Throughout most of the 20^th century manufacturers worldwide regularly faced “make or buy” decisions. Some manufacturers considered it a badge of honor to make all their own components to ensure high levels of quality. I can recall visiting Tektronix back in the late 1960s as a magazine editor, and was somewhat surprised to learn that it manufactured everything that went into its oscilloscopes – right down to the knobs on the front panel.

Now fast forward to the 21^st century where “make or buy” decisions have given way to “when to outsource” options that encompass an increasing number of business operations including Marketing. Indeed, outsourcing has become commonplace because it has given birth to successful new business models. Perhaps one of the most noteworthy is the “fabless” business model within the semiconductor industry.

In the fabless model, the entire wafer fabrication process is outsourced to world class wafer foundries thus freeing the fabless chip company from the enormous cost and resources needed to build, operate, maintain, and keep fully utilized their own fabs. By the same token, fabless companies can focus their resources on design, innovation and building brand equity for differentiated products. Even AMD, whose illustrious founder Jerry Sanders once asserted, “Only real men have fabs,” is well along the path of adopting the fabless business model.

If a company fits any of the following descriptions, then it would be well advised to consider outsourcing the Marketing function:

• Start-up without anybody on staff to oversee marketing: Needs immediate expertise to help build and train marketing/sales team, and calibrate product development to meet real-world customer requirements.
• Company undergoing a major reorganization: Needs experienced help that can hit the ground running to maintain marketing momentum and help restructure and re-train the marketing/sales organization.
• Established enterprise reinventing itself: Needs timely and objective perspectives and strategic recommendations in targeting new market opportunities.

In outsourcing the Marketing function, we have found that the most effective approach is for a company to appoint the appropriately experienced person within the consultancy as ”Chief Marketing Officer” (CMO) reporting to the CEO, and communicating to all employees that this is an “acting” position that will ultimately be a staff position within a 1 to 2 year period. If there are any senior marketing people within the company, including those at the VP level, they would be considered as potential candidates.

Thus the stage is set to empower the outsourced CMO to move authoritatively and quickly to implement the programs needed to drive marketing success – as it also puts a big carrot on the stick for any senior marketing personnel interested in becoming the company’s CMO upon completion of the outsourcing period. Over the course of outsourcing its Marketing function to an experienced consultancy, a company should expect to see tangible results within the first three months of engagement.

According to Eric Auchard, technology correspondent for Reuters, “The best way for companies to deal with news media is to treat reporters like a hungry teenagers.” He goes on to say, “We’re impatient…we’re on deadlines and we need to be fed. If we’re not fed, we get angry and have tantrums.” In offering this view to the Bulldog Reporter’s Daily Dog newsletter a few months ago, he reaffirmed the vital role that the oft-maligned news release plays in helping reporters do their job.

As you may recall from my previous blogs, I am a big fan of news releases as they have evolved into valuable marketing tools for high-tech companies. In the Q&A that follows (excerpted from the Daily Dog interview), Auchard reminds us that news releases still hold great value doing what they were originally intended to do — provide reporters with a succinct, factual summary of a news development.

Why are you pro-press release when so many of your colleagues aren’t?

Press releases are spit upon by the press and they really shouldn’t be. They are very important commodities in the reporting process. We need the information in them to do things like fact check our stories, for starters. So the press release certainly isn’t dead—or, at least, I don’t want it to be. We want product details, specs, contacts, facts, data—and we can find that in press releases. So please send them.

The irony is that many in PR and even the people at Google aren’t doing releases like they should or like they used to. They seem to have bought into complaints from some in the press that releases are boring or useless and that’s just not the case. Some of this may be an effect of the blogosphere, where bloggers have made fun of press releases. The idea seems to be, “Don’t give me the press release—just the facts, please.” But that doesn’t scale.

Sure, every journalist, writer and blogger wants to focus on the meaningful stuff. But press releases are full of things that are boring and necessary to file a story, including the spelling of names, correct capitalizations of funky technology names, and even boiler plates that give you a definition and context about the business and market. Sometimes, even the dateline is important—it tells us where the company is headquartered. And sometimes, it’s the contact information that’s what we need because we can’t find it anywhere else.

