Want to Play Hardball with the News Media?

Written by Rusty Cawley


There comes a time inrepparttar life of almost every company when its honesty, its integrity and its health are threatened by attacks fromrepparttar 121015 news media.

Frequently, these attacks are well deserved. Example: Enron.

All too often, these attacks are engineered by antagonists (usually plaintiff attorneys or issue-oriented activists) through all-too-willing news reporters who are hell-bent on winning this year’s Pulitzer.

When that time comes for you and your company, you will have to decide: Do I want to play hardball withrepparttar 121016 news media?

Before you even consider that question, you must take an inventory. You must have three things in your corner before you even consider taking onrepparttar 121017 media.

First, you must have persuasive evidence of your innocence.

Inrepparttar 121018 Court of Public Opinion, you are guilty until proven innocent. If you plan to take onrepparttar 121019 news media, you must be prepared to present evidence that swaysrepparttar 121020 public in your favor.

“Persuasive” is notrepparttar 121021 same as “conclusive.”

Indeed, logic need not apply.

You will want “proof” that persuadesrepparttar 121022 brain by aiming atrepparttar 121023 heart.

You must also make sure that you stand on solid legal ground. Your team should always include a legal counsel who is media-savvy and crisis-oriented.

You want to have a lawyer on your side who is not afraid to do battle with, in or throughrepparttar 121024 media. But your attorney should also be an expert in communications law, particularly libel.

The attorney’s job in a Hardball PR situation is not to steer your ship, but to help navigate your ship aroundrepparttar 121025 rocks.

Second, you must have sufficient resources at your disposal.

Never go to war withrepparttar 121026 news media if you lackrepparttar 121027 money,repparttar 121028 time,repparttar 121029 energy orrepparttar 121030 will to see it through.

You Too Can Create Newsworthy Research

Written by Marcia Yudkin


Take a close look atrepparttar front section of specialized magazines, and you'll often find little articles highlighting results of some study or poll conducted by some private company or other. Research data is also often cited by general-interest publications like USA Today and network newscasts. You don't need a Fortune 500 sized budget to undertake a newsworthy study, or to receive coverage for it, either to your industry orrepparttar 121014 general public.

The scope and rigor of a study or poll are usually notrepparttar 121015 criteria governing whether or not it's considered worthy of attention. Rather, reporters and editors judgerepparttar 121016 newsworthiness of research according to its pertinence for their audience, its novelty and its surprise quotient. If repparttar 121017 study results seem likely to provoke a "Wow!" or "Interesting!" inrepparttar 121018 audience, then they have a good shot at earning media coverage.

Working backward, then, to how you would design a research question or poll with a promising potential for ink and air time, here are some guidelines.

* The answer torepparttar 121019 question is not obvious and not already known.

* Those interviewed would want to know how others answered repparttar 121020 question.

* It pertains to a topic that is either perennially or currently of interest to a particular audience orrepparttar 121021 general public.

* It's probably a qualitative question rather than answerable with "yes" or "no."

* The answers will subtly promote you,repparttar 121022 sponsor ofrepparttar 121023 research, without seeming overly self-serving.

For instance, if you're a moving company, asking "What quality would you rank as #1 in importance when you're looking for a moving company?" would not be as compelling as "When you're moving, what household item are you most concerned about getting lost or damaged?" If you're a chain of Italian restaurants, a good question would be "Which Italian dish gives yourepparttar 121024 greatest feeling of nostalgia?" A management consultant might profitably ask executives, "What mistakes do you see your vendors making in today's down economy?"

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