Market-in-mind_model sept.pub

Transcription

Mars 2003
Septembre 2003
Dossier :
Rélations Publiques et
évenements
Special: Public Relations
and events
Le rôle des relations publiques est de
diffuser l’information à travers les médias
pour contribuer à construire l’image solide d’une entreprise ou d’un produit.
Les relations publiques couvrent tous les
types de médias, que cela soit par la
mise à jour d’un site web et son design,
d’un programme de publicité destiné à
une cible spécifique telle que l’événementiel ou encore dans un secteur bien
identifié comme celui de la santé. Les
spécialistes du Marketing et de la Communication s’en servent pour obtenir la
confiance du groupe ciblé par exemple :
les consommateurs, les actionnaires ou
le grand public.
Des agences de relations publiques établissent et maintiennent des relations
coopératives avec le consommateur et le
groupe ciblé à travers les représentants
de la presse papier, de la radio et de la
télévision. La plupart des professionnels
de ce secteur ont très souvent été précédemment eux même journalistes ou spécialistes de la communication ; ils ont pu
travailler pendant dans des années dans
les médias précédemment cités.
En tant qu’outil marketing, les relations
publiques se travaillent en parallèle avec
la publicité pour choisir la communication
le plus pertinente, celle qui promettra aux
agences de relations publiques et à leurs
clients d’avoir un avenir plein d’espoir.
Public Relations disseminate information through the news media and publications in order to help the image
building of certain companies or products.
Public Relations covers all media relations, web site maintenance and designing. It directs publicity programs to
a targeted public, in a specific area
such as even management or in a
specific industry such as healthcare. It
makes use of every available communication media to obtain the support of
the group upon which the success
depends, such as consumers, stockholders and the general public.
Sommaire
Zoom Entreprise
Text 100, PR Agency
of the year…………………………….page 2
Clin d’œil
The new PR Challenges of Business
Help Management………………..page 4
Dossier
Rôle d’une agence dans la mise en
œuvre d’un salon…………………page 6
PR and event management
Agencies……………………………...page 8
Public Relations agencies establish
and maintain cooperative relationships
with consumer and public interest
groups as well as with representatives
from print and broadcast journalism.
Most of the public relations specialists
are former journalists and communication specialists. They have worked in
the media for years.
Recherche
Journalist vs. PR People……..page 10
As a marketing tool, Public Relations is
cooperating with advertising and the
most effective way to develop communication which promises public relation
agencies a bright future.
Zoom Étudiants
Grégoire Bautier
Wanwan Qin……………………….page 15
New Markets
Attracting Tourists to a
New Lebanon………………………page 13
Revue de Presse
Sélection d’articles……………..page 14
Sites Internet et Livres
Public Relations………………….page 16
Wanwan Qin—M2C English
Market-in-Mind.com, Réfléchir et comprendre le marketing professionnel
1
ZOOM
ENTREPRISE
, Public Relations
Agency of the Year 2003
TEXT 100
A
global philosophy, combined with local
strategies for clients such as IBM,
Xerox and lomega, ensure Text 100's
ascendancy in the top public relations
firms.
Last year was a crummy one for most tech
companies, and naturally their agencies shared in
the suffering. Cutbacks, layoffs, and a do-or-die
emphasis on ROI have threatened to squash the
creativity of PR agencies, turning their cowed
employees into mere fillers-in of templates and
spreadsheet cells.
In 2002, Text 100 rolled out IBM's ThinkPad 10th
Anniversary Celebration and its 50 Years of Storage
event. The agency also did major work for longtime
clients such as American Power Conversion and
Iomega. For Xerox-a key client for more than
seven years-it helped roll out the DocuColor iGen 3
Digital Production Press, cited as Xerox's largest
product launch ever.
New clients in 2002 included Internap, a provider of
advanced Internet routing; Sagem Morpho, a
provider of biometric solutions and services; and
MeridianTelesis, an Internet carrier and co-location
provider. By the beginning of this year, Text 100
had added new offices in Beijing and Copenhagen,
bringing its total office count to 24 globally.
During 2002, Text 100 also restructured its service
offerings around three key practice areas: media and
analyst relations, corporate communications and
international consulting. Finally, the agency unveiled
its new Web site as part of a rebranding effort that
also included a new logo, colors and fonts.
But it's Text 100's global philosophy that really sets
it apart, especially in difficult times. And there's no
more eloquent advocate for that philosophy than
Irish-born CEO Aedhmar Hynes. She moved to the
U.S. in 1997 to set up the company's San Francisco
office, and was appointed CEO of Text 100
International in 2000.
But when we look at recent winners of Technology
Marketing's PR Agency of the Year accolade, we find
something different. While strong metrics and proof
of ROI are essential to growth, it is still an agency's
core values that set it apart. This year's Agency of
the Year, Text 100, dares to espouse a strong
philosophy. In fact, you probably first encountered it
via a faded bumper sticker on the back of an old
Volvo wagon. Yep, it's "Think Globally, Act Locally."
While you're pondering how a sentiment so "nice"
could have been an advantage in 2002, let's do the
numbers. Text 100 didn't post significant revenue
growth in 2002 (only 1.5 percent over 2001) but
that's not so bad compared with the 20 percent or
more losses reported by more than 20 of the top PR
firms during the same period. More exciting, the 22year-old company entered the ranks of the top 20 PR
agencies worldwide for the first time ever, sneaking
in at number 20. One major reason for this was the
agency's work for IBM. Text 100 scored big in
August 2001, winning the opportunity to present
IBM's product division as one of just three agencies
worldwide.
"It's par for the course that clients are going global,"
Hynes says. "When we talk to our clients about that,
we talk about the fact that communication needs to
be influenced at the very earliest stage by all
cultures. Our belief is that Text 100's internal
structure has to reflect that vision. It would have
been easy, coming into the North American market,
to say our headquarters is in the U.S. because our
CEO is here-everyone expects me to say that.
