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ACCT MEDIA MANAGEMENT TRAINING

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ACCT MEDIA MANAGEMENT TRAINING Forget the camera Maintain Eye contact Silence is golden Don t be tempted to fill dead air Always a challenge Rehearse, rehearse ... – PowerPoint PPT presentation

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Title: ACCT MEDIA MANAGEMENT TRAINING


1
ACCT MEDIA MANAGEMENT TRAINING
2
  • Burson-Marsteller
  • Dealing with the
  • Media

3
  • What is
  • media relations

4
  • Your
  • managements
  • definition
  • My_________ on the front page of
  • the wall Street Journal Asia

5
  • What is media relations?
  • It is not a press release
  • Its not about who you know
  • - Not without a good story its not
  • Payment for placement isnt media relations
  • - Advertising / advertorial / infomercial
  • Simply telling the world your good news doesnt
    work
  • One size doesnt fit all
  • - Match target audience to media outlet

6
  • What is media relations?
  • First priority
  • Delivery of a message to a target public by way
    of the media unpaid
  • media
  • But its also
  • Giving the media information or access
  • Developing a two-way exchange
  • Providing background information and spokespeople
  • Offering useful information to develop a story or
    angle
  • Building a professional relationship

7
  • The goal of media relations
  • Fair and accurate reporting of your company,
    product, service or issue
  • Two-way respect
  • - Belief in you as a professional
  • - Trust that you respect them and their role
  • A valuable resource for information and ideas

8
The relationship is often
  • YOU THEM

9
  • What editors want What you want
  • News Positive news coverage about
    your company and the industry
  • To report story well and in a timely
  • fashion Fair and
    balanced reporting on
  • Access to background information, stories of
    controversy
  • people, trends
  • Balanced resources To be
    viewed as a resource
  • To beat their competition

10
  • It should be
  • Media are one of the primary and best ways to
    deliver your key
  • messages to your target audiences
  • The better way is to build and use pro-active
    media relations

11
  • What does
  • pro-active media
  • relations mean?

12
  • What is pro-active media relations?
  • Having a professional working relation
  • Being available at all times good or bad to
    respond to the media

13
  • Why be pro-active?
  • Others have defined who you are in the past
  • News environment allows you to position yourself
    as a responsible
  • company
  • It shows confidence, that your company is in
    tune with society
  • An opportunity to build a trusting relationship
    with journalists
  • Being silent carries a negative message in the
    media
  • Competitors are silent
  • Help ensure your company will be given time and
    space for response in negative stories

14
  • To be pro-active, you must know
  • The overall purpose or objective of your media
    relations campaign
  • - What do you want to achieve , specially?
  • Which media do you need to build appropriate
    relationships with to
  • generate the type of media you want?
  • - Not all media reach your key audiences
    prioritize these to gain
  • efficiency
  • The profile of the key (prioritize) media in your
    country or market
  • - What type of news dot they cover?
  • - What is their frequency and reach?
  • - How they work day to day, In advance?
  • - Are they issues commentators? Who among the
    roster of journalists are the specific
    commentators you want to reach?

15
  • To be pro-active, you need to watch for
  • Opportunities or trends
  • - News, topics which you can add a positive or
    alternative voice
  • - Immediate news openings breaking news or
    ongoing news stories which you could
    interject a point of view
  • - New information or unusual perspective
    which can make an old story new
  • Issues
  • - Forecasting, watching and monitoring for
    potential problems, issues or concerns
  • - Having a plan of action prepared in advance
    so you are not caught unaware
  • Always focus on the priorities of the reader or
    viewer

16
  • Understand your role
  • As a company
  • - For example can you comment on the status of
    the economy? others?
  • As an employer
  • - For example can you comment on careers,
    knowledge or people? others?
  • As a contributor to society
  • - For example can you comment on community
    relations? Others?
  • Your company can be the human face bringing
    emotional dimension to the news of the day
  • To be pro-active, you must also understand what
    new is

17
  • Examples of
  • good and bad
  • media relations

18
  • Questions?
  • Comments?

19
  • what makes
  • news?

