By Susan Ebaugh
Imagine that you’re a mattress producer with the opportunity to stand before retailers and consumers to tell them about your company, its philosophies, what sets you apart and why they should buy from you.
Now imagine that your competitors were given that same chance. In fact, many of them already have taken the stage and spoken credibly about the strengths of their businesses, their products and the opportunities they bring to current and potential customers.
Now it’s your turn. The room is hushed, the stage is lit and the microphone awaits. But you don’t appear—because you didn’t show up.
Maybe you or your company’s management felt it wasn’t worth the time, effort or expense to be seen and heard by those who most impact your business. Regardless of your reasons, the fallout was the same: Your story was never told. And by being out of sight, you effectively put yourself out of mind.
The power of presence
That simple analogy points up the importance of having a presence, especially in this highly competitive industry. And one of the best ways for companies to do that is through public relations.
PR has many facets, but for our purposes, it can be defined simply as this: The practice of maintaining visibility among a target audience to achieve and hold a position in their minds.
PR is never communication for its own sake, but communication for the sake of your business.
Here’s another way to look at it: The more presence or visibility your company has, the more awareness you generate with customers. If your presence is reasonably consistent, awareness becomes familiarity. And over time, familiarity translates to credibility.
How does that work? Experts in human behavior tell us there’s a strong and positive correlation between how familiar we are with something and how much we tend to like it or trust it.
So it follows, then, that the companies customers are more inclined to buy from are those they’re familiar with or believe they have reason to trust—not the ones that “don’t show up.”
Maybe the most compelling case for the power of presence was made years ago by publishing giant McGraw–Hill. In a now–famous appeal to attract business–to–business advertisers, the company effectively offered this argument for the value of visibility:
- I don’t know who you are.
- I don’t know your company.
- I don’t know your company’s product.
- I don’t know what your company stands for.
- I don’t know your company’s customers.
- I don’t know your company’s record.
- I don’t know your company’s reputation. Now—what was it you wanted to sell me?
Trade & consumer PR
If you’re a producer in the mattress industry, the two most common ways to create presence among retailers are through advertising and PR (news coverage). Both practices will put you in front of customers, but only PR gives your message the credibility of news that’s been reviewed and reported by a third party.
Despite beliefs that journalism isn’t what it used to be, the reality remains that on most people’s “credibility meters,” a news story that’s run in print, on TV or online by a reputable news source still beats an ad on the same topic run by the same news source.
The use of advertorials–a paid advertisement disguised as a news story—is evidence of the believability gap that exists between news and advertising.
Consumer PR carries essentially the same objectives as trade PR—positioning, visibility, awareness and accrued credibility—but takes a company’s message directly to the end–users of a product or service.
Years ago, video game pioneer Nintendo developed a new generation of interactive entertainment that proved newsworthy enough to earn hundreds of millions of consumer exposures on news programs alone. Many other companies have built their names and reputations using PR before they ever spent a nickel on advertising.
That’s an added benefit of PR: Unlike advertising, there’s typically no media cost involved. There may be the cost of a good PR specialist who, ideally, knows your industry and the media that serve your target audience. But the services of a talented PR or communications specialist often cost less than those of an equally talented advertising agency.
One caveat about PR is worth noting. While paid advertising guarantees exposure for your message on your terms, the publication of a news story is rarely guaranteed and your article may not appear exactly as you structured it.
What’s considered newsworthy is the purview of the news outlet and that fact alone suggests the importance of retaining an experienced, industry–wise PR specialist who can significantly increase your odds of not just getting coverage, but gaining positive and ongoing presence.
Who needs it?
The global answer is that many companies need PR and benefit greatly from it. Virtually every business—whether because of increased competition, a major achievement or a company crisis—needs PR at various times.
But the simplest answer is that any business that wants to build and protect its name, reputation and customer base needs PR.
In the mattress industry, virtually every top 15 manufacturer regularly employs trade PR to announce new products or programs, executive hires, business initiatives, etc. Many use consumer PR, as well.
But many small and mid–size producers with valuable, newsworthy products and programs have little trade presence or visibility. Those are the companies that most need positioning and exposure to attract customers and fuel growth.
