by Chris Currington | Oct 7, 2020 | Blog
Whenever asked to come up with a marketing plan, many people refer back to the “The Four Ps of Marketing” and use them as the basic foundation to develop an integrated strategy.
During the COVID-19 pandemic, a lot of healthcare and health IT companies have had to totally rethink the four Ps—whether they know it or not. And, they’ve had to do this as fast as possible while trying to save lives—of frontline workers and infected patients—while remaining relevant and profitable.
Here’s an example. Currently all eyes are on the biopharma industry to see how quickly they can develop a vaccine that will effectively stop—and hopefully eradicate—the coronavirus.
- The “P”roduct here is the vaccine, and there are many companies testing theirs to see which offer the best and safest results.
- But have you also noticed a lot of the “P”romotions that these companies have been making in the national news? So far, none of them have been paying for these promotions—and that’s an important point of clarification—not all promotions are paid.
- There are also a lot of national arguments on the “P”lacements of the vaccines. How will the vaccine be distributed and who will be first in line to receive it? How will they know it’s available and where to get it?
- And of course, we’re also hearing a lot or rumblings about the “P”rice of the vaccine. Will it really be free (someone has to pay for it) or will there be a hefty cost when people pull up their shirt sleeves?
Because we’re in a pandemic, the whole healthcare industry has had to deal with its effects on their individual products and services. Here’s a recap of a few observations of what’s been happening.
Product
Because of COVID-19, many—if not all—health IT companies have had to take a very hard look at their products and solutions and how they can help health workers deal with and provide care to those in need.
Some of the products are back-end solutions that integrate with technologies such as EHRs—to provide faster service and track results. Certain companies may deal more directly with healthcare coordination or how data is being used and sent, while others may provide community-based services to those who are most vulnerable. And as mentioned above, many are dealing with therapeutics that help in delivering care to those affected with the virus.
Placement
Directly related to the product or solution is where and how it will be used. This will have an effect on how it will be marketed and determine the channels for those efforts.
Right now, in healthcare, certain products (think thermometers, COVID-19 tests, ventilators, etc.) are moving very quickly all around the world. But it takes sophisticated logistical operations to get equipment where it needs to be.
But this also affects how the public is informed and how the product gets used. For example, we’ve heard several instances of how someone may be feeling symptoms related to the virus but has absolutely no idea about where to go to get a test.
Promotions
This is probably the most confusing and difficult of The Four Ps to navigate during the pandemic. With so many companies wanting—and deserving—earned media placements, many news outlets are overwhelmed with requests. Having the right relationships with the media, and offering them true, compelling and factual stories is key to making sure products and solutions receive the attention they deserve.
Paid promotions are an obvious possibility, but with so much information “out there” companies will need to be very analytical, specific and targeted to reach their audiences and cut through the noise. Social media is also a good option to promote a product or solution, but knowing the right channel and frequency are keys to getting attention, followers, likes and shares.
Price
The most compelling of the Four Ps to the consumer of a product or service is the price! Remember all the fears about toilet paper and hand sanitizer shortages, and efforts to control supply and demand?
Many healthcare and health IT companies—in order to meet needs and create a common good for care delivery—provided their solutions for free. But they can’t do this forever because they’ll go broke. And, in an unstable economy, pricing dilemmas will surely consume many of these companies’ time—while trying to maintain and salvage relationships with clients and customers.
As has been demonstrated time and time again, The Four Ps of Marketing create the formula for a winning strategy and a profitable company. During the COVID-19 pandemic, many companies have had to revisit all the Ps to make sure their product or solution gets where it needs to be or does what it can do for health workers.
Products, places, promotions and price are now more relevant to healthcare delivery—and saving people’s lives—than they have ever been before.
by Brandon Glenn | Sep 23, 2020 | Blog
Nobody expects perfection, and certainly not on the first attempt.
That’s why we always anticipate that the written content we produce for clients will need at least one round of edits – and maybe more. The editing process is without a doubt a key component of content development, ironing the rough edges of copy into smooth, on-message prose that shares the right message with the right audience.