20
  • Interest
  • Is controversial, provocative would cause people
    to talk about it
  • Demonstrates drama, conflict, extremity
  • Is unusual, entertaining
  • Has human interest
  • Arouses emotion
  • Has good pictures or video (visual)

21
  • 2. Consequence
  • Educates and informs
  • Is important to lifestyle or ability to cope
  • Has a moral or social importance
  • Is should know material
  • Is Topical

22
  • 3. Timeless
  • Material is current, is NEW
  • A new angle on people or events
  • A new trend, with relevance to many people

23
  • 4. Proximity
  • Local issues, trends or events relevancy
  • Local impact of regional or global news
  • Direct effect on the media audience

24
  • 5.Prominence
  • Concerns famous or important people
  • Concerns famous events
  • Has received other media coverage , or is part of
    an ongoing story, issue or event

25
  • Six types of news stories
  • News
  • - Today's news
  • Service
  • - Gives the reader information, such as a how
    to
  • Trends
  • - Local, National, Regional or International
  • Round-Up
  • - Doesnt just focus on your company, brings in
    many elements
  • Appilication or Test
  • - How a new product performs
  • Profiles
  • - Portrait of an individual

26
  • What makes a news story?
  • Who?
  • What?
  • Six Elements When?
  • Where?
  • Why?
  • How?

27
  • Every (good) story has three characteristics
  • From a credible source
  • - Build your identify as a corporate or topic
    expert
  • Confirmed by experts
  • - Prepare them and refer to them
  • Substantiated by facts
  • - People, research

28
  • Questions?
  • Comments?

29
  • Message
  • development

30
  • The
  • communications
  • equation
  • How communications works

31
  • The communications equation

Change
Deliverer
Message
Mechanism
Receiver
32
  • Deliverer issues
  • Their message is written for themselves, not to
    who is going to hear the messages
  • Flawed message delivery
  • Received is ill-defined
  • - Too large
  • - Too small
  • - Wrong influencers or media
  • Internal pressure
  • - Money
  • - Time
  • - Resource

33
  • Message issues
  • Typically , the message is written from the point
    of view of the deliverer not the receiver
  • To the receiver, the message is not
  • - Relevant
  • - Credible
  • - Defensible
  • - Differentiating
  • - Memorable or lasting

34
  • Mechanism issues
  • Inappropriate use or mis-understanding of the
    different mechanisms,
  • among the most common methods
  • - Advertising
  • - Public Relations
  • - Media Relations
  • - Direct Marketing
  • - Sales Promotion
  • - Online Marketing
  • Insufficient resources to support the chosen
    methods
  • - Money/Budget
  • - People
  • - Time

35
  • Receiver issues
  • In addition to relevant messages, the receiver
    may be
  • - Not interested / apathetic
  • - Mis- informed
  • - Clueless
  • - Antagonistic
  • - Already has decided upon an opinion
  • In general, their perceptions are already
    established

36
  • One element cannot be controlled

Change
Deliverer
Message
Mechanism
Receiver
37
  • Messages

38
  • Why do you need key message?
  • Provides substance communicated by the
    spokesperson
  • - Know what you say, not say what you know
  • Every spokesperson users the same vocabulary,
    style and tone
  • - Ensures consistency to all audiences
  • - Ensures consistency among all marketing
    disciplines
  • Can be adapted for various communication tools
    speech, preparing QAs, press release, finacial
    or analyst reports, etc.

39
  • Messages
  • A point of view either objective or subjective
    to either inform, add or change the general
    knowledge of a topic
  • In other words, what is the goal of the
    deliverer in conveying
  • the message to the target audiences? What
    kind of change is
  • Expected, needed or wanted

Change
Deliverer
Message
Mechanism
Receiver
Message
40
VOICE Managing the Message Cycle
  • Messages are created in five basic steps
  • V VISION Messages are created as part of a
    business or
  • communication plan of action
  • O ORGANIZATION Message are based on facts,
    research and
  • analysis of the current environment (e.g.,
  • audiences current perception, media
    environment?
  • I INSTRUCTION Messages are delivered by
    qualified and trained spokespeople
  • C COMMUNICATIONS Messages are relayed in a
    compelling communications campaign
  • E EVALUATION The success of the message
    delivery helps determine the success of the
    business or communication plan of action

41
  • by knowing who the target audience is
  • Three Groups
  • Primary Target Audience
  • The group which will help
  • achieve the business result
  • Secondary Target Audience, or
  • Influencers
  • A prioritized list of groups which will
  • influence the primary audienced toward a
  • positive business result
  • Media
  • Consumer, business, trade, vertical

42
and by understanding what they believe now
  • Internal Perceptions External
    Influences
  • - Personal attitude - Economic
    environment
  • - Events - Situational
    environment
  • - Issues - Competition
  • - History
  • - Experience

43
  • Messages change perceptions
  • - What issue is the target
  • audience considering?
  • - What is the little voice in
  • the back of their hands
  • telling them?
  • - Messages need to
    address that little voice
  • if you have any chance
  • of being successful in
    changing perceptions