"Instead, my team is virtual, my
folks are all around the world," she
says. "HR is driven out of Australia,
products and methodology out of
Europe. We want to ensure that we
are not becoming European-centric,
As ian - ce n t r i c,
or
A m er i c an centric."
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ZOOM
Like other global agencies, Text 100 relies on
technologies such as e-mail and intranets. Instant
messaging is also becoming increasingly important.
But Hynes adds that "a big part of how we structure
our business is movement of people. If you look at
the five account directors here in San Francisco, one
relocated from Europe, one relocated from Asia and
the other three happen to be American. That's
typical."
Hynes says that doesn't mean folks are parachuted
in just for the sake of universality. "The premise that
we're building a global expertise on is that local
comes first," she says. "You've got to compete like
for like with the very best agencies locally. And if
you can do that and replicate it market after market,
then you hope the sum of the parts will be greater."
Text 100's global orientation was the initial hook for
Xerox, which started to do business with the agency
in London. "We took a risk on Text 100 that they
could expand their capabilities here in the U.S., and
they took a risk on us in terms of investing and
setting up a local infrastructure," recalls Ed Gala, the
company's director of strategic PR. "It has paid off
both for us and for them."
"No matter what the brand name on an agency's
door," Gala says, "it boils down to the individuals
you have working in partnership with you. Text 100
had the best talent on that right from the beginning.
Every agency aspires to that, but few achieve it."
ENT REPRISE
big agencies and bolt them onto the side of Text
100. Acquisitions will be small-potentially in
different practice areas such as government
relations-and we will work hard at acclimatizing the
people into our culture.
"It all sounds terribly strategic,"
she says, "but it's important not to
take yourself too seriously. Are we
saving lives? No. We're running a
PR agency. Going back to the
origins of the company, our vision
was merely to attract bright people
who have an energy about the
technology industry and wanted
new experiences. If we can
continue to do that, we'll continue
to grow."
By Jonathan Angel
Source: Adweek Magazines' Technology Marketing, May2003, Vol.
23 Issue 4, p26, 2p
Copyrighted 2003 VNU Business Media, Inc
This is echoed by Duane Brozek, director of PR for
ViewSonic. "Whenever I deal with them, I feel like
my account is the most important one they're
dealing with," he says. "I didn't feel that way with a
couple of larger agencies that I've dealt with in the
past." Text 100 helped Xerox move into new
product areas such as inkjet printers and other
digitally connected devices. Similarly, it has helped
ViewSonic morph from the world of commodity
monitors to that of innovative wireless devices,
created in partnership with Microsoft. "The ability of
Text 100 to work seamlessly with companies like
Microsoft and Intel-where their name is known-is a
real asset to us," says Brozek.
As part of this year's
expansion into China,
Text 100 acquired a
small agency in Beijing.
"That's a little different
from the organic growth
we've done before,"
says Hynes. "But it's
headed by a Chinese
local who'd worked with
us for two years in our
Sydney office. Growth is
a key vision for the
company, but we're not
going to go out and buy
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D’ O E I L
New PR Challenges
The
Help Management
for Business…
Soften the Edges; Open the Lines of Communications
“Wherever you see a
successful business, someone
once made a courageous
decision.”
--Peter F. Drucker
W
hether it was the financial maneuverings
of Enron, Anderson, and Tyco; the
tortured merger battle of HP/Compaq
or airline management’s tin cup of
poverty -- being the head of a publicly held company
has lost its glamour.
The press has taken a new
and more aggressive look at the value and credibility
of senior management. “Star power” is no longer
popular as stakeholders increasingly demand
responsible and responsive management.
Answering this call is a new breed of senior
managers who will be challenged by all of the
organization’s publics – government, employees,
shareholders, communities, customers and partners.
They will challenge the total spectrum of public
relations efforts and activities – internally and
externally.
The new breed include people like Harry Kraemer of
Baxter Int., Henry McKinnel of Pfizer, Jeffrey
Immelt of General Electric, IBM’s Samuel
Palmisano and Joseph Tucci of EMC. Firms like
Intel and Microsoft have shifted to the softer style
of management with Craig Barrett and Steve Balmer
(respectively) rather than the “tough love” approach
which served the companies for many years.
GE’s Jack Welch was a hard line; in-your-face
manager who worked well with his people but
aggressively
challenged
employees,
business
partners and even governments.
Lou Gerstner
came into IBM at a critical period, slashed staffing,
reshuffled
business
units
and
demanded
performance and limited his contacts with the press
and financial community.
Hard to Soft
Relying less on the personal approach than positions
of power, Andy Grove at Intel and Bill Gates at
Microsoft moved aggressively with customers and
business partners and were even confrontational
with governments around the globe. HP, which had
an
almost
mythical
history
of
soft-touch
management, was shaken to its foundation when
Carly Fiorina became president forcing changes by
dictate and the will of her convictions.
During the HP/Compaq campaign, Ms Fiorina
mirrored the hardball approach that had worked so
well for IBM’s Gerstner and GE’s Welch. In what
some have referred to as a good cop/bad cop
routine, Compaq’s Michael Capellas balanced Ms.
Fiorina’s
tough
statements
and
black/white
decisions. He quietly and confidently worked to
reassure customers, partners, employees and
shareholders that the two organizations were getting
inputs from all parties to develop an integration
program that encouraged and respected their inputs
and recommendations.
Capellas never shied away from focusing on people
and shareholder value during the merger process.
His approach softened and humanized the
management team that emerged. Now that he has
moved to Worldcom we’ll see if he can work his
magic there. With his departure, Ms. Fiorina is
trying to do something that is awkward at best –
straddle the chasm.
Unlike their predecessors the new CEOs must focus
on being more personable, more accessible, more
open and more in touch with employees, business
partners, the press and the financial community.
