Control Your Message or someone else will

Media Training Book

1
 Index
Understanding Corporate Reputation 3
What are our Messages? 7
Facts About Indian Media 9
News Publishing Cycle 13
Why journalists behave like journalists? 15
Preparing for an Interview 16
Decoding Body Language 17
Body Language Posture 18
Message in a Bottle 19
Oh, the mistakes spokespeople make 21

Source: Registrar of Newspapers India.

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 Understanding Corporate Reputation
Many people create summary evaluations of products, companies and countries as a way of thinking about them. Rather than weigh up the pros and cons
of every attribute of a product or company as a rational economic person might do, most people make choices on the basis of limited information. They
also form summary evaluations or stereotypes (beliefs) of people and professionals.

These stereotypes (beliefs) can have a profound impact on out initial and subsequent reactions to new ideas, products and services. People also form
stereotypes about organizations, e.g. steel plants are noisy, hospitals are clean, etc. David Ogilvys guiding principal was that consumers do not buy
products, rather they buy products with a personality. Therefore each brand must have a distinct personality that fits with the self image of the
target.

The notion of brand image can easily be genaralised to companies and other DEFINITIONS
types of organizations. While the management literature uses the terms
corporate image and corporate reputation interchangeably, it is useful to
make distinction between these two concepts. It is also useful to define the Corporate No associations
?
Identity
third concept namely corporate identity. Lack of awareness
Or
Confusion
CORPORATE IDENTITY enhances
The symbols (logos, colour scheme) an organization uses to identify itself to recall
people.
Corporate
CORPORATE IMAGE Image
The total impressions (beliefs and feelings) an entity makes on the minds of
the people. Combines with
To form
Their
reputation
of an
CORPORATE REPUTATION A persons prior values
organisation
The evaluation (respect, esteem, estimation) in which an organisations image about appropriate roles and
is held by the people. behaviour for
this type of organisation

If the total impressions of a company fit with a persons values about

appropriate behaviour for that company, then the individual will form a good reputation of that company.

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It is important to appreciate that Reputation is a convergence of three things:

Good Business
Good Communication
Goodwill

Unless a company does not show good business around these key components consistently over a period of time, one cannot build a sustainable
reputation.

This diagram illustrates that by CREATING CORPORATE IMAGES

simply changing the Vision Organisation
AND REPUTATIONS
organisations marketing Culture
communications is unlikely to Country, Industry
have a major impact on the and Brand Images
reputation held by the
employees and external groups.
External
To achieve significant change in
(Interpersonal)
the way people think about the Communication
organization usually requires
changes to some very basic
organizational activities. Formal Employees External
transmitted through transmitted through Previous
Company Images and Groups
Policies Reputations Images and Product/Service
internal communications Interpersonal Experience
of the communications Reputations
Company of
the Company

Support by
Feedback Members of
the
Marketing
Feedback Distribution
Communication
Channel
and
Product/Service
Offerings

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IMPROVING CORPORATE REPUTATION

The first step in dealing with a reputation is to recognize that it can be managed.
This can only occur if it is understood that reputations exist in the minds of the key
Products & Services
stakeholders. High Quality
Innovative
The second step in dealing with reputation is to develop the framework identifying Social Value for Money
the major factors which combine to influence the reputation of the organization. An Responsibility Stands Behind
Supports Good Emotional Appeal
organizations reputation is formed by what people are saying about it and what the Causes Feel Good About
organization does and says about itself. To fully understand these factors it is Environmental Admire and Respect
necessary to identify the activities which influence every aspect of how a typical Responsibility Trust
organisation communicates with both its internal and external stakeholders. Community
Responsibility
There are ten widely accepted components of corporate reputation.

1. Customer Focus: (a company that...) cares about customers, is strongly Workplace Vision &
Environment Leadership
committed to customers. Good Place to Work Market Opportunities
Good Employees Excellent Leadership
2. Quality: (a company that...) offers high quality products and services. Rewards Clear Vision
3. Reliability: (a company that...) stands behind its products and services, Employees Financial
Fairly Performance
provides consistent service. Record of Profitability
Low Risks Investment
4. Leadership: (a company that...) is a leader rather than a follower, is Growth Prospects
innovative. Outperforms Competitors

5. Management: (a company that...) is well managed, has high quality

management, has a clear vision for the future.
6. Financial Performance: (a company that...) is financially strong, has a track record of profitability, has growth prospects.
7. Employee/Workplace: (a company that...) has talented people, treats them well and is an appealing workplace.
8. Social Responsibility: (a company that...) recognizes its social responsibilities, supports good causes.
9. Ethical: (a company that...) behaves ethically, admirable, is worthy of respect, is trustworthy.
10. Emotional Appeal: (a company that...) I feel good about, is kind, is fun.