Working with a PR specialist
Good public relations requires earnest collaboration between a company and a specialist. Here are several steps to consider:
1) If possible, hire both industry experience & PR expertise Typically, a PR agency understands myriad businesses and industries, but not necessarily yours. Finding a specialist who’s worked inside the mattress or furniture industry or an agency with experience in your specific category is ideal. You’ll spend less time having to explain the industry, how it operates and the media that report on it.
Still, PR firms are expected to assimilate the business of their clients. If you’re considering either a solo specialist or an agency with no mattress or furniture industry experience, look for a performance record that demonstrates ability and efficiency in serving new industries.
2) Determine what you need & want When it comes to PR, your options are fairly straightforward: Employ an in–house PR manager, or hire an outside specialist on either an as–needed or retained basis.
An as–needed arrangement typically means you contact your PR consultant or agency only when you have news to report. Payment is per project. This may seem economical, but like many a la carte services, it can cost more over time and may deliver less.
If your PR specialist is “on call,” you’ll receive periodic visibility based on what you determine is news. The onus is on you to think ahead and to know trade or consumer media deadlines—especially important when your story is urgent or tied to industry events such as furniture markets. In an as–needed arrangement, the ball is in your court because your consultant serves mainly as a conduit.
Retained relationships, however, put the onus on the PR specialist and can deliver far more value to a company in the long run. Here’s why: A retained arrangement creates a partnership in which your business goals become the PR specialist’s focus. The consultant’s job is to execute a communication plan that supports and propels your business strategies.
When it comes to PR, few companies have the time or expertise to think “forward,” identify and create news opportunities, know the media landscape, foster good press relations, deal with media crises or arrange media interviews and visits.
How a retained consultant is compensated can be flexible and affordable. Some specialists and agencies are contracted annually; others may be paid monthly or for a set period.
The best retainer arrangements are clearly spelled out, reflect the needs of both parties and involve a “no surprises” flat fee that can be budgeted across the year.
By far, the most meaningful advantage of a retainer situation is its concentration on building and protecting your firm’s image and reputation consistently over time.
3) Plan for a mutual discovery process Even if you hire a practitioner with industry expertise, both you and your PR provider need an orientation.
Generally, consultants are only as good as what they know about their clients. The more background you provide about your company and its objectives, the more effectively PR agencies or specialists can represent you. As with legal counsel, it’s essential to the integrity and productivity of your relationship to know that the business information you share will be held in confidence.
In turn, your PR specialist should discuss her working methods and practices, even if your company has hired agencies or consultants in the past.
The goal is to arrive at a mutual understanding of your PR specialist’s job, your responsibilities as the client and how you will collaborate to achieve agreed–upon goals.
4) Designate a PR point person Every successful PR collaboration involves a company executive who serves as the primary contact for your provider. Ideally, the same executive serves as the spokesman for your company.
The responsibility for managing a PR effort is too important to leave to any executive who’s available at the time. If it’s anyone’s job, it’s no one’s job. And when it’s no one’s job, the job doesn’t get done or is done poorly.
The best point person is knowledgeable about your company’s business goals and developments. The size and operating style of a company often will determine whether the PR contact is a marketing executive, president or chief executive officer.
In any case, the person should have the authority to:
- Determine what company developments should be made public
- Provide detailed information and direct quotations to support media releases and news stories
- Review and approve news for release (or have access to others whose approval is required)
- Decide when to release news to the media.
5) Learn the rules of the road Many companies think they don’t need to know much about how trade and consumer media function—that’s the job of the PR specialist.
That thinking suggests companies don’t need to understand why portions of their news are edited or deleted from the published story, why a reporter may add new information to an article based on additional research, why some stories are never published, how media outlets differ in what they report and how they report it, etc.
It’s your PR consultant’s job to know those answers. But your company should seek from your specialist an understanding of some basic media guidelines for two important reasons.
First, shared knowledge directly impacts the quality of the collaboration with your consultant. Second, you—as the client—can avoid the confusion or disappointment that can occur over how the media handles your news versus how you perceived it would or should be handled.
The media is hardly infallible, but neither is it particularly malleable. In the end, it’s far smarter to understand it than to dismiss it.
6) Keep communicating Few things are as integral to collaboration as communication. The success of a PR program—especially one involving an outside specialist—depends on regular contact between the parties.
