Jodi Amendola Healthcare Radio Now interview

A-Team CEO Jodi Amendola Interview on HealthcareNOW Radio

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We’re always excited when one of our own steps out from behind the scenes to grab the spotlight. In this episode of “What’s My Tagline?” from HealthcareNOW Radio, host Carol Flagg interviews Amendola Communications CEO (and self-described HIT Connector) Jodi Amendola. Jodi, of course, was recently named one of PR News’ Top Women in PR for 2017.

Over the course of the 27 minute discussion, Jodi shares her personal story on how she got started in healthcare IT, how Amendola Communications came to be one of the top healthcare IT PR firms in the country, and how the industry has changed from the early days of print, when it could take three months for a story to appear, to the 24 x 7 news cycle of today.

She then goes into detail on how to be successful exhibiting and speaking at HIMSS – including the planning that goes into it and the follow-up needed to maximize the benefits afterward. Jodi also shares some specific examples of how AC clients have been successful in reaching their target audiences, whether those are prospects, journalists, or analysts. The interview ends with Jodi sharing her look ahead to what 2018 will bring. Definitely worth a listen!

What Millennials will do to healthcare (and why you should care)

What Millennials will do to healthcare (and why you should care)

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Just another article about how Millennials stink and how they are ruining everything. Right? *Insert eye roll* While I disagree with this outlook on Millennials, possibly from personal bias, no one can ignore the fact that this generation is edging their way into the decision maker’s seat as they are now the largest generation in the U.S. labor force. Their buying power is growing as both consumers and as professionals.

Working their way through markets like bulls in a china shop, Millennials have changed/killed/rebuilt industries like transportation, retail, healthcare and may be credited for creating the IoT (Internet of Things). B2B companies will soon have to face the music and adjust as Millennials will inevitably change their industry too, that is, if their world hasn’t already been flipped on its head.

Here are 4 trends healthcare will see as Millennials make their way through the industry, and how health IT companies and health systems can relieve the pain.

#1 – They take it personally

The problems Millennials have encountered in healthcare themselves are now fueling their drive to fix it. Growing up in a consumer’s economy where customer service and convenience is expected at every turn, it’s no secret healthcare has been behind the curve of this trend-turned-tradition.

One out of five people surveyed by PNC listed unexpected/surprise bills as the number one billing-related issue. With out-of-pocket costs on the rise, millennials are more inclined (41%) to request and receive estimates before undergoing treatment. Only 18% of seniors and 21% of boomers reported asking for or receiving information on costs upfront.

Health IT companies that can show the Millennial decision-maker how their product improves their bottom line and fixes a problem they know personally will be the winners. The patient experience plus revenue generator should be an attractive buy for this generation.

#2 – Delight Millennials or face their wrath

This is probably where we Millennials get a bad rap. Or a least one of the many ways where we have supposedly ruined everything. It’s not so much that we need to be delighted because we are spoiled brats; rather, we grew up in a time of customer service innovation. Combine that with the social boom where anyone and everyone could have their voice heard and it creates both opportunity and risk. If we enjoy something, or worse, if we hate something, we know exactly how to get the message out to the masses.

Millennials opinions as customers are no longer limited to their personal social circles. The real danger or potential danger is that they think to tell the masses first. Their parents generation might go on Facebook after a few days and leave a review but, Millennials have already Snapchatted the problem to their peers, tweeted at you and your competitor, complained on Reddit, dropped a one star on Yelp, Facebook and Google, and started following your competition on Instagram.

This generation (and those that come after) take online reviews very seriously. Keeping a positive brand sentiment and the ability to track or improve it will be key for health systems and healthcare IT companies.

#3 – They won’t conform to traditional healthcare

While having a regular physician may be the best for care, it’s not the best for convenience. Millenials expect doctors to be able to see all of their medical history at a moment’s notice and pick up wherever the last physician(s) left off. Their abandoned shopping cart follows them around for their entire life. Why can’t their health records? While it may be just a pipe dream to those who actually interact with EHRs, the complicated problems with interoperability are not well known to the public.

With little to no understanding of interoperability issues, staying loyal is more of a cost than a benefit. Options in telemedicine and doctor finding tools make it more convenient and cost-effective for Millennials to stray from their primary care physician. They can go anywhere that their insurance will cover, so why only go to their PCP during work hours?

