A True Story
She was the public relations manager for a multi-state technology company and had just settled into her seat on the airplane for a quiet flight back to home base. She had cleared all her voicemail messages before boarding and felt all was well.
When she landed four hours later and turned on her cell phone, her voicemail had blown up while in flight. The CEO’s secretary left three messages. There was a message from a federal agency media affairs staffer. A message from a client’s public relations manager on the opposite coast. A desperate plea from a PR colleague who often assisted with media matters. And five media calls, including one from an Associated Press bureau chief and one from a major U.S. daily newspaper.
By the time she triaged those calls from an airport phone booth during a 40-minute layover, the story of the company’s unfortunate event was being filed by the Associated Press and had traveled around the globe in less than an hour. For three solid months, she did nothing else but manage the crisis communications for this event. It took her company more than a year to get back to normal and cost the company many hundreds of thousands of dollars in man hours, legal fees and fines.
The Bad News: Regardless of size, no business is immune to a crisis.
What’s your plan?
Friday, March 12, 2010
Wednesday, February 17, 2010
Retaliatory Workplace Violence
Can it happen on your watch?
As a CEO, violence in the workplace is something we hope to never, ever face. However, here’s the fact: Retaliatory Workplace Violence (RWV) is on the rise and no industry is immune.
Retaliatory Workplace Violence can happen in any workplace. It can happen in factory settings, administrative offices or parking lots. And sadly, it can happen in schools and on college campuses, just as it did on Friday, January 12, on the campus of the University of Alabama Huntsville when professor Amy Bishop walked into a staff meeting and began firing.
While at first this may have seemed like a random occurrence, the story quickly unfolded to prove otherwise. Bishop was unhappy that she’d been denied tenure. She had a sad and very unfortunate background with offenses dating back at least 24 years. Unfortunate, because apparently a lot of people saw the warning signs and just let it go.
Can it happen on your watch? The answer is, yes, it can.
So what can you do to prevent this? For the answer, we turned to our client, American Behavioral Benefits Managers, www.americanbehavioral.com, and their expert in Critical Issue Stress Management (CSIM), Sandy Capps, MA.
Capps’ recommendation: Watch for the small stuff. Attendance, performance and conduct is a good place to start, as is noting one who constantly touts education and intelligence… click here to read the entire article by reporter Patricia C. McCarter, for The Huntsville Times.
Watch Panorama Crisis 911 for more on this subject soon.
As a CEO, violence in the workplace is something we hope to never, ever face. However, here’s the fact: Retaliatory Workplace Violence (RWV) is on the rise and no industry is immune.
Retaliatory Workplace Violence can happen in any workplace. It can happen in factory settings, administrative offices or parking lots. And sadly, it can happen in schools and on college campuses, just as it did on Friday, January 12, on the campus of the University of Alabama Huntsville when professor Amy Bishop walked into a staff meeting and began firing.
While at first this may have seemed like a random occurrence, the story quickly unfolded to prove otherwise. Bishop was unhappy that she’d been denied tenure. She had a sad and very unfortunate background with offenses dating back at least 24 years. Unfortunate, because apparently a lot of people saw the warning signs and just let it go.
Can it happen on your watch? The answer is, yes, it can.
So what can you do to prevent this? For the answer, we turned to our client, American Behavioral Benefits Managers, www.americanbehavioral.com, and their expert in Critical Issue Stress Management (CSIM), Sandy Capps, MA.
Capps’ recommendation: Watch for the small stuff. Attendance, performance and conduct is a good place to start, as is noting one who constantly touts education and intelligence… click here to read the entire article by reporter Patricia C. McCarter, for The Huntsville Times.
Watch Panorama Crisis 911 for more on this subject soon.
Tuesday, February 9, 2010
When Great Brands are Represented by Bad People
Have you ever been involved in a business transaction where you said to yourself, “if this is how this company operates I would never do business here?”
I loved my BMW X5 SUV and hated when my lease time was over. It was a fabulous vehicle and my second BMW in five years. I loved the panoramic moon roof and not just because the name of our company is Panorama—although, I must admit it was one of the “seal the deal” thoughts I had just before I told my salesman that it was THE ONE.
And under normal conditions, when I returned it in December, I would have turned right back around and leased or purchased another. But I couldn’t. My business partner threatened me with mutiny if I even considered it, and frankly I couldn’t have agreed with her more.