Especially in the world of public relations, in which we write on behalf of clients instead of ourselves, I find that the editing process often contributes key insights that improve the quality of the final written content, whether it’s a byline, press release, case study or other deliverable. It’s that previous point – that public relations professionals are employed to write in the voice of their clients, not themselves – that makes the give-and-take of the editing process so critical.
To understand why, I like to think back to my reporter days, when everything I wrote appeared under my own name. Because my name was at the top of every article, all of this content was written in my own voice. The challenge was to get my own words out of my own head and onto the page.
Public relations is an entirely different animal. Nothing I write appears under my name, and everything I write is done in the client’s voice. That’s where the guesswork comes in. Because I’m writing in a voice other my own and I can’t possibly get inside another person’s head, all public relations writing, at least to some extent, is guesswork.
Now, it’s important to note, that as a PR firm, our job is to reduce that guesswork as much as we possibly can, whether it’s through interviews, background research, asking intelligent questions and the like. But, no matter what, because the content we are writing is in someone else’s voice, in the end PR writing remains based on guessing. The editing process is when clients get their opportunity to evaluate that guesswork and massage the copy into something that resembles their company’s own voice.
Despite its inevitability, though, the editing process can sometimes be painful, fraught with misunderstanding, miscommunication, ambiguity and delays. To help ease the pain and improve efficiency, here are three tips to make the editing process go more smoothly.
Tip 1: Practice safe version control: When we send written content to a client, it’s fairly common that three or more individuals (someone from marketing and a couple of subject matter experts, for example) would like to review and edit the piece. That’s fine and very much encouraged. What’s not fine is when all three individuals send back their own edited copies of the document, which can lead to a lot of confusion and inefficiency. In many cases when this happens, one SME’s edits will contradict the other’s, leaving the PR professional to sort out a way forward while potentially wading into the client’s internal politics. To avoid this situation, practice safe version control. If you’re going old-school and emailing a Word document around, send it to one person at a time, and incorporate the first person’s edits before sending it on for review to the second. Alternatively, online tools such Google Docs allow for simultaneous editing and can help overcome the problem of contradictory edits.
Tip 2: Minimize comments in the right-hand margin: Resist the urge to click the “Comment” button in Word or list comments and suggestions in the body of an email. Nothing else results in so much confusion and ambiguity in the editing process as when the right-hand margin of a document is littered with comments. The writer must read those comments, think about their meaning, actually understand the meaning, potentially go out and obtain some new information, adjust the article’s text in a way that (guessing again!) the author(s) approve of, then send the article back to the client who must review it a second time. If the writer guessed wrong or misinterpreted a comment, rinse and repeat. Perhaps surprisingly, in my own experience, the most difficult part of this process is simply trying to interpret what the commenter is asking the writer to do. Instead of taking the time and effort to describe the changes the writer should make, why not just…
Tip 3: Embrace track changes: Here’s a scenario that describes editing nirvana: In the second half of a sentence, the writer said “A” but the reviewer prefers the sentence to end with “B.” So, ensuring that Word’s “Track Changes” functionality is turned on, the reviewer simply goes into the document and types his “B” directly over the writer’s “A.” The result? No confusion, no ambiguity, no questions, a sentence that reads exactly how the reviewer likes, and no more guessing on the writer’s part. Plus, the writer can now review the document and learn how to adjust copy for next time. And all it took on the part of the reviewer was a little more time and effort compared to leaving a comment.
The editing process holds the potential to bring about complication and confusion that exasperates writers and reviewers alike, but it certainly doesn’t need to. Follow the tips above boost the efficiency and accuracy of your content-creation process while removing the pain from editing.
by Ken Krause | Sep 16, 2020 | Blog
Whenever I get award entries (or PR proposals for that matter) to review, I am always struck at how much confusion there is between what constitutes a strategy versus a tactic.
Generally what I will find is that the strategies and tactics are mixed together in some sort of strange PR stew that is like covering seasoned beef with strawberry jam. Both are tasty on their own, but together they just don’t quite work.
This confusion becomes more evident on entry forms that ask for deeper details. If all the competition is asking for is some company details and 300-word description of why whatever you did is award-worthy you don’t have to spend a lot of time separating strategy and tactics.
