Wednesday, November 22, 2006

Getting sport a run in your local paper

Regional dailies and other local newspapers are funny creatures in Australia. They have a written law that prohibits non-local news from occupying any of the first five pages of the paper.

It’s a great thing for the local readership. If we want to read about John Howard we’ll buy a national paper thanks. Or go on the internet and look it up (particularly if you live in Darwin where The Australian arrives at midday if you’re lucky and you can’t afford to buy it anyway by the time you pay for freight).

The downside to this obsession for local content is that your local newspaper can sometimes go to extraordinary lengths to find a local angle to a national or international story.

There’s always the Ballarat Lad Caught in Timor Terror, the Orange Aunty Narrowly Misses the Hurricane Horror and the Darwin Debutante Dances at Queen’s Ball (even if they left Darwin when they were three months old).

With all this commitment to local content, you’d think the rule would be applied evenly across the newspaper. But one section misses out – Sport.

Preparing for a media workshop, we looked at two months worth of our local newspaper the Northern Territory News to examine what makes news and what doesn’t. And the results were eye opening.

Of 1013 stories in the Sports section of the paper, 54 per cent were either national or international stories.

A further 18 per cent were stories about local sportspeople who had made good on the national or international stage (good on them!).

Only 28 per cent of all the sports stories in the sports section were genuinely local stories about local sports.

I’m not suggesting the News should change its focus (even if local sporting clubs would like it to). The paper is running a business and it no doubt knows what local people want to read in the sports section – otherwise they wouldn’t be buying the paper.

But it offers useful information for sporting clubs trying to break through the clutter and get their story heard in the media.

A further analysis of what did make the news showed that sporting clubs can get a good run in the local paper with the following:

Great photos: Even stories that aren’t stories can get a run if the photo is quirky, cute or visually appealing enough
Topical: Sporting personalities who talk about topical issues can get their story heard
Novelty: Do, say or try something different – the media will pick it up.

Some of the rules that work in the general news section don't necessarily work in sport. For example, people who are winners often make the general news but in sport, there are always winners and losers (it's probably a bigger story if no-one wins or loses).

Thursday, October 05, 2006

Is your database winning you business?

One of the most valuable assets a company can have is a database of customers and potential customers. But you can only turn those people into business if you use that information to help you build and manage a relationship with them.

Here’s a good example. Two months ago I went to a conference and visited the various exhibitor displays attached to it.

I was particularly interested in a number of new products and services available and made a point of talking directly to the person on the display, explaining how I could use their services for some of my clients.

Each one of them promised to follow up later with detailed information about their products, services and pricing.

Two months later, only one of them has.

Which leads me to wonder, why are these people throwing their money away?

A couple of thousand dollars in sponsorship, exhibitor fees, travel and accommodation put them right in front of a potential client with the will and the money to spend and they haven’t converted me into a customer.

Sure, I’m on their database. But because they have not followed through on the relationship I am no longer interested in doing business with them.

Wednesday, October 04, 2006

Can you take me to your website?

I was sitting watching television the other night when another community service announcement came on with photos of a mother lovingly breastfeeding her baby.

As my brain slowly tuned out this message, the baby opened his eyes and spoke.

By this stage, the double Yuk factor has set in – breastfeeding and talking babies. Could this get any worse?

But it was the words the baby spoke that made me sit up and take notice:“Get ahead in life. Suck up to the boss.”

You can see the ad for yourself on the Australian Breastfeeding Association’s website at

Whether or not you like the idea of breastfeeding or even the ad itself, it offers some useful lessons for anyone creating advertising for any medium.

  • Surprise: Not the fact that the baby spoke, but what he said.
  • Humour: The play on words was funny.
  • Contrast: Between the softness of the breastfeeding shots to the starkness of the talking baby.

Will it make more women breastfeed? Probably not.

But it made me go and look at their website.

Monday, September 25, 2006

Who owns your story?

