by Todd Stein | Jan 11, 2017 | Blog
Why should you write a book? Most busy tech executives have a hundred good reasons why they can’t spare the time for books. Their PR advisers may be tempted to concur since PR performance is judged largely on the quantity of placements secured. After all, why spend months writing one 80,000-word book when you could write 100 800-word articles for a variety of online publications?
Yet a book’s value exceeds that of even dozens of articles. With a book, you can dive into your topic in much more detail than you ever could with online content. Sure, it might not sell but sales aren’t the point: books are tools for establishing you and your company as thought leaders. They’re magnets for relationship building. An expert who is confident and knowledgeable enough to set her expertise in stone with a book will win instant credibility in the eyes of potential partners, clients and customers.
Books also achieve a few very important goals in PR:
- Books are assets that you can share with brand advocates, customers, prospects, investors, and industry stakeholders.
- Books can attract other opportunities to you and your company. Conference organizers, for instance, are much more likely to give a keynote to the author of a respected book even if it doesn’t sell well than to a book-less competitor.
- A book can build trust by positioning your company as having a knowledge-based environment, rather than one focused on sales alone.
The key to making the most of a book is good promotion. At Amendola, while we don’t specialize in book promotion, we’ve learned over the years how to augment the distribution and promotion efforts of book publishers to drive PR value.
Below is a sampling of the tactics we use in helping our clients draw attention to their books and leverage them for relationship building:
- Send the book to key journalists and bloggers and request a book review (ideally) as well as offering the author for an interview on the book’s topic
- Pitch the author as an expert on the topic, with the book as proof of their expertise. Broadcast media love interviewing authors with new ideas.
- Do a Google Hangout with the author to promote the book
- Run a Tweetchat with the author leveraging a major partner hashtag to drive attendance
- Turn the book chapters into a webinar series, with each chapter or section a separate webinar. Give the book away as enticement to register for the webinar.
- Turn the book into blog posts: one for each chapter or section, and link to the book at the end of each post
- Arm all salespeople with several hard-copy versions of the book as leave-behinds, or use book giveaways to drive a Salesforce email campaign to prospects in their territories
- Hand out the book at all events where you exhibit, as well as at your end-user conference
- Email the book to attendees at webinars, trade shows or seminars as a follow-up
- Write a LinkedIn status update about the book and post a link to it in groups where prospects congregate.
- Pull out keys facts or items of interest from the book and tweet those on Twitter with a link to the book and a popular related hashtag
- Include the book in your email signature, with a link to download it for free.
If this short list helps convince you to write a book, give us a shout. We can help.
by Heather Caouette | Jan 4, 2017 | Blog
Word of mouth is arguably the most efficient and beneficial form of marketing. A recent Nielsen’s Harris Poll Online found that more than 80% of Americans seek recommendations when making any kind of purchase. Also, a Nielsen’s Trust in Advertising report showed that 84 percent of consumers say they value recommendations from friends and family above other types of advertising. Most people trust their peers more than corporate advertising, so hearing the virtues of your solution from a colleague will go far in establishing your credibility.
What does this information mean for your business and how do you incorporate word of mouth into your overall marketing strategy?
Nurture Happy Customers
Happy customers require a solid solution, first and foremost. Addressing the vulnerabilities of your product and services will increase your customers confidence in your company, helping develop customer advocates and extending word of mouth. Many people are happy to be an expert and discuss how they have solved a problem. By delivering a solid solution, exceptional customer service and conducting business as a true partner, customers will be open to acting as brand ambassadors. Build and engage a captive audience of your customers, partners and thought leaders.
Communicate to Your Customers
Collaborative relationships offer benefits to both sides. To have customers and prospects believe you are on their side, it is essential that marketing efforts speak to their motivations. Regardless of how beautifully crafted your campaign or message is, any project that does not speak to what influences your customer will fall flat. What keeps your clients up at night? What inspires them? You need to understand these motivators before you can make the link to how your offerings can help.
Simplify your messaging for the benefit of all involved. Someone outside of your company is not as immersed in the key take-aways as your executives. They will be asked about or offer information about your company, communicating the points they believe. Clear, concise messaging will make it easier for your customers to convey the benefits you want others to understand.
Make Their Voices Heard
You have happy customers who are willing to share their experiences. Now what? These stories and successes should be shared where people can learn from them. This can be through a variety of channels, including case studies, media interviews, social media interactions, presentations at tradeshows. The point is to have your customer’s voice heard where potential prospects and industry influencers could be listening. Having your success stories out there also keeps them alive long after they are told.