If, however, the entry form asks for 500 words on strategies around the objectives, then another 500 words on the tactics/execution you used to achieve the objectives, well, you’re going to need to understand the difference. Or find someone who does. Or hope the judges don’t understand it any better than you do.
Basically, the strategy is the overall plan of action – the big picture of what you intend to do. The tactics are the actions you take to get it done.
In baseball, for example, the strategy in a close game might be to advance a runner on first into scoring position (i.e., second or third base for those not familiar with baseball lingo). Doing so will give you a heightened opportunity to add a run to your total (at least in theory; SABRmetrics has shattered a lot of those beliefs in recent years).
HOW you advance that runner is where the tactics come in. You could lay down a sacrifice bunt. You could have the hitter try to bunt for a hit. You could do a hit-and-run, where the runner on first takes off for second and the hitter tries to hit the ball behind him to the right side. You could have the runner on first steal second while the hitter covers him with a swing and miss.
All of those are valid tactics or ways of getting the runner to second. Which you use depends on your personnel and a whole bunch of other factors.
Now let’s talk about PR award entries and why it seems so difficult to tell the two apart. Let’s say one objective of the program is:
“Company A was losing sales to larger competitors, so it needed to create a larger-than-life image to overcome this hurdle.”
How did they plan to do that? The strategy was to use PR to increase its visibility in the marketplace without the huge investment advertising would require. But here’s where it starts to go wrong.
The next sentence in the “strategy” section will talk about how Company A started issuing press releases and thought leadership pieces on a regular basis.
No, those are tactics. They required specific actions from Company A or its agency. The same is true with launching a media relations or analyst relations program. Those, again, are actions the company took.
Again, strategy defines what needs to be done on a broad scale – in other words a business issue. Tactics describe the steps you will take/are taking/have taken to accomplish the strategy.
Here are a few more quick examples that will help stratify the three areas – goals/objectives, strategy and tactics – in your award entries and other materials:
Goals/Objectives
- Increase share of voice
- Improve company reputation
- Establish new market
- Attract funding
- Position for sale
Strategies
- Create a thought leadership program
- Engage subject matter experts (SMEs) in developing content
- Improve understanding of what media outlets clients/prospects rely on
- Gain a better understanding of what product features/benefits are important to customers/prospects
- Make messaging more concise/easier to understand
Tactics
- Issue X number of press releases for the year
- Write byline articles on these specific topics
- Develop a media list
- Media-train SMEs and other company spokespeople
- Apply for awards/speaker opportunities
The beauty of understanding the differences is that award entries then practically write themselves. They tell the story of how you started broadly, then worked your way through the process to achieve the results.
Taking that little bit of extra time to think through what is a strategy versus a tactic isn’t always easy. But it’s worth the effort – especially when you receive that happy notification that you’ve won the award you were targeting.
by Stacy State | Sep 9, 2020 | Blog
In mid-May we talked about the emergence of a new normal in public relations and marketing as a result of the COVID-19 pandemic. Media coverage of the virus has become all-consuming in the intervening four months.
Over 100 million pieces of news focused on COVID-19 have appeared. In just one sampled day, 340,000 came from 30,000 media outlets. As the lingering epicenter of the crisis, the United States produces one third of all global daily coverage.
Even as pandemic fatigue sets in among the American population, our collective obsession with the virus and its toll never wavers. Potential vaccines linger on the horizon bringing hope. However, even aggressive projections place their availability 5 to 6 months away. COVID-19 isn’t going anywhere anytime soon.
The brands and products that most easily resonate with Americans these days are those that fulfill critical needs, both physical and emotional. So, unless you’re selling hand sanitizer, outdoor entertainment, or any type of toilet paper, how do you keep your brand in front of your customers?
By making your brand feel critical.
The Five Things That Matter
Brand Messaging
Gone are the days of simple promotions. In today’s world the only messaging that stands out and feels genuine is that which tries to connect with people on a human level. The mixture of isolation, fear of the unknown, and an overwhelming sense of community and empathy has hot-wired most Americans to see the world differently in a very short amount of time. It has crystalized the things that matter and those that don’t. To matter, your messaging must account for this shift in thinking.