Rather than use their authority to force change and
progress; they must work at suggesting, influencing
and guiding by example.
The new climate is
demanding that they focus on interpersonal skills,
encouraging constructive disagreement and placing a
premium on openness in all of their relationships.
Hidden programs and hidden agendas – even if they
are innocent or in the best interest of stakeholders –
will only hurt them. It’s a tough time to be a CEO.
The shift also has a profound effect on how PR
supports companies and management teams. Public
relations professionals will have to take on more of
an ombudsman role insisting on and executing
programs that emphasize open communications –
internally and externally. Management is beginning
to realize that they don’t own employees and
partners. That means public relations will have to
help craft and communicate new positions and new
messages throughout the organization.
Your
4
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guidance and recommendations will also be tested.
If your organization has progressed beyond “my way
or the highway” management to one where senior
management wants and expects inputs and
recommendations on goals, strategy and specific
communications
efforts
your
workload
has
dramatically increased. Suddenly you have to think
rather than simply react. If you establish the
communications strategy and tactics it also means
you are responsible for carrying out the programs
and for their success.
If not…buy Kevlar suits!
Inside Out
The new management style -- which is more art than
science -- requires that public relations develop
activities that show that management wants to reach
out internally and externally for information and
inputs – positive and negative. If the company has
emerged from -- or management wants to shift
from -- the “just do it” style to one that says, “how
should we do it,” change won’t happen overnight.
As American
Airlines’ management team’s
bankruptcy brinksmanship fiasco proved in its labor
negotiations, it takes only one misstep to destroy
years of work. Donald Carty’s career was built – in
part
–
on
his
success
in
improving
management/employee
relations.
But
the
combination of hidden agendas by the board of
d irec tors,
compen sat io n
c omm ittee
an d
management team destroyed his years of work in
just a few days.
Suddenly the board of directors and compensation
committee distanced themselves from Carty leaving
him with one option – resign. Even public relations
was swept along with yesterday’s “hide the facts,
damage control” approach. American’s PR position
was that union management was aware of the
management teams’ financial windfall.
Everyone lost!
Unlike most new CEOs, Carty’s replacement – Gerald
Arpey – had to quickly establish, demonstrate and
manage his reputation in the worst possible
environment.
Facing severe fiscal challenges he
didn’t have the luxury of an “easing in” period.
D’ O E I L
New Wave of Counsel
All of the media’s attention on business management
scandals and the resulting destruction of the star
power image of the CEO is forcing all of us in the
field to rethink and rework the way we counsel,
support
and
guide
management
in
their
communications efforts.
Because CEO cult worship has fallen out of favor,
public relations professionals are rethinking and
reworking their efforts focusing on the organization’s
fundamental stakeholders – the financial community
and employees. Honesty, integrity, vision and value
– the fundamentals of good leaders – have become
more important to these primary audiences and the
marketplace at large.
Public relations will have to earn a new status and
new role with management. Counseling the CEO
and senior management on stakeholders’ perception
and needs will take higher priority over the
practitioner’s ability to craft and place management’s
messages.
The ability to open lines of communications with the
stakeholders and quietly building the reputation of
the CEO and the corporation. Sub programs and
targeted activities will have to be put in place with
which are mindful of each stakeholder – employee,
shareholder, business partner, government official
and consumer.
Keeping the lines of communications open between
the audience participant and CEO/management team
will be intensely difficult.
The public relations
professional will have to navigate carefully as he or
she helps promote the management and company to
stakeholders and the stakeholders to management.
Remember the old adage…”be careful what you wish
for, you may get it.” Public relations has finally
reached the position where counsel is becoming
more valuable than execution. It will be interesting
to see if we are equal to the challenge.
G.A. “Andy” Marken
President, Marken Communications Inc.
[email protected]
Article reprinted with permission
The unusual circumstances forced new strategies on
management that every public relations practitioner
should study and understand to ensure they carry
out activities that are in the best interest of the
company, management and the firm’s stakeholders.
His background in finance and operations did little to
equip Arpey for his Herculean task.
5
DOSSIER
d’une agence
Rôle
Exemple, Les Naturalies
dans la mise en œuvre d’un salon
N
ous voulons montrer à travers cet article le
rôle de l’agence Sports Europe Communication dans l’organisation du salon « Les
Naturalies » et plus particulièrement la valeur ajoutée que peut apporter une agence de communication événementielle. Cet article est réalisé
grâce à deux interviews d’un des fondateurs de l’association « Les Naturalies » et du directeur des
achats de l’agence Sports Europe Communication, nous permettant ainsi de véritablement appuyer notre argumentaire.
L’origine du concept :
L’association « Les Naturalies » a été crée en
2002 par des passionnés de la nature. Leur
monter de toute pièce un projet de grande
gure : le 1er salon en plein air qui montre la
telle qu’elle est.
février
idée :
envernature
La Première édition du salon « Les Naturalies » s’est
déroulée du 30 mai au 2 juin 2002 sur le site Truffaut, aux Jardins de Balma : 220 exposants et intervenants se sont réunis, ils représentaient : les Institutions, les couleurs et saveurs de la terre, La beauté de la terre et le jardinage, Le bien être, Le plein
air, Les animaux, Les sports nature,...
Une quarantaine d’animations variées et conférences
sur ces thèmes étaient proposés aux visiteurs : défilé de l'équipage de Chasse à Courre, présentation de
chiens de races, exposition santé sur l'eau et les rivières, initiation à la pêche, jeux pédagogiques sur
les fruits et les légumes, aviron, Jet Ski,...
Les Naturalies
- du 13 au 15
juin 2003
Le
premier salon
grand public dédié à
la nature dans lequel
le visiteur s'initie en
plein air et de manière active à respecter et préserver
son environnement,
selon le concept :
« La nature fait son salon ».