Create Targeted Campaigns
Not all messages will resonate with everyone and not all customers are created equal. Segmentation will vary depending on your company and what matters to your customers. Factors can include location, industry, customer size, solutions they are using or problem they are trying to solve. The audience should be able to relate to the customer’s experience. Match the client and message to the correct audience for maximum return.
Pick the Correct Channel
Similar to all customers not created equal, neither are channels. Businesses are made up of people that are using sites such as Facebook, Twitter, LinkedIn and Instagram. You need to get your message to the people where they are and where they will be receptive to hearing your customer’s story. That said, tread carefully to put your efforts in the channels that can offer the greatest reward as some may be a better fit than others. A channel that makes sense for one industry may not work for another. Also, focus on the message and desired outcome and not the trendy tool.
Ensure your online presence is optimized for mobile channels. According to an April 27, 2016 post by Smart Insights, mobile use grows an average of 58% year over year. Viewers should be able to move seamlessly between devices and have a consistent experience regardless of whether they find you on a desktop, tablet or phone.
Word of mouth marketing can be a cost-effective and credible way to extend your voice. These steps will increase the value of these efforts. Now, get your customers achievements heard!
by Julie Donnelly | Dec 21, 2016 | Blog
Clients have high hopes when they first engage a public relations firm. Building a brand will mean interviews with the Wall Street Journal! Blogs that go viral on Facebook and Twitter! Appearances on CNN! And well they should. After all, clients are paying good money for marketing and PR services, and they should get results.
But unfortunately, what many companies either young startups or more mature companies hitting an inflection point such as an acquisition or new product launch DON’T have is a clear message they want to convey. And that is the first building block for any brand.
In fact, we find with many clients, simply launching an intense media relations and content marketing campaign is like starting in the middle of a race when you don’t know the course. Companies will reach that finish line an effective PR strategy sooner if they begin at the starting line with a clear understanding of the race course and where they are going.
Here’s some advice for companies looking to create or hone their messaging for a precision brand-building strategy.
- Begin with a brainstorming session
A good PR firm can lead your team in exercises that will help fine-tune your messages for each product and for each audience you hope to target. This could include efforts to name a new product or to determine which concepts resonate with consumers versus potential investors and/or partners. We find that at some companies there may be a significant gap between the messages the CEO wants to convey and those advocated by the head of marketing or other important stakeholders. By engaging in a brainstorming session, those differences will be revealed and can be mediated by the PR agency to help guide the team toward the messages that will resonate best in the marketplace and show the company to its best advantage.
- Develop messaging documents
An investment of time upfront to create comprehensive messaging documents will save a tremendous amount of time down the road. Individual documents for each product are advisable. These should include a one-sentence descriptor of the product, a list of differentiators, customer pain points and gaps in the market addressed by the product. The product messaging documents should also include relevant context, including the competitive landscape. In addition, companies should develop a few versions of the overall value proposition and mission of the company, geared toward different stakeholders including investors, partners and customers. Developing these messaging documents will likely require interviews of key subject matter experts at the company to make sure they correctly reflect the most current features of the products. These documents could also include a company FAQ to either be posted on the website or used internally. CEOs should sign off on all messaging documents before they are finalized.
- Use messaging documents as “already approved content”
Once messaging documents are completed, they can form the basis for content marketing assets including blogs, bylined articles and company whitepapers. While additional input or interviews may be required, this work will be cut down significantly by having agreed-upon messages as a common backbone for all content. This will also streamline approvals for each new piece of content and preempt messaging differences among team members since all stakeholders have already agreed upon the key messages.
- Use messaging documents for media interview prep
The appropriate product messaging document, the overarching company messaging asset and the FAQ can all form the basis of media interview prep for CEOs or other company spokespeople. Your PR agency can come up a list of targeted talking points and sample questions based on the outlet, audience and angle the reporter is pursuing. But ultimately, every interview should circle back to the company’s core messages which are contained in the documents. Using the messaging documents as “lane bumpers”, as in bowling, will prevent a passionate CEO from running afoul of investors, partners or customers by veering off-message. Combining a message development program with media training, which high-quality PR firms should provide, is the best way to ensure that CEOs and other spokespeople take the best advantage of every media interview opportunity.
