How to write a press release that gets attention

This 'How To Guide' has been written by The Think Tank's PR Director Samatha Dawe as part of our on-going sponsorship of B2B Marketing's PR Knowledge Bank.

There have been many tips offered for writing press releases. The key factor is to write a release that gets the main points of your news across clearly and gains the reader’s interest (whether a journalist, blogger or investor etc). This is simple but sometimes hard to do when you may be loaded with information that you think could be relevant.

It’s wise to write down the core news elements when you start to prepare your draft. There is nothing to stop you following this release up with a subsequent release, if you have more news or a progress report to give.And a word of warning: don’t make claims that you can’t back up. You may think this makes the release more attention-grabbing but if you can’t back up a claim with facts and figures, don’t put it in. A good journalist will check the facts. Your competitors may read it and counter your claims too.One of the best pieces of advice for preparing a release I was given was by a journalist, who referred to Kipling’s Six Honest Men. At the time I had to look that up, so to save you doing so here is the appropriate reference:
“I keep six honest serving men (they taught me all I knew);
Their names are What and Why and When,and How and Where and Who.”

First paragraph
The Kipling reference relates to the fact that you need to contain all of the elements of the story within the first paragraph of your release. That’s because of time pressures. The rest of the release might not get read, but if you have the elements of the story in the opening paragraph this is what will hook the reader. You can work through the six honest men as a check. Don’t forget to put the date when you are issuing the news, and if the story is time sensitive, and the time too, in this first paragraph or just above it.

Targetting
Who are you writing the release for? Make your releases relevant; you may need to prepare two versions of the same news release for example if you are sending one out to the trade press and one out to the local press. What the journalists will engage with is different in terms of the content and what their publications will be looking for in terms of news, even though the core story itself will remain the same.

Language and clarity
Use language that is straightforward and business-like. Don’t waffle. You can leave further explanations and references to technical information for the ‘Notes to editors’ (see below). As a rule of thumb, abbreviations should be spelled out in full the first time you use them, even if you think that everyone knows what the letters stand for eg: Department for Communities and Local Government (DCLG). After writing out it out in full the first time, you can use the abbreviation thereafter. Use standard measures consistently - don’t mix them in different references: the box measured 50cms high and one inch deep. If this is what you have been given, go and find the correct measurements in imperial and metric of all dimensions.

Quotes
Subsequent paragraphs expand the story and a quote is usually included (not necessary if you are targeting the traditional broadcast media though). Adding in a quote from a company spokesperson or an agreed third party adds interest and can help bring a story to life. You can also use more conversational language in the quote otherwise it can feel wooden. If one of your staff has won an award for example, have a quote from them too. Killer quotes are passionate: “We have won this award through the efforts made by all of our staff here at Widgets Ltd over the past 12 months. We couldn’t have made this sort of progress without this sustained effort”. Rather than predictable: “We are very pleased that Widgets Ltd has received this award.”

Notes to editors
This is a really useful convention to be aware of. Editor’s notes appear at the end of the release and should be written under a separate heading ‘Notes to editors’. This is the place where you can put in more detailed background information, appropriate web addresses; expand on sources of data etc. It shows you can back up what you are talking about with more context. Depending on how the journalist writes their story this information may or may not be included. Put in a short background paragraph on your organisation here too and the website address.

Final check
Take time to proof read your release before you send it out. It is often worth getting a colleague to give it a proof too as they will often see things that you haven’t because you wrote the copy. Don’t rely on spell checks; we’ve all had that occasion when the spell checker has changed the original, misspelling word into something quite different.

How To Manage your brand online

Brand reputation is the collective experience of those who work for or deal with an organisation or company; it’s not just about customer service. By Samantha Dawe, Director at The Think Tank

The value of your company and products’ reputation should not be underestimated. Reputation should be treated as an asset. Reputation is everyone’s responsibility. A good reputation buys you the benefit of the doubt when things go wrong.

The toughest lesson is to learn that sometimes it’s not what has happened that is the issue – it’s what people think has happened. Perception is everything.

What is an issue that can affect an organisation’s reputation?
“A condition or event, internal or external to the organisation, that if it continues will have a significant effect on the functioning or performance of the organisation or on its future interests”.

