediate news openings breaking news or
  ongoing news stories which you could
  interject a point of view
• - New information or unusual perspective
  which can make an old story new
• Issues
• - Forecasting, watching and monitoring for
  potential problems, issues or concerns
• - Having a plan of action prepared in advance
  so you are not caught unaware
• Always focus on the priorities of the reader or
  viewer

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• Understand your role
• As a company
• - For example can you comment on the status of
  the economy? others?
• As an employer
• - For example can you comment on careers,
  knowledge or people? others?
• As a contributor to society
• - For example can you comment on community
  relations? Others?
• Your company can be the human face bringing
  emotional dimension to the news of the day
• To be pro-active, you must also understand what
  new is

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• Examples of
• good and bad
• media relations

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• Questions?
• Comments?

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• what makes
• news?

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• Interest
• Is controversial, provocative would cause people
  to talk about it
• Demonstrates drama, conflict, extremity
• Is unusual, entertaining
• Has human interest
• Arouses emotion
• Has good pictures or video (visual)

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• 2. Consequence
• Educates and informs
• Is important to lifestyle or ability to cope
• Has a moral or social importance
• Is should know material
• Is Topical

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• 3. Timeless
• Material is current, is NEW
• A new angle on people or events
• A new trend, with relevance to many people

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• 4. Proximity
• Local issues, trends or events relevancy
• Local impact of regional or global news
• Direct effect on the media audience

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• 5.Prominence
• Concerns famous or important people
• Concerns famous events
• Has received other media coverage , or is part of
  an ongoing story, issue or event

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• Six types of news stories
• News
• - Today's news
• Service
• - Gives the reader information, such as a how
  to
• Trends
• - Local, National, Regional or International
• Round-Up
• - Doesnt just focus on your company, brings in
  many elements
• Appilication or Test
• - How a new product performs
• Profiles
• - Portrait of an individual

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• What makes a news story?
• Who?
• What?
• Six Elements When?
• Where?
• Why?
• How?

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• Every (good) story has three characteristics
• From a credible source
• - Build your identify as a corporate or topic
  expert
• Confirmed by experts
• - Prepare them and refer to them
• Substantiated by facts
• - People, research

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• Questions?
• Comments?

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• Message
• development

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• The
• communications
• equation
• How communications works

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• The communications equation
  

Change
Deliverer
Message
Mechanism
Receiver
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• Deliverer issues
• Their message is written for themselves, not to
  who is going to hear the messages
• Flawed message delivery
• Received is ill-defined
• - Too large
• - Too small
• - Wrong influencers or media
• Internal pressure
• - Money
• - Time
• - Resource

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• Message issues
• Typically , the message is written from the point
  of view of the deliverer not the receiver
• To the receiver, the message is not
• - Relevant
• - Credible
• - Defensible
• - Differentiating
• - Memorable or lasting

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• Mechanism issues
• Inappropriate use or mis-understanding of the
  different mechanisms,
• among the most common methods
• - Advertising
• - Public Relations
• - Media Relations
• - Direct Marketing
• - Sales Promotion
• - Online Marketing
• Insufficient resources to support the chosen
  methods
• - Money/Budget
• - People
• - Time

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• Receiver issues
• In addition to relevant messages, the receiver
  may be
• - Not interested / apathetic
• - Mis- informed
• - Clueless
• - Antagonistic
• - Already has decided upon an opinion
• In general, their perceptions are already
  established

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• One element cannot be controlled

Change
Deliverer
Message
Mechanism
Receiver
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• Messages

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• Why do you need key message?
• Provides substance communicated by the
  spokesperson
• - Know what you say, not say what you know
• Every spokesperson users the same vocabulary,
  style and tone
• - Ensures consistency to all audiences
• - Ensures consistency among all marketing
  disciplines
• Can be adapted for various communication tools
  speech, preparing QAs, press release, finacial
  or analyst reports, etc.

