Transcript Informasjon og Samfunnskontakt

Organizational and Managerial
Communication
Media as a Stakeholder
Chapter 13
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Media Relations
Targeting ‘gatekeepers’
Good media relations requires constant
effort and attention
A sound, mature corporate attitude
toward stakeholders, including the
media is primary
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 Public has never before demanded so much
coverage of business
 Realization that the activities of business
have impact on their lives
 Media contributes to the impression
stakeholders have of organizations
 Much of work is marketing/’selling’
information to media
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Good Press Relations:
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Improve public image
Help build sales
Can be a resource
Hold down costs
Opportunity to get viewpoint across
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Media
Mass Media
Local Media -- local angle
Print
TV, Radio
National
Print
Broadcast networks
Wire services
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Media
Specialized
Local
Trade, Industry and Associations
Organization house and membership
Ethnic publications
Special groups
Specialized broadcast programs and stations
National
General business
National trade, industry and association
National organization house and membership
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Objectives
Increase knowledge of news about
organization among community media
representatives
Enhance organization’s credibility among
media
Reinforce favorable attitudes toward
organization on the part of media
Increase favorable news coverage
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Objectives
Be of service to media - proactively and
reactively
Provide newsworthy stories
Available for responses
Interviews with officers and personnel
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Two Kinds of News
Spot news
Time is important
Hard or Soft
Feature material
Not time bound
Often used as ‘filler’
profiles
interviews
human interest events
features accompanying
spot news
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Uncontrolled Media
News Releases - print and video
Photographs and Photo
Opportunities
News Conferences
Media Interviews
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Controlled Media
Information given out by
organization
May or may not be used by media
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Relationships with media often
adversarial:
Lawyers and corporate disclosure
Critical way reporters look at things
Protective or defensive way organizations
handle themselves with press
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Dealing with the Media
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Personal contacts
Continuous work
Adapting information
Using possibilities
Mapping leaders’ image
Monitoring
Evaluation
Evaluating Media Efforts
Message exposure
national and local clipping services
circulation figures, audience size
Content analysis
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Who Should Speak?
 Senior executive
 Other employees
 Delegation best
Good Service
 Speed and availability
 Respond to all requests
 Utilizing opportunities
Planning
 Long-term
 Short-term
Advice
 Must be embedded in senior
management
 Become media oriented
 Media relations must be delegated
 Must be an element of good service
 Clear on who answers what
STOREBRAND
Guidelines for Dealing with Media Requests
Employees’ Responsibility
All employees of Storebrand have a responsibility to make sure that the media gets quick and
effective service. Storebrand always wants to be ahead of any issue that may become a story in
the media. Make sure, therefore, that the Communication Division is familiar with all issues
that the media may show interest in. This ensures that we can provide the media with optimal
service by giving the correct information quickly.
2 Media’s Responsibility
Journalists are required to identify themselves when they make contact. The journalist must
identify whom they represent. Make sure to determine what the journalist wants.
3 Three Question Groups
Requests from the media can be divided roughly into three categories,
– Stock market sensitive information.
– Policy questions. This would include questions about strategy, issues or principles of the
firm.
– Industry questions. This would include questions about directly insurance-related
communication or other areas the company is involved in.
4 Who Answers Price-Sensitive Questions
Price sensitive issues are issues where statements are likely to have an affect on the price of the
stock. The chief executive and communication director are the only ones allowed to make
statements of this kind, unless otherwise agreed upon.
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STOREBRAND
Guidelines for Dealing with Media Requests
5. Who Answers Policy Questions
Policy questions that are limited to a specific business or area are referred
to the director level or the communication director.
The director that is contacted from the line must evaluate whether the issue
can be handled there, or if they should consult with a regional/
administrative director or possibly the communication manager. If policy
questions exceed your personal area of responsibility, the issue must be
passed farther down the line, eventually to the communication manager.
Remember that industry questions can change character during the course
of a conversation and become a question of policy.
6. Who Answers Industry Questions
Questions that are of a purely technical and factual kind should be dealt
with by whoever is responsible for that area. Questions can also be
directed to the communication division. The line of command must also
always be kept updated.
Advice
 Make the CEO responsible for press relations
 Face the facts
 Consider stakeholder reaction in every operating
decision
 Be a source before you are a subject
 If you want your views known, you must talk
 Avoid TV unless you can be candid
 Respond quickly
 Cage your lawyers
 Tell the truth -- or nothing
 Be human
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CEOs Specifically Must:
Speak out on the issues
Eliminate press paranoia
Have Communications people attend
management forums
Put a Communications person on board
of directors (?)
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