Why? Because our firm worked with this particular dealership on a RTW, or as we know it a “Register to Win,” and the general manager with whom we dealt was totally unprofessional. I could not morally turn around and add value to his bottom line after the behavior he exhibited during the time of the RTW negotiation and program.
As I’d sit across the table listening to this guy rant and rave, I’d think to myself—he knows I’m a customer. He must know that how he behaves in front of customers and prospects is directly related to this dealership’s reputation and whether they purchase a vehicle from him. I’d taken my best client to BMW for a win-win business deal because I loved the brand and wanted to bring it recognition and more business. That didn’t happen.
To make matters worse, the VP of the well-known retailer we were working for was new to the area, could have easily purchased any vehicle in his showroom and actually made a comment to that effect—at first. Her tune had changed by the time the deal was done.
Personally, I didn’t care if I ever stepped back into his place of business—beloved BMW or not. I wasn’t going to reward that sort of behavior.
My point is this: companies spend millions upon millions of dollars to build brand equity and awareness to capture market share. They strive to create stellar images of products and services to compete in the marketplace and that fill the needs and desires of the consumer, carefully crafting messages and managing minute details of every aspect.
But one never knows how much business is lost because of the one-on-one human factor where transactions must occur in a professional manner.
Companies, ours included, depend on our employees and contractors to represent us in a manner that reflects the positive nature of our companies, helping us protect our brand.
The general manager of the BMW dealership not only acted out, he put it in writing. Nearing the close of the deal, I guess he just couldn’t take it any longer. He sent an email to our client and copied everyone imaginable, ranting and raving.
By that point, we were all past ready for that project to be over.
When I turned in my X5, my salesman at BMW begged me (I may have seen tears) to send the email to the corporate office, and I probably should have. I have a feeling that BMW USA would have been terribly disappointed in a person that they had put enormous trust in to represent it. And come to think of it, I’d probably still be driving a BMW.
I loved my BMW X5 SUV and hated when my lease time was over. It was a fabulous vehicle and my second BMW in five years. I loved the panoramic moon roof and not just because the name of our company is Panorama—although, I must admit it was one of the “seal the deal” thoughts I had just before I told my salesman that it was THE ONE.
And under normal conditions, when I returned it in December, I would have turned right back around and leased or purchased another. But I couldn’t. My business partner threatened me with mutiny if I even considered it, and frankly I couldn’t have agreed with her more.
Why? Because our firm worked with this particular dealership on a RTW, or as we know it a “Register to Win,” and the general manager with whom we dealt was totally unprofessional. I could not morally turn around and add value to his bottom line after the behavior he exhibited during the time of the RTW negotiation and program.
As I’d sit across the table listening to this guy rant and rave, I’d think to myself—he knows I’m a customer. He must know that how he behaves in front of customers and prospects is directly related to this dealership’s reputation and whether they purchase a vehicle from him. I’d taken my best client to BMW for a win-win business deal because I loved the brand and wanted to bring it recognition and more business. That didn’t happen.
To make matters worse, the VP of the well-known retailer we were working for was new to the area, could have easily purchased any vehicle in his showroom and actually made a comment to that effect—at first. Her tune had changed by the time the deal was done.
Personally, I didn’t care if I ever stepped back into his place of business—beloved BMW or not. I wasn’t going to reward that sort of behavior.
My point is this: companies spend millions upon millions of dollars to build brand equity and awareness to capture market share. They strive to create stellar images of products and services to compete in the marketplace and that fill the needs and desires of the consumer, carefully crafting messages and managing minute details of every aspect.
But one never knows how much business is lost because of the one-on-one human factor where transactions must occur in a professional manner.
Companies, ours included, depend on our employees and contractors to represent us in a manner that reflects the positive nature of our companies, helping us protect our brand.
The general manager of the BMW dealership not only acted out, he put it in writing. Nearing the close of the deal, I guess he just couldn’t take it any longer. He sent an email to our client and copied everyone imaginable, ranting and raving.
By that point, we were all past ready for that project to be over.
When I turned in my X5, my salesman at BMW begged me (I may have seen tears) to send the email to the corporate office, and I probably should have. I have a feeling that BMW USA would have been terribly disappointed in a person that they had put enormous trust in to represent it. And come to think of it, I’d probably still be driving a BMW.