Are you saying that companies just aren’t providing press releases anymore—or that the releases they’re providing aren’t useful?

I’m saying both things. One trend we’re seeing is companies not sending releases at all. And another is that releases may be coming too late, for starters. For example, a lot of PR people tell us they’ll get us the release after a briefing. Well, that’s useless. We need it before the briefing so we can ask more informed questions. We don’t want to have to ask the basic factual questions that you can just put in the release for us.

Can you give an example?

Google typically does its announcements on its blogs. The bigger announcements that impact investors, of course, are done in releases. So, we’ll get a call and get briefed and whatever we hear is over the phone.

Why is that a problem for the media—or company?

I have repeatedly had interviews with high-level executives at Google and other places, where I would have had more context and been able to ask more focused questions if I would have had a press release ten minutes in advance. The benefits to the companies and PR people would be: shorter interviews, livelier quotes and more significant interviews that get to the real story or correct angle. If you have a real long press release about a complicated issue like a partnership—that gives us context, for example. It also lets us know how you see, and are positioning, the announcement. Conversely, just stringing together a bunch of facts in a phone conversation or post is where things can go wrong in the reporting process.

Everybody in PR knows the more you give reporters the information they need, the more you control the story. The more you make us fish, the more we go off the reservation and find our own ideas. Of course, reporters should remain independent, but the less you help, the more potential there becomes for negative and incorrect stories.

The so-called “White Paper” — which originated as an official government document more than a century ago — derived its name from the “White Book,” an earlier established document addressing a broader set of government policy issues. Perhaps the most oft-cited example of an early white paper focusing on a specific issue was penned by Winston Churchill in 1922. Interestingly, Churchill addressed a topic that is still timely today, namely the political conflict in Palestine.

Just as the News Release has evolved over the past century into a powerful high-tech marketing tool (see my prior blogs on this), so also has the white paper. The power of the white paper to persuade is directly proportional to three factors: 1. How clearly the author presents a critical issue or problem facing the intended audience; 2 How objectively the author describes possible solutions and their trade offs; 3. How well the author refrains from promoting a company’s products, leading the reader instead to draw his/her own conclusions.

Because the Internet has become the principal medium for presenting white papers, it should come as no surprise that the most widely read white papers are short in length, typically 7 to15 pages (single spaced, 11 pt font, including charts, diagrams, photos). The most persuasive white papers are written in an objective, conversational style, and lead the reader to an informed decision.

Use of graphics is highly recommended. Indeed a picture or chart is worth a thousand words. The judicious use of graphics along with a compelling headline and subheads will give a white paper the visual magnetism and easy readability it needs to compete in an information-cluttered environment.

White papers are now so widely used as marketing tools that they have spawned a network of freelancers who specialize in writing them. Of course, the best white papers result when they are written (or directed) by persons with extensive experience in the subject to be addressed. Writers with limited experience can be effective as long as they have mastered the art of interviewing those with extensive experience in the subject to be addressed, and as long as they triangulate the information gathered from interviews with independent research.

Well crafted white papers continue to earn their stripes as powerful marketing tools. They can be used by a company’s sales force calling directly on customers and prospects. They can also generate leads by promoting them via news releases announcing their publication, and by posting them on the company’s web site. Moreover, there are opportunities to gain wider exposure via syndication (i.e. paid distribution using network of specialty web sites). We would be remiss if we didn’t tip our hat to Google AdWords as yet another way to expand the targeted awareness of white papers. Indeed, Google’s pay-per-click advertising can potentially capture customer prospects before they have made a purchase decision, while they are still thinking about critical issues and trade offs.

In summary, white papers have come a long way since Winston Churchill occupied 10 Downing Street. Although they are still used to present national government policy issues and their implications, they are more widely used today by businesses as marketing tools. Smart companies using them will understand that the most persuasive white papers are not re-purposed data sheets or sales brochures — but rather an objective and compelling exploration of a critical issue, and how it could be best resolved.

