| Public Relations (PR) is one of the best ways to get | | | | consultants or other one-person outfits. Just like with |
| some quick and potentially extensive exposure. But PR | | | | any outsourcing partner, it's best to have more than |
| is much more than just crafting press releases and | | | | one contact at the company to cover for vacations or |
| paying to post them to the business wire. Unless you | | | | time out sick. Sometimes individual outfits will have a |
| are a larger company that can afford to keep | | | | backup plan, perhaps a partnership with another PR |
| dedicated PR resources in-house, you can do it | | | | consultant, to cover for these incidents. When you are |
| yourself or bring in a PR vendor to manage it for you. | | | | just starting out, you also want to avoid very large |
| The cheapest way to get started is to do it yourself, | | | | agencies, where it takes $5K / month to really start |
| assuming you have enough experience to craft a | | | | seeing value add once you factor in the overhead of |
| well-structured press release in the first place. [If you | | | | client management fees. Be sure to take advantage |
| don't know how, you can typically fake it by doing a | | | | of your network for referrals, because a |
| little research on how to piece one together, but it's not | | | | recommended vendor is much more likely to work out |
| as easy as it may appear.] This approach is | | | | than someone random who you find in the telephone |
| affordable, but you will be making a tradeoff in | | | | book or online. |
| potential reach vs. bringing in a vendor or agency with | | | | 5. Engage in dialogue - Once you identify candidates, |
| established media relationships. At some point, you will | | | | send them your RFQ document. I always include a |
| need to bite the bullet and hire a partner or employee | | | | blurb about when/how we can have a dialogue to |
| to manage the process for you. | | | | clarify areas of confusion, answer questions, and start |
| Even if you have your sights set on hiring a full time | | | | building some rapport. This can get a little tricky, |
| PR representative, I still recommend you start out by | | | | because some vendors won't take advantage of the |
| managing an experienced partner for at least a few | | | | opportunity, others will need one call only, and still |
| months or through a one-off project. Not only will this | | | | others will want to ping you daily. This process is |
| give you extremely valuable experience in the whole | | | | important because it helps you see how they operate. |
| process, but it can extend the effectiveness of your | | | | If they're high maintenance, you can expect the same |
| first campaign(s) exponentially...assuming you select the | | | | behavior once they're on the clock. If they seem to |
| right vendor. | | | | pop in and out randomly, you may have problems |
| I present to you the following seven steps to select | | | | getting in contact when you need them. This is a trial |
| the right vendor. If you follow these steps to the letter, | | | | run in working together, so pay attention. |
| your odds of getting it right will increase significantly. | | | | 6. Evaluate responses - If you did a good job of |
| 1. Scope the project - I can't stress strongly enough | | | | specifying submission requirements and timing, you |
| how important it is to do a deep dive into what you | | | | should have all of your responses in hand by the |
| are trying to accomplish, why you need to do it, and | | | | deadline. I rarely let a vendor slide if they submit late, |
| how you intend to get there, before you start talking to | | | | because again, it's a negative indicator of their ability to |
| any potential PR partners. Know what you want from | | | | meet deadlines. Review all of the documents, looking |
| the start, and know how much strategic input you are | | | | at cost quoted, timeline proposed, and completeness |
| expecting from your vendor of choice. Most of the | | | | of response. Have a decision matrix in mind where |
| time, PR is needed to bring attention to an event, a | | | | you can score them in an objective manner - perhaps |
| product launch, or some other significant development. | | | | scoring them in each important area on a scale of 1-5, |
| These events should be promoted with a full | | | | with 5 being a perfect fit and 1 being a mismatch. |
| integrated marketing assortment, and PR needs to fit | | | | Include a category for their work style as mentioned in |
| a specific role within that assortment. Once you are | | | | step five. |
| comfortable with the whole plan, then you can turn | | | | 7. Select partner - This part of the process may differ |
| your attention to the details of the PR part. | | | | for each and every one of you. The key here is to |
| 2. Document the PR components needed - Specify | | | | simplify rapidly. Look at the scores from step six and |
| the activities and documents you will be expecting | | | | eliminate anyone whose score is far below everyone |
| from your chosen vendor. Writing press releases only? | | | | else. Look at what you are getting and when, and |
| Distributing releases to the wire? Media outreach? | | | | compare against cost proposed. Don't be so |
| Article placement? Editing contributed content? | | | | shortsighted as to just pick the cheapest option |
| Managing syndication? Blog outreach? As you can tell, | | | | without considering what they are doing for the money |
| there are many things they can do to get the word | | | | and what your network can tell you about them. Get it |
| out for you. Be very clear what your expectations are. | | | | to the top two or three options, and look for more |
| 3. Spell out submission requirements - Once you know | | | | resources to help determine whether they are good at |
| exactly what you need from your partner-to-be, outline | | | | what they do or not. In the end, decide if your scoring |
| it in detail. I recommend formalizing it into a | | | | approach is more important or your "gut", and go with |
| Request-for-Quote (RFQ). There are dozens of RFQ | | | | whatever you think will be best for your business. |
| formats you can find online or through colleagues, and | | | | Sealing the deal: Break the news to all involved |
| in my experience, PR outfits take it more seriously | | | | First, notify the party you selected directly via |
| when done this way. Typical components of an RFQ | | | | telephone if at all possible. You are engaging in a |
| include company and product overview, project scope, | | | | working relationship, so the least you can do is call to |
| expected deliverables, submission guidelines (how | | | | tell them. Do the same with all the "losers" in the |
| where to submit, by when, and in what format), | | | | process. They will want to know why they didn't make |
| whether references are expected or not, what work | | | | the cut, and you should absolutely share that detail with |
| samples to submit, and key media they can leverage | | | | them. After all, if someone wants advice on how to |
| for your benefit. Be absolutely sure they you require | | | | improve their business, why wouldn't you want to help? |
| well-established contacts in the publications and online | | | | Karma applies in business too. |
| services where you want coverage. Of all | | | | There you have it...seven steps to getting a new PR |
| requirements, this is the most important. | | | | partner identified, selected, and on board. This may |
| 4. Identify potential partners - This is where you can | | | | seem like a little overkill with the RFQ, but it is not. Trust |
| waste a lot of time searching, so it is crucial that you | | | | me, you want to avoid headaches if at all possible, and |
| start out with a vision of the type of partner who'd be | | | | this is a way to get through the process most |
| a fit for you. I recommend avoiding individual PR | | | | efficiently. |