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• Messages
• A point of view either objective or subjective
  to either inform, add or change the general
  knowledge of a topic
• In other words, what is the goal of the
  deliverer in conveying
• the message to the target audiences? What
  kind of change is
• Expected, needed or wanted

Change
Deliverer
Message
Mechanism
Receiver
Message
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VOICE Managing the Message Cycle

• Messages are created in five basic steps
• V VISION Messages are created as part of a
  business or
• communication plan of action
• O ORGANIZATION Message are based on facts,
  research and
• analysis of the current environment (e.g.,
• audiences current perception, media
  environment?
• I INSTRUCTION Messages are delivered by
  qualified and trained spokespeople
• C COMMUNICATIONS Messages are relayed in a
  compelling communications campaign
• E EVALUATION The success of the message
  delivery helps determine the success of the
  business or communication plan of action

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• by knowing who the target audience is
• Three Groups
• Primary Target Audience
• The group which will help
• achieve the business result
• Secondary Target Audience, or
• Influencers
• A prioritized list of groups which will
• influence the primary audienced toward a
• positive business result
• Media
• Consumer, business, trade, vertical

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and by understanding what they believe now

• Internal Perceptions External
  Influences
• - Personal attitude - Economic
  environment
• - Events - Situational
  environment
• - Issues - Competition
• - History
• - Experience

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• Messages change perceptions
• - What issue is the target
• audience considering?
• - What is the little voice in
• the back of their hands
• telling them?
• - Messages need to
  address that little voice
• if you have any chance
• of being successful in
  changing perceptions

Current Mindset What the target Currently
thinks, feel or does in general but also from a
brand perspective
Also
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• Messages change perceptions

Current Mindset What the target Currently
thinks, feel or does in general but also from a
brand perspective
Desired Mindset What we want the target to think,
feel or do specially in terms of the brand and
the role it can play in their life
Rational And Emotional Messages
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• Messages are both rational and emotional
• Rational reasons are facts facts persuade
• Emotional reasons are feeling (or emotions)
  emotions motivate

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• Key messages should focus
• On factual details, subjective benefits and tap
  into values of individual audiences
• This also suggests who the most
  appropriate spokesperson
  should be
• Credible experts
• for rational messages
• relevant support structure for
  emotional messages

Rational Reasons The tangible specific facts or
actions delivered by credible experts
Emotional Reasons The tangible benefit,
connected to personal values, and endorsed by
relevant support structure
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• All messages should be
• Compelling (encourages action)
• Differentiating (yours alone)
• Relevant (is important to the audiences)
• Credible (is believable by tha audiences)
• Defensible (from competition)
• And possibly, sustainable (usually corporate
• or brand messages)

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• Messages convey facts and feelings
• __
• __

Rational Reasons The tangible, specific facts
or Actions delivered by credible experts
Key Message
core message
core message
core message
core message
Emotional Reasons The subjective benefit,
connected to personal values, and endorsed by
relevant support structure
Evidence, Proof of support
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• The organization of the message house

Key Message
Core Message
Core Message
Core Message
Evidence, Proof of Support
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• The key message
• Also known as the umbrella statement
• The most important message that you want
  the
• primary target audience (perhaps
  others) to remember
• Even after theyve forgotten
  everything
• Must contain rational and emotional
  messages
• - These type of messages also suggest who is
  the most
• appropriate spokesperson

Key Message
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• Core messages
• 3 or 4 supporting message that substantiate
  the
• overall message never less / never more
• Provides body to our communications

Key Message
Core Message
Core Message
Core Message
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• Evidence, proof or support
• What we may need to add depth to the
  supporting
• messages
• The who, when and how
• Scientific data, personal experience or
  anecdotal evidence

Key message
Core Message
Core Message
Core Message
Core Message
Evidence, Proof or Support
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• Various a brand message house

Brand Proposition
The Market Need and Context
What is It?
Core Message
Evidence, Proof or Support
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• Various an issues message house

Brand Proposition
Define (or Redefine) the issue
What is being Done to Prevent it?
What is It?
Evidence, Proof or Support
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• Various a crisis message house

Brand Proposition
Concern Emphatize And show sympathy
Action What is being done?
Perspective Put it Into context
Evidence, Proof or Support
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• Always remember
• Keep the business result and communications,
  objective(s) in mind
• Messages are written for the target audiences
  ear not for the clients
• What does the target audience believe, feet or
  know NOW?
• What questions does the target audience have?
• - What does the little voice in the back
  of their heads tell them?
• In what context are you speaking to them?

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• Coffee break

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• Delivering
• Effective
• messages

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• Know the journalists objective
• What do they want from the interview?
• Who is the journalists? What have they written
  in the past?
• What is their deadlines?
• What topic specially do they want to focus on?
• Who else have they spoken to? What did they say?
• Buy time if you need it
• Once you commit, always prepare

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• 2. Know your objective
• What do you want to accomplish
• What headlines do you want?
• Anticipate all types of questions
• - What are the basic questions?
• - What are the nightmare questions?
• - Ask yourself what could go wrong? Then, in
  advance, think about
• what you would do or how you would handle
  yourself

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• 3. Every answer is a message
• Be clear
• Be simple
• Be consistent
• Focus on only 3-4 messages
• Remember PREP
• - Point
• - Reason
• - Example
• - Point