- Periodically update the messaging
A common challenge in developing consistent messaging for clients is when a member of the team, often the CEO, is out a step (or two, or five) ahead of the company’s current capabilities, size or product development status. Visionary CEOs are a tremendous asset for companies seeking to advance their brands, but risks abound if the CEO promises things the company can’t deliver. One way to overcome this obstacle is to commit to messaging as a dynamic process and not a static set of documents. A quarterly review to sync up messages to goals achieved is a great way to make sure that customers, partners, investors and the public are continuously reminded of the company’s forward march. Companies may also want to consider adding a “future goals” messaging document which can be added to as goals are achieved and moved into “current messaging” status.
“Start at the very beginning”
It’s a very good place to start, as Julie Andrews sang in The Sound of Music. And it’s great advice for companies who are newly engaged in building a brand. Your PR firm will start by making sure everyone is on the same page regarding the company’s key messages. Then they’ll get it in writing via messaging documents you can leverage again and again to develop a consistent, memorable brand for your company. Even if your company is well-established, your key messages may need a refresh to help take the company to the next level in its maturity.
by Matt Schlossberg | Dec 7, 2016 | Blog
The Day After
Wednesday, November 9, about 6am. Bleary eyed, I throw back a couple cups of black coffee and start collating and reviewing my notes, observations and potential talking points on the election results and their affect on healthcare PR before making phone calls and firing off e-mails to clients.
The GOP had captured the White House and retained majorities in both houses of Congress. From now until Inauguration Day political and policy reporters would be laser-focused on the agenda of the incoming administration, the Senate, and the House and the impact it could have on the country.
Healthcare specifically the future of the Affordable Care Act (ACA), Medicaid expansion and even accountable care is near the top of that list. Reporters and editors would be turning to the industry for their perspectives, hot takes and prognostications.
The Elephant in the Room
Many vendors and healthcare associations, especially those who work to some extent in areas of policy or advocacy, decline to publicly speak on political matters because they have to work with whichever party controls the executive and legislative branches. The increased intensity of partisan rancor also makes healthcare companies reluctant to comment on any hot-button topics for fear of losing customers or causing internal turbulence with key staff.
Industry leaders can certainly decline to speak and have legitimate reasons for doing so. But it’s critical that their public relations executives prepare them for that eventuality anyway.
There’s an old adage that says that politics and religion are the two forbidden topics at the dinner table. However, the former is not always an option for healthcare PR pros and their clients. Let’s face it: no matter your political affiliation, the results of the 2016 general election will likely have a significant impact on the healthcare industry,
Don’t believe me? Take 60 seconds to check out your news and social media feeds.
An Approach to Message
In the weeks leading up to Election Day, I had explored with my clients potential frameworks for how to respond to the priorities of a new administration and Congress. The differences between the two national parties on healthcare are both well-known and famously divergent. Democrats favor modifying and improving the ACA. Republicans campaigned on the law’s repeal and replacement.
I recognized a few potential hazards for my clients who chose to go on the record. First, much of today’s politics is personal and personality-driven. I felt that as a PR executive, my job was to frame the issue of healthcare policy in a way that was factual and focused on the policy and its potential ramifications.
The second major hazard is the perilous nature of predictions. Yes, non-partisan agencies such as the Congressional Budget Office had outlined potential impacts to healthcare based on candidates’ statements and plans. However, the political process is filled with too many twists and turns, too many procedural tricks and local political considerations to make any prediction a sure thing. In addition, speculation is often peppered with bias (any prime-time cable news panel is evidence enough of that).
Through my own research and discussions with clients, the overarching theme of nearly all perspectives was uncertainty. Campaigning is wholly different from governing. Nobody really knows what is going to happen. The healthcare plans of the two parties could not be more different. But how would political realities alter those stances?
For payers, providers and patients all of whom have invested incredible time, resources, and money into the implementation of the ACA uncertainty became a story unto itself. All of the information I had collected began to take shape as a narrative my clients could use as industry thought leaders while avoiding the volcanic clickbait statements that dominate today’s political discussions.
Lessons Learned
I wasn’t always in PR. I cut my teeth in journalism, and admit to viewing PR as a profession more focused on obfuscation than clarity. My 18 months working in PR has certainly changed my perspective and this first major election of my new career has offered me some critical lessons.
- Spin is Dumb. A general election is unique in so many different ways. A grueling 18-month campaign focused primarily on scandals and gaffes sometimes feels as if it is something to be endured rather than an opportunity to understand the principles and policies supported by the candidates. “Spin” is a major driver in the paper-thin evaluation of political candidates and their policies. I see my job as an opportunity to raise awareness and educate. But even honest assessments and insightful thought leadership requires calibration and planning.
