I’ll explain PR with a parable: when two people are introduced, they’ll most often kick off with a casual conversation: Where are you from? What do you like to do? Where did you go to college? Who do you know here?
What they’re really doing, is probing to find a shared interest or a common ground. And, if they’re successful, a little click happens.
That little click is precisely what PR can facilitate by identifying what people already want and then connecting it to what youwantthem to want. And don’t underestimate that connection. It’s strong. It’s an authentic level of relationship between you and your customer that no other medium can achieve at scale. A paid advertisement can support click moments, but not induce them very easily. It is at this intersection — where common ground is identified and a click happens — that you can actually work to change what someone wants. And here’s how to do it.
Then vs. Now.
Ten years ago PR was reliant on the all-powerful press release. Social media wasn’t dominant back then. Things are a little different nowadays, but the essence of PR hasn’t changed. We now have an opportunity to engage and relate directly with customers through social media. Remember: social media itself is neutral. It’s just an interface through which relationships are facilitated. And that’s nothing to be afraid of!
Fact: ten years ago, there were 150,000 journalists in the United States. Today there are less than 50,000, even though there are more than 5 times the number of media publications than there were a decade ago. These days, reporters don’t have time for the volume of incoming requests from those seeking attention from the media. It’s only a select few of the most energetic PR dynamos who have backstage access to the top reporters, and this is a full time occupation. For the rest of us, backstage access is closed. But shhh. There’s another way to get backstage, and identifying it is our work in this article.
Why are press releases significant?
Contrary to popular notion, the intent of PR is not is not necessarily publication in the WSJ or NYT, especially when you’re interested in reaching a lot of people… but it’s the rotation that’s triggered by the press release. Even PR repositories like Yahoo will likely be socialized and that puts things into rotation on social media. It’s all about the rotation.
What do reporters want to write about?
Identifying and then delivering the story a reporter needs, well thatbackstage pass is nearly ours. And what a reporter needs is a relevant, credible story. A story that’s relates to trend or an industry they’re focused on. A reporter doesn’t want fluff or waffle — obviously. They also don’t want jargon nor superlative — “awesome this, and fantastic that.” Stay credible, relevant and current. Let’s look at exactly what this means.
To come up with a story, look at what influencers are talking about in your industry. Here’s where your story begins. Next up is taking
The characters in your story are a) current trends and b) an industry-changing aspect of your product or creation. Your story will need to stitch together a) and b) in a believable and matter-of-fact way and voila, relevance is born. You now have a story. After all, the reporters who you want to get your story will be looking out for these important factors: a current event or a breaking trend — and a good story to hang the event or trend on to. You want the effect on the reporter to be, “This is going to be someone that I’m going to want to write about.”
It’s worth mentioning that you don’t always need to give reporters stories about you or your product. If you have your ear to the ground, you can also just give a reporter a news tip. It’s a kindness, and helping journalists with scoops creates a strong bond with the reporter. Now you’re someone the media wants to come back to, and now you have your backstage pass.
What if I’m a startup without a brand or credibility.
As a startup with no brand or market credibility, you have the opportunity to get coverage through contributed articles. All major publications are desperate for these because journalists and reporters don’t have the mental resources these days to write about, let alone learn about, all the new movements being hatched and all the new stuff being made. When you contribute an article, it has the same weight as earned media because it has the blessing of the publication itself. And the best part? You don’t need a reporter, you can do it yourself.
Making PR click.
To make connection points that click, do the following:
Ask yourself what’s a major issue or trend in your industry that you’re trying to change or fix? Not technical or specific or too granular but rather think big: industry, world, life, business, health.
Find a trend that you can jump onto that’s just breaking in among social media influencers within your industry. Social media influencers are usually the highly opinionated bloggers with lots of followers.
Connect what they’re trending or talking about right now to what your product can do, and make it into a pitch that’s simple and articulate — and free of superlative.
The effect is not only good fodder, but this also facilitates the need of a reporters whose ability to be first-to-tell is key to their own credibility. It also gives you one opportunity after another to keep coming out with new stories by simply taking a trend, and connecting it with how your product is innovating or making change in its industry. Click.
Where to be seen?
Are you conscious of what is your audience is reading? Are they looking at Forbs? Techcrunch? Or Medium and Twitter? Are they only reading industry publications and local news?
