What do virtually all technology firms in this
region overlook in their PR?
No, it is NOT the fact that many such firms do not do PR.
It is industry research analysts.
These are the analysts whose firms do research on all sorts of
fields and they have had an especially impact on high tech.
Firms like Gartner, Giga and Meta have conducted research with
private and public companies, whose work is available for purchase
by companies looking for guidance on the best systems, software
and other products and services.
Here are some guidelines for dealing with this most important group
of influencers.
ANALYST & PRESS INTERVIEW GUIDELINES
• WORK WITH ANALYSTS and MEDIA IS
LIKE SELLING
Determine the benefits of your product, overcome objections
and answer all questions well. A "sale" is gaining the
attention and interest of the press or analyst and building an ongoing
relationship.
• REVIEW BACKGROUND
Review available background information about the analyst,
editor or your audience in advance of each meeting.
• NOTHING IS OFF THE RECORD
Assume anything discussed with an editor or analyst is
"on the record" and is currently, or soon to become, public
knowledge. If you want something off the record, say so and get
an agreement before you provide the information.
• TAKE CONTROL OF THE INTERVIEW BY SUGGESTING AN AGENDA
Offer your agenda before you meet, or at the outset. If
the editor or analyst asks questions that digress from your intended
focus, answer politely but briefly and guide him or her back to
the agenda. Plan to address any remaining questions afterwards.
Some analysts and editors will resist this approach. Be flexible.
Preserve your agenda while conducting an interview session.
• NEVER ASSUME THE ANALYST OR EDITOR HAS ANY PRIOR
KNOWLEDGE - ASK
Never assume the analyst or editor knows anything about
your company, products or the industry. Ask the editors or analysts
about their background so that you can effectively explain the market
and product. Never assume your listener has the same perspectives
you do. Tailor your comments to what you learn.
• PROVIDE A CONTEXT IN WHICH TO VIEW THE PRODUCT/SERVICE
Most analysts or editors will have a prepared list of questions
to ask and may not be receptive to your giving them an overview.
It is absolutely essential to explain the "big picture,"
a context in which to view more specific information. Editors are
more likely to remember product/service information if they can
see it in a broader marketing concept or industry direction. This
will also position you as being more strategic or "visionary"
and reinforce your presentation. The most effective presentations
follow an "inverted pyramid" format. That is, make the
point, build to it from the largest issue first, gradually narrowing
the argument until the point is the only logical solution.
• ALWAYS FOCUS ON COMMUNICATING A FEW KEY MESSAGES
It is better to make a few points clearly than to confuse
the presentation with a large spectrum of information. Make one
point at a time without digressing from the issue.
• USE VISUAL AIDS TO MAKE A POINT WHENEVER POSSIBLE
People are more likely to remember a point if it is both
spoken and reinforced visually. The more technical or complex the
issue, the more important diagrams become. Make sure your visuals
tie to your "script." Draw the diagram on a sheet of paper
that you can give to the editor as a leave-behind.
• CONTINUE TO ASK THE ANALYST OR EDITOR QUESTIONS
TO DETERMINE LEVEL OF UNDERSTANDING
By asking the editor or analyst questions throughout the
meeting, you will quickly determine if he or she understands what
you are presenting. If the editor does not understand, you must
be sensitive to their feeling foolish; mention that you or others
have a particularly hard time with this concept and you would like
to explain it in more detail.
• FOLLOW PRODUCT FEATURES STATEMENTS WITH THE END-USER
BENEFITS
This will give the product more value and will help the
listener understand its features.
• BE PREPARED FOR POSSIBLE OBJECTIONS
Objections should always be addressed during the meeting.
If they are ignored, this will only suggest to the editor or analyst
that you don't have an answer and will encourage them to dwell on
the subject. When an objection is raised, ask the editor to explain
in more detail. This will give you a better understanding of the
problem you are really addressing.
• DEFER TO THE PROPER SPOKESPERSON ON UNFAMILIAR
TOPICS
Never comment on unfamiliar subjects; defer to the proper
spokespeople. In the beginning of the interview you should tell
the editor about your background and areas of expertise. If an editor
asks a question unrelated to your experience, you can politely remind
them that you work mainly with the marketing programs and would
be more than happy to refer them to the proper person.
• MARKETING STRATEGIES SHOULD BE SUPPORTED BY PROVIDING
SPECIFIC EXAMPLES OF PROGRAMS OR ACTIVITIES
Positive feedback from program participants should be cited
whenever possible. Materials related to a program, such as a training
program, should be shown early on.
• USE REAL CASE EXAMPLES WHENEVER POSSIBLE
The best way to prove any point is by citing real business
examples. When doing this, mention as many specific benefits as
the user can attribute to the product.
• AVOID THE USE OF ACRONYMS WHENEVER POSSIBLE
Acronyms can be very numbing to the listener if they do
not know what they stand for or if too many are used in one sentence.
To keep the presentation understandable, avoid them as much as possible.
• NEVER COMMENT ON YOUR COMPETITORS AND THEIR PRODUCTS
UNLESS SPECIFICALLY ASKED.
KEEP ALL COMPETITIVE COMMENTS POSITIVE
If you are asked about competitors, it is best to acknowledge
who they are with consistent answers. Identifying competitors will
add credibility to marketing strategy. If you are not familiar with
a competitive company or product, acknowledge the main differences
in the products, keeping all comments positive. Never be caught
saying anything derogatory about a competitor; it can be quoted
out of context and appear very unprofessional.
• ENCOURAGE FOLLOW-UP ACTIVITIES OR MEETINGS. IF
YOU INDICATE YOU WILL CALL AN EDITOR, MAKE SURE YOU DO
Call each editor or analyst following the meeting. Whenever
possible, encourage additional follow-up telephone calls, meetings
and/or mailing of materials. This can be done simply by indicating
you have some materials the editor should see or another person
from the company they should meet. By doing this, you will continue
to build a relationship with the editor and the company will remain
fresh in his mind. Most importantly -- never promise something you
can't deliver.
Larry T. Eiler |
