National Chamber Image Campaign - ACCE | ACCE · 2016-05-27 · Dear Chamber Executive: Thank you...

public relations

National Chamber Image Campaign

Introduction Letter from the President .............................................................................................1

ACCE National Chamber Image PR Campaign Tools .........................................................................2

The Role of PR in Achieving Messaging and Promotional Objectives ...................................................3

Key Campaign Messages and Worksheets .......................................................................................7

Communications Strategy ............................................................................................................13

Creating a Public Relations Plan ...................................................................................................16

The Role of Media in Public Relations ...........................................................................................20

Media Training Your Executives and Board ....................................................................................20

Tips for Handling Media Interviews ..............................................................................................23

Developing and Maintaining Good Media Relationships ..................................................................27

Developing a News Peg or Angle ..................................................................................................29

Letter to the Editor or Op-Ed ........................................................................................................33

Media Channels .........................................................................................................................34

Public Service Announcements ....................................................................................................38

Meeting the Needs of Broadcast Journalists ...................................................................................40

Live Appearance Checklist ...........................................................................................................43

Protecting Yourself and the Chamber ............................................................................................47

Handling Communications Crises .................................................................................................50

Special Events ...........................................................................................................................55

Measurement and Evaluation ......................................................................................................58

National Image Campaign Committee Members .............................................................................60

Appendix A: Sample PR Kit .........................................................................................................61

Appendix B: FAQs About the Campaign ........................................................................................71

Terms and Conditions of Use .......................................................................................................74

Dear Chamber Executive:

Thank you for your tremendous response to our National Chamber Image Campaign. We know you

are faced with stiff competition for membership and sponsorship dollars. Your support of this brand im-

age campaign is integral to overcoming the challenges and preserving, if not expanding, the vital

role chambers will play in our future.

As you know, the American Chamber of Commerce Executives (ACCE) partnered with the Quixote

Group, a strategic market research, marketing and PR firm, to develop the National Chamber Image

Campaign for member use. The Campaign includes this Public Relations Toolkit, along with an

Advertising Toolkit and a Message Infusion Toolkit made available earlier in 2006. These may be

accessed through our ACCE Web site at www.acce.org/image.

The Public Relations (PR) Toolkit will help you build your chamber’s brand identity and awareness

by delivering credible, persuasive and image-building communications that leverage your strengths,

differentiate your chamber, deliver your value proposition, and build your position among members

and in the greater community. It is designed to take the chamber’s key brand messages to new levels

of outreach and effectiveness using readily available resources and non-paid communications.

You may be wondering about the difference between PR and advertising. We’ve thought of that too.

Interestingly, inside this PR Toolkit, you’ll find a discussion of what makes PR different from advertising,

marketing or promotions. And, you’ll find helpful flowcharts and worksheets to help you plan, execute

and evaluate your success.

Public relations represents more than just communications. It is reputation management. PR is

relational – fundamental to building business – your business - today. Let us know how this Toolkit

helps you achieve your public relations objectives.

Sincerely,

Mick Fleming President & CEO

2

ACCE National Chamber Image Campaign: Public Relations Toolkit

ACCE National Chamber Image Campaign PR Tools

The materials included in this toolkit are for your use in tailoring the new chamber positioning

and key messages to the specific needs of your chamber and your community.

Worksheets provided will help you craft press materials and strategies, train your executives in handling

the media and plan your events.

Tips on using the worksheets:

• Think of the worksheets as “arrows in your quiver” that will help prepare you for any communica-

tions need, whether it is a press release, a presentation, a letter, etc. You’ll be ready to cite trends

and case studies, testimonials, and have all of your key talking points thought out in advance.

• You can mix and match the tools you need as appropriate to the issues at hand – sometimes simply

thinking through the news angle will be all you need, whereas other situations may require more

preparation.

• Gather the worksheet elements in advance - key trends and facts in your community, testimonials

from members or community leaders that support your case, case studies about the impact you’ve

had, etc.

Specific examples:

• Preparing for that special event to engage prospective members, your research uncovers that their

greatest need is for procurement opportunities with large companies. Complete the key message

worksheet with this in mind.

• Preparing a letter to the editor about your chamber’s role in convening that big health care summit

that resulted in big gains for the community as a whole, develop media information and elevator

speeches after completing the key message worksheet.

The Role of Public Relations in Achieving Messaging and Promotional Objectives

Why Public Relations?

Today, many of our major brands are formed by public relations, not advertising, including brands like:

Palm, Starbucks, the Body Shop, Wal-Mart and Red Bull. How do they do it? What can chambers learn

from their example? How can chambers use public relations to build their brand? These are some of the

questions we’ll try to answer in the ACCE National Brand Image Public Relations Toolkit.

A study on corporate reputation management developed for the insurance industry reported that entities

with good reputations - as evidenced and reported in the news - are more visible and more likely to be

invited into joint ventures and collaborations. This benefit, which is the direct result of PR, dovetails

nicely into the goal of most chambers.

Final reasons, and to some, the most important ones, are because PR works.

• PR is cost-effective. PR programs can generate coverage that delivers a robust ROI when compared

to the same space and time using ad equivalency rates.

• PR delivers a broad reach. PR programs allow you to “cast a wide net” targeting multiple industries,

audiences and channels of media with the same information.

• PR builds image. PR programs create unexpected intersections in people’s lives, interrupting when

they least expect it and engaging them in your brand. The more they know about your chamber,

the more likely they will be to become members.

How PR differs from advertising, marketing and promotion

While advertising, marketing and promotion are often confused with public relations, the difference

is considerable. Advertising, marketing and promotion are paid and controllable. PR evolves through

non-paid strategies and channels, builds over time, and requires constant attention and nurturing.

PR is filtered through the media, strategic alliances and partnerships, special events, or word-of-

mouth-referral, and as such, tends to be more credible and more memorable.

3

6


What is PR?

One way to understand PR is to understand the form it takes, and perhaps what it can and cannot

deliver when compared to advertising and paid promotions.

Advertising PR

Paid space or time Non-paid

Controlled Not controlled – dependent on third parties

Repetition One time opportunity per story per media

Sales focus Information focus

Direct impact Indirect contact

Creative - hype Subtle – no nonsense - newsworthy

Potentially unbelievable Credible - unbiased

Intermittent Constant

Targeted Broad outreach

Time-efficient Time-consuming

PR by definition

One of the earliest and best definitions of public relations – particularly as it relates to chamber

work - was developed in concept by the Public Relations News, a pioneer PR newsletter. It read:

“Public Relations is the management function that evaluates public attitudes, identifies and aligns

the policies and procedures of the organization with the public interest, and executes a program

of action and communication to earn public understanding and acceptance.”

Key components of this definition are important – particularly to the work of chambers.

• Public relations is a “management or strategic function.” It offers a unique capacity for capturing,

distilling and disseminating key messages to a broad spectrum of desired target audiences, using

a wide range of communications tools without adding considerably to the cost. PR leverages

communications, using the art of persuasion to effect changes in perceptions and actions.

PR also generates feedback the organization can use to improve its operations.

4

5

• A public relations program should be aligned with the “public interest.” Implicit in the chamber’s

position as a non-profit, unbiased community organization, and business advocate is trust. The

chamber must be an “honest broker”. In return, its position establishes chamber executives as

experts – with frequent opportunities for news coverage and credibility with the media and public.

• PR helps entities and organizations to “earn” public understanding and acceptance versus buying it.

PR moves information and understanding forward by leveraging alignments with community leaders

and respected organizations.

• And, because they connect to and reflect public attitudes, rightly considered, PR strategies can

become great research tools that form the foundation of the branding process.

Strategic components

The Communications Process

MESSAGE FACTORS

SOURCE (CHAMBER)

FIELDS OF EXPERIENCE

RECEIVER (PROSPECT)ENCODING DECODING

ANALYSIS REVISION

FEEDBACK

CHANNEL

NOISE

66

Different from being neat and orderly, public relations strategies are dynamic – unique in their capacity

to be flexible and adaptable to real-life situations that change constantly.

Several aspects of chamber work and communications involve PR. They are:

• Strategic planning and communications

• Membership - convening, facilitating, networking

• Public affairs, advocacy and lobbying

• Community relations and events

• Publicity and media relations

• Crisis and issues management

Tactical deliverables

Public relations is as much about planning, writing and logistics as any of the business and marketing

disciplines – particularly in today’s online communications environment. However, there are tactical

differences in the communications vehicles, nature and tonality of what is used.

Elements and deliverables most often associated with PR are:

• Background documents

• Media pitching angles and story ideas

• Speeches and presentations

• Press kits and releases

• Features, documentaries and training

• Prepared TV and radio features

• Prepared internal and external newsletters

and articles

• Prepared photography and graphics

for demonstration


• Web sites, web casts and online media

development

• Email and fax blasts

• Special events

• Strategic alliance partnerships

• Media training and executive visibility

strategies

• Ghost-written Op/Ed (Opinion/Editorial)

articles

7 7

Impact Focus

Economic Opportunities Advocacy

The Chamber enhances and leverages the talents and resources of its members to improve economic opportunities for all.

The Chamber is an advocate for its broad and diverse member businesses, creating a climate of growth and success that benefits all.

The Chamber helps build stronger com-munities by staying focused and involved in the top business, civic and social priorities.