- Messaging Matters. Even if your company is not interested in speaking to the press on any political matters, it’s smart to at least talk about it. We live in an omni-channel world. Everyone, it seems, has four or five social media accounts. Understanding how to approach your narrative will help you navigate the murkier swamps of policy and politics.
- Prep is Key. I’ve worked in healthcare for more than 12 years. Many of my clients have been in the biz even longer. And one of the reasons we are all successful is that we realize that we can always learn more. Collect as much information you can. A lot of it you’ll already know but seeking out a variety of perspective can help you shape how you tell your story.
There’s no getting around it. Reporters from national publications and healthcare trades are turning to the industry’s thought leaders for their perspectives on what the next four years could look like for the healthcare industry and the millions of people it serves. It’s critical that we present ourselves as knowledgeable and responsible sources of information.
Image Copyright pam fray and licensed for reuse under this Creative Commons Licence.
by Stephanie Janard | Nov 30, 2016 | Blog
They’re effective, trustworthy, and prospects actually read them–but marketers can encounter surprising resistance in securing case studies from their customers. Here’s how to overcome the three most common challenges standing in the way of compiling a great collection of customer success stories.
CHALLENGE #1: Your company’s sales reps keep blowing off your requests to schedule case study interviews with customers. And much to your irritation, you’re starting to sense they don’t want the PR or Marketing teams anywhere near their accounts. What gives?
I put this problem first because it’s more common than many marketers realize. Salespeople are indeed protective of their painfully won customer relationships and live in fear that marketing will do something to screw them up. So, they put you off with different excuses. The customer’s still having some issues with the product they’ve only recently signed up they’re on the verge of buying an additional solution/service that will make for a better case study you get the idea. You’re going to have to walk over the sales rep’s dead body to get to their customer.
Solution: First, keep in mind that these excuses may very well be legitimate concerns, although if there aren’t any good results to report within a few months of implementation, your company could have a larger challenge to address. As for the fairly new account, almost an entire case study can be written that focuses on what led the customer to your company in the first place, why the customer ultimately chose your company over the competition and the solution itself.
So all that said, how do you deal with the sales person who won’t budge? What else: a bribe. These people, even more than most, are driven by rewards so be sure to make this a contest that everyone can win. The reward for securing a case study can be anything from a gift certificate for a hot new restaurant to cold hard cash. I recommend the latter. A generous amount of it. A good customer case study can deliver priceless returns to your marketing, public relations and sales programs.
Even better, make it an ongoing program with new and increasingly desirable rewards for each subsequent case study agreement secured. Any investment you make in prizes will be more than worth it if you end up with an impressive library of case studies.
You will, of course, need to assure sales that you won’t ruin their customer relationships. I try to handle most of the case studies I write like this: send a questionnaire to the salesperson or account manager so he/she knows what questions I’ll be asking the client; have an initial call with the salesperson to get background; then invite the salesperson to be a part of the client phone conversation. I know firsthand these steps go a long way in showing the sales rep that the customer will be treated in a professional, respectful manner. Getting both the salesperson and client’s perspectives also makes for a more layered, contextual customer success story.
CHALLENGE #2: Your customers state that proprietary reasons prevent them from participating in a case study.
This one comes up a lot for companies that sell to notoriously secretive government agencies and Fortune 500 companies. And candidly, it’s the toughest nut to crack. Not even a juicy bribe, like a discount for add-ons or at contract renewal time, will always persuade the customer to agree to a case study although I have seen this tactic work before.
But in my experience, more than anything it requires a solid working relationship between people in your company and the customer’s.
Solution: Time and again, your company has gone beyond the call of duty for this client and you’re fairly certain there’s considerable gratitude and appreciation for it. Well, now it’s payback time. Don’t be afraid to remind the customer of all that’s been done but in a way that makes the customer see the value in publicizing it.
Have the person who’s the most “in” with your customer do the asking, something along the lines of, This partnership has really solved some persistent challenges for your target market particularly when we solved problem a, b, c, etc. I think more widely promoting this breakthrough to others struggling with the same problems could make a big impact. Can we collaborate on a case study together? We have very skilled writers on hand to craft it, and of course, you’d have final editorial approval.”
Important note: This conversation should also present the case study as a marketing or public relations asset for the customer, not just for your company. Which, by the way, is exactly what a well-written customer success story should be about: how the customer is doing great things for their customers with your product. In short, it should be the customer’s story always.
If they still won’t do it, then ask if you can write a case study without using the company’s name or other obvious identifiers. By now, they may be feeling guilty enough about saying no that they’ll agree to an interview under this caveat.