Une visite grandeur nature sur plus de 3 hectares de
verdure et 1 plan d'eau de 800 m² à travers 4 univers d'expositions et d'animations :
Les animaux : de la ferme… à la vie sauvage
L’environnement et le plein air : la culture bio, naturelle, les beautés de la terre, les métiers de la nature…
Le bien être et la forme : la dynamique et l’énergie
des produits, des services, des activités pour la remise en forme et l’équilibre du corps
Les goûts et les saveurs : les plaisirs de la table à
travers une recherche permanente de qualité et
d’authenticité
Ainsi, l’association souhaite donner « une bouffée
d’air » à tous les amoureux de la nature lors d’un
week-end. Gérer l’organisation, la commercialisation
et la communication de ce salon n’est pas une mince
affaire. C’est pourquoi, « Les Naturalies » a décidé
pour la deuxième édition du salon de faire appel au
service d’une agence de conseils en marketing et
communication : l’agence Sports Europe Communication.
L’agence de conseil en communication :
Créée en 1993 à Colomiers et ayant véritablement
pris son essor en 1997, l’agence Sports Europe
Communication est une agence hors media indépendante spécialisée dans le marketing sportif. Deux
départements marketing et opérations structurent
cette agence. Une double compétence est donc mise
en avant : conseil en marketing et organisation d’évènements d’entreprises.
6
DOSSIER
L’agence peut ainsi être amenée à saisir des opportunités dans des secteurs plus larges que le sport.
C’est ainsi que l’organisation du salon « Les Naturalies » dédié à la nature entre désormais dans le portefeuille d’activités de l’agence. C’est en grande part
une question de relations entre l’agence et l’association.
Malgré des affinités relationnelles fortes, l’association
« Les Naturalies » a contacté une première agence
pour mener à bien l’organisation du salon pensant
que le sujet n’intéresserait pas Sports Europe
Communication. Erreur de jugement puisque son
savoir faire reconnu dans le sport peut très bien être
exploité dans un tout autre secteur comme celui de
l’organisation d’un salon. Et elle le montre très bien
aujourd’hui.
Rôle et enjeux incontournables
L’agence Sports Europe Communication intervient
pour la seconde édition de ce salon dans le but de
professionnaliser ce dernier. Mise en place d’une
stratégie autour de quatre univers (l’environnement
et le plein air, les goûts et les saveurs, la forme et le
bien-être, les animaux), recherche de partenaires,
d’animations… représentent les axes de réflexion de
l’agence.
Professionnalisme, savoir faire, relations avec des
prestataires, ressources humaines : voici les atouts
que revendique l’agence pour mener à bien cette
mission.
A travers l’organisation de ce salon, Sports Europe
Communication gagne en notoriété et un avantage
économique certain. Son portefeuille d’activités s’élargit : l’agence passe en effet d’événements sportifs
à un événementiel salon. Et de ce fait « toute l’agence participe au projet que ce soit le service marketing, le commercial, les opérations, le studio, les
achats ». Cette totale implication de l’agence peut
s’expliquer par le fort potentiel de ce dernier.
Un concept dans l’air du temps, une ville pilote
comme Toulouse, une enseigne très forte derrière le
projet, bref des éléments clés pour imaginer à terme
une duplication de cet événement sur un plan national. Et pour cela un seul objectif, celui d’institutionnaliser le salon afin qu’il devienne un rendez vous
incontournable du grand sud ouest. Nous n’avons
plus qu’à souhaiter bonne vie au salon « Les Naturalies »...
Renseignements divers :
Lieu : Les Jardins de Balma, Rond point jardinerie Truffaut, route de Lavaur (rocade Est, sortie
N°15)
Contact : Sports Europe Communication Tel : 05 34 55 21 21 Email : [email protected]
Tarifs : 5€ pour les adultes 2€ pour les enfants
Caroline Peyre et Laurie Puisset-M2C Français
« Ils [les membres de l’association] ont réalisé leur rêve en organisant la première édition avec le
conseil amical de Sports Europe
Communication et fort de leur vécu
ils ont tout de suite réalisé qu’il valait mieux que des professionnels
prennent en main l’organisation de
l’événement ».
7
DOSSIER
PR and event
management agencies
PR or public relations represents a specific element of a company’s communications activities. It is designed to “establish and maintain goodwill
and mutual understanding between an organisation and its publics (…)”.
T
to handle PR, to hire professional PR staff and to use
an external agency
he scope of PR
PR embraces matters such as:
Promoting products and services through
media publicity, enhancing public awareness of the company and its reputation,
creating a climate of co-operation and interest with
the media in order to obtain positive news coverage
of company achievements and to receive sympathetic reporting on company problems, protecting
the company’s reputation, promoting the company
within its trade or industry, etc…
PR agencies
It is difficult to draw up a simple profile of the PR
agencies. Many are working with different clients
from a variety of fields and sectors. However, because the PR arena is becoming more and more specialized, many PR firms now focus on clients within a
single industry, such as in environmental issues,
health care or transportation.
External publications
- Annual reports
- Leaflets
- Web sites Etc.
Corporate advertising
Media relations
- New releases
- Press conferences
- Press reception
Managed events
- Lectures, symposia
- Exhibitions
- Displays/demos
- Open days
In-house media
- House publications
- Staff events
- Video conferencing
Public Relations
The tools of public relations
Depending on the objective that the company has
defined, and the audience(s) it targets, there will be
a number of “tools” or approaches that can be used
to effect (see Figure below). Often those tools will
be used together in order to increase the impact.
In-house or agency?
The decision on whether to handle PR internally, or
to choose an agency, can depend on the way PR is
perceived. In a small organisation it is often the
Managing Director who takes control, but there are
three other possibilities: to train an existing manager
8
DOSSIER
It is not rare that the Agency reduces all overheadcosts to a minimum through a long term cooperation
with freelancers and suppliers in all fields of public
relations and event planning. The Agency works together with responsible and independent experts
who operate success-oriented and who consider the
strategic alignment of company communication.