Current Mindset What the target Currently
thinks, feel or does in general but also from a
brand perspective
Also
44
  • Messages change perceptions

Current Mindset What the target Currently
thinks, feel or does in general but also from a
brand perspective
Desired Mindset What we want the target to think,
feel or do specially in terms of the brand and
the role it can play in their life
Rational And Emotional Messages
45
  • Messages are both rational and emotional
  • Rational reasons are facts facts persuade
  • Emotional reasons are feeling (or emotions)
    emotions motivate

46
  • Key messages should focus
  • On factual details, subjective benefits and tap
    into values of individual audiences
  • This also suggests who the most
    appropriate spokesperson
    should be
  • Credible experts
  • for rational messages
  • relevant support structure for
    emotional messages

Rational Reasons The tangible specific facts or
actions delivered by credible experts
Emotional Reasons The tangible benefit,
connected to personal values, and endorsed by
relevant support structure
47
  • All messages should be
  • Compelling (encourages action)
  • Differentiating (yours alone)
  • Relevant (is important to the audiences)
  • Credible (is believable by tha audiences)
  • Defensible (from competition)
  • And possibly, sustainable (usually corporate
  • or brand messages)

48
  • Messages convey facts and feelings
  • __
  • __

Rational Reasons The tangible, specific facts
or Actions delivered by credible experts
Key Message
core message
core message
core message
core message
Emotional Reasons The subjective benefit,
connected to personal values, and endorsed by
relevant support structure
Evidence, Proof of support
49
  • The organization of the message house

Key Message
Core Message
Core Message
Core Message
Evidence, Proof of Support
50
  • The key message
  • Also known as the umbrella statement
  • The most important message that you want
    the
  • primary target audience (perhaps
    others) to remember
  • Even after theyve forgotten
    everything
  • Must contain rational and emotional
    messages
  • - These type of messages also suggest who is
    the most
  • appropriate spokesperson

Key Message
51
  • Core messages
  • 3 or 4 supporting message that substantiate
    the
  • overall message never less / never more
  • Provides body to our communications

Key Message
Core Message
Core Message
Core Message
52
  • Evidence, proof or support
  • What we may need to add depth to the
    supporting
  • messages
  • The who, when and how
  • Scientific data, personal experience or
    anecdotal evidence

Key message
Core Message
Core Message
Core Message
Core Message
Evidence, Proof or Support
53
  • Various a brand message house

Brand Proposition
The Market Need and Context
What is It?
Core Message
Evidence, Proof or Support
54
  • Various an issues message house

Brand Proposition
Define (or Redefine) the issue
What is being Done to Prevent it?
What is It?
Evidence, Proof or Support
55
  • Various a crisis message house

Brand Proposition
Concern Emphatize And show sympathy
Action What is being done?
Perspective Put it Into context
Evidence, Proof or Support
56
  • Always remember
  • Keep the business result and communications,
    objective(s) in mind
  • Messages are written for the target audiences
    ear not for the clients
  • What does the target audience believe, feet or
    know NOW?
  • What questions does the target audience have?
  • - What does the little voice in the back
    of their heads tell them?
  • In what context are you speaking to them?

57
  • Coffee break

58
  • Delivering
  • Effective
  • messages

59
  • Know the journalists objective
  • What do they want from the interview?
  • Who is the journalists? What have they written
    in the past?
  • What is their deadlines?
  • What topic specially do they want to focus on?
  • Who else have they spoken to? What did they say?
  • Buy time if you need it
  • Once you commit, always prepare

60
  • 2. Know your objective
  • What do you want to accomplish
  • What headlines do you want?
  • Anticipate all types of questions
  • - What are the basic questions?
  • - What are the nightmare questions?
  • - Ask yourself what could go wrong? Then, in
    advance, think about
  • what you would do or how you would handle
    yourself

61
  • 3. Every answer is a message
  • Be clear
  • Be simple
  • Be consistent
  • Focus on only 3-4 messages
  • Remember PREP
  • - Point
  • - Reason
  • - Example
  • - Point

62
  • 4. Use bridging and flagging
  • Bridge from answer to answer
  • - Yes, and in addition to that
  • - No, thats not right. Let me explain...
  • - I dont know about that, but I do know about
    this
  • - Thats how we used to do it, and heres how
    we do it now
  • Flag important concepts and information
  • - The most important point to remember is
  • - After all weve said today, we should
    remember these three things
  • - Let me leave you with one point

63
  • 5. Turn negatives into positives
  • Be in a position to respond to every question
    with a positive answer
  • Dont repeat negative language

