National and Business Media Strategy
We have established relationships with key reporters and opinion leaders, and maintain them in ways that establish our credibility so that reporters call us with requests. And with our journalism background, we understand reporters' beats and interests, how they work, what they look for (i.e., customer references and news before their competitors get it, for example), what they don't like (i.e, calling "just to follow up" or to offer a story after it appeared in their competition), and how to get them to pay attention to our clients. We learn our clients' objectives and match them with the right media, whether print, broadcast or online. We provide critical insight that transforms facts, information and strategy into compelling, timely stories.
We use the national media as the focus when developing strategic media
relations programs because companies must pitch a more substantive perspective
than new product features to interest business reporters. We develop comprehensive
programs, supported by story angles that take advantage
of that perspective and enable us to provide reporters with something
they all ask for: context how much a deal is worth, what are the
implications for the industry, etc. in other words, why the story
matters. This focus also enables us to reinforce our clients' strengths,
their business and competitive position, which synchs us with their business
For many companies, Executive Visibility often is an ad-hoc tactic with the CEO's calendar, not whether the company has real news, the determining factor. But ad-hoc Executive Visibility programs are rarely effective. Unfortunately, some CEOs are media-averse, and think that if the company is doing well they don't need to talk to the press. Yet if CEOs or other senior executives don't position themselves and their companies in the press, their competitors will do it for them. Being pro-active here is extremely important because in the wake of numerous corporate financial scandals, the media, customers and investors are very skeptical.
At Birnbach Communications, our philosophy is that to get the most out of a company's communications investment, it must leverage all its communication programs by harnessing them around an integrated, consistent plan, with the CEO as focal point supported by a senior management team increasingly that means making the CFO (who rarely talked with the media) available, too, to address balance-sheet questions that previously only financial analysts raised.
The goal is to offer our clients a framework for a comprehensive, integrated program that goes beyond media relations to leverage investments the company is making beyond traditional PR, such as community relations. For example, one client did a lot of community sponsorship that was "owned" by various divisions that did not coordinate efforts or dollars, diluting the impact its efforts could have had for its community and the company's reputation. We advised them to form a community relations counsel to coordinate efforts and initiatives. In some cases, this coordinated approach can identify issues important to the company, providing it with a cause-related platform, such as school-to-work partnerships, that makes the executive visibility program that much more compelling.
Working with other corporate functions Investor Relations, Human
Resources, etc. we can compile all relevant activities and then
can advise, develop and execute comprehensive, coordinated plans to raise
visibility for our clients' CEO and senior management. We can arrange
media tours, broadcast interviews, editorial board meetings, identify
topics and write bylined articles. And we can identify influential speaking
opportunities that will help your CEO and senior management reach important
and Strategic Messaging
Companies that take the Henry Ford approach to branding and messaging "Any color as long as its black" will find their messages do not register with their audiences, wasting their budget and resources.
Branding starts at the top, and entails consistency across different media (website vs. newsletter vs. approved dealers, for example) even as messages must be customized to meet the different needs of disparate audiences.
However, there are too many companies using the same words to describe themselves. A Google search found more than 123,000 web pages using the words: "world-class provider" in corporate mission statements.
We work with our clients including Avistar, Color Kinetics (now Philips Color Kinetics), Luxoft, Mantas, ControlPath, InterfaithFamily.com, Hanover Insurance Group, and EnableUs to develop effective positioning that enables them to describe customer benefits and to differentiate themselves from competitors. This is critical, especially for clients who compete across a confusing number of product categories.
And we can help coordinate efforts across the corporation to communicate
those messages as companies seek to launch or reestablish their brand
identities. Focusing on media, we conduct a client vs. competitor perception
audit, and use that information to help differentiate our clients by developing
strategic messages. With our knowledge of the media, we then translate
key messages and positioning into compelling story angles.
Social Media Marketing
While social media started off as a consumer play, even B2B companies must find ways they can be part of the conversation because their customers are online and discussing topics that interest them, which can include B2B topics. In fact, for B2B clients (as well as nonprofit clients), we also produce multimedia customer case studies that incorporate video, audio, still photography, text and social media.
Social media is an important component of the thought leadership programs we conduct for our clients. We help clients find the right way to connect with key stakeholders while addressing two key challenges:
1) The social media universe is much more complex and fragmented than traditional media.
2) Each client has different needs and strengths; and therefore each client needs a customized plan and outreach strategy.
We help clients find the right way to connect with key stakeholders via social media, whether Facebook, Twitter, LinkedIn Groups, forums, blogs, wikis, podcasts, video podcasts and YouTube.
We also write and produce podcasts that serve as a marketing and branding tool, which can be especially effective as part of a thought leadership program. We've been recognized for our social media experience; when American Public Radio's "Marketplace" looked at the impact social media is having on the practice of public relations, they asked Norman Birnbach for insight for its story, "Social media change the way PR firms do business."
Check out our blog article, "Tips on Taking Advantage of The YouTube Juggernaut."
M&A communications are complex because the PR team must create and finalize the plan and documentation within a short timeframe, without a lot of information because details change during each negotiation session. Deliverables include a key message and positioning document; press releases; timeline for alerting employees and customers of both companies, the media, the analysts; and an internal question-and-answer document with information about price of the deal, product and/or services integration, new corporate positioning, and potential layoffs or executive changes.