The Chamber provides unique opportu-nities for individuals and businesses to make a difference by connecting them to important community issues.

Leading Businesses. Leading Communities.™

1 2

3 4Using these key messages consistently will help the chamber establish ownership for the positioning, as well as create clarity and credibility for it.

Key Campaign Messages

Below, you will see that the key campaign messages recommended and infused into the Message

Infusion and Ad Toolkits are the same as those recommended for the Public Relations Toolkit.

68

Economic Opportunities – Key message worksheet

Key message: The chamber enhances and leverages the talents and

resources of its members to improve economic opportunities for all.

Target audience:

Media Channel/Materials Format/NewsBeat:

Key facts & figures about economic opportunity in your community:

Key local economic trends:

Programs: List specific chamber programs that bring the resources and talents of your

membership together.

Case studies: List specific examples that demonstrate how these programs or opportunities improved

economic opportunities for the members and the community.

Testimonials: List members, community leaders and local politicians that can speak to the success

of these programs and/or the results they have generated.

Potential Examples of this Key Message

• Member-to-member

discount programs

• Business supplier programs

• Cluster analysis

• Capital campaigns focused

on community priorities

• Group buying programs

• Crisis response efforts

• Lobbying

• Networking programs

• Mentoring programs


7 9

Advocacy – Key message worksheet

Key message: The chamber is an advocate for its broad and diverse

member businesses, creating a climate of growth and success

that benefits all.

Target audience:

Media Channel/Materials Format/Newsbeat:

Key facts & figures about the chamber and its involvement in business

development and community planning and growth:

Key trends:

Programs: List specific chamber programs that demonstrate ways in which the chamber serves

as an advocate for its members and/or the community.

Case studies: List specific examples that demonstrate how these programs or opportunities created

a climate of growth and success in your community.




• Lobbying

• Small business development

• Coalition-building

• Community or legislative

report cards

• Inter-city visits

• Business retention and

expansion programs

• Community promotion/

marketing

610


Impact – Key message worksheet

Key message: The chamber provides unique opportunities for

individuals and businesses to make a difference by connecting them

to important community issues.

Target audience:


Key facts & figures about the impact of the chamber and its members

on top issues:

Key trends:

Programs: List specific chamber programs or opportunities that are

focused on the issues that are most important to your community.

Case studies: List specific examples that demonstrate how individuals or companies became involved,

and the personal and/or professional results that they achieved.




• Providing opportunities

to interact with top

community leaders

• Research and advocacy

for quality of life and

business issues

• Issue forums

• “State of the Community”

forums

• Community leadership

programs

• Helping members with

appointment to government

boards and commissions

7 11


• Researching, prioritizing,

advocating top local issues

• Analyzing the business

climate

• Benchmarking community

progress

• Lobbying

• Coalition-building

Focus – Key message worksheet

Key message: The chamber helps build stronger communities

by staying focused and involved in the top business, civic and

social priorities.

Target audience:


Key facts & figures about the priorities of the community and the

chambers focus on them:

Key trends:

Programs: List specific chamber programs that demonstrate the chamber’s understanding, focus

and involvement in the top priorities.

Case studies: List specific examples that demonstrate how the chamber’s involvement has helped

make the community stronger and more vibrant.



612


Value Proposition – Worksheet (use more than one if necessary)

Target audience:

Communications vehicle:

Target Audience Need

Chamber Promise

Desired targetaudience belief

Chamber examples (programs, testimonials)

to demonstrate success and establish

credibility

7 13

strategycommunications strategy Before starting on the PR planning, it is best to develop a communications strategy that will help

you stay focused on your objectives and outcomes. The following worksheet also was included

in the Message Infusion and Ad Toolkits. If you already have completed it, you may be able

to rely on your previous effort because everything – all materials and actions – should work

together to deliver your brand image. If you have not already developed your communications

strategy, please do so. It is an important guide to focusing your process and activities.

614


Communications Strategy - Worksheet (expand or use more than one as needed)

Event, Project or Initiative:

Date:

Team Members:

1) Project Objectives – Discussion here should outline what the project is and the desired result.

2) Value Proposition – What is the key benefit to the organization you want the prospect to understand?

3) Overall Key Message – What is the key message you want the prospect to believe about

your chamber?

Supporting Key Messages – You are claiming something to be true and accurate in your key

message, and this is your chance to support it. Demonstrate how the program or news item

you’re discussing is better, improved, newsworthy, etc.

4) End Audience/Target – The audience you want to attract.

Media Target/Targets: Media channels, reporters and editors. These will be the gatekeepers of your

message. Knowing who they are is fine. Knowing what makes them tick will also help define and

hone your message, and those ideas should be listed here.

Event Target/Targets: Audiences you will be addressing. These are the people who will come to your

event and/or receive your information.

7 15

Communications Strategy - continued

5) Competitive Preparation/Anticipating Questions/Answering – What are the potential questions your

target is likely to ask and how will you respond? Just like the Value Proposition, these answers will

guide your communications to be more effective in reaching your target because they will be more in

line with what the target audience wants to know.

6) Supporting Trends/Research/Environmental Scan – This section is to discuss what you know about

the bigger business or community need. All research findings should be listed here. If you have reams

of Internet research, encapsulate the relevant points of fact and trends that you have found.

7) Actions or Materials are Needed – Brochure, newsletter article, speech, press release,

Op/Ed, Web content.

8) Timing And Tasks – What is needed by when – executive/committee/sponsor approval, printer, etc.

9) Budget – How much do you have to spend? What overages do you anticipate?

10) Measurement/Evaluation Plans – How will you track and measure your success?

616


PR is a dynamic process

Understanding that PR is more of an art form than an exact science, practitioners have struggled

to develop diagrams that help explain it as a process. Frank W. Wylie, a past president of the

Public Relations Society of America, created the following chart to show the individual elements

and nature of the process in action. We added to his original chart to reflect the emergence and

popularity of online media, email communications and new ways of networking.

In this chart on the next page as in the practice, PR starts with “inputs” from various sources

including the public, the media, trend data, research, industry data, and so on. These are

analyzed and evaluated by executive management and a plan of action is developed. This plan

of action may take many forms that are executed as “outputs” in the form of stories, speeches,

press releases, etc. (outlined in the earlier PR tactics section). The process is continuous and

repeats itself with further “inputs.”

plancreating a public relations plan

7 17

PROBJECTIVES

ANALYSISEVALUATION

MEASUREMENTRECALL

planThe PR Process

MEDIAA, B, C, D

MANAGEMENT

PUBLICA, B, C, D, E

TRENDDATA

RESEARCHONLINE & INDUSTRY

PREVIOUS EXPERIENCE

YOURS/OTHER

GOVERNMENTS FEDERAL/

STATE/LOCAL

DISCUSSIONCONSIDERATIONALTERNATIVES

INTERPRETATIONSDECISIONTIMINGACTION

PUBLIC RELATIONS

PREXECUTION & MATERIALS

BACK- GROUNDER

TRENDDATA

INFORMATION ACTIONSTORIES

SPEECHES

STORY IDEAS

PRESSRELEASES

TV TAPE/ FILM

FEATURES

RADIOTAPE

TRENDDATA

PHOTO

EXT/INTPUBS, FAX,

EMAIL

OTHER MESSAGETECHNIQUES

SPECIAL EVENTS

ONLINE: WEB, CHATROOM/BLOG

MEDIA, EMAIL

STRATEGIC ALLIANCE PARTNERS

618


Guiding principles for PR

ACCE recommends that everything, even your PR plans, be measurable and evaluated. There are some

aspects of PR that can be captured and others that, due to the involvement of third parties and word-of-

mouth delivery, can not. Here are a few guidelines from The Institute for Public Relations at the Univer-

sity of Florida to consider as you begin your planning process.

• Establish clear program objectives and desired outcomes before you begin. These will provide a basis

for measurement of results. PR goals should tie directly to the overall goals of the chamber’s program

of work.

Measure media content. Although this is of great value:

• Differentiate between measuring PR outputs, which are usually short-term and surface-level (e.g.

the amount of press coverage received or exposure of a particular message), and measuring PR out-

comes, which are far-reaching and can have more impact (e.g. determining if the program changed

awareness and attitude levels, and possible behavior patterns). Usually, measuring media content is

only a first step in the PR evaluation process. It can measure possible exposure to PR messages and

actual press coverage; however, it cannot, by itself, measure whether target audiences actually saw

the messages and responded to them in any way.

• There is no single, simple, all-encompassing tool or technique that can be relied on to evaluate PR

effectiveness. A combination of measurement techniques is needed. Along with media content

analysis, consider cyberspace analysis, event attendance, polls and surveys, focus groups, and

simple observation.

• Be wary of attempts to justify and compare PR effectiveness to advertising effectiveness. The

two forms of communication are quite different from each other and the fact that placement of

advertising messages can be controlled, whereas placement of PR messages cannot be controlled,

should be considered.

• PR effectiveness can best be measured if the chamber’s principal messages, key target audience

groups, and desired channels of communication are clearly identified and understood in advance.

• The PR evaluation process should never be carried out in isolation. Whenever possible, it is always

important to link what is planned, and accomplished, through PR to the overall goals, objectives,

strategies and tactics of the chamber organization.

7 19

PR goals & outcomes

Some basic questions to ask before you begin a strategic communications and public relations program

for your chamber are:

• Is the program for an overall or a specific initiative?

