City & Guilds media relations toolkit

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Information about City & Guilds media relations toolkit

Published on April 29, 2014



1 Everything you need to know to deliver successful media relations campaigns MEDIA RELATIONS TOOLKIT

2 CONTENTS INTRODUCTION 4 What is media relations? 4 Why media relations is important to City & Guilds 4 The International Media Relations Toolkit 4 Four steps to success 5 Chapter One: FIND YOUR STORY 6 1.1 Making sense of the media 7 Overview 7 Types of news media 7 Activity: Knowing your key media 8 Important media roles 8 The news cycle 9 How reporters and editors decide which stories to cover 9 Key points: Understanding the media 10 1.2 Turning ideas into news stories 11 Overview 11 What is a news story? 11 What makes a winning news story? 12 Checklist: How to tell if your story idea is a winning news story 13 1.3 How to turn your story idea into a press release 15 What is a press release? 15 Press release template 15 Key points: Press releases 16 Example press release 17

3 Chapter Two: Know your target media 20 2.1 Overview 21 Identifying media to target your story 21 Key points: Targeting media 21 2.2 Targeted press lists 22 Where to get the information to create a targeted press list 22 Example targeted press list log 23 2.3 Tips to move beyond press lists towards relationships 24 Chapter Three: SELL IN YOUR STORY 25 3.1 Overview 26 Warm-up 27 Dissemination 28 Follow-up 29 3.2 Interviews 30 Chapter Four: MONITORING AND EVALUATION 32 4.1 Evaluation tools 33 Qualitative Evaluation Criteria Scorecard 34 APPENDIX 35 Media Relations Glossary 35 CONTENTS

4 INTRODUCTION What is media relations? Media relations is a specialist area of Public Relations (PR) that focuses on promoting key messages about an organisation through coverage in the media. Media relations involves identifying media-appropriate news and announcements about City & Guilds, and using special techniques to encourage journalists to write about them. Why media relations is important to City & Guilds Well-managed media relations activity can help to: • Raise media awareness of our organisation, products and services, which in turn raises awareness among our target audiences. • Maintain and strengthen City & Guilds’ public profile and reputation, through generating positive media coverage about our news, developments and achievements. The Media Relations Toolkit This toolkit will help you plan and deliver effective media relations to support your business objectives. However, if you do not have adequate resource or expertise within your team, we recommend utilising agency support. Please note we have a Group PR team that handle corporate profile raising and Group PR campaigns from the UK. Our preferred agency and also the world’s largest PR firm is Edelman. Please contact our Account Director, Stephanie Bailey, at Edelman directly via email: or telephone: +44 (0)20 3047 2317 or speak to Corporate Communications (email: if you wish to discuss further. Let’s get started CONTENTS PAGE

5 The toolkit contains ‘how to’ guides, checklists, templates, and examples to help you manage regional or business unit specific media relations. In the appendix you will find a glossary of PR terms, and on the staff intranet you will find our style guide and position statements, as well as other useful tools / reference documents. This toolkit is structured into four chapters to reflect the four main steps in the media relations process (see figure one). In order to find a media-appropriate story, you first need to make sense of the media – so that is the starting point of this toolkit. FOUR STEPS TO SUCCESS: PROACTIVE media relations Set your SMART objectives before you start any PR activities. Be clear on how the PR will support your broader business unit and organisational objectives. (Figure one) Sell in your story Find your story Monitor & evaluate Know your target media CONTENTS PAGE


7 Making sense of the media Overview This section covers background information on how the media works including how to distinguish between media outlets, understanding how the newsroom works and how journalists decide which stories to cover. The purpose of this section is to help you improve your understanding of the media in order to effectively plan your media relations activities. Types of news media The news media focus on delivering news to the general public or a target audience. They can be broken down into three types: 1.1 • Local and nationals such as The Times, The Washington Post, The New Zealand Herald. • Trade media publications that are specific to different industry sectors such as education. For example FE News, Times Educational Supplement. • Includes radio and television – for example the BBC World Service,ABC, NBC and local and national stations. • Ranging from online versions of newspapers to influential blogs – for example the, The Huffington Post. Print media Broadcast media NEW media Not all media publications or outlets are credible. It’s important to focus your efforts on building relationships with credible, influential media outlets. CONTENTS PAGE

