When To Do a Press Release
The first thing you need to get publications to take you seriously is a reason to do an announcement. Immediacy is key—that’s why they call it news. Make sure whatever you’re announcing is attached to something “new” that happened. You’ll want to develop some ongoing relationships with editors who are a priority for your industry and correspond with them directly via email. Spread announcements out by at least a few weeks to maximize coverage or editors will pick and choose which ones to cover.
Keep in mind that editors sometimes only know something is new when you tell them so, so if there’s a product, feature, enhancement or partnership agreement you’d like to announce, write about it as if it’s new—even if it’s been around for a couple of months. If it’s been more than six months, you may have missed your window.
Editors are most interested in concrete things like new or upgraded products, new hires, customer agreements, or business partnerships. Keep the specific readership of each publication you’re sending to in mind when you write, and make the content of your press release speak directly to that group.
For example, if you plan to send to a set of industry trade magazines, make sure your message is very customer-facing, because editors will only be interested in what will benefit their readers. Typically, for business announcements, customers want to know how your news will help them make money, do their jobs more easily, or otherwise benefit them.
On the flip side, editors will be less enthralled with internal initiatives or things that benefit your own organization. So for example: An announcement about hiring a terrific new executive away from your competition is newsworthy, because customers will benefit from that person’s expertise and established relationships. However, an announcement about reorganizing your leadership structure or implementing an employee training program is likely not going to get covered.
Be strategic – only send substantial news. Why be discerning? Why not just distribute press releases for every little thing? Because editors get hundreds—even thousands—of announcements per week, and they’re more short-staffed than ever. They have to be exceedingly selective. They’ll use their instincts to decide what emails to open. If you send a slew of pithy announcements that offer little benefit to their readers, they’ll delete your emails and may even block you. Then when you do have an important story, they won’t pay attention. It’s like crying wolf.
Items that trade editors typically don’t pick up: Webinars and awards, unless it’s a big-deal award like getting on a Forbes list – there are just too many in most industries. Internal company initiatives are also typically a bust, unless they’re charity-related. Company anniversaries are iffy – it better be a big number, and make sure you tie it to an actual celebratory event that you have images from. Keep in mind, editors don’t like to be treated like an arm of your marketing department. If you’re publicizing a webinar, they’ll tell you to buy an ad instead.
If you have an announcement along these lines, save it for a paid wire service distribution, where certain sites are contractually obligated to post the material. Use a single state circuit instead of a national one. You’ll get all the same online headlines (which is what everyone reads anyway) and it’s much cheaper.
Respond immediately. Editors are extremely busy people whose schedules change depending on the news of the day. If you get one to respond, get them what they need ASAP. Schedule an interview immediately. Get the figures and images to them same-day. Sometimes the company that responds the quickest gets the headline. If you make them wait, journalists will move on to the next shiny story, like the dog who shouts “SQUIRREL!” in “Up.”
Forget about follow-up stories. A lot of marketing directors read a story, want to see a similar one about their own company, and say, “As a follow-up, let’s ask that editor to write yada yada.” Understand, there’s really no such thing as a “follow-up” story; that term was made up for TV plots. Companies would be much better served to generate their own story angles rather than suggest an editor write something reactionary. If anything, complement that editor on their earlier story to acknowledge you know they write pieces along the lines of what you’re submitting.
Similarly, if you want to revisit a program or product you’ve already announced, instead take the position that you’re reporting on its success, and include new figures you didn’t announce before. Make sure they’re significant numbers—otherwise, wait until you build more sales, or just move on to a new topic.
Don’t throw the kitchen sink into every announcement. In marketing, it’s beneficial to mention your branding terms as much as possible, in every piece of material you put out because you’re building impressions. PR is the opposite. Every announcement should be distinct and fresh, focusing on content you haven’t discussed before. And although it’s fine to bring in a reference or two about other programs or services, resist the urge to constantly mention the same elements in every announcement. Editors will roll their eyes and stop opening your emails because your material will sound old.
Of course, there’s so much more to PR, from spelling everyone’s name correctly (or they’ll be certain to delete you!) to knowing what kind of “sound bites” will catch an editor’s eye, but maybe that’s for another column.