Well, if it’s all of the above, your tactic should be the famed 🔥firestorm🔥 technique: you identify your target, and you surround them with media from multiple sources. Social media, big publications, local ones, industry journals etc. all as part of your strategy. This multi-pronged approach forms the impression that “you’re everywhere” which is very good for credibility.
How the blogger sphere works.
This sphere can be divided into two:
1. Blogs that we’re all familiar with, like Mashable, Techcrunch etc. but they really function like journalists. They tell us what’s hot.
2. There are hundreds of organic blogs… they are called “influencers”. They tell us their opinions.
These little industry influencers are what many reporters rely on in order to validate their stories. Consider them third-party validators. Why? Because they’re they’re authentic, honest and opinionated and well, 3rd party.
Research firms like Forrester are called analysts (as opposed to influencers) and are another source of 3rd party validation. Both influencers as well as analysts function as early warning signals of upcoming trends that will likely precede those of which TechCrunch and Mashable will be looking for.
Getting in early is key to identifying the right influencers can be a firehose of ideas for your press releases that click.
The three types of media.
Earned Media — the media you get placed through personal effort.
This includes social media shares, reposts, reviews, mentions.
Paid Media — the media you get placed through your hard earned cash.
This includes paying for clicks, display ads, retargeting and even paying influencers influencers. Paid content promotion and social ads are part of this too.
Owned media — making a destination of your web and social media properties.
This includes your website, your social media properties and your blog.
What kind of content should we put out?
Social content, ad content, PR content, industry and product announcements, promotions more. Content can also be thought leadership driven — sharing insights and expert ideas. How do you choose what content you’re going to use your valuable time creating? Well, the answer is the content you’re most equipped to put create. You don’t have to do it all. You just need to focus on one thing that’s within your scope and just do it. If you spread yourself too thin, you’ll end up neglecting doing any of it.
Have you ever considered doing a Twitter Round Table?
A Twitter Round Table is an organized a discussion within a particular industry on a topic where you present ideas and get a couple influencers to participate. Conjuring up and hosting an online event like this requires nothing but simply doing it. Identifying and then inviting influential Tweeters is appealing and amusing for any industry audience and sets your social brand to “neutral.” Your audience finds this neutrality valuable because it’s safe and nurtures conversation. In other words, your social media presence isn’t all about prodding and promoting, which is very one dimensional.
The value of the CEO to the press.
The CEO has to have the time and willingness to parley on any topic or any story that the reporter is writing about. It doesn’t really matter if you’re the world expert in a given topic, as long as you can speak with confidence and strong opinion.
As a CEO, when a reporter is covering a given topic even if it’s at best remotely related to your story, your job is to support their story through your lense. What you’re doing is using hijacking in a sense, the trending news topic as the common ground in order to facilitate the story needed to make a click. You’re also helping a reporter out.
With the CEO’s presence, credibility is more easily and quickly acquired. My advice to all CEOs is to go out and be a thought leader by connecting current trends to how your ideas are changing things within your particular industry.
Channel and venue overload.
Given the sheer volume of channels, it’s overwhelming to keep up with. When I see CEOs spending all day on LinkedIn, Twitter, Instagram etc., I ask myself how they’re effectively running their company. And the truth is they’re probably not. One way to navigate this is to share the burden in your entire organization and get them to post. You can use a tool like Yala to manage that collaboration on Slack. Of course, if you’re going to have the whole company posting, you first need a policy about style, voice, subjects etc.
Twitter: hot or not?
As far as earned media, Twitter is by far the most pervasive and it’s going anywhere in the immediate future. Granted, Twitter’s viability is in question but who cares… let the academics banter it out. If you’re engaging influencers, media, Twitter is the place to do it. Twitter is huge. Customers use the phone, they use email. Businesses, thought leaders, the media and influencers all use Twitter right now.
Get an influencer without spending much.
If you’re bootstrapping, regarding paid media, brand-ambassadors are perhaps the most bang for your buck. Bloggers who are hungry for money and have a big following are often eager to be an ambassador for your brand. For $500 or so, you can get ambassadorship at events and tradeshows, via social media. It can be tricky to track the value here so proceed with caution, but a good ambassador can drive lots of love.
Three kinds of social media.
Using the news
Look at the current news, steal a topic that’s envogue, connect it to your story in a way that’s amusing or informative.
Look at competitive landscape, and see what your competitors are blabbing about. You can also harness negative sentiments to address them to your advantage.