8 ACTIVITY: Knowing your key media Take five minutes to write a list of the titles of credible national and local print media in your region. Now do the same for the broadcast media. Finally, do the same for either trade media or new media covering further education. If this is difficult, take some time to research the publications beforehand. 1.1 Important media roles Below is a description of the roles of three types of journalist who you may cross paths with in your media relations activities. REPORTER • A type of journalist who researches issues, conducts interviews, and writes articles for publication. • May have responsibility for a specific ‘beat’ – for example education, technology, or economics. • Also known as ‘journalist’ or ‘correspondent’. EDITOR • Responsible for making decisions on the news content of the publication. • Smaller publications usually have one chief editor. Large organisations like the BBC have editors for different ‘beats’ too. • Differs from the sub- editor who is responsible for improving style and accuracy of text before it goes to print. FREELANCER • Self-employed journalist. • They are either commissioned by editors to research and write specific stories, or they pitch their own story ideas to editors. • May work across national, local or trade publications. Have a go at this activity CONTENTS PAGE

9 1.1 The news cycle Stories that are less or more time-critical usually have corresponding deadlines. For instance a breaking news story will have an immediate deadline, whereas an article for a monthly magazine may have a deadline of a few weeks. Seasonal stories may be written several months ahead. How reporters and editors decide which stories to cover When a reporter or editor makes a decision about whether to cover a story, he or she considers the relevance, timing and whether it comes from a trusted source: Relevance • The story must be relevant to the publication’s target audience. • For example a women’s magazine is interested in stories tailored to women; a regional TV news programme is interested in local issues, or national issues with local impact. Timing • The story must be ‘new’ or give a fresh angle to an existing story. • If the story has been done before, then a reporter is unlikely to cover it unless there is something new to add. This is the case even if the story is about a ‘hot topic’. • A story that misses the journalist’s deadline is unlikely to be published. Trust • A journalist stakes his or her reputation on stories being accurate and truthful. • Journalists only accept stories from individuals or organisations that they trust. • It’s essential to get facts in order before presenting them to a journalist. • Consider everything you say to be ‘on-the-record’. We use the three principles of relevance, timing and trust to help us have greater success in placing our stories in the media. CONTENTS PAGE

10 Key points: Understanding the media • Relevance: Only target media outlets that will be interested in your story. You must be familiar with the publication, the types of stories they cover, and their target readership. Don’t approach a publication until you know these things. • Timing: Is the time right for the media to cover your story? Is it a ‘fresh’ story, or does it add something new to a running story? Do you know what deadlines the publications work to? • Trust: Never offer journalists ‘half-baked’ stories based on conjecture, assumption or prejudice. Make sure statistics or facts are 100% correct. Never offer money or gifts to encourage coverage. A credible journalist will cover a good story based on the strength of the story. Consider everything you say to be ‘on-the-record’. 1.1 You can discuss these key points with others CONTENTS PAGE

11CONTENTS PAGE Turning ideas into news stories 1.2 Overview This section covers how to turn ideas into news stories that the media wants to publish. This is harder than you might think as journalists are rarely interested in providing free advertising for products or services. Instead, they want inspiring stories or unusual facts that will interest their readers. This section will help you identify what makes a news story, and how to test if your idea is a winning story. What is a news story? A news story is a narrative on a topical issue of interest. Here is a selection of City & Guilds related news stories that ran in the UK media: City & Guilds survey of 1000 young people shows UK teens are more inspired by entrepreneurs than celebrities Making skills history in India – City & Guilds becomes the first British company to be approved by the NSDC Exceptional students honoured at City & Guilds Lion Awards

12 1.2 What makes a winning news story? The reason a story runs in the media is because it has news values - certain characteristics that makes it likely to chime with the media agenda. Using the City & Guilds examples in the previous section, below are some of the news values that can be identified in these stories: There is no exhaustive list of news values to determine what makes a good story. However there are certain pointers that make it much more likely that your idea will end up being a winning media story. To help you, you can run your story idea through our Story Checklist. Newness new at the time of reporting Unique offers different insights into topical issues Human Interest affects real people’s lives Simplicity clear and uncomplicated story Brand Key messages align with City & Guilds’ purpose Impact relevant to many people CONTENTS PAGE

13 1.2 Checklist: How to tell if your idea is a winning news story 1) Use the checklist when you have an idea for a media story, and you want to check if it has news value. 2) Write your story idea into no more than two sentences. This should be the essence of your story – in PR terms we call it your news angle: 3) Using the news angle for reference, go through the checklist marking ‘yes’ or ‘no’ next to each question. You can use the right-hand column to make any notes. 4) Tally up the number of ‘yes’ answers. If you have less than 5 ‘yes’ answers, then you will need to rethink your idea to come up with a more effective media story. Once you have a news angle that passes the story checklist, you can turn it into a press release. (See Section 1.3) Did you summarise the essence of your story idea in one or two sentences to articulate the news angle? It should be possible to summarise your story in 1 or 2 sentences. If you need multiple sentences to tell your story then you may have several stories at once or none at all. Is the news angle about something recent? Journalists are interested in fresh, current news. Something that happened months ago is unlikely to interest them unless the news is that an exciting or unusual development has occurred. Is the news angle relevant and interesting to lots of people? Stories that can be tailored to many audiences are likely to have broader appeal across publications. Mark yes or no Add your notes on your story idea hereQuestions to ask yourself CONTENTS PAGE