If you or your business has ever been the subject of intense media scrutiny, it can be a daunting experience. Reputations can be made and lost in the heat of a battle.

Some people and companies try to duck for cover when the media comes knocking on the door, hoping the story will go away. And sometimes it does.

But what if it doesn’t? And who do you want controlling the agenda when your reputation is at stake?

Let’s look at a recent example we all remember well.

Following the devastating accident at Beaconsfield Mine in Tasmania, Australian Worker’s Union secretary Bill Shorten immediately put himself up as a spokesman for the workers. As the events unfolded, he was the one the media turned to to find out what was going on.

While mine managers said "no comment" and promised to provide details soon, Bill Shorten was expressing concern for the families, questioning the safety credentials of mine management and generally setting the agenda of the day.

Put simply, Bill Shorten owned the story. Not the mine, not the families, not the town or the Mayor or the Government.

While mine management did reclaim some ground once it sorted itself out (and who could not feel for Matthew Gill as he faced the media day in and day out), the agenda had already been stolen.

How different things might have been had Beaconsfield Mine taken the early lead and owned its own story right from the start. The trapped miners would not have been released any earlier.

No lives would have been saved. But Beaconsfield Mine management would have come out with a stronger reputation as a result. And in business, reputation equals money.

Have a look at it the other way around. Bill Shorten came across as a person in control, concerned for the future and doing something. He came out at the end of the day as the media's next candidate for Prime Minister. Not bad for your reputation, eh? (assuming one would want to actually be the Prime Minister!)

If you ever find yourself the subject of media scrutiny, here's five golden rules to help you through:

1. Tell the truth - every single time.

2. Be the first to talk to the media about your issue.

3. Be open and honest. If you can't talk about something then say so.

4. Plan for interviews. Find out what the reporter wants to know so you can answer their questions.

5. Know your message and make sure you get it in.

Wednesday, September 13, 2006

Is the crisis over yet?

There are probably 40 textbooks in my office devoted to public relations, media or communication – every one of which includes a section on crisis communications.

It seems to be one of the fastest growing areas in media and communication management, and there are plenty of experts out there to help out when disaster strikes.

But the recovery stage of a crisis, disaster or emergency can be harder than managing the emergency itself.

During the crisis stage, everyone is focused on immediate needs and it can be quite exhilarating for the various players involved – particularly the media. But as soon as the excitement is over the challenge for the media is to keep the story alive, so they move into the aftermath stage often before anyone else does.

There are plenty of definitions of the difference between an issue, an emerging issue, a crisis, an emergency and the recovery.

My definition is simple – the transition to recovery begins the minute the media starts to play the blame game.

It is during this transition period that your reputation is most likely to take a pounding.

The most critical thing any organisation can do at this point is to take hold of and keep the agenda.

It’s important to not let a vacuum develop during this stage – a vacuum the media will fill with rumour, speculation and heart-wrenching stories of individuals who have slipped through the cracks.

And for people affected by the disaster, it is often the time when they feel like others have lost interest in their cause. So it is critical on both counts that you pay attention to filling any information gaps.

In the end, it’s your reputation that suffers if the public and the media think you were only interested in the crisis when it was a big story. You need to keep on caring long after the glory of the crisis is over.

CreativeTerritory gives clients the following advice during the recovery phase of any crisis:

  • Appoint your recovery team when the threat of the crisis is still emerging, so you achieve a seamless transition from crisis to recovery.
  • Be the authoritative source of information on the recovery. If you don’t, one of the media outlets will be.
  • Coordinate all information through a central source so your messages are consistent and packaged in a user friendly way.
  • Do not let an information vacuum develop that may be filled by uninformed speculation or mischievous rumour.
  • Use the web as much as possible to stop the media and public tying up people and phone lines unnecessarily.
  • Make sure you don’t give the appearance that you have “packed up and gone home” once the “glory” of the emergency is over.
  • The media will not go away just because you ignore them. Make sure journalists are delivered stories and vision in a format they can use and that they can access the people and information they need to do their job.