• What are the specific goals or objectives of the effort - public relations, public affairs or marketing

communications?

• Are these goals or objectives quantitative or measurable? For instance, can they:

• Double the number of inquiries received from one year to the next?

• Increase media coverage by achieving greater “share of voice” from one year to the next?

• Support the passage of desired legislation?

• Improve understanding and awareness of your chamber brand?

• In what ways can you be successful at delivering your principal themes, concepts and messages?

And do your themes, concepts and messages support and build upon the overall national brand

image campaign messages of chambers?

• Who will be the spokespersons for the organization? What will it take to get them prepared

to accurately represent your chamber to the media and other key audiences?

• Who will be targeted to receive and respond to these messages? What is your desired outcome

from them?

• Which channels of communication will be best used to engage maximum response and/or

participation (the media, word-of-mouth, direct mail, special event)?

• What strategies and tactics will work best to generate the desired outcome? What materials

will be needed?

• What is the desired timeline for achievement of optimal results?

• How does this initiative relate to the overall positioning and strategies of the chamber

and its brand image?

• Will a report be developed on the results and outcome of the public relations initiative?

Who will receive it? How will it be used to improve the ongoing work of the chamber?

620


The Role of Media in Public Relations

PR – with its focus on advocacy, outreach and networking – can help your chamber reach its

awareness goals. Working with the media – or media relations – is one of the primary channels

of public relations and deserves an absolute focus all on its own.

Setting media relations goals

Developing good relationships with the media requires trust, professional respect and an absolute

commitment to follow-through that is recognized throughout the organization.

Like everything else in PR, your relationship with each media contact will be based on a two-way,

continual process that requires research, writing, flawless execution, and the negotiation skill of

a tenured diplomat. In media relations, your relationship with the media is as important as your

relationship to the chamber – and you will need to serve both.

Being as specific as possible about your media relations objectives will produce the best results

for your chamber.

Media Training Your Executives and Board

Media training is the process of preparing spokespeople to deliver the most important messages for the

chamber to the media as well as the public. Adequate media training and preparation will maximize

your opportunity to communicate your key messages to targets through credible, non-paid, third party

channels such as the media and/or through presentations to members of the community.

It will also aid the development of a more consistent communications program as all spokespeople will

be trained to work with one set of chamber facts and figures -- ensuring everyone is providing clear and

consistent information to the media and community.

7 21

What executives can expect from media training

Media training helps executives to:

• Understand the media’s perspective, what they consider newsworthy and how to recognize

and work with different interview styles.

• Practice media relations techniques to put them more in control of the interview.

• Become conversant with the key messages that should be communicated to effectively

convey the chamber’s strategic plan, vision, mission and programs.

• Get feedback and suggestions based on the results from mock interviews.

• Develop and review recommended responses to the mock interview questions.

• Review additional questions and answers that should be anticipated.

Understanding media interview styles:

Overall, journalists know they live a symbiotic existence -- they need access to newsmakers and

business executives for the news they deliver.

However, they also know that executives do not ‘interview’ for a living. They bank on executives

responding to questions. Knowing that they have the power of the proverbial pen, and that they know

an executive’s weak spot may be lack of time, the media have developed a few styles that are worth

considering. If you can learn to recognize these styles, you will be more objective and comfortable

returning to your key messages.

Your best friend, peer or fan:

These journalists set you at ease with questions about your experience and they show inordinate inter-

est in your background, work and achievements. This diversionary tactic can lead to three pitfalls:

• You can develop a false sense of security that leads to opening aspects of the plan or organization

that are ‘red herrings,’ off-strategy or, worse, inflammatory.

• While you go into great length about aspects of your history, time runs out and your key messages

go unsaid, unqualified, and under-covered.

622


• Your background reveals areas of opportunity for research into past business associations that are

off-strategy and/or not productive.

A touch of warmth and conversation is good. It sets the stage. Focus, however, should always be on

delivering your key messages.

The Interrogator, Antagonist or Avenging Ace:

To these journalists, the best stories come from putting you on the defensive. They are often very good

journalists. They are prepared and intelligent. However, they research trends with a focus on seeking

out the ‘dark’ side. They may have chips on their shoulders based on attitudes toward such things as

perceived elitism, lack of importance, lack of focus, lack of performance, lack of tangible, visual

product. They often try to intimidate by:

• Asking questions while looking at their watch.

• Questioning the credibility of the concept either directly by leading with a controversial topic

or by minimizing the value of the concept in the way they ask their questions.

• Holding the interview in high-traffic, distracting settings.

The best response to this offense is an equal, smart, and prepared offense -- present the concept,

present the credentials of the program, and steer all responses back to key messages.

The Fisherman:

These journalists present conjecture as fact, using it as bait to draw a response. Because there may

be some element of truth to their bait, their questions may seem more plausible and more valid – thus

increasing the temptation to bite. For instance, such and such reported this... Or, xyz said... This fishing

expedition is hazardous because:

• By answering without questioning the premise, you perceptually confirm and may needlessly expand

an issue without proper preparation.

• You lose focus and control of the interview -- going ‘into the weeds’ where you may speculate on

situations that are off-strategy and off-message.

7 23

You can always counter a Fisherman by asking for the context of the information, the reporter’s angle

on the context, and request time to review that context. In this way, you can reclaim control and buy

time to provide a more thoughtful set of facts or point of view on the matter.

Media management

Effective media relations management requires the consistent communication of compelling key mes-

sages. These messages must engage the media, providing them the newsworthy facts and information

that will give them every assurance of the value of your story to their audience.

To do this, interviewees must always realize that it is important to constantly steer the conversation

toward key messages. The interviewee, not the media, must drive the conversation to convey key mes-

sages, while maintaining a conversational tone that still allows leeway for the media to obtain some

insightful information and points of view.

Tips for Handling Media Interviews

Rule #1: Never talk to a reporter unless you are prepared!

If you receive an unexpected request for an interview, you should politely request that it be postponed

briefly so that you may be more prepared to answer his or her questions. Some important things to

determine prior to ending the call are:

• The focus of the story the reporter is considering.

• The reporter’s deadline.

• What materials he or she already has (e.g., press kit, fact sheet, etc.)

• A convenient time to resume the interview.

Be prepared to speak with a media-specific voice. In other words, know as much about the media

outlet and reporter as possible before the interview. Develop editorial profiles to help you learn as much

as you can about the publication, the reporter, his or her focus, writing style, etc.

624


If needed, call upon a colleague or communications professional to develop a set of key messages and

Q&A’s to help you prepare for the interview. The questions should cover the most likely and worst-case

questions, as well as any potential off-topic questions that could take you by surprise.

Rule #2: Speak for yourself, not others.

Avoid becoming the spokesperson on topics for which you are not an expert or the right authority.

Let the reporter know that you are not the correct person to talk to for that information, and offer

to have someone else contact them.

Don’t speak for others outside the chamber or chamber initiative unless you want them referenced

in the story or contacted by the reporter. Comments such as, “I was talking to ____” will only lead

to confusion.

Lastly, it is not your spokesperson’s responsibility to be the spokesperson for the entire community.

If asked to speak for the community, you may satisfy and steer with responses such as:

• “I’m not prepared to predict the future of the XYZ community as a whole, but I can tell you what

the chamber thinks the opportunity is for XYZ community.”

Rule #3: Drive the conversation. Front-load your message.

The most effective way to be sure your key messages are delivered is to mention them at the beginning

of your statement. Summarize your key messages as early as possible in the interview by telling the

reporter about your concept, who it is for, and what the key benefits are. Once you have stated your

key messages, it is important to once again work them in for added emphasis. Remember: YOU have

the opportunity to lead the conversation. Converse politely, speaking with the editor but do not lose

control of the interview/situation. Use the following techniques to help:

• Illustrate – Use real-life examples or analogies to get your point across.

• Satisfy and steer – When speaking with an editor, remember to guide the conversation to constantly

reiterate your key messages. Satisfy the editor’s question and steer back to the key points you really

want them to take away from the interview.

7 25

Steering bridges include:

• “First, let me say…”

• “What’s more important is…”

• “What’s really important to remember is…”

• “To the contrary…”

• “I could see how you might draw that conclusion, but the fact is…”

• “That debate underscores the need for…”

• “I’m really here to talk to you about…”

• Use a conversational delivery - While key messages offer you a road map and help steer you down

the right road, it’s okay to drive on the shoulder. In other words, don’t be rigid when talking with

editors. Be casually direct and flexible with the flow of questions and conversation while always

directing your answers back to your key messages. In fact, think of your messages as concepts

to be delivered conversationally. Deliver them in your own words. You don’t want the editor to think

you have memorized the same answer for every question.

• Speak in plain English – Your spokesperson may be an expert on the chamber, but you must

assume you are speaking to a general audience. If you must use technical jargon, clarify by giving

definitions. If you are unsure, feel free to ask the interviewer if they understand your answer. Their

response will often help you determine their level of expertise so you can avoid “talking down”

to someone or going over their head – either of which may alienate the interviewer.

626


Rule #4: Be straightforward and open. Do not say, “No comment.”