Millennials are 31% more likely than their colleagues ages 35 and up to feel uncomfortable leaving work for preventive care appointments. Health IT companies navigating this process are attractive to Millennials and health systems looking to retain the healthy young clientele.

#4 – STOP and think before jumping on a trend

Facebook live streams, podcasts, Instagram accounts and the expensive mobile app are just a few examples of trends that need to be understood before they are implemented. Forcing apps when most Millennials have limited mobile space and few health needs is a cringe-worthy problem I have seen too many times. Baby boomers and Gen Xers certainly see these apps differently and could be a better market to target.

Do your research. Ask your target market if there is already a solution that solves the problem. Figure out how to make it better. Don’t just think outside the box, erase the box and start thinking. Uber didn’t help the taxi industry find customers easier. They changed the resource, workforce and access to transportation.

As this generation makes its way through healthcare, I expect to see many changes that could be painful. Health systems and health IT companies will have adjust to the needs of the new decision makers, and disruption as we know it will be disrupted.

Crisis planning can east tensions during actual events

Crisis planning can ease tensions during actual events

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A week doesn’t go by without news of a hospital or health system affected by a cyberattack or some other crisis. Coupled with an always-on news cycle and social media ecosystem, a crisis can destroy reputations. While the incidents themselves aren’t always preventable, organizations that thoughtfully do some advance crisis planning can emerge with their brands intact.

The ability to respond promptly to disasters or damaging reports can build confidence in constituents that the organization is on top of the crisis and a leader in its sector.

One thing to consider is that crisis plans should make very clear who is responsible for what. Here are several recommendations for consideration to help your organization keep pace:

  1. Prepare in advance with inputs from the organization’s functional areas.The time to plan for a crisis is long before it hits. A well thought-out crisis plan is designed to help an organization communicate internally and externally with clear, succinct and timely direction. The goal is to minimize confusion and maintain confidence whatever crisis may occur.
  2. Identify stakeholders.Designing an effective crisis management plan also requires an understanding of stakeholders and their roles. Stakeholders are all those who have an interest in the outcome. For a health system, the list is generally long and can include patients, governments, administrators, board members, clinicians. Each might need slightly different things during a crisis, and they should all be considered as separate audiences.
  3. Identify a communications chain of command.Crisis plans should in advance identify all of those who will be involved with managing a crisis, what areas they are responsible for and who is ultimately responsible for making decisions. Then, all of those involved should receive the training they need to be effective in their roles. For example, specialists from all functional areas of the organization should be available to lend their expertise should the need arise, and executive spokespeople should receive media training.
  4. Create real-world tools that can be modified later. One of the most valuable things to have in a crisis is a head start. Messaging, scripts and spokespeople should be prepared in advance. The communications team can later assist in adapting standard scripts to specific situations the organization encounters.
  5. Ensure that crisis management messaging addresses various aspects of the crisis. When communicating bad news or another type of crisis, it is imperative that the organization’s spokespersons do the following:
    • Elaborate with the “what” explain what happened with concise language, together with the organization’s position on the issue
    • Educate with the “how” explain how audiences should respond to the situation and how the organization is responding
    • Engage with the “why” explain the impact the situation has on operations so that impacts are not blown out of proportion

By giving thoughtful consideration to the development of a crisis management plan, organizations are more likely to be able to recover from bad news. In some cases, they might even exit the crisis with stronger brand relationships.

AP Style

Going in AP Style

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One of the core tenets of journalism (and public relations, which at most colleges is part of the School of Journalism) is the use of AP style when writing. AP, of course, stands for the Associated Press, whose manual and rules are drilled into journalism students from the day they begin writing for their school newspaper (or whatever aspiring writers write for in school these days).

For a PR professional, use of AP style demonstrates that you are a journalism insider. That’s very important when you’re pitching a byline article, or a press release, or some other piece of content that needs to be reviewed and approved by an editor. It gives you a certain level of credibility, or at least signals to an editor that he or she won’t have to spend untold hours bringing your writing up to par.

Failure to use it, on the other hand, is generally seen as an admission that you are an ignorant hack whose writing skills would be best applied to warning labels on pet supplies. No one wants that.

This, of course, is the reason Amendola Communications is very careful about conforming to AP style. It benefits not only our agency but our clients.