Social Media
The isolation of social distancing has caused 32% of Americans to spend more time on social media as a way to stay connected to their friends and family. Leveraging this groundswell of attention, paired with appropriate messaging, is the key to remaining relevant and to gaining new audiences. Make your brand into a trusted news source that offers important information during this time of need. Engage your followers in a conversation that proves valuable.
Virtual Events
Our need to connect with one another is fundamental. While physically isolated, virtual events have skyrocketed 1000% during the pandemic. These events are a collective backbone offering education, networking, and collaborative opportunities. It cannot be overstated how important these events are for socializing your brand’s presentations, white papers, and case studies. These webinars and virtual roundtables serve as important touchpoints with your existing customer base and essential engines generating new client leads.
Email Campaigns
Email remains another reliable and consistent communication vehicle. Since the beginning of the pandemic email open rates have improved 8% with a corresponding click-through increase of 22%. Incorporating the critical elements mentioned above into a comprehensive email campaign can help drive the success of your brand’s overall marketing strategy.
SEO & Lead Generation
The consistent theme here is Americans are turning to alternative tools to stay connected. Social media, virtual meetings, email, and the Internet have replaced most traditional in-person communication. Internet usage has surged 70%. A clever SEO & lead generation plan will plant the seeds that flourish long after COVID-19 has disappeared. Providing evergreen content that engages customers and answers core needs remains the heart of successful lead generation. Whitepapers, eBooks, and blog posts will always matter. And SEO drives their visibility.
The world has changed. People have changed. It’s impossible to know for how long. But for now, connecting with people requires embracing this new normal. The five keys listed here will help your brand lead as we all step into this brave new world.
by Terri Pollock | Sep 2, 2020 | Blog
Unless your organization happens to have an office in the Washington, D.C. bubble, engaging in federal policymaking can seem like a daunting task. Many organizations will understandably dismiss the opportunity to get involved in policy discussions because they simply just don’t know how.
Perhaps a congressional hearing is held on a topic that’s important to your organization, legislation is introduced that could significantly impact your business, or the Administration proposes sweeping regulatory changes to Medicare. You’re wondering, “What do we do? How do we have our voice heard without lobbyists or advocates? Where do we even begin?”
I’ve got news for you: you can influence policy without a lobby shop. Here are the first steps.
Find the right news sources
Before trying to engage in policy conversations, it’s essential that you educate yourself and stay up-to-date with policymakers relevant to your organization. First, scope out your primary sources: your congressional representatives and policymakers who sit on key committees. Follow them on social media, sign up for their e-newsletters, and perhaps most importantly, find out who works for them. Many people don’t realize the authority held by congressional staffers. They have an incredible amount of decision-making power and should not be dismissed as potential gateways into policy influence.
Next, find the most apt secondary news sources. Identify the trade, national, and local publications that frequently publish policy analyses, breaking news, or commentary (both critical and favorable) on your industry niche. Sign up for their e-newsletters or follow them on Twitter. Then, find and follow the journalists who cover policy happenings that align with your organization’s interests. With the constantly changing policy landscape and the increasing volatility of the media market, this is an ongoing process that requires dedication.
Lastly, get to know other key players in the industry. It’s important to keep tabs on organizations on the opposite side of a given policy issue, but it’s equally as important to build strategic alliances. Follow both the organization and its thought leaders on Twitter and sign up for their e-newsletters.
Build your network
It may seem difficult to build meaningful relationships in the middle of a pandemic, but that’s where soft skills come in handy. Get creative with your public relations efforts. Social media and email are your friends!
Once you’ve sufficiently tracked down all of your target policymakers, journalists, and stakeholders on Twitter, it’s time to start engaging. Build separate lists for each category. Devote time each day or every other day (even just 10 minutes) to reviewing your list feeds, retweeting, replying, and liking Tweets that are timely and relevant to your organization.
This can be done from an organizational account, but it’s far more effective and impactful if done from one or multiple thought leaders’ accounts. But remember – everything on Twitter should be considered on the record, particularly when you’re interacting with journalists. This shouldn’t deter you from engaging, but be cognizant of how your Tweets may be perceived.