“No comment” should NEVER be the answer to any question. It leaves too much to the editor’s

imagination. Instead, pause for a minute and think about the question. It is perfectly acceptable to say,

“Let me think about that for a second so I don’t give you a misleading or incorrect answer.” Also, if an

editor asks a question outside of your expertise, politely tell him or her you will need to follow up to give

a complete answer. For example: “I’ll have to look into that. As a follow-up to this conversation, could

I have (someone) get back to you on that?”

• Be honest – Always be honest and answer the editor’s questions to the best of your ability. If you

do not know the answer to a question, don’t guess. Let the reporter know you will follow up with him

or her.

• Be confident – When talking with an editor, confidence is a key component. Believe in your

message. A chamber representative who doesn’t have confidence when talking with the media

is fighting an uphill battle.

• Exude passion – Have passion in what you are promoting. Passion is contagious.

• Be timely – When an editor calls you, assume he or she is on deadline. Get the editor what is

needed (within your guidelines). If you don’t return the editor’s call, the story may still be written,

but without your input, and your opportunity will be lost. Return your calls in a timely manner.

• Don’t talk ‘off the record’ – Never assume anything is “off the record” when talking with an editor.

Assume an editor is ALWAYS on the job.

• Be brief – Keep responses to questions brief and to the point. Express your message in a few sec-

onds, and then stop. Don’t ramble on. The more you talk, the more you obscure your message, and

the more likely you are to say something you will regret. Silence is safety.

• Use the reporter’s first name – This makes your conversation more personal and helps lower

tension in your interactions with the press.

• Monitor your body language – Don’t be rigid; relax and speak in a normal, conversational voice.

Remember to smile as it will help the conversation stay more personal and can ease tension for

you and the interviewer. Even during a telephone interview, an editor can “hear” the smile in

your voice.

7 27

relationsgood media relations Developing and Maintaining Good Media Relationships

Different from advertising, which is developed to serve the organization, PR is a collaborative

process that requires preparation, negotiation, and customer service. Only, in this case, the cus-

tomers may be members of the news media.

Specific things are important to the news media.

Understanding the media

Understanding the media is a key factor in executing effective media, public and community

relations. Recognizing what constitutes a newsworthy story and appreciating the media’s

perspective will allow you to more effectively and efficiently communicate information.

How the media work:

• The media work to meet constant deadlines and often develop many stories at the same time.

• The media want new, insightful and sometimes exclusive information and points of view.

• The media need to be able to understand the news value and gist of a story up front.

• The media tend to be skeptical and will play devil’s advocate.

• The media may ask questions on behalf of their audience that seem insulting, but should

not be taken personally and should be handled with the utmost respect.

628


• The media generally work hard for little pay to provide what many deem a public service.

• A typical newspaper reporter can receive dozens of press releases each week and as many phone

pitches each day.

• A typical magazine editor receives dozens of press kits each week and as many phone pitches

each day.

• A typical broadcast producer, anchor or reporter is loooking for creative news presentations.

“Talking head” shots are boring, so avoid them whenever possible.

What makes news?

• Impact – the topic must affect people’s lives in a significant way.

• Numbers – it must be universally appealing and/or affect a large number of people.

• Timeliness – the event or discovery must be recent.

• Prominence – it involves well-known people. This should be easy for chambers to fulfill.

• Proximity – it happens close to home.

• Conflict – advocacy requires a clear point of view and preparation to defend it.

• Bizarre or unusual elements.

Chambers are newsworthy. They fit most of these criteria:

• The potential to play a major role in the lives of most people.

• They may have influence on the image and economic impact of businesses, communities and

family welfare as well as be catalysts for lifestyle trends and change.

• They are more than just a fad. Chambers tackle tough issues, create new revenue streams and

deliver new audiences to the business community, government, and community agencies.

• Chambers are “honest brokers” in the community. They represent the opinions of many, should aim

for a relatively unbiased media stance in most instances, and are not individually commercially

motivated.

• The chamber’s success will involve many businesses, jobs, and community services. It will be

supported by fresh thinking from a management team of proven leaders and top professionals.

7 29

anglenews peg or angle Developing a News Peg or Angle

The news peg, or angle, is the framework on which you build a news story. It’s the most

important element of a news release. You can take the key messages and the same set of

facts and use two, three, or more news pegs to create entirely different stories. This checklist

will help you find new and original ways to look at your chamber and the industries,

initiatives, organizations, or causes it seeks to feature and develop strong news pegs.

630


Developing a News Peg or Angle Checklist

Date:

Initiative/Event/Service:

1. What facts do people need to know to get engaged in, overcome barriers to involvement, or

counter misconceptions about your effort? List the most interesting items in the left-hand column.

What can you say that’s new, different and unusual about each of these facts? Indicate this on the

right. Do you see any news pegs emerging here? Circle facts with potential.

Facts News Peg

___________________________________ ___________________________________

___________________________________ ___________________________________

___________________________________ ___________________________________

___________________________________ ___________________________________

2. What are the four most powerful benefits of your effort? List them in the left-hand column.

In the right-hand column, indicate what you can say about them that is new, different and unusual.

Circle any potential news pegs.

Benefit News Peg

___________________________________ ___________________________________

___________________________________ ___________________________________

___________________________________ ___________________________________

___________________________________ ___________________________________

7 31

Developing a News Peg or Angle, continued

3. What do people need to know to choose or get involved in this effort? List the most interesting and

unusual facts in the left-hand column and indicate anything new and different you can say about them

in the right-hand column. Circle potential news pegs.

Facts News Peg

___________________________________ _________________________________________________

_____________________ ___________________________________

___________________________________ ___________________________________

4. Can you tie this news story into any of the following?

• Holiday or seasonal theme. How?

• Anniversary. Which one?

How?

• New world record. Which one?

How?

• Award. Which one?

To whom?

How?

• New information on a major debate already getting media coverage. Which one?

How?

• An event designed mainly to get media coverage.

• An event designed to draw many people and get media coverage.

632


Developing a News Peg or Angle, continued

• An event designed to dramatize a controversy?

Describe event:

How does it tie in to your news story?

5. Can you take a national issue and create local angle stories with information on how your

chamber is approaching that issue?

• Interview with local experts?

• Is there a local twist to a story that will get you national media coverage?

Other

Other

6. Can you offer background information on a story getting national media coverage?

List the information you have that is not being included in media coverage of this story.

7. List your best possible pegs in the left-hand column below. Then rank them from one to six,

with one being the strongest, in the right-hand column below.

Possible News Pegs Rank

7 33

Letter to the Editor or Op-Ed

Consider submitting a Letter to the Editor or an Op-Ed piece (an Opinion Editorial article) to increase

public awareness about the work of the chamber to engage broader recognition of its work. Whenever

possible, get a prominent community member to sign the piece. Not only will this signature make it

more likely that the piece will be used, it also will give greater “weight” to the message. Offer to provide

a draft letter or Op-Ed to encourage the leader’s involvement.

A Letter to the Editor, most often, is written in prompt response to published articles. You might, for

example, write one in response to any articles written about legislative issues impacting your area, the

economy, healthcare costs, workforce training and development or the importance of public education.

Such a letter is an excellent opportunity to emphasize key points about the work of the chamber and its

potential for making a positive impact on the community. You also can write a Letter to the Editor about

the harmful effects of lack of involvement or action using articles related to the subject. For example,

any article related to a national initiative can easily be linked to issues impacting the local community

and your member’s businesses.

Different from a Letter to the Editor, an Op-Ed does not have to be written in response to a previously

published story. An Op-Ed can be used to increase community awareness associated with an issue

and/or to generate support for a chamber initiative. Impress upon readers the seriousness of the issue

and their involvement by inserting several key points in your text. Describe why their participation and

support is needed, and include references to recent local situations and trends related to the issue

or need. Explain how to engage others in helping in the solution. Include a brief background on the

author as well as the author’s name, title, address and phone at the end of the piece. An e-mail

address for contacting the author for additional information also is recommended.

634


Media Channels

While the Message Infusion Toolkit is designed to help your chamber infuse the key messages into each

and every communication opportunity, the PR Toolkit is designed to help you use every media channel

that your chamber can access.

There are no shortages of media channels at your disposal, and you should develop a plan and focus

for each channel as well as each initiative based on your chambers program of work. Traditional outlets

include newspapers, magazines, radio and television. More non-traditional outlets include in-person

speaking opportunities, newsletters, email and letter-writing campaigns, and the Internet.

Consider developing a channel matrix similar to the one below to plan out a local market approach

to your communications needs and opportunities:

Media Channels

Materials Format

Story Angle Message Focus

News BeatMedia Channels

Newspaper, Bus. Journal, Magazine, TV, Radio, Online, Website

News Release Op/Ed

Improves economic opportunities for all

Business Talk radio Morning TV

Presentation/ Speech

Creates a climate of growth & success

Metro/City Business

Brochure/ Newsletter

Enables individuals & businesses to make a difference

Lifestyle Metro/City Newsletter

Presentation/ Speech

Creates a climate of growth & success

Metro/City Website Newsletter

7 35

Selecting the right media outlets

Once you have decided upon your target audience (using the communications strategy worksheet) and

media approach (using the media channel matrix), you will need to determine the best media outlets

for reaching it. This worksheet will help you examine the possibilities and make the best decisions. You

should use this checklist for each news release or publicity project you work on, even if you use a press

release distribution service. A distribution service may not think of some highly targeted and critically

important media outlets that seem obvious to you. Use this checklist in conjunction with your media

directories, and write down the names of specific media on the line provided.