Potential issues

• Staff dispute
• Shortage of stock
• Supplier goes out of business
• Negative comments published online
• Computer virus
• Change in working hours for staff
• Health and Safety

Online
Sign up to relevant Google alerts around your organisation’s name. If appropriate use other software available that will help you monitor mentions online. Be prepared to respond to comments if needed but you must be straightforward about who you are and never let emotional language influence what you are saying.

Dialogue
Do you know who your organisation’s stakeholders are? If not, find out. Stakeholder groups can include employees, clients/customers, opinion formers such as trade associations and professional bodies, your local community, investors in your organisation and key media who will act as commentators on what you are doing.

Don’t wait until there is a problem to engage with people; be proactive wherever you can. This also means getting together with colleagues in other departments to share and help identify potential causes for concern, even if an issue does not actually materialise.

You can gather information to help identify and manage risks via:

• Staff surveys
• Industrial relations
• Customers’ feedback
• Product development teams
• Suppliers
• HR and Legal teams
• Health and Safety audits

Be prepared
Think about developing a crisis plan – you may need to get in expert external help. At least have a record of people/agencies that can help you if needed.

What threats can you anticipate? What do you know based on past experience? Do you know how to handle journalists, or who is the nominated person in your organisation that looks after this? This all goes back to having regular dialogue with your colleagues in other departments too – not just when the problem has happened.

Five core tips to get you started:

1. How much access during work time do your employees have to engage with social media and company data?
Blocking access to the internet or certain sites is often seen as the domain of the IT manager, but in today’s workplace this goes beyond merely the computer at your desk.In our networked environment people can access content and store information and data via their phone, tablet or laptop at any time of day. Therefore the rules are changing and your organisation needs to adapt.Expert Jamie Claret (www.amazingsupport.co.uk) suggests for starters you need think about:Good antivirus softwareSimple blocking systemsAdvanced blocking and monitoringPreventing sensitive data leaving your businessThe impact data leakage and wasted time during work hours versus empowering staff with access to these sources.

2. Does your organisation have a clear social media policy?
Social media encompasses a broad range of online activities, all of which can have a marked impact on the credibility, perceptions and awareness of an organisation. Outside the workplace rights to privacy and free speech can protect online activity conducted in someone’s personal social network with that person’s personal email address. However, the inevitable connections that can and are made with someone’s workplace can blur the boundaries. What is your organisation’s policy on this?

3. Have these policies been communicated to all staff?
Are they part of your induction programme?Your policy and procedures need to be communicated – don’t just rely on a document that sits in the drawer. Building this into your employee induction programme or at a team update meeting brings this to the forefront of people’s minds.Are your employees aware of the potential negative impact that online comments can have? Where social media interaction is not used exclusively for business, it is important to provide reasonable guidelines on online behaviour if any reference is made to the workplace. Furthermore you may need to draw attention to matters regarding confidentiality as they relate to your organisation or business, and how this can also cover photos or images posted online for example.

4. Are you aware of how other stakeholders might be looking at your organisation through social media?
Media management is likely to rest with either an external agency or your in-house communications team, or for smaller enterprises with a nominated employee or manager. The press have increasingly turned to social media channels not only regarding breaking news, but also to uncover more intimate details about an organisation.This can also be true of any stakeholders. And content posted online is hard to have removed… therefore you need to be as aware of what is being said about the organisation online, as others will be. Do you have any mechanisms in place to facilitate this?

5. Are you ready to act if something potentially negative happens?
You need to have a contingency plan; whether it’s customers commenting on a faulty product or poor service, or a disgruntled employee out to stir up some reactions or actually carrying out some form of deception. How will you react? Who needs to be aware of a problem as and when it occurs and importantly who should be tasked with sorting it out? Do you have an issues management team and plan? Does this plan map onto the online world?

How to kill a moustache

With Movember having come to an end are you are struggling to get rid of that manly stubble on your top lip? If so then this is the video for you.

Very funny, and worth a watch even if you have not got a moustache, 'How to kill a Moustache' helps you through those difficult minutes pre and post removal.