Let’s focus on PR agencies that deal with event management.
ling the budget, developing time-charts, organising
multiple tasks, documentation and success control”.
After having visited all suitable locations for an
event, the firm organises all suppliers services. The
performance of those suppliers is controlled and adjusted to the level of the event. The whole impression of the presentation will be assigned to the target of the event.
Last step, Customer profile: The firm cooperates
with agencies having a similar agency profile, in order to use their experience.
Conclusion: In-house or PR Agency?
PR Agencies:
Advantages:
A team of professionals,
Contacts with media and vendors,
The outsider’s perspective.
Disadvantages:
Managed events
There are lots of ways of reaching the chosen audience. Conferences, displays, lectures, shopping centre events, demonstrations, open days, public visits,
a contemporary artist’s participation for a foundation, a prestigious prize awarded to specially selected winners are examples of what can be done to
facilitate contact.
Most agencies mark up services that their provide
through their vendors,
Account executives are often assigned multiple accounts and the assignment may fall to the bottom of
the 'to do' list.
Internet site:
[email protected]
Find all this list with more details:
www.mavencom.com/prarticle.html
The role of PR, as well as direct mail, in attracting
visitors must not be ignored. The cost of such an
exercise is only a small proportion of the cost the
event as a whole, and usually is money well spent.
But how does the Agency works?
Event management agencies
To answer this question, let’s take a concrete example and study how proceeds Profile Events and PR
GmbH, a German agency specialised in public relation and event communication.
1st step Communication profile: “We establish
confidence through communication”. The Agency
establishes confidence into a company and its products on a medium and long-term base.
Anne-Claire Janier-Malnoury, M2C English
Then, Event profile: “To change information into
knowledge – combining with an emotional link –
that’s our goal”. The idea is implemented in the
communication-concept, which describes the goals
and the realisation of the event. “The basic: controlMarket-in-Mind.com, Réfléchir et comprendre le marketing professionnel
9
RECHERCHE
Journalists vs PR People…We’re Making
the Bullets They Shoot
There’s a renewed outbreak of “journalists don’t like us, we don’t
like them” going around. Media people have problems. Public
relations people as a group has problems. We can’t cure theirs
but we have to cure ours.
M
ost of the journalists’ ills are beyond their
individual control but if PR people are to
be more effective they have to understand
their media audience.
Journalists Problems
The entire media industry is in upheaval. Publications are disappearing because of reduced ad revenues. Those that are surviving have fewer news
holes. News web sites have fallen on hard times and
are either being shut down or are restructuring. Radio and TV management recognize that internetbased audio/video news and entertainment are coming. The problem is that they can’t figure out how to
make money in the new environment. Timeshifting
– the recording and playback at any time – is gaining momentum which means networks and stations
soon won’t be able to charge more for prime time
because prime time programs may be viewed/heard
at any time. It’s hard to justify premium charges for
this new arrangement.
Editors and writers just like everyone else are experiencing layoffs so there are fewer filling the same
or reduced number of print or web site pages and
radio/TV news slots.
In one way this can be
viewed as good because
the print, web, radio, TV
news groups will try to
keep
the best people
(writers) and shed the rest.
That also means they know
their job better and know
what is good news and garbage. It also means these
individuals have less available time so PR people
have to be sharp and to the
point because they often
have 15-30 seconds to
hook the reporter on the
message he or she is presenting. That means the
PR person has to be on target immediately because
the reporter can’t waste his or her meager time trying to help the PR person do his or her job. They
never chose their career to be teachers.
While many of the best journalists want to – and
often do – stay with the media there is always a certain number of “jump ship” and move to public relations which is often more financially rewarding.
When weak writers/reporters stays they tend to hide
their weaknesses by focusing on what is hot and/or
trendy rather than digging into areas and developing
meaningful pieces.
One senior technology editor complained that is
more difficult for him to find qualified people to do
product reviews because a growing number of reviewers seemed to simply take the box they received, the data sheet and the reviewers guide and
write their review.
They would write negatively
about the product’s documentation and the company’s customer support group because they almost
universally
fall
short. He wanted
people who actually
took the product
out of the box and
used it just like a
real
cus tomer.
That takes time
and effort and for
people getting paid
by the word or per
project, the package copy and data
sheet
offered
a
fast, easy solution.
In the business and trade media arena – web,
broadcast and print – reporters, assuming they have
a technical background, out of necessity are generalists. They may have “favorite” area such as mobile
systems, Macs, video production or network infrastructure but they know little about video-ondemand, storage, MDU (multi-dwelling unit) applications, SONET, SAN/NAS or SS7/SS8 networks. That
means the PR person has to have that expertise or
be able to provide it quickly to assist the editor/reporter, assuming you can even get them interested in the subject.
Public Relations Problems
It’s great to get all of media’s problems “out in the
open” because then public relations people can say,
10
RECHERCHE
“See it’s not my fault. I’m doing my best it’s just
that they don’t understand how good your company,
your product or I am.”
Attention people…as Walt Kelly wrote in his famous
Pogo cartoon strip, “We have met the enemy and he
is us.”
Or to put it differently, the relationship between public relations and the media has always been an uneasy alliance. But as a profession we are increasingly making the bullets they shoot at us. We seem
to ignore the bullets as they whiz by and seem to
feel they are really meant for the other guy.
If you really are a professional, you know a number
of people on your side of the Maginot Line that are
making your life miserable.
Unfortunately those
people probably stopped at the end of the journalist
problem section, assuming they even read at all.
If you’re already good this will either serve as a reminder or as something you can pass along to others. If you aren’t quite so good…take notes.
We read an alarming note in Jack O’Dwyer’s Newsletter that PR people are frightened out of their wits
about contacts with the press. They fear the wrong
thing might get into print.