Wednesday, January 27, 2010
Overwhelming obstacles? Look for the “Bright Spot”
In the PR world or at least that of my firm, Panorama Public Relations, when a client is faced with a difficult or seemingly insurmountable problem, assessing assets is always a part of the foundation for a strong communications strategy.
The list of assets we gather is often intangible, things like community goodwill garnered by being a good corporate citizen. Assets in this case aren’t necessarily the ones on the books - but that’s important too.
When an issue boils over to a crisis and a company stands to lose valuable brand equity, then as advisors we begin to look for the nuggets, the intrinsic value, or “bright spots” to build our strategy for minimizing damage and overcoming the obstacles.
I was excited to read an article in the February issue of Fast Company magazine about SWITCH, a new book due out February 16. SWITCH, by author’s Dan Heath and Chip Heath, talks about how we in business tend to seek solutions equal to the scale of the problem and not for “bright spots” or “what’s working and how can we do more of it?”
The authors’ philosophy is reflected in the book’s subtitles – “FIND A BRIGHT SPOT AND CLONE IT– How to Change Things When Change Is Hard.”
The Fast Company article provides several examples of seriously tough issues, showcasing the use of the “bright spot” philosophy, and how it can apply to businesses faced with tough times.
One such issue was widespread malnutrition in rural Vietnam and how Jerry Sternin, a staff member at Save the Children, was able to cause sweeping change in a village riddled with child malnourishment. Sternin was given a six-month timeline by the Vietnam government to solve malnutrition. Talk about an insurmountable problem!
Rather than being overwhelmed by analyzing a hugely complicated problem, Sternin quickly uncovered the “bright spots,” a group of children in the village who were healthier, yet ate basically the same amount of food the undernourished children ate. What he and his team of moms from the village discovered was that the mothers of the healthier children were feeding their children four times a day meals enriched with small shrimp and crabs collected from the rice paddies. In addition, the child and parent were actively engaged in the eating process, and the children were fed by hand if necessary.
Six months later 65% of the village kids were better nourished. Sternin’s solution didn’t require a huge capital investment, positioning papers and hoards of experts analyzing the problem. He just found the bright spot and cloned it.
The list of assets we gather is often intangible, things like community goodwill garnered by being a good corporate citizen. Assets in this case aren’t necessarily the ones on the books - but that’s important too.
When an issue boils over to a crisis and a company stands to lose valuable brand equity, then as advisors we begin to look for the nuggets, the intrinsic value, or “bright spots” to build our strategy for minimizing damage and overcoming the obstacles.
I was excited to read an article in the February issue of Fast Company magazine about SWITCH, a new book due out February 16. SWITCH, by author’s Dan Heath and Chip Heath, talks about how we in business tend to seek solutions equal to the scale of the problem and not for “bright spots” or “what’s working and how can we do more of it?”
The authors’ philosophy is reflected in the book’s subtitles – “FIND A BRIGHT SPOT AND CLONE IT– How to Change Things When Change Is Hard.”
The Fast Company article provides several examples of seriously tough issues, showcasing the use of the “bright spot” philosophy, and how it can apply to businesses faced with tough times.
One such issue was widespread malnutrition in rural Vietnam and how Jerry Sternin, a staff member at Save the Children, was able to cause sweeping change in a village riddled with child malnourishment. Sternin was given a six-month timeline by the Vietnam government to solve malnutrition. Talk about an insurmountable problem!
Rather than being overwhelmed by analyzing a hugely complicated problem, Sternin quickly uncovered the “bright spots,” a group of children in the village who were healthier, yet ate basically the same amount of food the undernourished children ate. What he and his team of moms from the village discovered was that the mothers of the healthier children were feeding their children four times a day meals enriched with small shrimp and crabs collected from the rice paddies. In addition, the child and parent were actively engaged in the eating process, and the children were fed by hand if necessary.
Six months later 65% of the village kids were better nourished. Sternin’s solution didn’t require a huge capital investment, positioning papers and hoards of experts analyzing the problem. He just found the bright spot and cloned it.
Tuesday, October 20, 2009
The Balloon Flies High, Turns Left: Hoaxes do no favors for media, newsmakers
Certainly by now everyone has heard about the balloon boy fiasco. On Oct. 15, the seemingly real-life drama of a boy stuck in a runaway balloon captured the attention of media and its viewers as well as the time of first-responders and military for the span of two hours and counties. When the balloon landed, no boy was to be found. Eventually, he was found to be hiding in his parent’s garage.
