One method for attaining higher quality results, is a PR process that embeds strategy within the tactical documentation for the client.
MediaFirst identifies the desired, future positioning for a client. This is a view of how the client firm wishes to be viewed in a year. Since most of our clients are privately held, we work for executives that have shareholdings in their firm and want to increase valuation. To succeed we use a technique applied by excellent, venture-backed companies. This technique establishes: a.) the qualification and capability of the management team, b.) the value proposition, c.) the pursuit of a market size large enough to generate revenues worthy of investor interest and strong growth, and d.) the team’s ability to execute effectively across creating customers, competitive offerings, revenue growth, and respectable margins. Our approach drives valuation, which enables attractive funding or exit, by communicating your successes to investors in their language. This has led to the acquisition of many MediaFirst clients. This positioning also supports merger, acquisition, or Initial Public Offering (IPO).
TARGET AUDIENCES: Reaching a desired audience is the prime goal of a client. Reaching the audience generates awareness and knowledge of a client’s offerings, value proposition, and successes. Target audiences are reached through media outlets: magazines, newspapers, Websites, blogs, social media, news wires, etc. Therefore, a targeted Media Outlets List is one of the first strategic decisions in PR. Embedded in the tactical, working documentation, the Client’s Editorial Calendar (EdCal), it becomes the basis for researching potential news stories – yet to be written over the next year. The tactical Client EdCal evolves into a tickler of opportunities for a client to be covered in an upcoming article. Each opportunity is a chance to “sell” the client’s story, spokesperson, case study, offerings, etc. to a reporter or editor. The result is an interview with the specific reporter or editor assigned to the story. This connects the reporter with the client spokesperson – and possibly the client’s customer, alliance partner, technology provider, or industry analyst. The scope of work is proportional to the number of targeted media outlets. Metrics that MediaFirst uses in assessing performance include: quantity of EdCal opportunities that “fit” for the client, number of interview opportunities acquired with reporters/editors, number of interviews conducted – or missed – by the client spokespersons, and the quantity and type of press coverage obtained by the client.
STRATEGIC INITIATIVES: The Proposed Press Release Schedule is the tactical document that MediaFirst uses to capture strategic initiatives of the client, scheduling the release of news and positioning each initiative in ways that match the desired positioning. This schedule is used to consistently release information on the client, covering the:
Management Team press releases describe how the client has the top talent that enables success. This includes announcing awards, promotions, hiring, and other newsworthy recognition of the executive management team.
Offerings include hardware, software, or services (products and services) that reflect the client’s ability to deliver what customers want – recognizing the emerging needs or opportunities for customers to be better served by the client than elsewhere. MediaFirst writes (press releases, newsletters, Web pages, brochures, etc.) in ways that prove that the client understands the needs of the marketplace and executes to provide better value for the customer.
Market: our writing describes the market served by the client and the importance, size, and client success in meeting that industry’s needs. In addition, MediaFirst writes to position the client as a thought-leader in identifying and meeting emerging needs of customers.
Ability to Execute: The ability to execute is shown through press releases that announce: new clients, alliance partners, new product or service offerings, winning awards, speaking at industry conferences, hiring the right people, and growth in revenues, profitability, or staff. For private firms, growth may be described in percentage increases – avoiding disclosure of exact revenues. Quarterly growth – or quarter over quarter growth over the period of a year – are examples of other, flexible ways to describe growth.