You have got to be kidding!
What do you think your job is? What was all your
education and training for?
Granted if a 60
Minutes or 20/20
crew rolls up you
had better think
twice about what
you’re going to say
and how you’re going to say it but isn’t
that why you make
the big bucks?
But the vast majority of journalists are
not out to do a
hatchet job on your
client…or you. They
are going to do their
job which is to develop a good news item and move
on to the next story. They may make mistakes in
their coverage of your company, your management
or your products but that’s your fault, not theirs.
That simply means you didn’t or couldn’t provide the
information they wanted and needed.
Nature abhors a vacuum and so does the media. If
you don’t provide the information…good journalists
will find it. If you lie to them, they’ll find out and
trust us…journalists have long memories. If you
don’t explain the subject thoroughly – especially if
it’s technical in nature – and they don’t correct your
mistakes, is that their problem?
Yet another event – MonsterBuzz – was recently held
for technology-focused company management and
PR people to learn how to improve their coverage.
One of the questions we’ve heard at every such
event over the past 20 years was, “How do we get
your attention to cover us?”
Most PR people will only talk with editors, reporters
when they need to pitch an idea.
Surprise folks, it’s not that difficult… do your job.
What does that mean?
• Read the publications
• Get to know who covers what beat
• Be an informed and response resource even if the
specific query isn’t in support of your company or
product
• dig deep and find the story hook or fresh idea that
will interest and maybe even excite the reporter
do something daring.
• Invite an editor to lunch at the company’s offices
to talk with management and learn more about
what the company is doing, where it’s going and
its product plans/directions don’t be a gatekeeper
for your management instead help them be prepared to talk with the press.
• Encourage direct contacts and relationship building
Granted we’ve been in the profession for a long time
– some might say too long – but we actually know a
large number of editors, reporters and analysts as
individuals. It doesn’t give us any special edge in
pitching a story but it does mean we know what they
want and don’t want as well as how they want to
receive the information. It also means they we’ll
deliver what they need, when they need it and in a
form they can use.
Recently we’ve been conducting monthly technology
briefings with one of our clients meeting with members of target publications to provide them with general and specific information on technology areas.
We’ve been calling it the doughnut series even
though we’ve been holding the meetings throughout
the day starting at breakfast and going through the
evening and dinner. The meetings cover a specific
product category – tape storage, CD, DVD, monitors/color management, interfaces, etc. They are
subject areas in which the company has products but
we discuss all products in the category, not just our
products. The first set of meetings was rocky because: a) the reporters were skeptical and really expected a veiled product pitch and b) we had to hone
our discussions to each medium’s requirements on
the fly. But now we can fill a conference room at
each medium because they know we’re giving them
a meaty and honest overview of the technology
area.
For the past five years at various trade shows
around the globe we’ve been coordinating dinners
with members of the press (20-30) and members of
11
RECHERCHE
client teams. The one ground rule was that it would
be a quiet, enjoyable evening of dining with no product pitches. There’s no formal presentation. We
pick the reporters, editors and analysts up at their
hotels and/or the convention center; go to a quality
restaurant; have a relaxed dinner and informal conversation and return them to their hotels. Do they
talk about the company and products? Sure. But
more importantly they talk to each other about their
personal and professional lives, areas of interest and
other subjects that interest both sides. That’s how
relationships are developed.
time – that tell you how neat their company is, how
wonderful their management team is and want to
know when you want to meet with them. Notice in
the above sentence there is no discussion of what is
new or different that the company will be unveiling
or why it’s going to be important for the reporter to
take his or her meager time at the show to meet
with the company. The press come to conventions
to get news for their audience, not to help publicists
fill a meeting schedule.
If it’s an agency, they send a laundry list of companies they are representing along with a boilerplate
explanation of the company and tell the editor/reporter to circle a day, indicate a time and fax
or email the meeting request back to the agency.
If they got any lazier they could also send the company and product information to the reporters so
they could write the announcements for the publicist.
Most PR people don’t have a grasp of good journalistic writing.
It seems as though fewer and fewer practitioners
come into the business with any journalism experience. A great percentage has never been in a newsroom environment. The very foundation of good
communications is not liking people, having good
people skills or being able to speak well. The foundation is good writing.
PR people want to be management counselors, crisis
management specialists or any of the other growing
number of specialties we are developing as our society and lives become increasingly complex. At the
end of the day something has to be written and it
has to be written well.
PR people are using the internet to abuse the press:
They mass email press invitations or story ideas to
10s; sometimes 100s of people instead of sending
each a message one at a time. That’s plain lazy and
an insult to every recipient. There is no reason anyone should wade through pages of addressees just
to get to the message…and most editors/reporters
won’t. They simply dump the email. They send volumes of releases, entire press kits and animated invitation attachments. If an editor or reporter requests the material and are expecting it, they will
open and use the information. In our virus-ridden
world, most unsolicited attachments are dumped
unopened. It simply isn’t worth the risk. They send
inquiries for meetings – usually around convention
Companies and agencies have unleashed a horde of
PR “bunnies.” We wish we had come up with that
descriptive phrase but unfortunately the credit belongs to someone else. As PR professionals become
pressed to get more coverage they give a product
pitch or show meeting outline to the newest kids in
the office. This individual hops from subject to subject or reporter/editor to reporter/editor making his
or her pitch.
Can you possibly believe reporters, editors and analysts are that stupid?
The list could go on but you get the idea. One by
one we’ve got to do a better job of doing our job so
we can take the anti-PR ammunition away from journalists. When we do we’ll quit being practitioners
and become professionals.
It doesn’t mean we’ll become close partners. But at
least there will be an improved working relationship.
Until then we’ve met the enemy and he is us.
G.A. “Andy” Marken
President, Marken Communications Inc.