Even if the deal goes smoothly, strategies, tactics and messages must be coordinated with the other company's corporate communications function, including posting information quickly to corporate Web site - the first place were employees and customers are likely to check to confirm take-over rumors. (When IBM announced its takeover bid for Lotus, the IBM Web site was the first place Lotus employees checked out.) Challenges we successfully managed include dealing with potential politics, culture clashes and a dispirited PR team.
From a communications perspective, an M&A deal is a great opportunity to reposition the company, and can help generate compelling story angles bridging two corporate cultures, case studies of better customer service as the target is integrated into the larger corporate entity.
From a media relations perspective, it is important to understand in advance the interest level in a deal. Reporters' first question is always about the size of the deal. If the target company is private and the deal is under $10 million, you need to come up with additional angles to make the story more compelling for the business press; The Wall Street Journal and The New York Times generally don't cover deals worth less than $100 million and $250 million, respectively. And we've seen non-client acquisitions worth $2 billion get only brief mention. Exceptions to that rule include companies that operate within the media's radar (Microsoft, Cisco, Amazon, etc.) or in a hot market (i.e., Linux). On the other hand, the trade press is likely to be more interested in smaller, private deals.
Experienced with both acquirers and targets, we have successfully developed and executed communications strategies for numerous M&A deals across a range of sectors, including:
And because M&A transactions can change an industry's landscape, we also advise clients about the strategic implications of competitors' deals
For more, check out our article from IABC's CW Bulletin: "Three
Stages of Merger Communication."
If you don't keep employees happy after an acquisition, they'll leave. So it's important to get this right.
We have handled internal communications when working with the acquiring company as well as with the target company. We have experience developing content that keep employees informed about the acquisition as well as resulting HR and other policy changes.
Venture Capital Communications
Based on a typical checklist that VC's use before investing, our VC Announcement Scorecard service leverages the same variables i.e., the product or service, the business model and market potential, the entrepreneur's track record, and milestone-oriented operating plan by translating them into elements besides the dollar figure that will interest reporters. The VC Announcement Scorecard also enables us to quickly and efficiently develop a strategic plan that maximizes the impact of your announcement, validates your company and positions it for the future, whether that's raising a follow-on round, going public, acquiring other companies, etc.
For start-ups, we have announced VC rounds, generating coverage that communicates key messages about the company, its technology or services, partners and prospects for future growth. Our strategy for announcing a broadband start-up's Series C round, successfully generated coverage in The Wall Street Journal, Red Herring, and The Daily Deal.
We work with leading VCs and corporate investors across a range of announcements,
from early round investments to board membership news, later rounds and
taking companies public. Our work across a VC's portfolio can provide
significant economies to the fund and bring the VC's perspective to the
range of portfolio companies seamlessly.
While Thought Leadership program promotes an organization's perspective and vision and Crisis Communications initiatives help plan and respond to negative news and online comments, an Issue Management initiative can:
We have previously developed crisis plans for clients in health care and pharmaceuticals, education, food and agriculture, nonprofit, industry associations, and small business sectors. We have helped clients
Our experience includes planning and executing issue-oriented programs for industry medical and dental associations as well as raising awareness of medical conditions and issues, including asthma, its causes and treatment for inner-city populations; and Radon gas, an odorless cancer-causing gas.
For Joslin Diabetes Center, an internationally recognized diabetes treatment, research and education institution affiliated with Harvard Medical School, we worked on several successful projects to raise awareness of diabetes, its causes and treatment for at-risk populations such as Native Americans, African Americans and Asian Americans.
We also have written and placed op-eds, bylined articles and letters
to the editors about health care issues, including in the Boston Globe,
Advance for Managers of Respiratory Care, and Advance for Health
But if you have ever experienced a crisis a compliance or regulatory issue, including a fine or a warning letter from a government agency; a lawsuit; a sudden, drastic stock drop; union problems; a protest by the People for the Ethical Treatment of Animals (PETA); or negative comments spreading over social media you probably understand the need to plan and anticipate crises that could hit your company.
You don't have much time to develop a careful strategy when the media start calling. Even after unexpected economic failures and fraud, many companies put crisis planning on the back burner. They'll get to it when they've got some downtime.
Yet, in today's environment, there isn't any downtime. What's more, most crises with the exceptions of stolen customer information (such as social security numbers), industrial accidents, or product tampering start as small problems whose warning signs (including cyberattacks by hackers or competing companies; nasty comments on investor forums, or on social media, etc.) are ignored until the situation burns out of control.
We have developed crisis plans for clients across a range of sectors, including health care, education and food and agriculture. Based on a strong knowledge of the clients and potential vulnerabilities, these plans form a playbook in case a crisis does actually occur. The playbooks feature scenarios we hope our clients would never face, along with a structured plan for assessing the situation, monitoring the media and social media, determining the chain of command, developing messages, identifying appropriate spokespeople and communicating with employees, partners, customers and investors.
A key component that often gets overlooked is developing an employee communications plan, one that includes training employees to handle crises. Crisis plans can include ways to communicate important information to employees at home, updated their Web site, and keep operations maintained in other locations in working order.
It is not enough to write a crisis plan once, however. Potential crises change over time, as current problems or issues get resolved, others develop. Companies need to evaluate their crisis plans annually, and especially after a significant event an acquisition, for example.
Having a good, updated crisis plan or at least a rapid response process to monitor breaking news like a sudden stock drop can help companies minimize potential damage and help salvage your company's reputation, and help you communicate with your board, clients, business partners, shareholders and employees.
Here are some of our thoughts and articles about crises:
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