The art in writing persuasive white papers is to refrain from promoting your products/services in favor of leading the reader through and objective view of critical issues and ways to resolve them in a manner that would make him/her favorably disposed to purchasing your products/services.

Over the past three blogs, I have mused over the expanding role of the news release since the very first one was issued about a century ago by the Pennsylvania RR at the urging of one of the very first PR practitioners, Ivy Lee. While the news release continues to fulfill its original role as a factual, succinct summary of a newsworthy development, it has proved over the years to be a more powerful marketing tool than meets the eye.

Because the process of writing a news release is deadline driven, its sense of urgency naturally commands the attention of all key stakeholders (often the CEO) in the messages that the release is to impart. As I have noted in a previous blog, the process of drafting the release often unmasks a lack of consensus among the stakeholders about key messages — and in some instances, an embarrassing lack of strategic marketing and/or weak product/corporate positioning.  Thus we find the news release performing an unintended but very critical role of driving consensus around marketing issues and key messages. In the best of circumstances, this consensus is reached before the deadline, otherwise the news release is postponed until such consensus is reached.

In the Internet Age where virtually anyone can become their own publisher, the news release takes on heightened importance as a communications and marketing tool.  Not only can it be distributed worldwide instantaneously and picked up by major portals just as quickly (thanks to electronic distribution by providers such as Business Wire), but it also becomes a searchable document that will be accessible on the Internet virtually forever.  Therefore, news release craftsmanship today needs to carefully consider the key words that its target audience is likely to search as well as what is said today may read in the future, perhaps years from now.  Indeed, the news release serves as a factual milestone that could be drawn upon in the preparation of future articles many years hence.

The real beauty of of distributing news releases in the Internet Age is the third dimension afforded by using hyperlinks within the release.  In the old days of printing and snail mailing, best practices and media preference suggested the length of the release be no longer than 3 pages double space.  But not so on the Internet where releases need be no more than 1 page single spaced with embedded hyperlinks that will zoom you to a “landing page” or photos, charts, graphs and even a video to get more information about the newsworthy topic.

In closing this final chapter on news release evolution, I would be remiss if I did not cite how effective the news release can be in directly communicating with current and prospective customers.  By emailing customers advance copies of the news release about a week before its released to the media, you’re telling your customers that you want them to be the first to know.  This not only flatters customers in that you consider them important enough to tell them the news before its news, it also compels them to read the release immediately owing to its deadline nature.  I have effectively used advance copies of a product news release to invite customer prospects to an event at which the new product would be formally unveiled.

Thus Ivy Lee’s “press release” of yore, which I prefer to call a news release, has evolved into a more powerful communications and marketing tool than meets the eye. Those who do not treat it as such are sadly shortchanging themselves.

The News Release has evolved into a powerful electronic publishing tool in the Internet Age, however, many companies fail to exploit it as such. Before going into detail, let’s add some historical perspective to see how the News Release ascended to this point about a century after Ivy Lee, one of the first PR practitioners, issued the very first “press release” about a tragic accident on the Pennsylvania RR.

Up until the Internet soared to worldwide popularity in the 1990s, there was a lot of competition among technology companies to get their news published in business and trade publications. Editorial space was limited because it had to be paid for by advertising.  Publishers of print media typically aimed for a 60:40 ratio of advertising to editorial…that is 60 pages of advertising to pay for 40 pages of editorial. As the number of high-tech companies mushroomed beginning in the early 1970s, so also did the number of trade magazines grow to serve an expanding world market.  During this halcyon period of print publishing, trade magazines would receive thousands of news releases from high-tech firms either directly or via PR practitioners, whose number also grew significantly during this period.

Even with more print trade/business magazines, the competition for editorial space was still intense.  Of the thousands of news releases a magazine received each month, only a small fraction found their way beyond the trash can and into the editorial pages. Not surprisingly, those companies that were regular advertisers found that their news releases picked up more often than those companies not advertising.