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THE VALUE OF A GOOD REPUTATION
There are a broad range of benefits that a company with a good reputation enjoys:

Marketing Benefits
1. Ability to charge a premium for its products and services
2. Increased sales
3. Greater Customer Loyalty
4. More purchase recommendations
5. Greater ability to introduce new products or enter new markets

Business Operations Benefits

1. Facilitating employee recruitment, commitment and retention
2. Greater Employee satisfaction that influences customer satisfaction
3. Greater ability to successfully put together business deals
4. Help is supporting share price and financial performance
5. Facilitating good relationships with suppliers

Business Environment Benefits

1. Greater Investment, higher stock price
2. Encouraging or discouraging regulation and legislation
3. Facilitating community relations
4. Increased media coverage
5. More favourable industry comments

Goodwill Benefits
1. Greater ability to cause negative things NOT to happen ( e.g. negative news coverage, legislation)
2. Greater ability to gain the benefit of doubt in questionable situations

This would form the basis of any measurement system for reputation measurement and evaluation.

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 What are our Messages?

USHA is a responsible corporate citizen committed to empowering women from rural sections through skill development and supporting them on
the path of financial independence and entrepreneurship

Persuasive and compelling stories that demonstrate the impact that Silai Schools have made

Res RESPONSIBLE CORPORATE EMPOWERMENT ENTREPRENEURSHIP

1 2 3

- Running a sustained corporate program USHA Silai - More than 36,000 learners have - Creating a whole new eco-system
School which has been making a difference in the completed their course from of start-ups in rural India
lives of women from rural sections of the society USHA Silai Schools - Through USHA Silai schools,
across India equipping them with sewing skills - Nearly 8,000 learners continue to women are imparted sewing skills
- Since 2012, in partnership with 50 NGOs, running over get sewing skills training and earn an average income of
10,000 USHA Silai Schools in all the 29 States and 5 everyday Rs3,000/month, highest earning
Union Territories of India and in Nepal and Bhutan - These trained women skill atleast going upto Rs18,000/month
- 230 master trainers skill these women through a two other women in adjoining - These skilled women can set up
rigorous 7 days training for about 70 hours villages to set up their own USHA their own Silai Schools in their
- Share your Love, a program as part of which ,over Silai Schools respective village or take bulk
1% of sales proceeds from USHA sewing machines - Feedback and need based
orders from schools, local
refresher courses given to women
contributes to USHA businesses etc. in their locality
- This financial income coupled
Silai schools
with an enhanced sense of self-
- The campaign website ShareyourLove.in enables
worth is facilitating in creation of
individuals, corporates, Government bodies etc. to
empowered change agents across
contribute towards providing life skills to these women
the length and breadth of rural
India

Corporate /FMCG CSR/HR and Education Features Start-ups and Entrepreneurship

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 Facts About Indian Media
The Indian M&E industry is anticipated to clock revenues worth Rs 917 billion (US$ 16.87 billion), growing 11.8 per cent in 2013 (up from Rs. 820 billion
[US$ 15.09 billion] in 2012 when it grew by 12.6 per cent); digitisation and growth in new media being the propellers, according to a recent report by
KPMG.

Print media has grown at a rate of 10.2 % over the last five years and is expected to grow at a CAGR of 8.7% from 2012 to 2017. There are 82,000
registered newspapers in India. There are 173.80 million regional newspapers and 22.21 million English newspapers in total. Television (TV) dominated
the M&E landscape in India, growing 12.5 per cent in 2012 and accounting for Rs 370 billion (US$ 6.81 billion) of the total revenue, followed by the print
segment.

