Every technology executive I've spoken to expresses the desire to have a
highly visible industry profile, one that will help them to shorten their
sales cycle and also their time-to-market and time-to-revenue. Yet in the
next breath, they express frustration that their public relations is a
disappointment, and that is often after they have devoted substantial resources
to this effort.
Upon further questioning of these executives, what I discover is that the
missing element is the understanding that successful technology public relations
has to be an integral part of the sales and marketing strategy and planning.
This is from the get-go - not a disjointed afterthought, which is often how
public relations is treated. ("I want this product to be a big splash," one
CEO told me, right after he explained that it was a mediocre piece of software
that any good programmer could do in four months, and an interim product
that the company had no real commitment to. I declined to work on the account.
The splash, as it later turned out, was more that of the software being used
as a boat anchor.)
However, integrating your public relations effort with your sales and marketing
is easier said than done. In order to pull that off, you need a public relations
resource (agency, consultant or staff) that understands your technology,
the selling (and buying) process for it, and your marketing challenge - and
that combination of capabilities is a tall order. In public relations, one
size doesn't fit all - and technology public relations is complex, to say
the least. By and large, with complex technology that has short commercial
product cycles, public relations isn't 'branding' (which comes from consumer
marketing), or 'awareness' (which comes from the advertising community and
multi-million dollar budgets) or even 'influence the influencers' (which
comes from Regis McKenna in the early 80's - a high-tech millennium ago).
If you hear "PR is PR" from your advisors - watch out. I saw a recent interview
with a supply-chain software executive where the interview wandered so much
that the executive commented that the only reason they lost sleep was that
their dog snored. Because this executive or their advisors either didn't
understand how to guide the interview to get across their sales and marketing
message, or the need to focus solely on what their market cares about (which
is not a snoring dog), they wasted some valuable media exposure. It's similar
to getting in front of the venture capitalists and not knowing how to present
your business plan. Doesn't exactly inspire confidence.
The real metric for finding a public relations advisor (and they are out
there) is to ask yourself a very basic question: Does this advisor demonstrate
the capacity and capabilities to make a legitimate contribution to our sales
and marketing strategy? If the answer is not a strong 'yes' - then it is
highly doubtful that they will subsequently be able to construct a public
relations program that will support your sales and marketing.
Here are a few other capabilities to probe for that will quickly point you
to qualified advisors:
What benefits will you see with a public relations effort that is targeted
at supporting your sales and marketing? The initial results will be that
your editorial exposures are much more in line with your sales and marketing
messages - guiding the reader through the phases of establishing your credibility
and competitive distinction. As any experienced salesperson can tell you
- if you have interest after that (such as a telephone call or email query)
- you have a well qualified prospect that needs to be closed. Additionally,
these media exposures can be used for direct marketing efforts, as sales
collateral and posted to your web site. With all those benefits, what more
could you ask for from your public relations program?
Copyright Jeffrey Geibel, All Rights Reserved
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