[email protected]
Article reprinted with permission
12
N E W
Attracting Tourists
T
his is a real successful story about the role of
public relations in rebuilding tourism in Lebanon after a 17 – year civil war (1975 –
1991). For years, tourism was a major component of the Lebanese national economy but the
war destroyed the image of peaceful Lebanon and
left the economy destitute. How the government put
their efforts to revive tourism in the country, what’s
the role of public relations in the strategies definition
to convince tourists to visit Lebanon and how to
eliminate tourists’ negative impressions and establishes long term relationships between the Lebanese
government and potential tourists.
The problem
Lebanon, which often was described as the
“Switzerland of the Middle East,” dropped from the
list of highly visited countries after 1975. The 17year civil war, along with military invasions, claimed
about 150,000 lives, brought the country’s economy
to the edge of collapse and robbed Lebanon of its
prized reputation as the region’s quintessential vacation spot. A tourism movement shifted from Lebanon
to Cyprus, Greece, Turkey, Egypt and Israel.
Strategic tactics and techniques
Lebanon’s recovery requires drastic and rapid actions. But one must recognize that it is very difficult,
if not impossible, to revitalize the tourism industry in
Lebanon in a short period of time. Thus, a set of
consecutive procedures needs to be executed. A
two-phase plan that considers both immediate and
long-term actions was recommended!
Immediate Actions:
Inviting 50 international travel reporters to visit
Lebanon. These journalists should be selected from
the countries from which Lebanon attracted tourists
most before the war. Like United states, Canada,
Europe union countries, Australia and some eastAsia countries. The main objective of these invitations is to show travel and tourism reporters that:
the situation is peaceful and everyone can move
freely again in the country; the tourist and historic
sites are still intact and the free enterprise system is
Lebanon is working normally.
•
•
Advertising in Lebanese newspapers that have
large circulations in the Arab world and in international magazines that reach potential tourists
in the U.S and Europe.
Producing and distributing guidebooks, brochures
MARKETS
to a New Lebanon
•
•
•
and calendars of festivals and cultural events.
Participating in regional and international fairs
and exhibitions to display
Lebanese artifacts.
Holding “Lebanon Week” in
Paris, London and Brussels.
Distributing gifts and souvenirs to tourists visiting historical sites.
Long-term actions:
More carefully planned actions are needed to generate long lasting effects. A five-year public relations
plan is proposed which guided by the theoretical
framework of the two-way symmetric model. The
goal is to create and maintain mutual understanding
between organizations and their publics. Communication flows both to and from publics.
The mainly involved relationships are: Government
vs Media, Government vs Private sector; Government vs Tourists; Government vs Emigrants.
The media are supposed to help the government in:
• Positively shaping public opinion about tourism in
Lebanon.
• Reflecting public opinion.
The relationship between government and private
companies is symbiotic – what affects one affects
the other.
To make the tourists feel, see and believe that tourism in Lebanon is pleasant, safe, rewarding and relaxing, the government should provide tourists with:
facilities, guarantee of freedom, assurance of safety
and centers for complaints and inquiries.
Conclusion
The Lebanese government has taken important steps
toward reconstruction of tourism. The involvement of
public relationships has played the key role in the
campaign of stimulating the tourism in Lebanon, the
effects were significant. The proposal of two-phase
plan was a very successful concept for this case.
Even there is a long way to go, but the tourism industry in Lebanon is growing with the effort of government and the help of the strategies.
Anita HE—M2C English
13
LA
REVUE
Une sélection
DE
PRESSE
d’articles essentiels
“PR Takes Measure Of
Its Effectiveness
Agencies explore new
ways to analyze campaign results “
Lisa Van Der Pool and Kristen
Rountree
Public relations measurement has
always been an imprecise science.
But new tools such as Edelman Public Relations' Relationship Index,
launched last month, are emerging
as alternatives to outdated methods
such as advertising equivalency and
press-clipping tallies.
Increasingly, the focus is on
“outcomes” (sales results or increased awareness spurred by PR)
over “outputs” (the sheer number of
articles or media placements).
Independent Edelman's Relationship
Index, developed with sister research firm StrategyOne, supports
the Relationship Imperative philosophy Edelman developed last year to
help clients build trust and understanding among a cross-section of
constituencies.
Adweek, 5/12/2003, Vol. 44 Issue 19,
p10, 1p
“Strategic Planning in
Public Relations: A Matrix That Ensures Tactical Soundness”
Emma Daugherty
The public relations practice is filled
with technicians and practitioners
who are experts at implementing
programs. They are adept at writing
newsworthy press releases, producing attention-getting collateral materials, and organizing impressive special events. To make the transition
into the ranks of management, however, public relations practitioners
must be able to do much more than
that. They must be skilled strategic
planners. To be effective managers,
they must be able to write clear and
concise goals, objectives, strategies,
and tactics. Furthermore, they must
understand the role of the organiza-
tion's mission, analyze the situation,
and assess program effectiveness
through evaluation techniques.
Whether practitioners work in a nonprofit organization or for a Fortune
500 company, they must be armed
with the knowledge and skills to be
capable strategic planners.
Strategic planning is structured and
hierarchical. One step leads to another, providing the foundation for
direction. Following a strategicplanning matrix, public relations
practitioners are able to formulate
an effective plan that focuses on the
most important elements and solves
the identified problem. Not unlike a
business plan or marketing plan,
public relations practitioners develop
their own plan, focusing on public
relations problems they can solve,
which relate directly to the organization's mission and goals.
Public Relations Quarterly,
2003, Vol. 48 Issue 1, p21, 6p
Spring-
“Bush must work on PR”
A RECENT newspaper article said US
President George W. Bush has
turned the outpouring of international sympathy after Sept 11, 2001,
into a public relations disaster. I
happen to agree fully.
Instead of harnessing this sympathy
to have the rest of the world on his
side, he has succeeded in making
enemies of even the French and the
Germans.