Using the public
Look at what articles or industry stuff you’re reading. Let ideas from trending articles inform your social media. Don’t pressure yourself in trying to come up with posts from scratch. Create debates and dialogue on this material.
Never a monologue
Just do not talk to yourself on Twitter. You need to identify where your audience is receptive and attentive and share their space.
One final comment about social media: content is still the most important asset.
When you’re doing social, see to it that the information you put out is valuable, sincere, honest. Things like debates and round tables are superb additions to your strategy.
Lessons for us.
PR and social media are often misunderstood by small businesses but because there’s no cheaper way of getting publicity off the ground. That, and the fact that nothing has the value and the impact of PR so if you’re a small business or someone just starting out… just start somewhere — anywhere, and just keep swimming!
First-time founders put themselves on a steady diet of blog posts, articles, and eBooks, in the hopes of gaining wisdom on how to launch a successful startup. But about two thirds of the time, conventional wisdom is just downright wrong.
To illustrate this point, here are three common pieces of advice. Two worth ignoring, one worth following.
1. “Don’t go it alone as a single founder.”
This standard piece of advice is completely wrong. The thinking behind it usually goes something like this:
“If the founder couldn’t talk friends into joining, the case for the company must have been weak. It’s too hard for one person to launch a successful startup when they have no colleagues to brainstorm and consult with, and with no team members to push each other forward.”
Hogwash. Single founders can do just fine. A founder might be single because they have a singular passion. Sometimes friends can’t match your nuanced view or don’t have the life-force to get out of bed and grind in the service of someone else’s dream. The ability to enlist friends has more to do with charisma than a strong case for a product. Your charm or lack thereof early on will likely have no material effect on whether your startup gets off the ground. And finally, if you’re ever feeling down, friends and family can bring you up.
As a founder, if you want to go it alone, go right ahead.
2. “Pick a location where the experts are.”
Again, this advice is plain wrong. The logic goes something like this:
“Startups prosper in some places and not others. Silicon Valley, Boston, New York, etc. The reason startups thrive in these prime locations is because that’s where the experts and VCs are.”
That’s nonsense. You will flourish wherever you live if your thinking is expansive and habits are productive. Experts are on the internet. And herdish hipster hubs and startup cultures are known to release toxins into the local population. The fear of failure among peers breeds twisted performance indicators. Delusion, peer pressure, and conformity run amok and can be bad for business.
But if you live in one of these hubs, that’s okay, too. Close the door, get your butt in the chair and get to work. Just like you would anywhere else in the world.
3. Don’t hire a bad programmer.
Here’s where I break the pattern and agree. Disagreeing is fun and useful but has its limits. There’s never a reason to hire a bad programmer!
Non-technical founders sometimes think they’re hiring good developers and then wonder why their business feels like it’s composed of molasses. But having no tech background is not an excuse. I came into the technology world as a musician, with the technical knowledge of a chihuahua.
Luckily, even chihuahuas know it’s not okay to skimp on programming. When hiring programmers, I didn’t bark up the wrong tree; I started at the top, even when my company was at the bottom.
I knew from being a working musician that the best talents are more open to a gig than one might think. You have to approach them in the right way that makes them feel seen and appreciated. Before you reach out, learn about what makes them unique. Did they write a book about programming? Did they design or build a respected application or Open Source software? Is there anything about your story that’ll interest them?
Great talent can leave you feeling like you’re in a desperate relationship. Talented people are going to be passionate about things other than your company. Still, it’s worth it. It paves the way for great lessons in software development and leads to relationships with other great programmers.
Conclusion: Roughly 66% of startup advice you hear online is pure twaddle. The rest is accurate and often life-or-death. Startup success isn’t just about knowing the rules, but about knowing which rules to ignore. The best part is, as a founder, you get to decide for yourself. If that process appeals to you, congrats, it probably means you picked the right job.
Try out Yala, a machine-learning chatbot that knows the perfect time to post.
There’s a difference between being smart and being wise. Do you do things professionally and according to convention? Do you think ahead? Do you mostly make sound decisions? Can you synthesize information quickly and integrate it? If so, that’s great. You are probably smart.
You need to be smart to be a scientist but you need to be wise (probably weird too) to make a breakthrough.
You need to be smart to write an impressive poem or paint something majestic, but you need to be wise (probably weird too) to bring tears or make life-changing art.
Being yourself is inherently weird because you’re unique. It’s precisely this quality that we find appealing in exceptional companies.
