Four ways to turn good press relations into outstanding ones

Financial Journalists’ favourite press teams are the ones who are effective at communicating and getting the information they want. However, it does not always follow that high performing companies with good news stories have the best media relations. In fact, Journalists differentiate between the relative strength of a company’s overall performance and how it communicates with the media.

From the extensive comments we receive from Financial Journalists, it is also no longer enough for press teams to focus on speed of response or accuracy for information. These are expected as standard. Instead, we can see how press teams have been developing strong ties with the media to drive outstanding performance, and some of the methods that have proved effective. 1. Provide access to management – be proactive and reactive Journalists want access to senior decision makers for the inside line on what management think, and whether they are confident, intelligent leaders. Access should be provided in two ways wherever possible.

• Firstly, through regularly planned events such as round tables. Keeping the events small-scale gives journalists the most one-on-one time possible with management. Planned events provides a less pressurised environment, and is perfect for building relationships with the press and getting the management’s strategy for the company across in a more interactive way.
• Facilitating access to management during a crisis can be trickier for press teams. Providing access when journalists are making enquiries or demanding comment for a news story reflects well on the press team. It shows they have the gravitas within the company to access key decision makers and convince them to interact with the press under pressure. Putting management forward at times of crisis also demonstrates the team’s confidence in the media training it has given its management.

Journalists are looking for press teams prepared to be honest behind the scenes. Going off the record is an excellent way to develop rapport and trust. Media opinion shifts against press teams who are perceived as obstructive, or worse, dissembling. Journalists trust those that are prepared to communicate with them plainly and trust them with sensitive information.

Speaking off the record also gives press teams the opportunity to show their expertise and knowledge of both the company they represent and the wider marketplace, and provide journalists with steers, ideas and angles for future news stories.

3. Contact is made online, but relationships are built in person Twitter is now an essential method of communication, and 89% of business and financial journalists now say they use it in a professional capacity. Not being part of the Twitter conversation leaves media teams out of the loop and missed opportunities to engage with journalists. However, no matter how pervasive Twitter is, it does not replace the personal touch of a face to face meeting to develop rapport with the press. This can be through regular formal and informal events and meetings to stay front of mind. After all, long distance relationships tend not to work.

4. Be reasonable in a time of crisis All companies receive criticism from the media at some point, and press teams are judged on how they react through these difficult periods. By dealing with the media in a reasoned and reasonable manner when things are not going well, press teams can retain the relationships that have been built in the good times.

Press teams are expected to state their case, but should be careful not to react aggressively when their company comes in for criticism. Of particular importance is showing that grudges are not being held against the journalist when they write negative stories, and that the press team are still prepared to deal with the journalist. Reacting this way in the difficult times makes the company’s message more credible when things improve.

Survey Background Ipsos tracks the business and financial media’s opinion of a range of industries and companies. Our syndicated surveys follow how media teams are performing, and combine quantitative analysis with journalist’s verbatim comments to pick apart and understand what is driving media opinion. In 2014 we are running two surveys, which clients are now able to sign-up for.

• Find out how we can measure media perceptions of your organisation and press operation or contact me: [email protected]

Methodology Ipsos conducted 95 face-to-face interviews with business and financial journalists from 5th November – 2nd December 2013. Analysis above is based on the open-ended question “What kinds of things make for outstanding press relations? What else?” combined with insights derived from previous waves of the survey.