Still, for those who aren’t familiar with AP style, some of its peccadillos can be a bit off-putting. They’re not used to seeing things written that way, and their preference for the approach they’re used to can become a bone of contention that slows down the writing and approval process.

Here’s the reality of the situation. When you are writing for your own blog, or marketing materials, or internal memos, etc. go ahead and let your preferences dictate the style. But when you’re writing something you’d like to have published by an independent media outlet, it’s important to follow AP style.

So what does that mean from a practical standpoint? Glad you asked! Here are five examples of the differences between regular people style and AP style. Those of you who are familiar with it please feel free to add additional common uses in the comments section.

Capitalizing corporate titles or not

This is the one that probably causes more consternation between Amendola Communications account managers and clients, so let’s start there.

Most people are taught in business writing courses to capitalize someone’s title, such as President, or Chief Medical Officer, or Vice President of Some Made Up Area that Sounds Good on LinkedIn. It’s viewed as disrespectful not to capitalize the title.

That is not the case in AP style. Titles are never capitalized, unless they are used as part of the person’s identity. Which means you can refer to President Trump with capital letters, but you would write Donald J. Trump is president of the United States.

This, by the way, is one of the easiest tests for editors and journalists to see who knows what they’re doing. Get it right in your press release and you’ve removed a barrier to publishing.

Spelling out acronyms

While the healthcare industry loves it some acronyms, AP style is not as much of a fan. So while you may believe everyone you’re communicating with knows EHR stands for electronic health record, AP style still demands that you spell it out anyway.

Usually, you will spell it out first, then put the acronym in parenthesis afterward, i.e., electronic health record (EHR). The exception is in quotes, which means if you’re going to use an acronym in a quote try to spell it out ahead of time, just to be safe. Of course, some acronyms that are widely known, such as FBI or CIA, do not need to be spelled out. But if you’re writing about them and you work in health IT, you probably have bigger issues than AP style facing you.

Bonus fun fact #1: According to the AP Style guide, using the initialism CEO by itself is acceptable, although they still recommend spelling it out somewhere else. Other titles, such as CFO or CMO, must always be spelled out because they are less universal.

Writing out numbers

This is another of those interesting AP style oddities. When writing out single numbers from 0-9, AP style dictates you spell out the number rather than use the numeral. So zero for 0, one for 1, all the way up to nine (9). Once you’re in double digits, you use the numerals, so 10, 11, and so forth.

That also applies to numbers used in combination, which can get very awkward. You would write “there are 10 three-bedroom homes on this block” or “Put the three of us down for 12 medical devices each.”

State abbreviations

The AP has its own set of state abbreviations that are preferred, especially for use in a dateline. They are different (and longer) in most cases from the more-familiar postal codes, so it’s worth looking up. Or, you can just follow this link, although they’re not laid out quite as nicely as you might like.

Here are a couple of examples. The postal code for California is CA, but the AP style abbreviation is Calif. The postal code for Arizona, where Amendola Communications is headquartered, is AZ whereas the AP style abbreviation is Ariz.

Two-word states tend to get different treatment. While New Hampshire uses an N and an H for both, the postal code is NH while the AP style abbreviation is N.H. The extra periods make a difference.

Bonus fun fact #2: When you’re in the body of a press release, AP style stresses spelling out the name of the state rather than using abbreviations of any kind.

Bonus fun fact #3: Certain large cities, such as Chicago, Los Angeles, Phoenix, and New York, don’t require a state at all in the dateline. In fact, including a state again makes you look like you don’t know what you’re doing.

Other types of abbreviations

For pretty much any other type of abbreviation, you’re always going to use periods after each letter. That includes professional credentials (M.D. instead of MD, Ph.D. instead of PhD) and time designations (p.m. instead of pm, E.S.T. instead of Eastern Standard Time).

Yes, it can be very odd-looking, especially when you say an event will begin at 1:00 p.m. E.S.T., and yes, all those periods kind of get in the way. But that’s the way, uh-huh uh-huh, they like it. (Sorry, channeling my inner Kate Donlon there.)

So many rules

This is just a small sampling of some of the most common issues that seem to crop up from time to time. There are many more. In fact, the AP puts out an entire manual with everything you could possibly wonder about, which they will be more than happy to sell you if you’re interested. It’s available in both paper and electronic form.