In the days that followed, an even more bizarre tale has unraveled – the whole fiasco was a premeditated publicity stunt. The Henne family, two-time participants on a prime-time reality show, hatched the plan to gain attention for a new reality show that they were pitching to networks, and now they face criminal (and possibly federal) charges.
Even as I write this, yet another example of “stupid PR tricks” has surfaced, as an activist organization posing as the U.S. Chamber of Commerce staged a fake news conference and issued a counterfeit news release that seemingly reversed the organization’s controversial stance on climate change policy. Their hoax was so convincing that major news outlets not only attended the conference but also ran reports based on the release!
As a communicator, I am bothered by the erosion of accuracy in reporting and honesty from newsmakers.
One of the side-effects of living in an era where information moves at the speed of 140 characters a second is that reporting is becoming more inaccurate, as media outlets rush to break each story. Instead of checking facts and vetting sources, reporters go with the quickest answer. From the other side of the desk, we always stress the importance of carefully reviewing and preparing responses to media inquiries to ensure accuracy. We should follow the advice of CNN's Wolf Blitzer, who commented with regards to the fake Chamber of Commerce event: "When a story sounds too good to be true, you've got to check, recheck and check again."
I have seen the label “PR stunt” used in conjunction with these farces. While no one will mistake the Henne family as PR professionals, they still violated one of the basic tenets of PR – always tell the truth! What does a fake news conference do to further the cause for climate change policy? The adage of “no publicity is bad publicity” is obsolete. In these days where audience feedback and participatory journalism permeates even traditional media, the prospect of a backlash is too great to risk on tricks or pranks. These hoaxes undermine the credibility of the individuals involved and the causes that they support.
If these types of events continue, we face the continued erosion of the credibility of the media/PR dynamic. What are your thoughts?
In the days that followed, an even more bizarre tale has unraveled – the whole fiasco was a premeditated publicity stunt. The Henne family, two-time participants on a prime-time reality show, hatched the plan to gain attention for a new reality show that they were pitching to networks, and now they face criminal (and possibly federal) charges.
Even as I write this, yet another example of “stupid PR tricks” has surfaced, as an activist organization posing as the U.S. Chamber of Commerce staged a fake news conference and issued a counterfeit news release that seemingly reversed the organization’s controversial stance on climate change policy. Their hoax was so convincing that major news outlets not only attended the conference but also ran reports based on the release!
As a communicator, I am bothered by the erosion of accuracy in reporting and honesty from newsmakers.
One of the side-effects of living in an era where information moves at the speed of 140 characters a second is that reporting is becoming more inaccurate, as media outlets rush to break each story. Instead of checking facts and vetting sources, reporters go with the quickest answer. From the other side of the desk, we always stress the importance of carefully reviewing and preparing responses to media inquiries to ensure accuracy. We should follow the advice of CNN's Wolf Blitzer, who commented with regards to the fake Chamber of Commerce event: "When a story sounds too good to be true, you've got to check, recheck and check again."
I have seen the label “PR stunt” used in conjunction with these farces. While no one will mistake the Henne family as PR professionals, they still violated one of the basic tenets of PR – always tell the truth! What does a fake news conference do to further the cause for climate change policy? The adage of “no publicity is bad publicity” is obsolete. In these days where audience feedback and participatory journalism permeates even traditional media, the prospect of a backlash is too great to risk on tricks or pranks. These hoaxes undermine the credibility of the individuals involved and the causes that they support.
If these types of events continue, we face the continued erosion of the credibility of the media/PR dynamic. What are your thoughts?
Tuesday, October 13, 2009
Building a Green Brand
When an international cement company was presented an opportunity to purchase a landmark piece of property, they didn't have to think twice.
The property had historical value and had been passed down through a family in the small town where one of the company's major plants was located. The purchase would allow the townspeople a recreation venue and eventually be home to a nature preserve with LEED certified buildings, sure to attract visitors from thorough out the region.
All of this because the company wanted to responsibly license a new quarry and would need to mitigate wetlands. It could have easily chosen to do just that---and only that. Instead, it listened to the creative solutions put on the table by the small group of consultants hired to work on the project who saw the potential. A simple brainstorming session turned into a full-fledged project.
The results were stunning.