The specialist needs to be familiar with your business and products, but also must stay on top of company developments to identify and leverage PR opportunities. Consultants can’t write about what they don’t know.
For your part, you need to provide timely updates on company activities, as well as facts, figures and opinion for use in story development.
Is PR worth doing?
Today, public relations remains one of the most cost–effective ways to get in front of customers and consumers to build your name and image.
If you’re a small or mid–size company with little or no visibility, ask yourself why so many of the industry’s largest and best–known brands continue to leverage PR to promote themselves. Then consider why these companies, which seemingly need it the least, use it the most.
Susan Ebaugh is a co–founder of Lilly Management Group, a full–service consulting firm to mattress producers, suppliers and retailers. She has 27 years of experience in the bedding industry, having served in executive marketing posts at Serta and Sealy. Ebaugh specializes in PR and strategic communications, marketing, branding and research services. Email [email protected], call 800–409–0976 or check
www.lillymanagementgroup.com.
Finding the right PR provider
Your step–by–step guide to the search and hiring process
By Helen Sullivan
Whether you’re a small factory direct or a major bedding producer, public relations efforts can have a huge impact on your company’s success. Finding the right communications partner may be one of the most important decisions you make.
Here’s a step–by–step plan to help you do just that. Depending on your needs and the size of your company, you might not need to follow the entire formal search process. But the plan gives you an idea of the many factors you need to consider when seeking an outside PR provider—and puts you on your way to a successful partnership.
Initial considerations
1 What do we need?
Before you look for external support, do an internal, companywide audit to determine what services you need. Outline your company’s mission, target audiences and current marketing approach. Make note of where you are—in terms of reputation, sales, market share, etc.—and where you want to be. Which strategies are working?
Which ones aren’t? If you already have a relationship with an outside PR, marketing or advertising agency and aren’t happy with them, could the situation be fixed through a heart–to–heart talk with the firm’s management or a change in staffing?
2 Do you want an agency or an independent specialist?
There are advantages to using a large, well–established PR firm. Most offer broad–based expertise and deep staffing. As a result, they can provide everything from high–level strategic advice to a small army of junior staffers to carry the workload: You’ll have a team of working on your behalf.
Or you may be better served by a small firm or an independent PR practitioner. Your budget may stretch farther and you’ll be a big fish in a smaller pond. Working with an independent practitioner also can insulate you from the disruptions of team turnover at a large agency.
3 How will you manage the search process?
You need to identify someone within your company to oversee the search process and decide who will make the final decision. If you form a search team, consider giving an extra vote to the staff person who will work most closely with the agency.
Recognize the significant number of hours that a proper search will take. Companies with larger budgets often hire professional agency–search firms, reducing the burden on staff, among other advantages.
If it turns out that one PR firm is a strong contender from the start, you may not need a formal search process. There’s nothing wrong with contacting a highly recommended PR provider and starting your relationship without any bidding process at all. If you currently have an agency, you’ll need to determine when to tell them you’re considering a change (make sure you get all your files, media lists, password information, etc.) and whether they will be invited to bid.
4 What are reasonable search criteria?
At the onset, you can narrow the field based on:
- Size Do you prefer an independent practitioner or an agency? If you want an agency, how large?
- Services These could include traditional public relations efforts, marketing and crisis communication. Many specialists and firms also provide social media, advertising, graphic design, Web development, government relations and special events management. Which do you need?
- Specialty Ask yourself if it’s important for the provider to have experience with the mattress or furniture industry. Many companies find it advantageous, but some benefit from an outsider’s fresh approach.
- Location Is geographic proximity important to you?
Starting the search
1) Prescreen to streamline the process
Draw up a preliminary list of PR providers to consider. Good sources include companies or colleagues you trust and admire, area business journals, industry trade publications, local chapters of the Public Relations Society of America (www.prsa.org), O’Dwyer’s Directory of PR Firms and PR Week magazine. Some regions have PRSA–affiliated groups of independent public relations practitioners, such as the Independent Public Relations Alliance in the Washington, D.C. area (www.ipralliance.com).