Date:

Project/Service/Event/Effort:

Audience:

This audience is:

General

Specific and targeted:

Local only Regional National International

This audience can be best reached through:

Mass Media

Network television

Network radio

Mass circulation magazines

636


Selecting the right media outlets, continued

Daily newspapers

Suburban daily and weekly newspapers

Wire services

Syndicates and columnists

Specialized consumer media

Special-interest television programs

Broadcast Cable

Special-interest radio programs

National Local

Special-interest consumer magazines

7 37

Selecting the right media outlets, continued

Special-interest columnists

National Local

Specialized business media

Business-oriented television programs

National Local

Business-oriented radio shows

National Local

National business newspapers, mass circulation

Trade magazines

Business columnists

Newsletters

Other (specify):

638


servicepublic service announcementsPublic Service Announcements for the Chamber

As a chamber, your status as a non-profit organization should make the chamber eligible for con-

sideration to receive public service announcements (PSAs) in both print and broadcast media. If

you prepare announcements for this public service approach, you must provide material that will

benefit your audience. Whatever you are promoting should serve community interests.

You can also have members sponsor PSAs for the chamber using their ad space and time or

using their resources to help produce the ad. This gives them credit for helping the chamber and

positions them as a leading employer. In turn, it allows the chamber the enhanced visibility and/

or the opportunity to promote its programs or services using the sponsor advertising or support.

Of course, it goes without saying that the sponsor will be given credit in the spot.

Use the worksheet on the opposite page to develop a plan for obtaining PSAs for your chamber.

7 39

service• List five ways your chamber can present information in PSAs that serve community interests

and meet your goals:

1.

2.

3.

4.

5.

• Run these ideas by several public service directors at broadcast stations to get their input.

If it’s positive, start creating your PSAs. If it’s negative, see if they can help you come up with

an approach they’ll be interest in.

• Which members have interests that are similar to yours? List them below.

1.

2.

3.

4.

5.

• Now contact the publicists at these organizations and pitch your idea to them.

640


journalistsbroadcast journalists Meeting the Needs of Broadcast Journalists

Broadcast journalists are under continual deadline pressure, with hourly deadlines for some

radio newscasters and two or more deadlines nightly for television. They won’t have much time

to talk with you, and they’ll have even less time to edit your material. You should prepare mate-

rial that meets their needs to maximize the changes of their using it. For each station you plan

to work with, use this worksheet to record needs and preferences. You’ll learn these by listening

to or watching the station, by consulting media directories, by talking with journalists and from

experience.

Station:

AM FM Television Cable

Format:

Audience:

Mailing address:

Fax:

Use fax for Solicited materials only Unsolicited materials

7 41

journalistsNews Director: Direct-dial line:

News Assignment Editor: Direct-dial line:

Special reporters:

Name Topic Direct-Dial Line

__________________________ ________________________ _______________

__________________________ ________________________ _______________

__________________________ ________________________ _______________

__________________________ ________________________ _______________

__________________________ ________________________ _______________

News story length preferred:

Station uses the following:

Written news releases

Slides

Mount types: glass only plastic cardboard

Broadcast-quality audiocassette news releases

642


Meeting the Needs of Broadcast Journalists, continued

Video news releases

Satellite media tours

Live reports by telephone

Local news only

National news only

Both

News story types preferred:

Avoid contacting this station at deadline times unless you have major, breaking news.

Day Name of Show Lead Time Needed Deadline

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

Sunday

7 43

checklistlive appearance checklistLive appearances on talk shows can be highly valuable publicity tools. Contact the talent booker

for a talk show well in advance of the air date and explain why your spokesperson will be of

interest to the station’s audience and how he or she fits into the show’s format. Follow up with

a tip sheet, much like a press conference invitation. Then use this checklist to prepare your

spokesperson for media success.

Date:

Topic:

Appearance on single show

Appearance on multiple shows

Date Time Show Date Time Show

Spokesperson:

Objective:

644


Live Appearance Checklist, continued

Anecdotes, examples, figures and facts your speaker can use to make the story come alive:

Key points you want your spokesperson to cover in an interview:

Does this person have a history of being a good “live” speaker?

Has your speaker practiced giving short, 10-to-15-second answers to interview questions on these

topics: Yes No

Does your spokesperson speak too fast or too slowly?

Too fast Too slowly Just right

Does your talk show host or hostess want written questions submitted in advance? Do you know the

required format? Yes, fill in below No

6.

7.

8.

9.

10.

11.

12.

13.

7 45


14.

15.

Is the spokesperson likely to encounter hostile, aggressive or rapid-fire questions?

Yes. Practice sessions will be needed to formulate answers to anticipated questions and

develop poise.

No, because

Does the spokesperson have a monotone voice?

Yes. Practice sessions will be needed to get him or her to vary tone

No.

Speaker’s other rough spots that can be polished with practice:

If you want a product credit on the show, have you discussed this with the station in advance?

Yes No

Does your speaker know how to dress for television success?

Yes No, go over the following material

• Wear medium tones

• Avoid clothing with stripes and bold checks

• Choose an ivory, ecru or pastel shirt or blouse instead of white, which glares

• All jewelry must be non-reflective

646


If your spokesperson has not appeared on the air before, have you briefed him or her about

each of the following?

Hand signals from the studio crew

The range of any fixed microphones and how to position himself or herself

Assuming all mikes are live

Toning down gestures and moving more slowly than usual

Looking at interviewer unless he or she wants to address the audience directly

Getting comfortable with the earphone used on a satellite media tour before the tour starts

How to use teleprompters


7 47

protectingyourself and the chamberProtecting Yourself and the Chamber

To do a good job in PR, you must keep a high profile and you may have to defend your work

months or years after you finish a project. A few simple procedures can help you protect yourself

from unwarranted criticism. Copy this worksheet to keep a record for every project you do and if

a problem arises, you’ll have a written record to fall back on.

Date:

Project:

1. Do you really believe there’s a newsworthy story here?

Yes

No, explain why you’re doing this project even though you don’t believe it’s newsworthy.

Have you tried to develop another peg that’s more newsworthy?

Yes, results.

No, explain.

648


Protecting Yourself and the Chamber, continued

2. The information in the PR material comes from

My notes are attached

My notes are filed under

Source memos are attached

Source memos are filed under

3. Make a list of the interviews and conversations on which you based this PR, and where your notes

and confirming memos are filed.

Date Interview With Follow-up Memo Follow-up Notes Sent Memo Filed Filed

7 49

Protecting Yourself and the Chamber, continued

4. Make a list of the approvals you got for this publicity from others in your organization, what format

those approvals took (memos, initials, and so on) and where you filed those approvals.

Date From For Format Filed

5. Make a list of the quotes you used in this material and how you verified those quotes for accuracy.

Type of Date Person Quoted Verified Verification Filed

650


criseshandling communicationsHandling Communications Crises

(reprinted in part from ACCE Chamber Executive magazine, Vol 32 No. 3 May-June 2005 issue)

Most interactions with reporters are of a garden variety: answering basic questions about

ongoing activities and promoting initiatives. You should making any of these dealings adversarial

or even potentially damaging – the press is doing its job of reporting on your work, and it’s in

your best interest to help them do it. However, genuine crises – situations that can seriously

damage an executive’s or chamber’s image if not handled correctly – require executives to

develop thoughtful strategies and employ sophisticated plans.

The first rule of crisis communications is to prepare. If your chamber is to weather the storm,

your staff must have a crisis communications plan ready to pull off the shelf. As the old

planner’s adage goes: Once you hear the thunder, it’s too late to build the ark.

If you have or retain a public relations expert, they should devise the plan, and you as the execu-

tive must sign off on it prior to any crisis. You must not waste valuable minutes debating who

should grab the fire hose when the building is metaphorically on fire. Your plan should include:

• Assessment criteria to determine how much damage has occurred and the nature of your

response

• A list of crisis communications team members who will coordinate responses

7 51

crises• Procedures for communicating with your most important constituencies: your chamber’s board,

members, and employees. Even if not all these groups are directly involved in the crisis, it is vital to

keep them informed.

• Guidelines for who should talk to the media. Often the spokesperson will be you, but additional

experts can be helpful in a crisis and convey transparency in a chamber at a critical time.

At smaller organizations, every person can play a role in dealing with a communications crisis, so all

staff need to be briefed on their role, from receptionist and staff who answer phones or interact with

outsiders to board and top executives.

Once a crisis hits, the first challenge is to assess the potential damage, since no two disasters are alike.

Communications crises tend to fall in three broad categories that require a variety of different responses:

systemic, image, and adversarial.

Systemic crises

These crises relate to the operations of your chamber or community – a natural disaster, employee lay-

offs, or a problem in programs and services you offer. Often these crises are caused by circumstances

that are either beyond your control or difficult to anticipate. When handling a systemic crisis, make sure

your chamber follows these steps:

Disseminate the exact same information over and over—and do so quickly, accurately, and broadly.

Too often, a natural fear of the media combined with some kind of unexpected event leads people to

curl up into a fetal position under a desk. Resist the urge to recoil. Even if you have nothing new to re-

port, offering interviews in the midst of a crisis feeds the media beast and calms members, your board,

employees, the public, and other stakeholders.