Blue Spring Nature Preserve is becoming a reality because of a company's commitment to do the right thing. It provided the seed money for the initial funding, formed a 501c3 and assembled a team of community leaders, civic volunteers, elected officials and others as part of a steering committee. It then engaged a company to create a master plan for the project.
In an effort to bring the Blue Spring Nature Preserve plan to fruition, Panorama Public Relations has developed a campaign to engage stakeholders and raise additional funds through grants and corporate donations.
First, Panorama Public Relations built an identity for Blue Springs Nature Preserve as a brand. The central effort in this stage was to develop a logo. Panorama commissioned a logo that featured a single tree overlooking a stream. The logo pays tribute to an iconic tree on the Blue Springs property as well as the diverse ecosystems found therein. In addition, Panorama developed style sheets that prescribed font faces and colors to be used in all communications.
Next, Panorama prescribed a series communications avenues that would keep stakeholders informed regarding the project. The key channel is the web site, which showcases images that demonstrate the beauty of the site along with captivating history of the site and the stated mission of the preserve. Panorama also publishes an e-newsletter on a quarterly basis, which gives stakeholders the latest news and features about the site. In addition, Panorama has been instrumental in conducting media outreach activities, which have resulted in coverage in local publications and industry trades. In fact, Business Alabama named Blue Springs the “Best Conservation Development” for 2008.
Lastly, Panorama recommended capital campaign materials for use in fund-raising. In addition to the use of the web site, Panorama specified a series of presentations, posters, pamphlets and donor cards. These materials would give steering committee members the tools they needed to solicit private donations and sponsorships.
For more information on Blue Springs Nature Preserve, click here.
The property had historical value and had been passed down through a family in the small town where one of the company's major plants was located. The purchase would allow the townspeople a recreation venue and eventually be home to a nature preserve with LEED certified buildings, sure to attract visitors from thorough out the region.
All of this because the company wanted to responsibly license a new quarry and would need to mitigate wetlands. It could have easily chosen to do just that---and only that. Instead, it listened to the creative solutions put on the table by the small group of consultants hired to work on the project who saw the potential. A simple brainstorming session turned into a full-fledged project.
The results were stunning.
Blue Spring Nature Preserve is becoming a reality because of a company's commitment to do the right thing. It provided the seed money for the initial funding, formed a 501c3 and assembled a team of community leaders, civic volunteers, elected officials and others as part of a steering committee. It then engaged a company to create a master plan for the project.
In an effort to bring the Blue Spring Nature Preserve plan to fruition, Panorama Public Relations has developed a campaign to engage stakeholders and raise additional funds through grants and corporate donations.
First, Panorama Public Relations built an identity for Blue Springs Nature Preserve as a brand. The central effort in this stage was to develop a logo. Panorama commissioned a logo that featured a single tree overlooking a stream. The logo pays tribute to an iconic tree on the Blue Springs property as well as the diverse ecosystems found therein. In addition, Panorama developed style sheets that prescribed font faces and colors to be used in all communications.
Next, Panorama prescribed a series communications avenues that would keep stakeholders informed regarding the project. The key channel is the web site, which showcases images that demonstrate the beauty of the site along with captivating history of the site and the stated mission of the preserve. Panorama also publishes an e-newsletter on a quarterly basis, which gives stakeholders the latest news and features about the site. In addition, Panorama has been instrumental in conducting media outreach activities, which have resulted in coverage in local publications and industry trades. In fact, Business Alabama named Blue Springs the “Best Conservation Development” for 2008.
Lastly, Panorama recommended capital campaign materials for use in fund-raising. In addition to the use of the web site, Panorama specified a series of presentations, posters, pamphlets and donor cards. These materials would give steering committee members the tools they needed to solicit private donations and sponsorships.
For more information on Blue Springs Nature Preserve, click here.
Tuesday, October 6, 2009
Optimize Your Way to an Effective Online News Room
They say good news travels fast and bad news travels faster. Today it can travel almost instantaneously, and if a crisis occurs involving your company, you can expect the media to come calling (or with the current popularity of Twitter, tweeting). What this means is: prompt response during a crisis and to the resulting attention it brings is more critical than ever.
When a crisis breaks and information is scarce, the Internet becomes a primary source for a reporter looking for facts. A quick Web search will reveal past stories and issues about an organization. It will also lead to the company’s Web site where reporters look for factual information about the company’s key executives, FAQs, products and services. They’ll also look for an online newsroom. They’re on a deadline, so make it easy to find and navigate.
