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There is a tendency on the part of the publicist to shoot for the moon to try to place a story first in the biggest, most massive media. But this overlooks the linear nature of good public relations strategy. A story in the Wall Street Journal is the end of a good PR program, not the beginning. What works best is starting with your core group and then rolling it out. A story on a well-read blog ( Web log to the uninitiated) leads to one in a trade publication, which improves your chances of getting one in a general business magazine. Then you can move on to a consumer publication and ultimately to network television, with a few side trips along the way to radio and newspapers if they make sense.
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If you can win the battle with the core group first, your future success is almost automatically assured.
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What s happening in the PR world is that a group of bloggers and Twitterers are becoming the focus of early PR. This is especially true in the high-tech world of Silicon Valley. The online pundits are useful, as they can add a level of credibility to any start-up. In the old days, companies courted the early adopters who talked up a new product to their friends and neighbors. Today, that crowd can be found online, not talking up your product over the back fence. This group will eventually lead your story into the trade press and, if you re lucky, on to the business press. But beware: great press does not a great success make. A lot of dot-coms never make it because they can t figure out how to make money. Consider Segway, the gyroscopic scooter. Enormous press; little in the way of sales. The reason Where do you go with this product In the street That s dangerous. On sidewalks That s dangerous, too. And then there is the looking silly factor. Nothing looks as goofy as someone riding alone on one of those scooters. Totally uncool.
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If this discussion has motivated you to take a closer look at your public relations program, here are some simple rules that can serve as a starting point. 1. Find out what position you already have in your public s mind. Spend a few dollars for research. Or put on your hat and coat and go out and talk to customers and prospects. And don t forget the most important people of all: the editors of your key publications. 2. Adopt a repositioning strategy that you want to own. Zero in on the specific concept that you want to achieve through public relations and advertising. Make sure this idea is not a general one, like improving your image. And avoid attributes like dynamic, modern, or progressive. These are not about repositioning; they are purely a question of style that public relations can seldom do much about. 3. Convince everyone to concentrate exclusively on this one repositioning approach. This includes your management, your advertising agency, and, of course, everyone in your public relations department. Stick to your one basic strategy, and reinforce it with every press and public penetration.
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4. From time to time, evaluate your PR efforts along with your advertising, merchandising, and overall marketing positions. Public relations is simply one of a number of tools that should all be aiming in the same direction. It is self-defeating when PR pulls in one direction and advertising in another. Remember, readjusting perceptions takes time and patience.
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CHAPTER TEN
REPOSITIONING IS NOT FOR THE MEEK
Someone
has to be in
charge of repositioning. And that type of leadership takes a lot of courage. The role of the CEO is to lead the charge, a point I make in the last chapter of many of my books. Strategy, vision, and mission statements are dependent on the simple premise that you must know where you re going. No one can follow you if you don t know where you re headed. Since repositioning entails a basic change in your marketing strategy, you would assume top management involvement, which often is not the case. General Motors Vice Chairman Bob Lutz summed up the problem brilliantly in a BusinessWeek interview. To spend $200 million on manufacturing, we have to get board approval with top management involved from an early stage. Yet
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