Or, you can just count on your friendly neighborhood PR pros to get it right for you. It’s all part of the service.

Tradeshow Trauma: Why “booth traffic was slow” is a lame excuse and how to prepare for conference success

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As a marketing and PR professional who has spent countless hours in tradeshow booths and walked more than 20,000 steps at the HIMSS conference while wearing heels, I’ve experienced both the glory and the defeat of being an exhibitor. And while there is no better feeling than packing up your boxes, tearing down the booth and heading home after a job well done, there is also no greater pain than realizing that your company’s precious time and resources were virtually wasted because your conference strategy fell short.

After every tradeshow, it’s common to speak with exhibitors who complain that “booth traffic was slow” and cite that reason as the root of their conference failure. But let’s be honest — that’s a lame excuse. It’s the easy way out to blame poor performance at the show on exhibit hall organizers rather than reflecting on how your team may be at fault, or at least largely contributed to the problem.

In fact, upon much-needed reflection, those complainers would see that they are likely committing the cardinal sin of tradeshow marketing. They’re only focused on the conference. They’re not focused on the holistic strategy that enables the smartest, more successful companies to succeed at conferences again and again and again.

To avoid this tradeshow trauma and emerge triumphant in 2018, it’s critical for companies to have a three-pronged approach that includes not just a conference strategy where you show up and wait, but also and even more importantly a pre-conference strategy and a post-conference strategy.

Here are 4 insider secrets to help you get started:

#1 Never rely on booth traffic

Sure, booth traffic is nice and we all want it but it’s even better to drive traffic to your booth in advance. As savvy marketing professionals know, the best tradeshow marketing strategies start early and establish a regular cadence of communication. Most companies find that implementing a targeted email campaign starting 6 weeks in advance of the show is ideal but some may find that 8 weeks or 4 weeks works best for their audience.

These emails should be geared to both sales prospects to schedule meetings or demos and current clients to have a face-to-face touchpoint and determine cross-sale opportunities. As always, the top-performing emails are brief and targeted to attendees by role and job setting. It’s also best to have a form where attendees can schedule time and then receive a confirmation with a calendar invite. Why is that so important? It gets you on attendees calendars before they arrive at the show and are overwhelmed. Also, then your team can send them reminders about the scheduled slot or reach out if they don’t arrive as planned.

#2 Winning is great but winning isn’t everything

Pre-conference email campaigns can also invite attendees to activities in the booth such as speaking events or games instead of just meetings and demos. They can also offer attendees “a chance to win” and highlight big prizes, but they must not rely on the allure of a gimmick alone. There are few too many promotions for your giveaway to break through the noise. A pre-conference strategy that shares quality content, in addition to touting “a trip for 100 around the world” is the safest, most effective way to not only illustrate thought leadership but also to create brand awareness of your company as leader and innovator that offers far more than just a chance to win ““ but rather real ROI.

#3 Think like an attendee

Spoiler alert for those many hours spent in the booth. Nobody wants your marketing brochure! It will end up in the next trash can even if they take it, and if it makes it back to their room, it will end up in the hotel trash can. They also really don’t want a folder with multiple product one-pagers and a recent press release about your new product. Please note that this realization also spares your marketing team and admin hours of folder stuffing. Yes, you’re welcome.

The big idea here is to remember why attendees are at the conference. Most attendees are there to learn, not to purchase your “ground-breaking, best in class, fully integrated solution.” So, give them what they want like client case studies with real-world insights and thought leadership that demonstrates your knowledge and unique perspective. That’s the true value proposition that won’t get throw in the trash.

#4 Follow-up, follow-up, follow-up

It’s great to have a successful show, but it’s what companies do afterwards that matters most. It’s all about the follow-up communications, which should include a series of e-blasts, with the first prepared ahead of time and sent within 1-2 days of show close. The post-show e-blast should provide an opportunity to continue to engage with your company by downloading a new piece of content, registering for a webinar, or scheduling a full product demo for their broader team. However, the e-blast is not enough. To see results, it must be complimented by personalized follow-up from the sales team where there is even a small percentage chance of generating new pipeline. Without this timely and dedicated post-show communications, it’s impossible to reap the benefits of your hard work pre-show and at the show.

Remember, it doesn’t matter how many people attend the tradeshow. Only that the right people make it to your booth.