In India, there are 823 TV channels with more than 400 news and current affairs channels. Radio too has shown considerable resurgence. Indian radio
industry clocked revenue of Rs 1,530 crore (US$ 281.51 million) in 2012, growing at 5 per cent while it is anticipated to grow at 7 per cent in 2013. From
21 private FM stations the number increased to over 205 predominantly music & entertainment based programming. With Phase III of radio licensing, the
industry is gearing itself for expansion into small towns around 294 new cities with 839 stations across the country. At present 86 cities are covered by
FM radio services.

Coming to social media, there are approximately 150 mn active urban Internet users (Access internet at least once a month). 92 million of these Internet
users from the urban cities; and 38 million from rural areas. An emergence of integration of TV, internet and mobile services can be seen. Local content
is gaining ground on the social media platform with Hindi and other language-enabled portals, blog platforms etc.

Different strokes for different folks!

Wires / News Agencies
Generally write hard, relevant by the minute news stories and feature articles
Reach out to a larger media universe across India
What works with them?
o Interactions with wires / news agencies is generally preferred when the news is big and important as it gives the advantage of speed and
reaches a large audience
o Wire services except PTI (Press Trust of India) do not enjoy a good pick up
o Feature stories generated by IANS (India Abroad News Service) are generally picked up by consumer media predominantly
Print
Divided into various beats general dailies, business dailies, magazines, language publications. All the general dailies have supplements that cover
entertainment, travel, health, society etc

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 What works with them?
o General and business dailies
Headline needs to be catchy
Media net (asking for money for a brand specific article to be placed in the publication)
o Language
Focus more on local/ city specific news
The advertorial and editorial teams for publications in small towns are common and hence they try to solicit advertising revenue
Magazines
More in depth, feature driven and informative articles. Stories take time to convert as magazines plan 2 months in advance
Decline in the general content category as readers demand more focused content with special interest magazines and niche content magazines
However, the industry is observing magazine players moving towards alternate revenue sources such as events, activations, online lead generation
and digital media platforms
Broadcast
TV channels in India predominantly have general news and business based programming
What works with them?
o Exclusive, breaking news
o It is an impressionist, sensationalist medium
o Sound bytes led
o Masala news (sensational) and paid news are in
o Regional channels tend to focus more on local, regional content
Radio
Local FM channels are relevant for regional cities
A few of the radio channels are a part of the media houses
Radio channels are not allowed to air news like the ones of TV
Online
News, launches or reviews are carried online
Newspaper websites tend to be a photocopy of print editions. Regional and vernacular newspaper websites are infamous for shoddy user
interfaces and broken links
Social
Twitter a platform for news dissemination, citizen journalism and audience interaction
Majority of Indian journalists are on twitter
QR (Quick Response / Read) codes have also been introduced. Mid-Day has used them to create a connect between newspapers and mobile phones

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The Biggies

10
11
 Indian Readership Survey 2013 Topline Findings

Top 10 Dailies Top 10 English Dailies

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Top 10 Hindi Dailies Top 10 Language Dailies

13
 News Publishing Cycle

Newspapers

Magazines

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 Why journalists behave like journalists?

Journalists

Are human beings

Have to meet impossible deadlines
Work under severe pressures to deliver
Have staff & technology constraints
Work for by-lines

Journalists Rights Journalist's Duties

To ask questions To inform the public

To collect news To report the truth
To give comments To offer a balanced and fair view
To criticize To listen to the arguments of both sides
To inquire

Your Rights Your Duties

To know the agenda prior to any meeting To provide factually correct information
To establish context To speak the truth
To affirm and restate your message To substantiate your claims
To respond to accusations To speak on your subject only
To correct factual errors To respect time & deadlines
To rephrase vague questions

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 Preparing for an Interview
PRE-INTERVIEW INTERVIEW
Understand the pitch Break the ice
what is the medium?
who is the journalist? Establish the agenda
Set Objectives Ask for deadline
what do you want to achieve
define context/ relevance Be conversational
discuss the program speak with not talk to
Prepare your subject; create a fact sheet Substantiate claims
keep it handy
Rephrase and clarify where
Define key messages necessary
establish a minimum number of key
messages Sum up by restating key messages
Anticipate questions
we do not just answer questions, we deliver
Things you should never say
our messages
No Comments
Rehearse! rehearse! rehearse!
Ill tell you off the record
The Story youre doing will really
help my company
Please read back the story before
filing it
POST-INTERVIEW
Send information that you have promised
DO NOT ask to read back quotes
DO NOT ask to show you the article in
advance
Correct factual errors
Send a thank you note
Dear Mr Burson,
It was really nice meeting you, something that I
will always remember.
Warm regards,
DN Mukerjea, Business World
D.N. Mukerjea:
Simply want you to know that I enjoyed the
article you wrote from our talk in New Delhi a
few weeks ago. I liked meeting and talking with
you and I like the article.
I'll try hard to measure up to it!
Harold Burson
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 Decoding Body Language