14 1.2 Does the story involve ‘human interest’? Journalists know that their readers care about how an issue affects real people. Case studies can be useful for this. Would you be interested in reading about the story? If you don’t find the story interesting, it’s unlikely other people will! Is the news angle unique, dramatic, bizarre, amusing or quirky? Journalists are often interested in quirky stories that will take readers by surprise or challenge preconceptions. Trainee journalists are often told: ‘If a dog bites a man it isn’t news, but if a man bites a dog – bingo, you have news!’ Do you have good quality pictures available to support your story idea? Journalists don’t always have resources to send photographers. It’s helpful if you have quality photos that can accompany your story. (Speak to your local marketing representative or the Corporate Communications team in London – if necessary). Do you have a spokesperson, or could you arrange quotes from a spokesperson? Journalists may want to interview a City & Guilds spokesperson about the news. If no one is available, it is helpful to agree some quotes that you can give to the journalist. Mark yes or no Add your notes on your story idea hereQuestions to ask yourself Use a separate piece of paper if necessary CONTENTS PAGE

15 how to turn your story idea into a press release What is a press release? A press release is a brief statement prepared for the media which outlines the major facts of a news story. Press releases are an important tool in gaining media coverage. They are written in the same style as a news story, so that journalists can easily identify the key facts. 1.3 FOR IMMEDIATE RELEASE – State this unless ‘under embargo’ DATE HEADLINE OF STORY Sub heading – Optional but can be used to elaborate the main point First two sentences – Summarises the main points of the press release. Main body – The main section of the press release includes information, facts or statistics. It is good to follow the structure of why, who, where, what, when and how but don’t overload the press release with information that isn’t needed. Spokespeople or case-study quotes – Quotes provide additional information, as well as adding a voice. If the spokesperson is from City & Guilds, the quote should reflect City & Guilds’ messaging. Make sure quotes follow on from the previous paragraph and therefore help the flow of the press release. E.g. Following the previous paragraph, the spokesperson said: “Quotes should be italicised and separated as a separate paragraph” End paragraphs – End the press release by rounding off the points in the press release and where possible, include a call to action, such as a website. -Ends- For more information, images or interviews, please contact: Full name T: Office telephone number M: Mobile telephone number E: email address Notes to Editor Here you can include more information on City & Guilds and any supplementary information on the subject of the press release. Include full contact details and what you can help with (Font: Arial 11 left justified) Headline (Arial 14, bold, caps, centred on page) LOGO right justified within the header section Instructions Arial 11, caps, left justified Date Arial 11, bold, caps, left justified. Written as day, month, year -Ends- (Font: Arial 11 centred) Sub heading Arial 11, bold, left justified First two sentences (Font: Arial 11 Line spacing: 1.5 left justified) press release template CONTENTS PAGE

16 Key points: Press releases • Make sure the story behind the press release has passed the Story Checklist. (See section 1.2). • We only prepare press releases for us, about us. • The tone should be factual and professional. All factual content including statistics must be accurate and from a trusted and verified source. The information source must also be referenced in full in the Notes to Editors. • Please share your press release with the Corporate Communications team – as a final check point. 1.3 Write them down here or use a separate piece of paperNotes on section one: CONTENTS PAGE

17 FOR IMMEDIATE RELEASE 6 JUNE 2013 OUTSTANDING LEARNER HONOURED AT EDUCATION OSCARS Last night, learners, teachers and experts from the education industry came together to honour the outstanding achievements of the most exceptional vocational achievers at City & Guilds’ prestigious Lion Awards. Lydia Richardson, 35, from Trinidad & Tobago, won the International Learner of the Year award, making her one of just 14 lucky recipients to win a City & Guilds Lion Award. Lydia was recognised for her passion for learning and commitment to developing herself. She has left a lasting impression on her lecturers through her dedication, originality and professionalism. She received her first degree in Management and Finance, followed by a Master’s degree in Project Management. Soon afterwards, she realised that engineering credentials would make her more competitive and decided to enrol on a City & Guilds course at the Automation Technology College. Even though Lydia has encountered numerous obstacles during her schooling, she has persevered and hopes her journey will inspire others. Through the support of tutors, peers and family members, she was able to complete her course and now is a tutor. She is committed to motivating other young people in Trinidad & Tobago, as well as her own daughter, to gain as much education as possible. City & Guilds, a global leader in skills education, held the glamorous Lion Awards ceremony at London’s iconic Roundhouse on Wednesday 5 June. The ceremony celebrates the world’s most inspiring achievers who have accomplished extraordinary results through skills-based learning. The ceremony is the culmination of the coveted Medals for Excellence regional awards programme, which has run every year since 1879. This year an impressive 114 learners and tutors won medals. Example press release (below) This is covered over three pages Page one 1.3 CONTENTS PAGE

