Looked at from a purely objective basis, media (press) coverage remains one of the most effective tools in a marketers toolbox for creating awareness. But despite its importance, it is perversely an aspect of the business where the marketer has the least direct control. The combination of critical importance, and yet lack of control, has led some marketers to pour considerable effort and money into attempting to influence or manipulate the media. And while some indirect tactics can yield results, nothing beats this fundamental strategy: have something interesting to say.
The apparent simplicity of the preceding statement does not adequately convey how hard this is to do correctly. To effectively support the needs of the business, an “interesting” statement needs to be more than “sensational” or “controversial”. Sensational or controversial statements often have a high chance of being reported, but they alone will not help your key message hit home. Engagement with the media that does not progress the key marketing objectives of the organization is a wasted opportunity.
In my opinion, “interesting” needs to be grounded in the following aspects:
Often a single good message is much more effective than several. Here the approach has to be tailored to the medium. In writing (e.g. a press release), it helps to structure the content hierarchically, so the the main point is made upfront, and the following material supports it. In conversation, however, more flexibility is required to test a few points until one really resonates.
In my career as a marketer, I can point to many examples where following these basic guidelines has paid off big time. My initial success, albeit perhaps the smallest, was related to my first commercial success as a software developer, while I was still in high school in the mid-80s. Ostensibly a “local whiz kid makes good story”, it was nonetheless conveying some key messages around my novel approach to school library content management. At FileNet in the mid-90s, I made it into the UK’s Financial Times on the topic of business process re-engineering and automation. But it was at Adobe, supported by their very capable press and analyst relations team (plus some excellent media training) where I was most able to stretch my wings. Perhaps the best example was the multi-page spread on a key Adobe FrameMaker launch that I led, which was covered in the San Jose Mercury News and several of its syndicated partners.
Most recently, I have found approaching the media engagement as a coach or industry expert works the best. For example, helping to differentiate two different but superficially similar types of software for LIDAR News helped set the stage for a partnership Geomagic was pursuing, without disclosing the details too soon.
In summary, my point is simple. Treat media relations with the respect it deserves. Which is best done not just from a superficial or manipulative perspective, but by targeting the fundamental core of their purpose: having something interesting to say (which also effectively progresses the key marketing objectives).