Do you possess weird? Or do you follow the rules and treat business like a science?
Do you possess weird? Or do you inform your processes mostly by how others do/scale/fundraise/hire?
Does your startup possess weird? Or are your advisors mostly conventional thinkers?
Are you weird enough to be wise and wise enough to be weird? If yes, let the whacky, unconventional, zesty and courageous side of you have a space in your business and you’ll be all the better for it.
A green, flowering garden is pretty. It can also take a good amount of effort to maintain. The best gardens provide beauty, fragrance—even stuff to eat—and need minimal effort to maintain.
The good stuff — the output — of the best gardens, is set up to emerge naturally. By positioning plants that make use of one another’s byproducts in proximity to one another, the gardener gets time off.
The other factor is, of course, healthy soil.
Now, the output, which can be a commodity, merchandise, some sort of desirable outcome or effect — like shade — is what is ultimately desired by us people. In a smart garden, work is done to shape the ground to catch rainwater and we invest in great soil quality. The plants don’t need usquite so much when they have a healthy system that understands them. They’ll just do their thing and grow.
In a business, our desired outcome may be a quality product, sales growth, and a team whose productivity and happiness does not depend on individualized nurture. Behind it, you need good work. No matter what your output is, the good work is the core, and the output should be set up to emerge…
… as a byproduct of the good work.
By placing your focus on the work — the real product — a desirable commercial and cultural result can emerge with greater authenticity. By viewing your business’s output as its byproduct and by putting your energies into the work, the opportunities to achieve more, more easily, will increase immeasurably.
Just make a human promise, and keep it. This is a sentiment Seth Godin shared with me in an email correspondence.
If you can’t keep a promise, it really doesn’t matter how cool you are or how clever you are, your idea will be detached from an authentic purpose.
A promise is the bottom-line of a product. It’s the essence, the soul of the product. It infuses the product with meaning and value.
Mistaking product for promise creates (among others) two sticky problems:
Regarding your product as your promise numbs you to the essential purpose of the product. In other words, you’d be trading in a clear, company-wide view of the problem you set out to fix — your promise — for a hit-or-miss approach of trying to figure out what customers expect of the product. This is designlessness.
You also may resort to a one upmanship product-design model: designing your product by mostly looking at how your competitors are designing theirs. This can dull inspiration, innovation and creativity because you’re not actually connecting to your promise. You’re connecting to someone else’s. Your promise has now shifted to “we do what our competitors do.”
I was surprised to see how easily I myself fell into this trap.
Don’t (only) be clever. Make a human promise, and keep it. Stay true to your original idea, your promise. Staying true to this adage will protect you from a confused and arbitrary creative process, and from one upmanship. Bring joy and simplicity to your customer: don’t be clever, make a human promise and keep it.
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Pricing should never get you stuck, and though there are many approaches to pricing your business, I find the approach of less for less to be easier than others. At the end of the day, your support or sales staff needs to be able to sell the product and justify its virtue.
When pricing Mad Mimi, I needed to provide a compelling alternative to the dominant companies offering email marketing (Constant Contact, MailChimp, ExactTarget). This strategy of less for less not only succeeded in capturing a material segment of the email marketing space, but allowed my (at the time, small and scrappy) business to thrive with the bootstrapped resources I had available.
Here are a few general approaches to pricing:
Charging more and providing less
This approach can work if the product has a strong culture or a super-sticky design, but this is a branding and messaging tactic. It’s powerful but if not done right, this approach can expose sales staff to a troublesome sales lyrics and lack of conviction in your (high) price vs. (lesser) value vs. (lower-priced) competitors.
Charging less and providing more
I’m always suspicious that a compromise in quality for feature-richness is unavoidable with this model. Also, I don’t even know if I wantmore. I may just want easier or more elegant or more approachable. You don’t need to provide more and charge less to woo me. You can provide more and charge more, or provide less and charge less, but I don’t see the value in charging less and providing more unless you’re a utility company.
Justifying less for less
You may have convinced yourself: but my customers be unhappy with less features than competitors. I know how important a “search” feature is, and without that search feature, customers won’t be able to… search. Here’s the litmus-test for this concern: if the customer has that function accessible somewhere — anywhere — through a different service or context even if it’s painful, then that’s what they’ll do. They may request that feature and you may want to respond later, but they’ll like you for your minimalism and simplicity. It’s a healthy tradeoff.