In his haste to be seen as a tough
leader, he has surrounded himself
with hawks. A war will serve them
just fine. Bush has forgotten that the
rest of the world is also important.
The world needs order so that dictators and despots can be dealt with.
But for that to happen with the support of the world, Bush needs to
work on his public relations. Otherwise, the harvest will be a bitter one
in the end.
New Straits Times-Management Times, Feb 26, 2003
14
ZOOM
ETUDIANT
Grégoire BAUTIER
la richesse des missions qui me sont
proposées.
Pourquoi choisir un métier dans une
agence de communication qui, par
définition n’obéit pas à un emploi du
temps déterminé et régulier, est souvent mal payé (exception faite de
quelques créatifs surdoué) et est sujet
aux pires fluctuations conjoncturelles,
me diriez-vous ?
Quant aux fluctuations du marché de
l’emploi, il me semble que le Mastère
Marketing & Communication nous met
relativement à l’abri d’aléas pouvant
se révéler douloureux tant sur le plan
économique que psychologique.
C’est très simple, je vous répondrais
d’abord par les trois éléments cidessus. Selon moi, le temps devient
tout simplement ce que l’on en fait.
J’ai toujours souhaité avoir la possibilité de m’organiser comme je l’entendais dans mes activités professionnelles, sans pour autant me soustraire à
certaines obligations, bien évidemment.
Ensuite, l’argent n’est pas ma première motivation face au travail (elle
en est quand même une, mais n’intervient que plus tard dans la hiérarchie !). Cette vision me permet de
privilégier et d’apprécier d’autant plus
Wanwan QIN
My name is Wanwan Qin, I am from
Pekin, China. I graduated from Hunan University of China and have
been in Toulouse for half a year.
During my studies at the University
of China, I took a break to do an
internship with the Hunan Economic
TV Station, where I had the chance
to edit the international news broadcast. After obtaining a bachelor’s
degree of Arts majoring in Linguistics, I did an internship at McDermott Co. - The Beijing representative
office of this American Boiler Company. There I learned to deal with
international trade and marketing; at
the same time, I was responsible for
communication with the press.
After education from the University
and through internships, I decided to
go abroad to further my education in
marketing and communication. This
is why I chose to have the professional training of M2C at ESC Toulouse. The courses are interesting
and creative, I had the chance to
Enfin, c’est là le plus important à mes
yeux, travailler dans une agence permet, même à un individu doté d’un
profil commercial, d’être inventif
(voire créatif) dans ses réalisations.
Bien sûr, même les métiers en agence
ont leur « pain noir ». Une fois la réflexion stratégique menée et aboutie
et avec cela tous les autres aspects
plus sympatique, reste alors le suivi
des projets, les devis et tous les aspects administratifs…mais la dynamique est bel et bien là.
En bref pour moi, travailler en agence
me permet de mettre en application
mon côté « artiste » sans en être véritablement un.
meet people from different origins
and cultures and to be informed of
the latest situation of today’s market
thanks to the professionals’ and professors’ presentations.
I chose the Agency credit, Because it
is where my interest lies and also
from my experience in communication, I found that Public Relations is
quite challenging and wanted to
know more about it.
The future of Public Relations is
promising, as the relationship between P.R. and Advertising grows
deeper. P. R. plays a more and more
important role. Public Relations
Agencies are emerging in large numbers and according to the credibility
of work by Public relations, it turns
to be an essential marketing tool for
a company’s image and product’s
branding.
I am now trying to find an internship
in a communication company and
hope I can become a specialist in the
P.R. industry.
15
SITES
Une sélection de
INTERNET
sites internet
et de
ET
LIVRES
livres
The Public Relations Review
Globaleventmanagement.com
The Public Relations Review is the oldest journal devoted to articles that examine public relations in depth. Most of the articles are based
on empirical research undertaken by professionals and academics in the field. Each issue
contains half-a-dozen major articles, notes on
research in brief, book reviews, and precis of
new books in the fields of public relations,
mass communications, organizational communications, public opinion formations, social science research and evaluation, marketing,
management and public policy formation.
Global Event Management provides high
quality service. From promotional sampling
programs, to full
event execution.
Description:
Specialized
in
development and
implementation
of
integrated
event management programs.
www.elsevier.com/inca/publications/store/6/2/0/1/8/8
Public relations-online.net
Online-pr.com
On-line Public Relations is dedicated to
helping you deliver
better,
faster
and
less-expensive online
PR. Online Public Relations. Description: Free
online resource for public relation professionals
Pour recevoir le dossier de candidature au
Mastère Spécialisé en
Marketing et Communication
Commerciale
Retourner ce document ou sa copie complétée :
Mr Mme Mlle
Nom :
Prénom :
Adresse :
P u bl i c
R el ati o n s
Online provides PR
professionals
and
companies infomative
resources such as
news, reference material and a directory of
PR agencies.
Market-in-mind.com Magazine
Directeur de la publication : Jacques Digout
Responsable de la communication du groupe ESC :
Alexandre Lévy
Rédacteurs en chef : Stéphane Bernard, Catherine
Jougla
Rédacteurs et concepteurs : Lamia Benadada, Jan
Chevrier-English, Wanwan Qin
Avec l’aimable coopération des partenaires chercheurs, des étudiants, des anciens étudiants et des
professeurs du Mastère Marketing et Communication
Commerciale.
Code Postal :
Localité :
Bureau distributeur :
Pays :
E-Mail :
Envoyer à :
ESC Toulouse, 20, bd Lascrosses,
31000 Toulouse
Groupe ESC Toulouse
20, bd Lascrosses
31000 Toulouse,
Tél : 05-61-29-49-36
Fax : 05-61-29-49-94
E-mail : [email protected]
http://www.market-in-mind.com
Market–in-Mind.com est une publication du groupe ESC Toulouse
16

Market-in-mind_model sept.pub

Transcription

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