Fast forward to the present where we now see print media unable to maintain the 60:40 ratio, and challenged to find ways to monetize their content on the Internet.  Effectiveness of pop-up ads remains debatable, while paid subscriptions to newsletters and sponsored webcasts/white papers are among some of the ways being pursued. Google has emerged as the great white hope with powerful search and analytic tools that enable traditional print media publishers to demonstrate how well their content attracts targeted audiences. Nonetheless, publishers of business/trade magazines are still trying to build Internet revenue models that can provide the profits they were used to getting in the old 60:40 days of print.

As print media continue to scramble for ways to monetize their content on the Internet, more and more companies are realizing that they can be their own publishers by instantaneously distributing their own news releases worldwide by using the services of a Business Wire or PR Newswire. While PR practitioners still strive to capture editorial space for their clients in trade/business media — be it print or on the Internet –they no longer rely solely on doing so. In fact, distribution and exposure via Business Wire is considered adequate for many of the releases issued by a company. Moreover, the use of a Business Wire gives the release the imprimatur of officially being published.  This along with the simultaneous posting of the release on the issuers web site serves to attract the targeted audience on a 24/7 basis.  Not to be overlooked, once published on the worldwide web in this way, the release via its key words will be “searchable” virtually forever…which should make companies consider how well their key messages in the news release will play over time.

The real beauty of the electronically published news release is that it can be immediately accessed by Internet visitors worldwide on a 24/7 basis.  Those who search on key words in the release will most likely fit within the target audience profile.  Moreover, the news release can contain a hyperlink that will take the reader to a “landing page” that provides more in-depth information than the news release imparted. In moving the release over the wire, it can also be accompanied by photographs, charts, graphs and even videos

Without question, the news release today is relied upon to communicate (and control) virtually every aspect of news, both positive and negative, and to do so in a manner that builds both credibility and brand equity for the issuing entity. Over my 30-plus years of providing strategic communications counsel to high-tech clients, and writing more news releases than I can remember, I have come to regard the news release as an unsung hero in driving succinct, timely and disciplined communications both internally and externally. And unfortunately, I have often seen the news release development process expose a surprising lack of strategic and product marketing that should have taken place before the sourcing of the news release began.

Indeed, the news release has come a long way since Ivy Lee issued the very first “press release” in 1906 for his PR client, the Pennsylvania RR, which fell victim to a tragic railway accident at the time. Because news releases must be brief (ideally no longer than 3 pages, 11 point type, double spaced), they demand that the “who, what, why, when and where”of the news be factually and creatively woven into key messages that have been strategically fashioned to burnish the issuer’s corporate and/or product brand.

The brevity of a news release, even more critical in the Internet Age, forces the issuer to re-think carefully all key messages supporting corporate/product positioning vis-a-vis the changing competitive environment. More often than not, I have begun gathering inputs to write news releases to launch high-tech products only to find out that there was a lack of consensus among key execs about product positioning against competitive options.  As a result, the iterative revisions of a news release draft perform an unintended role of driving consensus.  This in turn surfaces the need to do additional market research, which can lead to  postponing the announcement until adequate strategic marketing has been performed to validate product positioning.

Thus the news release becomes the unsung hero in driving consensus among execs on important issues such as product positioning — and in the iterative editing process, it further drives the execution of strategic/product marketing that should have taken place before the sourcing for the news release began.

By some accounts, it was Ivy Lee (1877-1934) who was the first real public relations practitioner, and it was he who issued the very first “press release” in 1906, the same year of the great San Francisco earthquake. At that time, Lee was on the East Coast dealing with another disaster as the Pennsylvania Railroad, his PR client, had a serious railway accident. It was Lee who persuaded railroad execs to issue a statement to journalists to preempt any inaccurate speculation from spreading and to also control the news in a manner that would minimize damage to his client’s reputation.

In addition to issuing a press release, Lee wisely invited news reporters get a first-hand look at the accident scene, taking special measures to transport the journalists to the scene and nurture open communications with them.

Now a century later, the press release — or as I prefer to call it, the “news release” — continues to do the same yeoman job that Lee intended. However, this brief 2-to-3 page document has taken on a much broader and critical role over the years…and it is this evolution I plan to discuss beginning with this blog and others to follow.