PR That Entrepreneurs Often Overlook

Written by Robert A. Kelly


Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Word count is 1315 including guidelines and resource box. Robert A. Kelly © 2004.

PR That Entrepreneurs Often Overlook

If that sounds like you, here’s what you may be missing oncerepparttar new enterprise is launched

Public relations that really does something aboutrepparttar 104242 behaviors of those key outside audiences that most affect your new enterprise.

PR that uses a fundamental blueprint to deliver external stakeholder behavior change –repparttar 104243 kind that leads directly to achieving your venture’s objectives.

And PR that persuades many of those important outside folks to your way of thinking, then moves them to take actions that help your new enterprise succeed.

That’s why you as a small business owner must gear up to deal withrepparttar 104244 unattended perceptions out there that could nudge your fledgling venture closer to bankruptcy than success. Perceptions that, if left unattended, may well result in actions that run counter to those you and your banker had in mind.

For example, when new ventures fail,repparttar 104245 wreckage is often assigned to undercapitalization. Seldom is failure attributed to a lack of an effective action plan that might have modifiedrepparttar 104246 behavior of prospects and other collaborators in a positive way, thus averting that failure.

So why support your new venture with press release public relations when a basic PR blueprint like this one can holdrepparttar 104247 key to your success? People act on their own perception ofrepparttar 104248 facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action repparttar 104249 very people whose behaviors affectrepparttar 104250 organization repparttar 104251 most,repparttar 104252 public relations mission is accomplished.

Add to that these kinds of results: fresh proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to look your way; community leaders beginning to seek you out; and even politicians and legislators viewing you as a true innovator.

Major caveat for a new entrepreneurial venture: because repparttar 104253 cost of gathering key audience perception data – an absolute must in this business – can be substantial, it should be built intorepparttar 104254 original funding budget. That suggests that you, asrepparttar 104255 new venture leader, must take repparttar 104256 lead in assuring upfront funding ofrepparttar 104257 perception monitoring function.

So, withrepparttar 104258 people whose perceptions of your venture you care most about nowrepparttar 104259 target of your PR effort, you are ready to launch a well-planned public relations program that can reach, persuade and move those individuals to actions you desire.

Here’s a public relations checklist entrepreneurs may find helpful.

From Day 1, you have to be certain your staff or agency public relations people are really committed to knowing how your outside audiences perceive your operations, products or services. And further, that negative key audience perceptions almost always lead to behaviors that can hurt your new venture. Fortunately, your PR people are inrepparttar 104260 perception and behavior business to begin with, so they should be of real assistance for your opinion monitoring project.

Professional survey firms are always available, but that can be expensive. So, whether it’s your people or a survey firm askingrepparttar 104261 questions, your objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions.

First, rank your external audiences as to impacts on your operation. For example, #1 customers; #2 prospects; #3 employees; #4 local and trade media; #5 your local business community; #6 community leaders, and so forth. Then, involve your PR team in plans for monitoring and gathering perceptions by questioning members of those you expect will be your most important outside audiences.

A Short Guide to Effective Public Speaking

Written by Stephen D. Boyd


Delivering an effective presentation to 20 or to 200 people is difficult. Because listeners have better access to information sincerepparttar internet became commonplace, audiences expect more content from speakers today. In addition, because ofrepparttar 104241 entertainment slant of most media today, audiences want a presentation delivered with animation, humor, and pizzazz. If you would rather spend your time preparing your content than reading a book on public speaking, this is an article especially for you! From my experiences in delivering over l500 speeches duringrepparttar 104242 past 20 years, here is a quick guide to giving an effective and interesting presentation your very first time. Begin with something to getrepparttar 104243 attention ofrepparttar 104244 audience. This might be a startling statement, statistic, or your own story. Listeners pay close attention when a person begins with, “Two weeks ago as I was driving to work a car pulled out in front of me….” You could begin with a current event: “You might have read inrepparttar 104245 paper this morning aboutrepparttar 104246 flood that….” A question is another way to make people listen. “How many of you feel our society spends too much on medical care?” might be a way to begin a presentation about curbing costs. Whatever technique you use, when you grabrepparttar 104247 attention ofrepparttar 104248 audience you are on your way to a successful speech. Second, be energetic in delivery. Speak with variety in your voice. Slow down for a dramatic point and speed up to show excitement. Pause occasionally for effect. Don’t just stand behindrepparttar 104249 lectern, but move a step away to make a point. When you are encouraging your audience, take a step toward them. Gesture to show how big or wide or tall or small an object is that you are describing. Demonstrate how something works or looks or moves as you tell about it. Show facial expression as you speak. Smile when talking about something pleasant and let your face show other emotions as you tell about an event or activity. Whatever your movements, they should have purpose. Structure your speech. Don’t have more than two or three main points, and preview inrepparttar 104250 beginning what those points will be. With each point, have two or three pieces of support, such as examples, definitions, testimony, or statistics. Visual aids are important when you want your audience to understand a process or concept or understand a financial goal. Line graphs are best for trends. Bar graphs are best for comparisons and pie graphs are best for showing distribution of percentages.

Tie your points together with transitions. These could be signposts such as “First,” “Second,” or "Finally." Use an internal summary by simply includingrepparttar 104251 point you just made and telling what you plan to talk about next. “Now that we have talked about structure, let’s move on torepparttar 104252 use of stories,” would be an example. When you have an introduction, two or three main points with support for each, appropriate transitions, and a conclusion, you will have your speech organized in a way thatrepparttar 104253 audience can follow you easily. Tell your own story somewhere inrepparttar 104254 presentation--especially in a technical presentation. Include a personal experience that connects to your speech content, andrepparttar 104255 audience will connect with you. You want to helprepparttar 104256 audience link emotionally with what you are talking about, andrepparttar 104257 personal experience does that. With almost any topic you might choose, you have at least one “war story” to relate torepparttar 104258 topic. When you tellrepparttar 104259 story, simply start atrepparttar 104260 beginning and move chronologically throughrepparttar 104261 narrative, including answers torepparttar 104262 “W” questions: “Who,” What, “When,” "Why," and “Where.” To add interest and understanding to your speech, include a visual aid. A visual aid could be an object, a flip chart, a PowerPoint presentation, overhead projector slides, or a dry erase board. Whatever visual you are using, make sure everyone can see it. The best way to insure this is to putrepparttar 104263 visual where you will be speaking, and then findrepparttar 104264 seat farthest from it and determine if you can readrepparttar 104265 visual from that seat. Introducerepparttar 104266 visual properly rather than simply throwing it at your audience; explain whatrepparttar 104267 visual will do before you unveil it. Don’t allowrepparttar 104268 visual to become a silent demonstration. Keep talking as you showrepparttar 104269 visual. You are stillrepparttar 104270 main event and your visual is an aid. Look at your audience, not your visual. Whenrepparttar 104271 visual is not in use, hide it fromrepparttar 104272 audience. Humans are a curious lot, tending to keep looking atrepparttar 104273 object and losing track ofrepparttar 104274 speaker—you!

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