Instead of leaving success to chance, put together a three-prong plan that will tip the odds in your favor. It sure beats coming up with lame excuses later.

6 pitfalls of email pitching

6 Pitfalls of Email Pitching

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Clients often wonder how a PR agency can get reporters to read email pitches. It’s basically a combination of art, science, and alchemy definitely not for the faint of heart.

When I was the healthcare reporter for the Boston Business journal, I got an average of 300-400 emails per day. In the run up to a major conference, such as JP Morgan or HIMSS, that number could easily reach 500 emails per day. I couldn’t possibly read them all. I deleted more than half, and immediately read about a quarter of them. The rest I saved to read later. Maybe.

4 ways to lose a reporter in 70 characters

The biggest mistake you can make is failing to take advantage of the subject line to quickly convey the value of the company, product, CEO, or scientific advance. Here are a few common types of subject lines that won’t get reporters to read pitches:

  1. “Heads up, big news from Health Inc.” – A lot of companies waste valuable space in a subject line with phrases designed to get reporters attention. “Heads up” is really useful only if you are a TV cameraman reviewing video and the President walks into the room. Simply state the news, in the format, “Who is doing what and why.”
  1. “Introducing CEO Bob Smith“- A lot of companies write to offer the expertise of their thought leaders, and that’s great. But this doesn’t give me any information about Smith’s areas of expertise, or whether he’ll be a candid, interesting or thought-provoking interview. Give the reporter some insight into your expert’s point of view and, if possible, his or her personality.
  1. “Health Inc. tops sales projections for the third year running” – This kind of blatant promotion will immediately be deleted by most reporters. First of all, where’s the story there? Secondly, whose projections are we talking about, the company’s? Reporters need independent numbers.
  1. “Health Inc. to revolutionize health care“- Subject lines that are intentionally vague or seek to tease the reporter and pique their interest can backfire. This particular one is too broad and strains credulity. I would probably give it a pass. It may be necessary to keep the news under wraps until, for instance, a reporter agrees to an embargo. But try to give as much detail as possible, so he or she can make an informed decision.

2 ways to lose a reporter once they are on the hook

OK, so you’ve survived the subject line gauntlet, and the reporter has clicked on your email. The next challenge is to get him or her to read the whole pitch, or most of it, and call for an interview. Here are a few Don’ts:

  1. Don’t overload the reporter with background – Keep it simple. A two- to three-line pitch explaining what the news is and why it’s important is best.
  2. Don’t abuse embargoes -Embargoes may be necessary for a variety of reasons for instance, the news is tied to a JAMA article that has not yet been published. But putting an embargo on news to try to inflate its value may backfire. Reporters are willing to abide by embargoes as long as everyone is on the same playing field with the same rules.

If you can avoid these six pitfalls you will be well on your way to hearing the sweet sound of your phone ringing with reporter interest.

Have you ever fallen prey to one of these pitfalls? Do they ring true? What other pitching best practices have you discovered?

Thought Starters: How A Little Creative Thinking Helped 2 Companies Achieve A Win

Thought Starters: How A Little Creative Thinking Helped 2 Companies Achieve A Win

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SCOTTSDALE, Ariz. December 13, 2017 Amendola Communications CEO and co-founder Jodi Amendola has been named to PR News list of the Top Women in PR for 2017. The prestigious award recognizes women executives who have made bold advances in managing crises, developing brand messages, protecting and building brand reputations, and creating content for digital platforms.

Jodi AmendolaOther honorees include PR executives from the world’s biggest public relations agencies, as well as communications leaders at some of the world’s best-known companies, including Microsoft, T-Mobile, FedEx, Nissan, General Motors, GE, Southwest Airlines, Bayer and Samsung.

Jodi is an accomplished leader with 25 years of experience in developing, implementing and executing high-impact, integrated business-to-business public relations and marketing campaigns. Beginning in 2003, she pioneered an agency focused squarely on the burgeoning healthcare information technology sector. Over the next decade, Jodi transformed a boutique agency with a handful of small clients into the healthcare IT industry’s recognized PR leader a national, full-service public relations and marketing agency serving dozens of technology innovators ranging from early-stage startups to large public companies.