2) Develop a preliminary screening questionnaire
A well–thought–out questionnaire will help you come up with a good list of semifinalists. The questionnaire should include a few requests that let firms differentiate themselves and be creative, but most questions should be easy for them to answer by drawing on existing company literature or previous new–business efforts. Your goal is not to make extra work for the contenders, but to gather information. Start out right by contacting each by phone to introduce yourself, assess their interest, establish the right contact person and alert them that the questionnaire is coming. Insist that each agency respond in the format you provide.
3) Begin your analysis
Once the questionnaires go out, you’ll start to hear from firms. This is an important opportunity for evaluation. How do they respond? Do you like interacting with them? Are their emails well written or typo–laden? Take notes.
4) Come up with a short list
The questionnaires should help you screen out several firms. Set up a phone meeting with your top choices. If they are nearby, schedule an informal meeting or lunch to see if the chemistry is right. Following these meetings, you can probably narrow your list further.
The main event
1)Develop a request for proposal
A request for proposal is the heart of your search. It’s generally between two and six pages long, plus samples of your current PR and marketing materials. Don’t disclose highly sensitive information in the RFP, but be forthright about the marketing challenges you face.
Generally, RFPs include:
- An invitation to respond
- An overview of why you’re seeking proposals, expected outcomes and an explanation of your selection process
- The scope of the work and your budget—many firms won’t respond to an RFP without a budget
- Background on your company (history, description of past marketing efforts, samples of current ads and promotional materials, etc.).
2) Give guidelines for responding
Explain the format you expect for written proposals. Insist on an electronic version, in addition to several hard copies. Outline what materials you require, where they should be sent, deadlines (three to four weeks is reasonable, longer depending on the budget and scope of work) and details on the timing and format of oral presentations that will be held later.
3) List essentials that must be included
You may want bios of the account team, sample contracts, billing policies, etc.
4) Ask specific questions
A specialist or agency shouldn’t have to guess what you most want to know. Ask for their honest assessment of your current approach. You can ask for an overview of a plan or keep the focus of your RFP narrow. However, it’s unfair to ask a PR provider to do large–scale speculative work; that’s like asking a restaurant to serve the banquet for a special event before you choose the facility. The selection process shouldn’t be a way for you to get free ideas.
The final round
1) See presentations
Allow the firms you like best (no more than four or five) to make a presentation. Allocate 90 minutes to two hours for each. Ask them to introduce themselves, explain their basic capabilities, present an oral response to your RFP and answer questions. Insist that the person who will be your
day–to–day contact do the bulk of the presentation. Chemistry matters.
2) Make your choice
After the last presentation, set aside time for reflection, but ideally make a final decision within a few days. Once you’ve made your choice, call the winning firm as soon as possible, nail down details and sign a contract, with advice from legal counsel. Also notify the other contenders.
3) Set the stage for success
After you’ve awarded the contract, meet with the new firm to discuss your reaction to its plan and next steps. Treat your PR provider as a partner, not a vendor. Take the time to educate them about your company—and the industry, if they don’t have that experience. Keep the firm in the loop on everything, from relevant staff meetings to problems and opportunities that arise.
A preliminary screening questionnaire
The search process will be more efficient if you prescreen agencies with a first round of questions.
Typical screening questions include:
- How much time does your firm spend on various activities? (i.e. 20% on strategic planning, 50% on media relations, 10% on social media, 15% on special events, etc.)
- What is your agency’s size in terms of gross billings and staff? Where would an account with our budget rank in your client mix?
- What are your areas of expertise? What makes your firm unique?
- What’s your general philosophy and approach to media and public relations?
- What are the best “big idea” strategies you’ve developed on behalf of a client and how did they make a difference to the client’s bottom line?
- Who are your current clients?
- What is your preferred method of billing staff time and why?
- What are the top three media placements you’ve generated for a client this year? Last year?
- What is the single most successful result that one of your programs has generated for a client this year? Last year?
- Who would be our day–to–day contact?
- How do you prefer to work with clients?
- What haven’t we asked that we should?
Helen Sullivan, APR, Fellow PRSA, is president of the Washington, D.C. area–based public relations marketing firm InHouse Communications LLC. Sullivan managed the Better Sleep Council for the International Sleep Products Association on the agency side from 1983 to 1993. In its early years, she helped put the Better Sleep Council on the map as a media resource and is the creative force behind the establishment of Better Sleep Month and many other bedding industry initiatives. To contact her, email hs@inhouse–com.com.