RESPONSIVE REFLECTIVE FUGITIVE COMBATIVE

ENGAGED LISTENING BORED
LET ME SPEAK
Leaning forward Head tilted Staring into space
Finger tapping
Open body Lots of eye contact Slumped posture
Foot tapping
Open arms Nodding Doodling
staring
Open hands High blink rate Foot tapping

EAGER
EVALUATING
(sprint position) LET ME GO AGGRESSIVE
sucks glasses/pencil
open legs feet towards door leaning forwards
strokes chin
feet under chair looking around finger pointing
looks up and right
on toes buttoning jacket fists clenched
legs cross in 4 position (ankle on knee)
leaning forward

REJECTION
ATTENTIVE
READY TO AGREE sitting/moving back DEFIANT
(standing)
closes papers arms folded (standing)
arms behind back
pen down legs crossed 11 position (thin on knee) hands on hips
smile
hands flat on table head down frown
open feet
frown

LYING
touches face
DEFENSIVE hand over mouth
(standing) pulls ear
feet pointing in eyes down
hands clenched glances at you
shifts in seat
looks down and to left

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 Body Language Posture

RESPONSIVE REFLECTIVE FUGITIVE COMBATIVE

Courtesy: www.johnhole.com/article18.htm

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 Message in a Bottle
Notes on the Art and Science of Effective Messaging
by Steve Bennett, Media Mentor
We all know the old "message in a bottle" motif from books, TV shows,
and movies: sailor survives shipwreck and washes up on deserted island;
stuffs message in bottle; floats bottle out to sea; then waits for someone
to rescue him. His effort, of course, is symbolic - the odds of someone's
finding his plea for help, let alone locating the remote island, are
astronomically small. In literature and the cinema, such low odds don't
matter; in the world of corporate communications, getting your
messages delivered and heard is the only thing that counts.
Unfortunately, many companies today follow the venerable "shipwrecked
sailor model" when they deal with the media. In essence, they float a
bottle filled with vague or convoluted messages that have little chance
of leading journalists or editors anywhere. Some companies don't
prepare message points at all for media engagements - they just assume
it suffices to tell their story and see what, if anything, washes ashore.
Often, little or nothing worthwhile does.
Why do companies so often miss the messaging boat? Based on my
experience as a corporate trainer, I believe two types of thinking are the
major culprits:
1. That's Not My Department's Message. A lack of consensus is one of
the biggest impediments to developing company-wide messaging. "We
don't have any messages yet, because we can't agree on which ones are
the 'right' ones," is a common lament, especially in organisations plagued
by turf wars or the show-stopping "Not Invented Here" syndrome.
A variation on this theme is that separate divisions or departments may
have their own proprietary message points and act as independent fiefs
when dealing with journalists and editors. At best, this leads to
inconsistent messaging; at worst, it results in confusion on the part of
the media.
2. Let's Give them the Works. Many companies, especially those
engaged in complex technological pursuits, assume that journalists and
editors need and want to know all there is to know about their
products and services, and that the message is everything!
Spokespeople for these companies often overwhelm interviewers with a
"core dump," leaving it up to the journalists to figure out what's
important. This often frustrates members of the media and diminishes a
company's chances of getting its most important points into print.
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How can you avoid these messaging pitfalls? I strongly recommend that Captures your unique value propositions (again, without sales
you sit down with your colleagues and PR experts, call a truce on turf hype).
wars, and hammer out the most important ideas that you want to convey
to the media. As you brainstorm, keep in mind that good messaging Provides an instant snapshot of what your company stands for
includes a few succinct points that can be delivered as sound bites. Good and where it's headed in the future.
messaging also:
As you learn the art and science of messaging, your spokespeople will be
Strategically positions your company within its market segment. able to more effectively navigate their way through oceans of media
interviews. And they should find it clear sailing ahead.
Paints a cohesive picture of your company's main strengths,
capabilities, and competitive advantages (without sales hype,
which the media tunes out).