Another important tool for the online newsroom is a crisis microsite designed to be activated at a moments notice. A crisis microsite is developed in advance of an occurrence, using much of the same information that is in your online newsroom. Other information could include a media hotline number, company media contacts, the vetted press release and prepared statements. The microsite allows the flexibility to post specific information in the event of an incident, maintaining the integrity of the primary website and positioning the facts in a streamlined format.
So, how do you streamline access to your online press room and what information should you provide reporters in your offering? Here’s our top ten tips:
Tip # 1
An online newsroom should be easy to find, so give it a prominent position on your landing page reached by just one click. The same applies for company media contacts. One click should allow reporters access to names, numbers and e-mail addresses.
Tip # 2
Prepare a crisis microsite in advance of an occurrence to direct media to event specific information, and test it with your crisis team. When a crisis hits, you will not have the time to develop communication tools.
Tip # 3
Optimize your company’s presence on the web by building key words into your news page architecture; use terms to attract search engines like “media” or “press” in conjunction with your company’s and CEO’s name.
Tip # 4
Leverage online tools like RSS feed options to keep reporters updated on company news or crisis updates as they occur.
Tip # 5
Make your online newsroom interesting. Use video to tell or enhance your story.
Tip # 6
Multi-media offerings are necessary in today’s news environment. Provide photos in a variety of formats and sizes and include b-roll (stock video of facilities and executives).
Tip # 7
Likewise, providing graphics and charts (in a variety of formats) are key to illustrating important stories and also helpful for reporters under deadline.
Tip # 8
Reach out in advance to media in your industry before they need the information. Let them know about your newly-designed newsroom.
Tip # 9
If you want to reach outside your industry to mainstream business reporters, try Reporting On; Help a Reporter Out (HARO) or PitchEngine.
Tip # 10
Remember other than for the convenience of the media, the number one reason you have an online newsroom is to provide a way to keep company information current and front and center of key stakeholders. Optimize to your advantage!
When a crisis breaks and information is scarce, the Internet becomes a primary source for a reporter looking for facts. A quick Web search will reveal past stories and issues about an organization. It will also lead to the company’s Web site where reporters look for factual information about the company’s key executives, FAQs, products and services. They’ll also look for an online newsroom. They’re on a deadline, so make it easy to find and navigate.
Another important tool for the online newsroom is a crisis microsite designed to be activated at a moments notice. A crisis microsite is developed in advance of an occurrence, using much of the same information that is in your online newsroom. Other information could include a media hotline number, company media contacts, the vetted press release and prepared statements. The microsite allows the flexibility to post specific information in the event of an incident, maintaining the integrity of the primary website and positioning the facts in a streamlined format.
So, how do you streamline access to your online press room and what information should you provide reporters in your offering? Here’s our top ten tips:
Tip # 1
An online newsroom should be easy to find, so give it a prominent position on your landing page reached by just one click. The same applies for company media contacts. One click should allow reporters access to names, numbers and e-mail addresses.
Tip # 2
Prepare a crisis microsite in advance of an occurrence to direct media to event specific information, and test it with your crisis team. When a crisis hits, you will not have the time to develop communication tools.
Tip # 3
Optimize your company’s presence on the web by building key words into your news page architecture; use terms to attract search engines like “media” or “press” in conjunction with your company’s and CEO’s name.
Tip # 4
Leverage online tools like RSS feed options to keep reporters updated on company news or crisis updates as they occur.
Tip # 5
Make your online newsroom interesting. Use video to tell or enhance your story.
Tip # 6
Multi-media offerings are necessary in today’s news environment. Provide photos in a variety of formats and sizes and include b-roll (stock video of facilities and executives).
Tip # 7
Likewise, providing graphics and charts (in a variety of formats) are key to illustrating important stories and also helpful for reporters under deadline.
Tip # 8
Reach out in advance to media in your industry before they need the information. Let them know about your newly-designed newsroom.
Tip # 9
If you want to reach outside your industry to mainstream business reporters, try Reporting On; Help a Reporter Out (HARO) or PitchEngine.
Tip # 10
Remember other than for the convenience of the media, the number one reason you have an online newsroom is to provide a way to keep company information current and front and center of key stakeholders. Optimize to your advantage!
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