A hands-on leader, Jodi provides strategic direction and ongoing involvement in all phases of client public relations and marketing programs. She embodies the “client-first” dedication and “get-it-done” attitude that makes Amendola Communications both a fun workplace and a collaborative learning environment. Thanks to Jodi’s inspirational leadership and values, clients find that Amendola Communications is more than just an agency, as demonstrated by the partnership mentality and commitment to excellence shared by every member of her team.

“I’m honored to join this remarkable group of accomplished women,” said Jodi Amendola. “It’s been an amazing PR journey. I am so thankful for the many mentors, clients, business associates, employees and family members who have supported me along the way. I look forward to achieving more milestones and to continuing to help healthcare and healthcare IT companies expand their market dominance and industry thought leadership.”

Jodi and the Amendola Communications team are available to discuss your public relations and marketing needs, including media relations, content marketing, branding, digital marketing, search engine marketing, website design and development, and social media. For more information, please visit www.acmarketingpr.com or email jamendola@acmarketingpr.com.

 

Media Contact:Marcia Rhodes | Amendola Communications | Introducing Hackonomics,” the campaign hinged on a report conducted by RAND (sponsored by Juniper) about the hidden economy of the hacker universe. Juniper wanted to take a fresh look at hackers to reveal the motivations and operations of the hacking community. The result was a first-of-its kind economic analysis of the cyber black market and the impact it had on targeted businesses.

Juniper built an integrated campaign that leveraged PR, marketing, government relations, sales and digital and social media. Tactics included webinars, a new website dedicated to the campaign, online ads and social media initiatives. Juniper briefed policymakers, made the report freely available in 10 languages, and distributed it across RAND’s customer base.

Here are two of the most creative elements of the campaign:

  • Juniper illustrated the complexity of the hacker market by drawing the comparison to a thriving metropolis, highlighting its interconnectedness. An interactive presentation enabled viewers to see the hierarchical job functions, businesses, schools and even law enforcement roles held by active members of the cyber black market.
  • An interactive timeline highlighting notable milestones and hacks over the years was shared with the cybersecurity community ahead of the report’s release to encourage conversation. Brilliantly, Juniper intentionally left key milestones off the timeline, which encouraged community members to contribute their own milestones and share the history of security hacks more broadly among their contacts.

According to Juniper, the campaign nearly doubled its share of voice over a three-month period thanks to 17,000 blog views, 1,250 executive summary downloads, and over 300 global articles, including feature placements in newswires, as well as the Financial Times, Bloomberg, The Wall Street Journal and The Daily Telegraph (UK).

Hijacking the Super Bowl

The second cool PR campaign is one of the most creative and effective uses of a limited budget that I’ve seen. In 2015, Volvo was preparing to launch a new, updated version of its XC car amid slumping sales and stiff competition from larger, more popular brands like Mercedes Benz, BMW and Lexus.

Looking for ways to tap into an affluent, millennial audience, Volvo hit on the upcoming Super Bowl, whose audience fit the mold. But the carmaker’s budget for the product launch was enough for only about one-third of one second of Super Bowl airtime.

Their solution is a textbook example of hijacking the “Volvo Interception” campaign.

While their competitors lined up to buy multi-million dollar ads for the big game, Volvo began using its social channels, other ad buys, and traditional media relations to spread the word about its campaign.

The idea was simple: Every time a competitor’s ad was broadcast during the Super Bowl, viewers using the hashtag #VolvoContest on Twitter could nominate someone to win a one of 5 new Volvo XC60s.

It worked brilliantly. The Interception campaign drove 70 percent year-over-year sales increase for the XC60. That was the highest February boost in the car’s history. The hashtag was tweeted over 55,000 times, more than any other auto-related hashtag.

The Interception campaign achieved great results by capitalizing on other brands, effectively stealing their attention and breaking through the noisiest media day of the year.

Creativity Trumps Relationships

You’ve heard it before: PR is all about relationships. It’s a tired phrase but still true. Success hinges on having a solid working relationship with key journalists, analysts and influencers.

But even more important than relationships is the ability to craft a creative pitch or campaign from a hodgepodge of information about your client their market position and history, competitive differentiators, target audience, audience influencers, budget, and a million other factors.

As the Juniper and Volvo examples show, creativity trumps relationships, and in many cases can even overcome extremely limited budgets.

The examples also illustrate the power of integrated campaigns. Combining social media, traditional media relations, marketing and advertising can exponentially magnify the impact of a good idea.