Why not spin it?
Spinning a scant feature-set into a winning formula is imperative. If you perceive your scant functionality as a shortcoming, you’re working against yourself. So get you your simple, only-what-you-need-nothing-you-don’t boots on and kick sand in your bulky, oversized nemesis’ eyes. Be sure to accompany your gesture with the ability to provide an impassioned and empathetic and personal experience.
Hint: big companies have a hard time being empathetic, impassioned and personal. They have a hard time with “surprise and delight” too. You may have seem less to offer, but simplicity and empathy are important to enough people to give you enough runway to build yourself up over time as you mature.
Entering a crowded marketplace can be a little daunting — okay, a lot daunting — if you’re smaller, way smaller than the dominant players.
I get emails from time to time, mostly around this question. When I started Mad Mimi (see TechCrunch), I raised $100k — that’s it — and disrupted both MailChimp and Constant Contact to gain both materially higher NPS, robust revenues and more importantly, considerable traction. But how? By offering less.
Q: Can I beat the competition by having better design, better UX?
A: Good design and UX is always a good thing but only effective when used to ice a cake — and not to apply lipstick to a pig. So, the answer is no. This is an incomplete competitive advantage.
Q: Can I beat the competition by offering more features?
A: Most dominant technologies are already mature, which can be defined by being feature-rich. A rich feature-set is best done over a long time if you’re scrappy or in a blitz if you’re rich. Rich features though are almost always better than being feature-rich. This lets you focus on the most important customer-problems without being distracted by a broad set of features. If you’re ever managed a broad feature-set, you already know how annoying it is. Answer: probably not.
Q: Can I beat the competition by offering less features?
A: Now you’re talking! By offering less features, you give yourself two things: 1. you opt-out of the one-upping cold-war (as described by Jason Fried in Getting Real) and 2. you force yourself to offer simplicity as a value. Simplicity is one thing your big bloated competitor may have trouble with because they’re so “mature”. Maturity inevitably brings complexity. Infancy is bliss in this regard. Answer: probably.
Q: So if I offer less, how can I convince others to consider my product?
A: Less isn’t less-is-less, it’s less-is-simpler-is-better-is-liberating. This is where your good design and UX comes in. Less, combined with simple combined with killer design is the secret weapon of the scrappy startup. But there’s a final detail that will make or break everything…
You need to make a human promise, and keep it.This is from a conversation I had with Seth Godin. Superb advice.
If you’re not actually solving a problem, if you’re not actually providing value, your design, your UX, your charm and marketing, may be lipstick.
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You’ll know a good idea when it feels simple to articulate.
You’ll know a less-good idea when it feels complicated to articulate.
Now, to build a system, you need fine builders.
It’s easier to recruit those fine builders with an achievable plan that makes their tasks clear. Think of this as a task model.
The task model
The diagram below shows three sets of “cards.” It’s an architecture template that you can do yourself at home using nothing more than some paper — or better, cards — and a pen or marker.
The customer performs activities. The builder performs tasks. What do your customers need your help with? What are the problems you’re solving for them? These are activities.
Being frugal when deciding your initial customer-activities is the key to good execution. Narrowing your idea is an artform. It’s neither easy or simple, and requires a lot of letting go.
An achievable task model depends on having a small number of activities. There are many tasks associated with a single activity, and the more tasks you include, the more clear the work-ahead becomes. Tasks inform the us of the size and complexity of the project.
The subtask and the details.
To properly estimate the scope, the cost and the timeline of your project, spending some quality time mapping out subtasks or details will serve you well. Subtasks and task details help avoid confusion, enable builders to make better granular decisions and better comprehend what’s required of them.
Don’t try to simplify your tasks. Throw in everything you think of in a stream-of-consciousness. Tasks are like cash — another dollar doesn’t hurt — so don’t be sparing, but do be sparing by the activities. Highly-constrained activitieswill result in manageable tasks. Unconstrained activities will result in unmanageable tasks.
A task model is the first step to making your any idea manifest. It’s a technique used by many of the smartest people in software and it’s drop-dead simple to do yourself.
Customer’s problems are mapped to activities. The system’s responsibilities are mapped to tasks. Subtasks help those building the system have more clarity and make better decisions.
I’ll share more on story mapping and ultra-fun card mapping in my next article.
Jeff Patton’s book User Story Mapping is indispensable if you’re serious about getting deeper into story mapping and task modeling.