64
  • 6. Be a credible but approachable-expert
  • Avoid professional jargon instead, use
    everyday language
  • Explain yourself simply
  • If you dont know an answer, say so
  • Use stories and anecdotes to make your point

65
  • 7. Show you mean what you say
  • Look at the interviewer directly (never the
    camera)
  • Watch your posture and body language
  • - Be open (no arms crossed over chest)
  • - Dont fidget
  • - Do not use a swivel chair
  • Make your voice authoritative without being
    domineering
  • Where clothing which underscores your authority

66
  • 8. Keep your emotions in check
  • Just because the journalist is (___________), you
    remain calm and
  • poised
  • Dont be lulled into a false sense of security
  • Remain calm and poised
  • Dont be afraid of silence (dead air)
  • Never lie

67
  • 9. Never speak off the record
  • Do not say anything you do NOT want to see in
    print
  • There is no one definition of off the record

68
  • 10. Rehearse, rehearse, rehearse
  • Practice makes you less nervous
  • Practice makes you more confident
  • Practice allows you to make mistakes and correct
    yourself before the interview
  • Practice allows you to hear you answers before
    you say them in
  • an interview
  • Find someone to acts as the interview

69
  • Discussion

70
  • Role play 1
  • and critique

71
  • Lunch break

72
  • Role play 2
  • and critique

73
  • Discussion

74
  • Coffee break

75
  • A simplified
  • Media training
  • deck

76
  • Agenda
  • Introduction
  • Message
  • Media interview techniques
  • Role play 1
  • Critique role-play 1
  • Role-play 2 3

77
  • Message strategy
  • And development

78
  • The media interview
  • Media Strategy
  • Facts x x x x
    x x
  • Figures x x x x
    x x
  • Examples

Story
Key Message 1
Key Message 2
Key Message 3
79
  • The media interview
  • Media Interview
  • techniques

80
  • The media interview
  • Preparation

81
  • Meeting the media
  • Dont forget your objective

82
  • Two Cs
  • Content Control
  • Key to success

83
  • Know your story
  • What headlines do
  • you want

84
  • Anticipate types of question
  • Ask for subject areas
  • Basic Qs
  • Nightmare Qs

85
  • During the
  • interview

86
  • Include a key message
  • At least one in each
  • answer

87
  • Bridge
  • Return to your key
  • messages

88
  • Tough questions
  • Turn negative into
  • positives

89
  • If you cant turn it to a positive
  • Broaden the negative to
  • Include others

90
  • Use PREP
  • Examples, fact and figures

91
  • Use flagging and listing
  • Emphasize important points

92
  • If you dont know the answer
  • Say so
  • Offer key messages

93
  • Casual Talk
  • Never speak
  • Off-the record

94
  • Take control
  • Youre in the drivers seat

95
  • Unsure?
  • Always tell the truth

96
  • Industry speak
  • Avoid professional
  • jargon

97
  • Show you mean what you say
  • Body language
  • And voice

98
  • Forget the camera
  • Maintain
  • Eye contact

99
  • Silence is golden
  • Dont be tempted
  • to fill dead air

100
  • Always a challenge
  • Rehearse, rehearse
  • rehearse

101
  • Questions?
  • Comments

102
  • How to give
  • critique

103
  • Media training
  • Tips On Giving
  • Feedback and Critique
  • 5 Bs

104
  • Media training
  • Be specific
  • Be constructive
  • Begin with the positives

105
  • Media training
  • Be ready to demonstrate a better answer
  • Be encouraging

106
  • Media training
  • What to Critique

107
  • Media training
  • Substance-wise
  • Have they bridged to a key message?
  • How many key messages have they delivered during
    the interview
  • They shouldnt mention/comment on/criticize their
    competitors

108
  • Media training
  • Watch out for, figures which can or cannot be
    disclosed
  • They shouldnt use or repeat negative language in
    their answers
  • Have used effective facts ,figures and examples
    to strengthen their
  • messages?

109
  • Media training
  • Style-wise
  • Warm and friendly? Aloof? Intimidating?
  • Tone condescending? Carling? Authoritative?
  • Look out for defensive body language
  • During a press conference do they work as a team?

110
  • Media training
  • Eye contact,shifty eyes
  • Sit but dont slouch
  • Avoid clothes with close stripes
  • On-camera tips

111
  • Media training
  • Stay away from critiquing
  • Accent/language ability
  • Avoid criticizing the corporate communications
    personnel

112
  • Media training
  • Be Confident!
  • Be authoritative!

113
  • Discussion
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