What great ideas in marketing or PR have you seen?cmarketingpr.com”>mrhodes@acmarketingpr.com |602-793-1561

Five Big Changes in Media Relations and How HIT Organizations Can Adapt

Five Big Changes in Media Relations and How HIT Organizations Can Adapt

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A recent webinar sponsored by Cision explored several changes in media relations over the last few years and offered tips on steps healthcare IT (HIT) organizations should take to prosper in this new reality.

The webinar was led by Michael Smart, a PR pro who says he has trained more than 7,000 communicators in his career, and is based on a white paper he wrote. Smart notes that, in his own observations, he’s seen far too many organizations chase the “Holy Grail” of coverage in the New York Times or Wall Street Journal to the detriment of smaller, lesser-known publications that in some cases could deliver even more value to clients.

Refreshingly, Smart also offered among the sharpest denunciations I’ve come across of the corporate scourge known as multi-tasking, stating, “I hate multitasking. It’s this thing we were all excited about 10 years ago until we realized it’s awful, much like kale. I seriously think it destroys potential and it’s killing a lot of PR pros, and so I’m on a mission to defeat it.”

Amen, though I will admit to enjoying kale in the proper context. To Smart’s comments, I’d like to add my own sarcastic slogan for multitasking, to be emblazoned across inspirational posters hung above the busy cubicles of America: “Multitasking: Why do one thing well when you can simultaneously do 10 things poorly?”

While many of the changes in media relations that Smart describes will be familiar to PR veterans, a refresher never hurts. In that spirit, I attended the hour-long webinar and condensed the five key points down into this quick, bite-sized summary.

  • Expand your definition of the “media” in “media relations” to include any third-party trusted by your audiences: In other words, explore nontraditional outlets that may be easier to work with and have similar reach and credibility to the old guard. This can include well-known and widely read sites like Vox that have only been around for a few years, or even corporate blogs. The key is simply whether the site has earned your desired audience’s trust. How do you know which of these sites are worth pursuing? Start by using SimilarWeb to research site traffic and use Moz to examine domain authority.
  • Journalists incentives have changed. They must increasingly focus on web traffic: Again, no shocker here for anyone who’s been paying attention. But this new reality opens up new possibilities for HIT organizations. Smart suggests that journalists will be more receptive to your pitches if you can show you’ll be able to distribute their content to a wider audience yourself, ideally by leveraging a social account with a lot of followers or an email newsletter, for example.
  • Get noticed before you pitch: All experienced marketers know that journalists will be more receptive to their pitches if they’ve been able to previously establish solid working relationships with those journalists. But Smart offers good advice for establishing those relationships, which are especially important given that there are four PR pros for every professional journalist in the U.S. and U.K., according to statistics he cited during the webinar. He suggests developing a key list of 10 influencers, and then devoting 10 minutes per day to reading content they’ve produced, and when appropriate, reacting to the content with a compliment or a few kind words. He touts this as a simple daily task to “dramatically” increase your response rate. A private Twitter list is a great way to keep up-to-date with content from your top influencers.
  • Faux customization often fails: Specific and sincere customization can help you stand out. Smart warns to avoid beginning pitches with broad, non-personalized statements. As supporting evidence for journalists frustration with this approach, Smart cites data from Cision’s 2017 State of the Media Report. When asked to improve the situation, journalists two most frequently cited pieces of advice were, first, to research and understand the media outlets they’re pitching, and second, to tailor their pitches to suit those outlets.
  • Journalists don’t have time to do the legwork anymore: Reporters are always on deadline. They don’t have as much time as they once did to research sources or story ideas and they have an “insatiable need for visuals,” which can often be hard to acquire, according to Smart. The big change here is how much of this unglamorous legwork journalists will let HIT organizations do for them once they’ve proven to be trustworthy and credible, Smart says.

No doubt the practice of media relations will continue to change just as quickly as the media ecosystem itself does. But HIT organizations looking to keep pace with this evolution would do well to try implementing some of Smart’s advice. Smarter, more targeted pitching could help free us of our quality-killing, attention-sapping multitasking obsession.

Access Denied: The Other Kind of Writer’s Block

Access Denied: The Other Kind of Writer’s Block

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One of these days I’m going to put together a sort of “Road Warrior Olympics,” in which contestants compete on how well they can conduct business while riding in an Uber, going through security at the airport, and even in the midst of the plane’s takeoff and landing. That’s how impressed I am with the multitasking skills of the thought leader healthcare executives I regularly interview for various writing projects. I probably have more interviews with people driving to the airport than I do while they’re in an actual office building.