No, it’s not as desirable as using the actual customer’s name, but a deftly written case study can overcome this limitation.
And you can add some credibility back in by noting at the top of the case study that it’s about a real customer experience, with the customer’s name omitted for proprietary reasons. And do show it to the customer one more time if it’s well-written, they may like it so much they’ll agree to put their name on it after all!
CHALLENGE #3: Your company or product is new and you don’t have customers yet to agree to a case study.
This seems like the most impossible scenario of all, but it’s actually the easiest to get around!
Solution: Do what a mid-sized client of mine from my past life as a freelancer did with a new line of handheld scanners: create a series of “industry use studies”. In this type of case study, you have zero restrictions on how your product or service performs, as you get to make up whatever setting you want it to perform in for example, how your software saves time, money and patient lives in a community hospital. Or a large health system. Or a skilled nursing facility. It’s your story, and you get to create every detail of the plot, including your ideal setting.
Important caveat: Just be sure the plot is indistinguishable from your target prospect’s real world. And I trust you’ll avoid the credibility-ruining temptation to claim outrageous results, like a zillion dollars in new revenue generated within the first week of implementation!
Worried that a use study won’t be as effective as a case study based on an existing customer? Consider this if your prospects already know your solution doesn’t have customers yet, and they’re still communicating with you, a use study that depicts the solution in a setting much like the one they work in everyday can only proves that you “get” what they do and need.
Of course, if you have case studies about other products in your portfolio to share, all the better. To get more of those, refer back to Challenges #1 and #2.
Lastly, be sure to check out my colleague Matt Schlossberg’s post on how to prime your customers to participate in your public relations efforts. He’s got some great strategies, as well, to make the most of your most important asset your customer.
by Jodi Amendola | Nov 23, 2016 | Blog
Like so many companies, you want to promote your company brand and unique value proposition far and wide. But convincing others to pull the trigger on hiring a PR agency is proving to take more time than you anticipated. Or, perhaps you’re the one who isn’t sold yet on bringing in agency expertise. It’s a big decision, no doubt in some ways, as important as choosing a spouse! But there’s also one surefire way to assess if you should hire an agency: Is the timing right?
With 25 years of experience in PR, including owning the fastest-growing agency in healthcare technology, I can help you sort it out. The first step is to determine what your goals are. Why do you want to be front and center in the news? Reasons can vary some of our clients want to stand out clearly from the competition; others want to gain a share of voice on industry trends, and still others want to position their company for a strategic acquisition or IPO.
Once you’ve identified why you want to effectively and consistently promote your company, products, services and thought leaders, then you can move on to 10 key questions to help you make a decision about hiring a PR agency now or in the future. The questions fall under five categories and your answers will give you an honest assessment about whether or not you need a PR agency at your side.
STRATEGY:
#1 Do you have a precise understanding of your target audiences and which media outlets they are mostly likely to engage with? Are you reaching them now or do you need to?
#2 In the event of an unexpected challenge from a competitor/member of the media/credible industry insider, do you have sufficient resources readily available for a rapid response?
#3 In the event of a crisis, do you have the right PR resources in place to quickly gain control of the public dialogue?
MEDIA RELATIONS:
#4 Are you successfully cultivating and maintaining media relationships with key influencers in your space? Are you sending them interesting pitches based on their beats to secure ink for you and your clients?
#5 Are you reaching out to the right media outlets? Every day I hear from prospects that they want to be in the NY Times or the Wall Street Journal but are those the outlets your buyers are reading like the niche pubs in your own office lobby, or the ones they hand out at targeted key trade shows?
CONTENT MARKETING:
#6 Are you creating and distributing enough information to educate today’s information-driven buyers at every step of the buying process? Establishing your educational/thought leadership position through each phase is often critical when it comes time to making purchasing decisions.
#7 Are you getting your thought leaders’ messages out to your targeted markets and media outlets?
SOCIAL MEDIA:
#8 Do you have an effective social media strategy in place that is getting you noticed and talked about by industry/digital influencers?
ANALYST RELATIONS:
#9 Are you getting cited in the most widely read industry reports where your competitors are?
INDUSTRY RECOGNITION:
#10 Do we receive the recognition we deserve through different awards, speaking opportunities and trade show presentations?
Now, time to assess the results. If your answers have left you feeling somewhat alarmed about your own company’s “PR readiness,” don’t worry help is just a free consultation away. And now that you know where you’re particularly vulnerable, you can have this consultation tailored to your most pressing needs. We’re here to help you make an informed decision!