Concentrate on the victims. In some crises, people are hurt or even killed. Focusing on anything else

makes your chamber look cold-hearted. You may have noticed that no matter how many times major

companies get caught in deadly industrial accidents, they still kick into self-defense mode when the TV

cameras turn on. This is a mistake. Sympathy, practical assistance, or even just a shoulder to cry on is

652


what the public wants to see. No major organization ever lost in court simply by saying, “I’m sorry for

your loss… how can I help?”

Coordinate all messengers behind the same message. If you are not the only person authorized to

speak in a crisis, make sure everyone sings from the same song book. Divergent messages reveal a lack

of coordination inside your chamber and saps public confidence. An extreme example occurred during

the 2002 sniper attacks in Washington, DC. Various law enforcement personnel spoke to the media

and sometimes offered views that conflicted with those of the officials in charge of the investigation. The

result was additional panic and reduced confidence in the police’s ability to catch the killers.

Use all available means to disseminate information. In a systemic crisis, use anything that spreads

the word: print and broadcast media; e-mail and websites; the town crier, smoke signals, and tom-tom

drums. Again, your goal is to get out as much information as possible as quickly as possible.

The business leaders of Galesburg, Ill., faced a systemic crisis during a four-year period. The city of

30,000 experienced a string of closures, and factory downsizing the resulted in the loss of 4,200

manufacturing jobs. Over time, because community leaders concentrated on their own stories and

never got together to reaffirm their commitment to a core message of community survival, the message

fell apart. The media played a huge role in the disintegration, but it was the fault of the community

leaders because they did not stay on target and evolve their message.

Image crises These crises can grow out of systemic crises if you’re not careful. An image crisis is an attack on the

character of a prominent figure or organization, usually involving allegations that the person or entity

has done something wrong. The catch-all words “misdeed” and “wrongdoing” are nets that can encom-

pass violations of law or institutional rules, sexual misconduct, financial mismanagement, and outright

mistakes from general lack of judgment. At the heart of it, an image crisis raises questions of honesty

and public trust; it has the potential to be professionally deadly to a leader.

7 53

The most famous example was the Exxon Valdez oil spill in Alaska, which began as a simple but colos-

sal tanker accident. Instead of taking the lead in the public defense of the company, Exxon’s chairman,

Lawrence Rawl, sent underlings to Alaska, implying that Exxon didn’t take the disaster seriously. The

spill eventually cost billions, including punitive fines for corporate irresponsibility.

In public relations, losing control of the situation can happen in an instant. When facing a serious im-

age crisis, executives should seek out public relations professionals’ advice to guide them. Remarkably,

despite the rich history of case studies demonstrating what not to do, many officials who face an image

crisis still rely on their own instincts, family members’ advice, or, worse, their lawyers. Too often they

overlook the fact that the cardinal rule of any image crisis is this: Practice full disclosure. No prominent

person or organization ever got out of a scandal by hiding from the media. For many, reluctance to talk

or lying led to their doom by extending the life of the story or inflating its importance.

Adversarial crises

When leaders or organizations find themselves in an image crisis, the vultures may begin circling and

an adversarial crisis can develop. In such a crisis, opponents try to collect damaging information and

release it when most damaging to you, the principle. The ideal way to handle an adversarial crisis is

with a strategy that puts you ahead of the story. If you’re pretty sure that information is going to be

leaked, it’s best for your organization to release it immediately rather than let others divulge it.

One effective way of gaining an advantage over your opponent in an adversarial square-off is to discover

what your opponent’s main points and diffuse their arguments by intelligent use of language. Likewise,

instead of waiting for the story to break, follow a strategy designed to blunt anticipated criticism by set-

ting up an independent committee to investigate the allegations directed at the individuals responsible

for the wrongdoing, or implementing policies to prevent such occurrences from happening again.

Parting advice on success with the press

Recognize that as your chamber’s leader, you play a central role in managing media-related problems.

If an issue is big enough, reorganize your decision-making team or bring on outside experts to help you

654


address the substance of your problem, the media relations aspects, or both. It may annoy you that

pesky reporters can bring about such a reallocation of personnel and resources, but the results are often

worth it while the alternatives are not.

Finally, listen to the advisers in your public relations department or the experts you may contract with.

Even if the issues you face have policy or legal implications, your policy people and lawyer are not

experts at dealing with the media. You wouldn’t walk into a courtroom with your PR person as your

defense attorney. Don’t walk into the court of public opinion with a lawyer at your side.

When you consider the awesome role the media can play in determining your chamber’s image, it only

makes sense to tackle sticky press problems aggressively. The right strategy will result in better relation-

ships with reporters and a better reputation for your chamber and you.

7 55

eventsspecial eventsSpecial events target desired publics and bring people from outside your circle to the inside

of your organization. They may take the form of networking events, community forums, press

conferences, business presentations, golf tournaments or annual meetings. Today, they may also

involve online applications, such as Web casts and teleconferences.

For chambers, they have often become fundraisers and have become a mainstay because board

members are typically more comfortable selling a ticket than asking for a contribution.

Special events work against three objectives. They are:

• Visibility – within the right, target market and/or for education

• Cultivation – to create increased understanding and/or engage volunteers

• Funding – to align the chamber with new and existing sources of revenue

New networking trends indicate that less may be more when it comes to the effort it takes to

create successful events. Special events, although memorable, take a lot out of the organization

as well as significant allocations of time, resources and volunteer effort.

656


Planning for Special Events

Special events target desired publics and bring people from outside your circle to the inside of your

organization. They may take the form of networking events, community forums, press conferences,

business presentations, golf tournaments or annual meetings. Today, they may also involve online ap-

plications, such as Web casts and teleconferences.

For chambers, they have often become fundraisers and have become a mainstay because board mem-

bers are typically more comfortable selling a ticket than asking for a contribution.

Special events work against three objectives. They are:

• Visibility – within the right, target market and/or for education

• Cultivation – to create increased understanding and/or engage volunteers

• Funding – to align the chamber with new and existing sources of revenue

New networking trends indicate that less may be more when it comes to the effort it takes to create

successful events. Special events, although memorable, take a lot out of the organization as well as

significant allocations of time, resources and volunteer effort.

Proclamations as a PR/Media Relations Tool

A proclamation is an official designation of an event, and can be used to commemorate any occasion or

recognize key leaders. It includes several key facts, beginning with the word “Whereas,” to support the

designation.

A proclamation is an effective tool for gaining public recognition of your events because it is visual

and carries the full support of a key government official in your State or community. Governors, county

executives, mayors, state legislators, municipalities, counties, cities, or towns can issue proclamations.

Contact a member of the appropriate communications office to identify the steps you need to take to get

a proclamation issued.

There are several steps you can take to publicize your proclamation. If the signing takes place at a news

conference, distribute printed copies to reporters. Have the proclamation photo-enlarged to poster size

7 57

for display at the news conference and, afterwards, post it in a prominent public place. Send copies of

your proclamations to local newspapers. As with any media piece, demonstrate its importance to the

media audience by including local statistics.

Following Up Press Conferences and Special Events

Unless you have major, breaking news, some journalists may not be able to attend your media event.

But they may cover it anyway, if you follow up the event or conference with solid, newsworthy material

they can use to product a story. Use this checklist to help you follow up for maximum media coverage

after a media event.

1. Write a 7- to 15-second summary of the news announced at your event.

2. Call reporters who did not attend to brief them with this summary. Let them know that your media

kit or other material is on the way and when it will arrive. Ask them if that’s soon enough; if it is

not, arrange to get the material there sooner.

3. Include photographs in your follow-up materials whenever possible.

4. If you’re calling radio news directors, ask if they want to run a voice-level test first. If they agree,

they will record your statement for possible use on the air.

5. Ask them if there is anything else they need from you.

6. Never mention how many journalists attended the event. Even if nobody covered it, you must be

positive and refer to the newsworthy information. There have been media events that no journalist

attended, but they still received coverage as a result of good follow-up work by publicists.

7. Send your media kit to every reporter who did not attend your event. Use a messenger service to

meet deadlines if necessary.

8. Write a one- to two-page news release based on what your speakers said and include it with your

media kit.

9. Have the telephone number on your media invitation staffed during the event. Check in after the

event to see if any journalists called for information. If they did, get it to them immediately.

10. If you have the budget, record our media event on broadcast-quality video or audiotape and send

it to broadcasters who couldn’t cover the event in person.

11. Even better, have your tape edited into a video news release or the equivalent for radio, and send

that instead. But be certain you can make journalists’ deadlines. Journalists who did not attend

will be less likely to run your story if competitors who attended have already covered it.

658


evaluationmeasurement and evaluationArmed with the research and resources provided through the ACCE National Chamber Image

Campaign, you will be in position to more effectively reinforce top-of-mind awareness of your

chamber, increase member and community understanding of the chamber’s role and value, and

improve the image and perceptions of the chamber.

There are many ways chambers can measure and evaluate the success of a PR campaign aside

from standard methods involving tracking through market research, equivalency in advertis-

ing rates and circulation, viewership and listenership. Some are lower in cost. Some are more

perceptual than finite. But they all can be used to guide your communications program and

measure the infusion of the new chamber image.