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• 4. Use bridging and flagging
• Bridge from answer to answer
• - Yes, and in addition to that
• - No, thats not right. Let me explain...
• - I dont know about that, but I do know about
  this
• - Thats how we used to do it, and heres how
  we do it now
• Flag important concepts and information
• - The most important point to remember is
• - After all weve said today, we should
  remember these three things
• - Let me leave you with one point

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• 5. Turn negatives into positives
• Be in a position to respond to every question
  with a positive answer
• Dont repeat negative language

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• 6. Be a credible but approachable-expert
• Avoid professional jargon instead, use
  everyday language
• Explain yourself simply
• If you dont know an answer, say so
• Use stories and anecdotes to make your point

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• 7. Show you mean what you say
• Look at the interviewer directly (never the
  camera)
• Watch your posture and body language
• - Be open (no arms crossed over chest)
• - Dont fidget
• - Do not use a swivel chair
• Make your voice authoritative without being
  domineering
• Where clothing which underscores your authority

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• 8. Keep your emotions in check
• Just because the journalist is (___________), you
  remain calm and
• poised
• Dont be lulled into a false sense of security
• Remain calm and poised
• Dont be afraid of silence (dead air)
• Never lie

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• 9. Never speak off the record
• Do not say anything you do NOT want to see in
  print
• There is no one definition of off the record

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• 10. Rehearse, rehearse, rehearse
• Practice makes you less nervous
• Practice makes you more confident
• Practice allows you to make mistakes and correct
  yourself before the interview
• Practice allows you to hear you answers before
  you say them in
• an interview
• Find someone to acts as the interview

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• Discussion

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• Role play 1
• and critique

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• Lunch break

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• Role play 2
• and critique

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• Discussion

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• Coffee break

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• A simplified
• Media training
• deck

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• Agenda
• Introduction
• Message
• Media interview techniques
• Role play 1
• Critique role-play 1
• Role-play 2 3

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• Message strategy
• And development

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• The media interview
• Media Strategy
• Facts x x x x
  x x
• Figures x x x x
  x x
• Examples

Story
Key Message 1
Key Message 2
Key Message 3
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• The media interview
• Media Interview
• techniques

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• The media interview
• Preparation

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• Meeting the media
• Dont forget your objective

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• Two Cs
• Content Control
• Key to success

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• Know your story
• What headlines do
• you want

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• Anticipate types of question
• Ask for subject areas
• Basic Qs
• Nightmare Qs

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• During the
• interview

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• Include a key message
• At least one in each
• answer

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• Bridge
• Return to your key
• messages

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• Tough questions
• Turn negative into
• positives

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• If you cant turn it to a positive
• Broaden the negative to
• Include others

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• Use PREP
• Examples, fact and figures

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• Use flagging and listing
• Emphasize important points

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• If you dont know the answer
• Say so
• Offer key messages

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• Casual Talk
• Never speak
• Off-the record

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• Take control
• Youre in the drivers seat

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• Unsure?
• Always tell the truth

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• Industry speak
• Avoid professional
• jargon

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• Show you mean what you say
• Body language
• And voice

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• Forget the camera
• Maintain
• Eye contact

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• Silence is golden
• Dont be tempted
• to fill dead air

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• Always a challenge
• Rehearse, rehearse
• rehearse

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• Questions?
• Comments

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• How to give
• critique

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• Media training
• Tips On Giving
• Feedback and Critique
• 5 Bs

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• Media training
• Be specific
• Be constructive
• Begin with the positives

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• Media training
• Be ready to demonstrate a better answer
• Be encouraging

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• Media training
• What to Critique

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• Media training
• Substance-wise
• Have they bridged to a key message?
• How many key messages have they delivered during
  the interview
• They shouldnt mention/comment on/criticize their
  competitors

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• Media training
• Watch out for, figures which can or cannot be
  disclosed
• They shouldnt use or repeat negative language in
  their answers
• Have used effective facts ,figures and examples
  to strengthen their
• messages?

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• Media training
• Style-wise
• Warm and friendly? Aloof? Intimidating?
• Tone condescending? Carling? Authoritative?
• Look out for defensive body language
• During a press conference do they work as a team?

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• Media training
• Eye contact,shifty eyes
• Sit but dont slouch
• Avoid clothes with close stripes
• On-camera tips

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• Media training
• Stay away from critiquing
• Accent/language ability
• Avoid criticizing the corporate communications
  personnel

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• Media training
• Be Confident!
• Be authoritative!

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• Discussion