Perhaps the most conventional way to make connections is via email. This tried and true method is even more common now that we are living in a largely digital professional world. Introduce yourself by email to your target stakeholders and set up a call to hear about their advocacy initiatives and various experiences and connections with policymakers. You may learn that there’s common ground for partnership or a larger alliance, or that certain policymakers are amenable to certain policy changes.
Before you can take the next step with policymakers and journalists, you must get your organization’s ducks in a row. Develop your policy position and strategy, prepare your spokespeople, and identify your allies and opposition. This can be an arduous process, but this critical foundation – on top of your policy knowledge and strategic connections – will pave the way for your organization to have a voice in policymaking.
Many organizations don’t recognize the value of a multifaceted public relations strategy. With public relations as a key component of your communications plan, your organization has the potential to penetrate the policy world through thought leadership, social influence, and earned media. Don’t miss out on the opportunity to increase brand awareness and industry visibility while improving your organization’s policy influence.
by Philip Anast | Aug 26, 2020 | Blog
The Roman statesman Seneca once said, “Luck is what happens when preparation meets opportunity.” This is a sentiment executives must keep in mind as they prepare for media interviews. And the key word here is preparation.
As busy as everyone seems to be in the era of COVID-19, media interviews – much like any formal presentation – cannot and should not be treated as something to be checked off a list.
A lot goes into preparing company messaging and positioning an organization. Getting third-party validation for a company’s value proposition can go a long way toward softening the beachheads for sales leads and building industry leadership and brand awareness.
But how should one prepare for a media interview? Here are six techniques to consider:
- Review the reporter’s coverage and publication to best understand the audience and how you need to communicate to that audience
A PR/marketing agency such as Amendola Communications prepares briefing sheets with details of reporters, their backgrounds, messaging and any caveats. While the PR pros can guide you through the process, it also makes sense to read the reporter’s last three to five articles to ascertain trends or patterns in coverage. Doing so may reveal something you can share with the reporter to strike a chord during an interview.
- Write out your key messages and envision the headline you want to read
Again, your agency is doing a lot of the leg work already; however, homing in on the three key messages you want to share during an interview goes a long way toward ensuring one stays focused and doesn’t stray into unchartered territory. A reporter has only so much time, so you want to maximize your time to deliver your key messages and get your points across. Furthermore, think about the headline and story you want to see resulting from the interview, and figure out how you’ll get there.
- Consider the types of questions that can lead to minefields
Along with No. 2, your agency should caution you about the types of questions that will take you off the path of a productive interview for your organization. Those questions may involve competitors, controversies or unpopular opinions. That’s not to say you shouldn’t address them or consider being provocative. But it’s best to practice your responses ahead of time and test them with key colleagues and your communications advisors to ensure they are the types of messages that will have the intended impact. And if you don’t want to answer certain questions, using bridging techniques can help you get back on track.
- Practice in front of a mirror to gauge body language
While this technique is especially important to prep for broadcast or Zoom interviews, it’s also valuable in general because it speaks to whether you believe what you’re saying. Are you credible? Are you passionate? If your responses fall flat to you, consider what a reporter will take away. Using a conversational style while conveying insights the reporter can use begets future interviews.
- Ensure any product messaging is grounded in business benefits and not conjecture
While it’s important to demonstrate the success of your products to key influencers, the best way to do so is to substantiate with industry facts, e.g. time and dollar savings, patient/staff safety, industry awards and the like. Of more importance is citing key statistics or anecdotes from key customers. You’ll want to confirm that those customers are referenceable in any media interviews. Your PR agency can help you sort through those details.
- Block off 15-30 minutes prior to an interview to put on your game face
While competitive sports seem like a distant memory during the pandemic, those pre-game rituals still hold a place close to our hearts. Instead of rushing to a media interview, it’s best to block out some time for mindfulness before the interview. Doing so elicits focus and can make your preparation bear real fruit.
Media interviews often seem to be over in a flash, but the outcomes can have a long shelf life. Taking time to properly prepare can elevate your own brand and help your organization flourish.