Some of the opportunities to track message delivery and evaluate feedback cost nothing

and are as follows:

News coverage

• Change in the number of meetings with news reporters

• Change in the number of chamber feature stories

• Change in the number of key message uses

• Change in the number of times chamber expert is quoted

• Change in the number of opportunities for Op/Eds

• Change in the number of television vs. radio vs. newspaper stories

7 59

evaluation• Comparison to the editorial share-of-voice received by competitive organizations

• Increase in the number of positive stories and mentions vs. controversial stories

• Increase in the use of photos to enhance the chamber’s market visibility

Contacts/Visibility/Outreach

• Increase in number of personal membership contacts

• Increase in attendance at events and conversations containing key messages

• Increase in number of speaking opportunities and numbers of attendees

• Increase in the requests or mail-out of literature with key messages

• Increase in the number of committees and participation in those committees that support

key message areas

• Increase in outreach opportunities for information through sponsorship & bartering

• Increase in requests for chamber executives participation – “seat at the table” – as a center

of influence in the community

Awareness surveys

• Online or faxed survey of members to identify changes in awareness of chamber image and key

messages as well as changes in perceptions of performance

• Online or faxed survey using available business & community lists

• Comment cards at events

Sometimes, it is just anecdotal feedback on elevators, at meetings or attending receptions that

lets you know the target audience knows more, sees more and is more interested.

660


National Chamber Image Campaign Committee Members 2002-2006Richard “Dick” Blouse, CCE, President and CEO, Detroit (MI) Regional Chamber

* Tammy J. Carnrike, CCE, Executive Vice President, Detroit (MI) Regional Chamber

James A. Chavez, President and CEO, Clarksville (TN) /Montgomery County Chamber of Commerce

Daniel “Dan” C. Colantone, CCE, President, Greater Akron (OH) Chamber of Commerce

Tamara Door, CCE, President and CEO, Downtown Denver (CO) Partnership, Inc.

Kim Doran, CEO, Quixote Group (NC)

Sherrie Gilchrist, President and CEO, Chattanooga (TN) African American Chamber of Commerce

Russell “Rusty” Hammer, President and CEO, Los Angeles (CA) Area Chamber of Commerce

Rex K. Hammond, CCE, President and CEO, Lynchburg (VA) Regional Chamber of Commerce

* Stephen “Steve” Higdon, Former President and CEO, Greater Louisville (KY), Inc.

Douglas S. Kinsinger, CCE, President and CEO, Greater Topeka (KS) Chamber of Commerce

Steve Leahy, CCE, President and CEO, Greater Seattle (WA) Chamber of Commerce

Chuck Mattina, President and COO, Quixote Group (NC)

John S. Myrland, CCE, Former President, Greater Indianapolis (IN) Chamber of Commerce

Nancy Myrland, President, Myrland Marketing, Inc. (IN)

Joseph F. Reagan, President and CEO, Greater Louisville (KY) Inc. – The Metro Chamber of Commerce

Jennifer A. Schmiel, Vice President, Membership and Marketing, Nashville (TN) Chamber of Commerce

Blair Stanford, Group Vice President, Communications, Charlotte (NC) Chamber of Commerce

Gary Toebben, CCE, President, Northern Kentucky Chamber of Commerce

* Michael “Mike” Varney, Former Vice President, Marketing, Las Vegas (NV) Chamber of Commerce

Floyd Warner, President, Pennsylvania Chamber of Business and Industry

* Perry E. Webb, CCE, President and CEO, Springdale (AR) Chamber of Commerce

* Former committee chairmen

campaigncommittee members

7 61

appendixcommittee members Sample PR Kit

Recommended Guidelines for News Release Format

The most important thing to remember in writing a news release is that you are conveying information

in a way that will help a journalist write about the story – so, your real initial goal is to engage the inter-

est of the news editor or broadcast journalist.

How to create a Press Release

A press release, one to two pages in length, provides complete information the media can use to write

a story on your event, announcement or activity. The general format for a press release includes an

introductory paragraph providing the “who, what, when, where, and why” of an event; in other words,

all of the essential information. The next one or two paragraphs contain supporting information. Quotes

by key local leaders or individuals involved can make this information more lively and interesting. The

final paragraph generally describes the chamber’s rationale and/or info about sponsoring organizations.

When issuing your press release, use printed letterhead. Mark the end of each page with “more” and

the end of each release with “-30-“, “-end-“ or “###.” Press releases are delivered to the media the

day of your events, announcement or activity.

Appendix A

662


For example, the following format outlines the flow of a news release.

FOR IMMEDIATE RELEASE: CONTACT: Contact Person Company Name Voice Phone Number Email Address

<HEADLINE> This is one of the most important components of the press release as this needs to

“grab the attention” of the editor. It should be in bold type and a font that is larger than the body text.

Preferred type fonts - Arial, Times New Roman, Verdana.

<City>, <State>, <Date> - Your first paragraph of the release should be written in a clear and con-

cise manner. It needs to contain information that will “entice” the editor. Your story must be newsworthy

and factual; don’t make it a sales pitch or it will end up in the trash.

Your text should include pertinent information about your chamber, program, service or event. If writing

about a program, make sure to include details on when it will be available and the cost. If you’re writing

about an event, be sure to include the date, location of the event and any other pertinent information.

Answer the questions “who”, “what”, “when”, “where”, “why” and “how”.

You should include a quote from someone that is a credible source, include their title or position with

the company, and why they are considered a credible source. Always include information on any

awards they have won, articles they’ve published or interviews they have given.

ABOUT <CHAMBER> - This is a boilerplate paragraph which is helpful for quickly conveying the

essence of your positioning. Use it as part of the closing paragraph in a news release, in brochures, on

your website, and in other materials distributed to the public. Include a brief description of your cham-

ber along with the programs and services it provides.

- end -

If your release is longer than one page, type “MORE” at the bottom of the first page.

7 63

Sample News Release with Key Messages

FOR IMMEDIATE RELEASE: CONTACT: John Smith Anytown Chamber of Commerce Phone Email

NEW STUDY RANKS ANYTOWN AS A HIGH PERFORMING CITY

Anytown – Anytown is one of the nation’s top performing communities, according to an independent

study of comparable cities commissioned by the Anytown Chamber of Commerce. The study showed

Anytown ranking higher than Town A, Town B, and Town C in quality of life criteria that includes public

education, economic opportunity and healthcare availability, among others.

“For years, Anytown has focused on issues that really matter to our businesses, our economic future

and our quality of life, thanks to a unique public/private collaboration between Anytown city officials

and our Anytown Chamber of Commerce,” said Jane Doe, Anytown Chamber of Commerce president

and CEO.

“As an advocate for our members, we knew it was important to connect them directly to high priority

community issues. Forming a group of involved leaders from top companies, we began efforts focused

on becoming a high performing city five years ago. Committees worked with city managers to identify

key issues and potential solutions. We then continued the collaboration as we planned our approach

and developed programs to leverage the talent and resources of area businesses. Our goal was and is to

create a climate of growth and success for all.

Anytown ranked XXX compared to Town A, B, and C. Communities ranking above Anytown were Town

D, E and F.

- MORE -

664


Sample News Release with Key Messages, continued

“While Town D, E and F enjoy certain advantages, our focus is to develop and maintain Anytown as a

high performing community long term,” said Doe. “That means we need solutions that last as well as

the involvement of our best and brightest. This survey confirms that our course is well set, our people

are ready, and the program will deliver.”

About Anytown Chamber of Commerce:

Founded in _______, Anytown Chamber of Commerce is the community’s leading advocate and cham-

pion for business. Its primary objective is to create a climate of growth and success in our community.

The Anytown Chamber provides leadership programs and opportunities as well as volunteer programs

and business-building initiatives that focus on the critical priorities of the community. By leveraging the

support, talent, and resources of its diverse businesses and members, the Anytown Chamber is one of

the leading organizations helping to improve the economic vitality and quality of life for everyone.

-end-

7 65

Sample Backgrounder

A backgrounder provides context for understanding an issue, an action or the history of an organiza-

tion. Backgrounders tend to be “evergreen” or “timeless” documents, and as such, are longer and

cover historic actions or points of view, versus brief highlights and facts that are timely, time-driven, or

time-specific news. The following backgrounder might be used after the action, and provides context for

understanding the chamber strategy outlined in the previous news release.

Anytown Chamber of Commerce Focuses on the Community’s Future

In late ____ (year), the Greater Anytown Chamber of Commerce launched an initiative to focus the tal-

ent and resources of the chamber and its members to develop a plan for the community’s growth. As

the primary advocate for its member businesses, the goal of the chamber initiative was to connect the

business leaders directly to high priority community issues.

Made up of involved leaders from top companies, chamber committees began efforts to identify barriers

and discover solutions to issues that impeded the community’s perception and rank as a high perform-

ing city. Chamber committees worked side-by-side city managers. The collaboration continued as the

chamber planned its approach and developed programs to leverage the talent and resources of area

businesses. The goal was create a climate of growth and success for all.

Impetus for the initiative was based on a survey of community rankings conducted by _____________

(official organization). Anytown ranked XXX compared to Town A, B, and C. Communities ranking

above Anytown were Town D, E and F

- MORE -

666


Sample Backgrounder, continued








-end-

7 67

Other Media Materials & Formats

Media advisory

Media are more responsive to requests for coverage space or airtime when they receive information

about a local issue and receive it in a ready-to-use format and style. A media advisory alerts the media

to your upcoming event or activity, providing just enough information to encourage reporters to cover

the event.