Just last week, I interviewed the CEO of an operating room analytics company while his Uber driver took him to Heathrow. Just as he was arriving at the airport, he discovered his flight was actually leaving from a different airport. He was only momentarily at a loss for words then crisply told me he’d call me right back. Expecting it to be more like a day, I wished him good luck getting on his flight.

Five minutes later, my phone rang. The CEO was back on track to the right airport and we picked up where we’d left off.

These are the dream accounts the ones where thought leaders are actually available to share their thoughts with the writer who will create a byline or case study that’s hopefully as compelling as the way the thought leader made his or her points. I cannot overstate the importance of having access to these people.

Yes, a preliminary brief on the topic is a good starting point. But in my experience, when information is transmitted through multiple middlepersons, the thought leader inevitably reads what was written and either deems it way off track or missing key points.

If you are the person who is the main liaison with your PR agency, resist the temptation to take the following shortcuts which I’ve put in the format of some common excuses for blocking writer access to thought leaders:

“She’s just too busy. Can I just give you the salient points and you can dash a quick byline off?”

At this point in my career, I probably can do this more or less effectively. But something will be missing: the thought leader’s voice and latest insights. The information that a skilled interviewer which PR agency writers must be, and that’s non-negotiable knows how to draw out of even the most reticent interviewee.

Also, you are presumably paying good money for the services of a professional writer. Why not get all the value you can from your investment? Blocking the writer from an interview that would likely result in a much better byline, simply for the sake of convenience and speed, is like filling up on all the cheap starches at buffet instead of selecting the more delectable treats.

“It takes us so long to get writing projects through the review queue. Let’s just use language that’s already approved.”

You mean that language that’s staler than a loaf of bread with a missing zip tie that’s been sitting on a kitchen counter for over a week? This is marketing messaging suicide. Just like other departments in the business, marketing must be able to move nimbly. If it really takes that long to get projects approved, you must fight for a more streamlined process. Or else your marketing department will become known as the graveyard for ideas.

Can we write a byline based on these three or four existing pieces? That way we won’t have to interview anyone.” This is similar to the above scenario. And sure, I can do it, but again you’re wasting the resources of a professional writer by basically having them do assembly line work. You could hire an el cheapo content mill writer instead if all you really need is to put a donkey’s tail on a fish’s head.

Now some thought leaders themselves are the cause of the block. Perhaps they are under the impression they are too busy or are just too inexperienced at being a thought leader. They may not be the right thought leaders for you to develop. But sometimes it just takes an interesting interview and byline to get these promising thought leaders on board. Some tips for finding their thought leadership mojo can be found here and here.

Another benefit for these newbies is that interviewing with a writer is great practice for subsequent interviews with the media.

What writers should bring to the table

Thought leadership time is valuable, and writers should make the most of it. Here is what a thought leadership should expect from a writer:

  • An advance idea of questions if possible. This gives the thought leader time to process and give thought to what will be under discussion. Of course, the conversation doesn’t have to stick exactly to these questions. But the thought leader should go into the conversation with more than just a broad idea about what will be discussed.
  • An opportunity to review the proposed draft. These are your words, your ideas, your thoughts. It’s also your name on the byline. As such, you deserve to have the opportunity to review all drafts, especially the final set for publication. I’ve seen a byline author horrified when a piece he didn’t sanction get published with inaccurate information which was called out by industry peers. (Obligatory side note: it wasn’t a piece I wrote. In fact, it was the impetus for bringing us on board.)
  • Openness to giving and receiving feedback. This is your byline. Let the writer know if that isn’t your voice or if points are incorrect or missing or need further clarification. But resist the urge to “just write it yourself.” That’s like hiring a chef to cook you a meal and then going in and adjusting the seasoning yourself. Tell them what you want. If they are a professional, they can do it. In my experience, fewer drafts result when reviewers contain their edits to comments in the margins.

To recap: a good writer is a budding thought leader’s best asset. Rather than keep them apart, foster this relationship to the fullest extent you can. Soon your thought leader will leap from “budding” to “champion” and not just of the Road Warrior Olympics.