Courtesy: Steve Bennett, a Cambridge, Massachusetts-based media trainer who specialises in helping spokespeople of high-technology companies
deliver effective strategic messages to: the trade, business, and consumer media; analysts; stakeholders; and the public .

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 Oh, the mistakes spokespeople make
Ten Sure-Fire Ways to Blow an Interview
by Steve Bennett, Media Mentor

Question: What do many new spokespeople at technology companies
have in common? Answer: they make similar mistakes and fall into
similar traps. Based on my experience as a media trainer, the most
common ones include:
1. Misunderstanding the Media. Too many spokespeople confuse PR
opportunities with free advertising. Ouch! No reporter, editor, or host
wants to be a billboard for your products or service; their job is to
provide interesting and useful information to their readers or audience.
And if you help them do so, you'll maximise your chances of positive
coverage.
2. Misunderstanding the Spokesperson Role. Some spokespeople think
that they're on a sales call when they meet the press. So they toss out
puffery and hyperbole or try to "close on the objection." Then they
become frustrated by the "poor" coverage, if any, that they receive. The
key is simple: inform, don't sell.
3. Lacking Message Points. At first blush, it might seem that telling
spokespeople to have message points is as obvious as telling them to
wear clothes during an interview. But in fact, many spokespeople do
arrive metaphorically naked for interviews - bereft of key message
points. Deliver several strong messages well, and you might just see
them in print or on the air.
4. Unleashing a Core Dump. When spokespeople feel the need to
educate the interviewer about everything that could be known about
their products, services, or companies, the interview loses focus. An
effective spokesperson knows when to cut to the chase and assess what
level of detail the interviewer is seeking.
5. Over-Answering. Most inexperienced spokespeople don't know when
to stop talking. By babbling on, they increase their chances of being
misquoted or driving the interview off-topic. Don't snatch defeat from
the jaws of victory - keep answers short and to the point.
6. Failing to Listen. A guaranteed way to irritate an interviewer is to
interrupt or finish his or her questions. You need to establish a rapport
and communicate respectfully - just as you would with a colleague or
friend.
7. Speaking in Jargon. It's often tough for spokespeople to adjust their
technical level to that of the interviewer. But it's also critical. If you talk
over the interviewer's head, you'll decrease the chances of an accurate
write up; if you "dumb down" the information for a technologically-
sophisticated interviewer, you'll likewise decrease the chances of getting
the kind of coverage you desire.
8. Missing the "So What?" Too often, spokespeople focus on the
intricacies of their technology and forget that ultimately, the game is
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about offering a better value proposition for your customers.
Demonstrate how your products and services solve your customers'
problems and help them achieve their goals.
9. Trashing Competitors. Spokespeople can easily lose credibility if they
boast about overthrowing the 800-pound gorilla in their market space.
Far better to talk about the unique features and advantages of your
offerings and how you plan to increase market share. In short, take the
high road when it comes to competitors - you'll do more to increase your
chances of obtaining the good press you deserve.
10. Playing Tug of War. Some spokespeople believe that they need to
come across as "tough," so that they can control the interview through
intimidation. Bad idea; you might win a battle or two, but you'll still lose
the war. Victory goes to he or she who controls the ink. So be a smart
player and check your ego at the door. Are there other mistakes
spokespeople can make during an interview? Sure. But if they can avoid
the "Big Ten," they'll maximise their chances of a successful experience
with the media.

Courtesy: Steve Bennett, a Cambridge, Massachusetts-based media trainer who specialises in helping spokespeople of high-technology companies
deliver effective strategic messages to: the trade, business, and consumer media; analysts; stakeholders; and the public.

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 This is the intellectual property of Genesis Burson-Marsteller Public Relations Pvt. Ltd.
Any unauthorised use or misrepresentation of this document can invite legal action.

one team
one experience www.genesisbm.in

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Chimes, 61, Sector 44 Gurgaon 122 003 Haryana, India. Tel: 91(124) 441-7501 Fax: 91(124) 404-4744