An advisory includes only the highlights of your event in outline form: who, what, where, when, why,

contact information, and interview opportunities. When selecting a contact person, remember that

this individual must be available to take calls in advance and on the day of the event. Include a short

paragraph giving a minimum of helpful background information. Lead off your media advisory, as well

as other information you submit to media, with a short informative or catchy title to draw attention to

your message.

The intent is to get the reporter to cover your event or activity. Send the advisory a week in advance

of your event so reporters can schedule coverage.

Editor, reporter, broadcast news or talk show producer pitch letter

A personal approach can make all the difference in getting media coverage for your event or activity.

A pitch letter is an effective way to engage targeted editors/reporters at the media and garner media

coverage. More informal than a press release and more substantial than a media advisory, the pitch

letter gives a reporter both a story idea and information needed to get started.

Your pitch letter should include a brief description of your event or activity and key facts underlining its

importance to your community. Include a contact name and telephone number to make it easy for the

reporter to get more information.

Send pitch letters a week in advance of your event. Consider making a follow-up call the next day to be

sure the reporter received your information and to encourage coverage.

668


Sample Bio

Bios are essential blocks in building a successful public relations program. They should be prepared for

all key chamber staff and board members, and are invaluable as resource documents for media rela-

tions, spokesperson information, and Website development. Here is a sample format:

Chamber Biography

Name

Title

Jane Doe is _________ (title) for the Anytown Chamber of Commerce. In her role, Doe is responsible

for _________________________ (specific activities) to enhance the chamber’s position in improving

economic opportunities, advocating for its member businesses, connecting business leaders to impor-

tant community issues and building a stronger community.

Doe’s work involves ________________ (specifics) and she plays a key role in managing ____________

______ (specifics) with responsibility for generating ______________ (specifics).

Doe’s background is steeped in ________________ (specifics) which provide vision, expertise and sup-

port to ensure ____________(specific deliverables).

Prior to joining the Anytown Chamber of Commerce, Doe served as ______________ (former employ-

ment) between ________ and ________ (time period) during which time she ________________

(achievements).

Currently, Doe serves on ___________(boards and professional associations). With degrees and cer-

tifications in ___________ and __________, Doe is a graduate of ____________________(sources of

professional degrees and certifications).

- MORE -

7 69

Sample Bio, continued








-end-

670


Sample Fact Sheet

A fact sheet is a simple “facts at a glance” sheet that gives a journalist or reader all pertinent

background and contact information. Included in a fact sheet would be:

• Chamber Name

• Chamber President/Executive Director

• Chamber Address, Phone, and Website

• Chamber Geographic Area

• Chamber Executive Committee

• Chamber Board of Directors

• Chamber Mission

• Chamber Vision

• Chamber Program of Work (Key Chamber Focus Areas & Initiatives)

• For More Information Contact

7 71

appendixAppendix BFrequently Asked Questions about the Campaign

GENERAL

What is the National Chamber Image Campaign?

The Campaign is a program that will provide tools, research, messages, ads, training, and recognition

to ACCE member chambers of commerce so that they can better communicate their value to both

businesses and the community at large.

Why did ACCE create the National Chamber Image Campaign?

The National Chamber Image Campaign began as an ambitious action item in ACCE’s 2002-2005

Strategic Plan. In 2006, after a $120,000 investment and countless hours of volunteer leadership,

ACCE members have access to a full-fledged, comprehensive set of tools and the chamber profession

has, for the first time, the beginnings of a grassroots campaign to raise the chamber’s brand awareness

within the business community.

How did ACCE create the National Chamber Image Campaign?

ACCE hired The Quixote Group, LLC, a marketing strategy firm located in Greensboro, North Carolina.

Together with this firm, ACCE staff and many volunteers worked together to explore member needs,

research the brand, and prepare materials that would enable chambers to better communicate their

value. Volunteers included representative small, medium, large, and state chambers of commerce

from communities across the country.

672


What are the desired outcomes of the National Chamber Image Campaign?

• Improved levels of understanding of the work chambers do based on a clearly articulated

and differentiated market positioning

• Increased levels of relevance and perceived value

• Availability of quality marketing materials and strategies at a fraction of what it would cost

to create these materials locally

• Clarity of the marketing message

• Indirect support of chamber membership recruitment and retention efforts

• Support for the leadership value of chamber membership and involvement

• Increased marketing presence in cities and communities across the country to raise the overall

awareness of the role of the chamber of commerce.

What Campaign materials do I get as part of my ACCE membership?

First and foremost, ACCE members receive a $25,000 + value in the Message Infusion Toolkit,

available free of charge to all members:

• Custom national chamber brand research results

• Key brand messages

• Tagline

• Message infusion worksheets

• Samples of chamber communications and marketing materials

In the Public Relations Toolkit, members receive a $5,000 + value in public relations materials and

training, at no additional charge.

In addition, our research shows that ACCE members who buy the Advertising Toolkit receive an

estimated value of $10 for every $1 invested in the Toolkit.

Members also have access to training opportunities in DIALogue teleseminars and the annual conven-

tion, as well as dozens of samples and case studies demonstrating superior chamber communications

and marketing, available on ACCE’s website. In 2007 members will also have an opportunity to earn

national recognition for their communications and marketing materials, both in the existing Award for

Communications Excellence (ACE) program as well as the soon-to-be-launched Chamber of the Year

competition.

7 73

My Chamber of Commerce is not called “chamber of commerce.” Can I adapt or use the National

Chamber Image Campaign materials?

Yes. If the key messages apply to your organization, use them. The key messages will not apply to all

chambers of commerce, so choose those that do. The advertising and public relations portions of the

Campaign materials are customizable – simply replace “Chamber of Commerce” with the name you’ve

adopted, such as “Business Council” or “Partnership”.

Do you have training materials I can use to introduce the concept of the Campaign to my staff

and/or volunteers?

Yes. We realize that truly infusing the Campaign messaging into your existing communications will take

some buy-in and training. Please visit acce.org/image to download some “train the trainer” materials.

Can state (or regional) chambers of commerce participate in the National Chamber Image Campaign?

Yes. The campaign was designed to be useful for local, state, and regional chambers of commerce, and

materials are trademarked but available to all ACCE members.

MESSAGING

Small businesses and large businesses find different values in membership with chambers

of commerce. Does the Campaign address that?

Key messages don’t change – value propositions change. It’s how you demonstrate value that matters.

You tailor your value – in advocacy for a small business – perhaps on a more local level such as sign

ordinance for a large company. The ROI messages on the worksheets are probably going to resonate

more with small business; the larger chambers probably prefer the community aspects. Emphasize

activities like “networking” for small business.

642

National Chamber Image Campaign: Message Infusion

Information in this booklet is accurate at the time of publication and consistent with the principles

of good research and chamber management.

American Chamber of Commerce Executives

4875 Eisenhower Avenue, Suite 250

Alexandria, VA 22304

Phone: 703.998.0072

Fax: 703.212.9512

Email: [email protected]

ACCE’s mission is to enhance the professional effectiveness and personal well being of chamber

executives. The organizational vision is that ACCE be a visible, positive influence in the management

life of every chamber professional.

On behalf of the chamber profession, ACCE has invested in the research and creative work needed

to clearly define the “chamber of commerce” brand and its attributes, in order to support the two-fold

chamber mission to lead both businesses and communities. This effort is known as the National

Chamber Image Campaign.

ACCE member chambers of commerce in good standing may use the National Chamber Image Campaign

Toolkits free-of-charge and may purchase Campaign creative materials, such as print and broadcast

advertising, at a very significantly reduced cost.

This new member benefit will help chambers directly increase their levels of relevance and perceived

value with the members and communities they serve.

Terms and Conditions for Use

1. You must be an ACCE member chamber of commerce in good standing to use the Campaign

materials.

2. Downloading the Content does not transfer title to the Content, or any intellectual property

rights therein, from ACCE.

3. You may not redistribute or sell the content.

Usage of Leading Businesses. Leading Communities. TM

- You must be an ACCE member chamber of commerce in good standing to use the trademarked

phrase or logo.

- You must agree to follow the brand identity guidelines when using the phrase or logo.

Writers and Editors: Quixote Group, LLC; Catherine Lada; Christine Reider

The American Chamber of Commerce Executives (ACCE) has partnered with marketing consultants

Quixote Group, LLC, to bring members the most accurate and reliable branding and messaging resource

developed specifically for the chamber industry.

Copyright © 2006 by the American Chamber of Commerce Executives

Permission to reproduce or transmit in any form or by any means, electronic or mechanical, including photocopying

and recording or by an information, storage, and retrieval system, must be obtained in writing from ACCE at the

address or fax number listed above.

About the American Chamber of Commerce Executives

Established in 1914, ACCE is the only

national association servicing the professional

development needs of chamber professionals

throughout the United States and Canada.

Representing more than 7,300 individuals,

ACCE promotes the highest standards of

professional excellence and integrity within

the chamber profession.

American Chamber of Commerce Executives

4875 Eisenhower Avenue, Suite 250

Alexandria, VA 22304

Phone: 703.998.0072

Fax: 703.212.9512

Email: [email protected]

National Chamber Image Campaign - ACCE | ACCE · 2016-05-27 · Dear Chamber Executive: Thank you...

Documents

Transcript of National Chamber Image Campaign - ACCE | ACCE · 2016-05-27 · Dear Chamber Executive: Thank you...