18 Lydia was presented with his award by TV personality and renowned musician Myleene Klass. Speaking about her win, Lydia said: ‘It feels great to win a Lion Award. I don’t think it’s fully hit me yet. I’m so happy to have this recognition and to represent my country on an international stage.’ Additionally, Sandra West, a principal at Automation Technology College, said: ‘Lydia is very deserving of this award. She is outstanding and a wonderful example to others. It was great when she won the Medal for Excellence, and now this is the icing on the cake!’ Meanwhile, Chris Jones, Chief Executive of City & Guilds said: ‘At City & Guilds, we’re all about helping people get into a job, progress on a job and move onto the next job. Winning a Lion Award is a sign of exceptional talent and dedication, and Lydia should be very proud of this remarkable accomplishment. I’m sure she will continue to be an inspiration to others.’ For more information, images or interviews, please contact: Christine Richardson T: 020 7294 8054 M: 07717 779781 E: Wendy Anstead T: 020 7294 8076 M: 07920 548183 E: -Ends- Notes to Editor • City & Guilds ( is the UK’s leading vocational education organisation. Approximately 2 million people are currently working towards a City & Guilds qualification. • The City & Guilds Group operates internationally with regional offices in Hong Kong, Malaysia, Ireland, Hungary, Barbados, Sri Lanka, Dubai, South Africa and New Zealand. Page two 1.3 CONTENTS PAGE

19 • The City & Guilds Group comprises: - The Institute of Leadership & Management (management and leadership qualifications) - The Centre for Skills Development (a not for profit research and development body that works to improve the policy and practice of vocational education and training worldwide) - Kineo: a City & Guilds Business (the leading workplace learning company which helps employers drive business performance through learning and technology) • City & Guilds is a Royal Chartered Institute and a not-for-profit organisation. • City & Guilds is the premier sponsor of The Skills Show. The Skills Show is an annual celebration which showcases a range of skills, and inspires visitors to consider the training available and the career opportunities that this can lead to. • This year’s Lion Awards took place on Vocational Qualification Day, which is run by the Edge Foundation, to truly celebrate the opportunities vocational education can offer. -Ends- Page three 1.3 CONTENTS PAGE


21 KNOW YOUR TARGET MEDIA Overview This section helps you to identify appropriate media at which to target your story, and suggests how to gather and log media contacts and notes. It also introduces some techniques for establishing relationships with the media. Identifying media to target your story By this point in the toolkit it’s important that you have a good awareness of who the key print and broadcast media are who cover topics like vocational education, skills development and training in your region. It’s also important to have a good grasp of how reporters decide which stories to cover so that you can tailor stories to relevant media publications. If you need a refresher on these topics, please complete Activity: knowing your key media, and re-read section one. 2.1 Key points: Targeting media 1. We recommend that you start thinking about your target media outlets at the same time as you start planning the news angle of your story. This will help you shape your story effectively. 2. Remember that you should only plan to target media outlets that will be really interested in your story. 3. Sometimes you may decide to target one specific publication, in which case you will need to shape the news angle around their interests – and offer it to them as an exclusive. 4. Once you have decided which media to target your story to, you need to create a targeted press list. CONTENTS PAGE

22 Targeted press lists A targeted press list is a database containing the details of the media publications you want to contact to cover a specific City & Guilds story. Targeted press lists come in different shapes and sizes, and with practice you will find a style of list that suits you best. However, press lists always contain certain specific details such as: publication titles, journalist names, telephone numbers, and email addresses. The most important thing is that the press list should contain all the information you need to successfully send your press release to the journalists you are targeting. Where to get the information to create a targeted press list There are two options for gathering the information to create a targeted press list: 1) PR database. Specialised global databases for the PR industry create system-generated Excel spreadsheets of relevant media publications, including all the journalists’ contact details. These platforms have the added benefit of providing an automated system that can send your press release to the targeted press list. Please contact Corporate Communications, – if you would like to discuss this option in detail. 2) Manual collection. An alternative way of creating a targeted press list is to contact the media outlets directly to find out the relevant reporter covering the topic of your story (eg VET). Some media outlets may provide this information on their websites, otherwise you will need to phone to request it. You can then record all the contact details in a press list log (see example on page 23). 2.2 CONTENTS PAGE

23 Whether the first or second option is best for you will depend on how much media relations activity you are planning to do, and how extensive the media sector is in your market: 2.2 Pros: An essential tool if you’re planning a significant amount of media relations activities, and if the media sector is very large and diverse in your market. Data is very accurate, due to a team of researchers who keep details updated. Cons: Expensive and requires service contracts to be set up. Also requires some degree of training and PR knowledge. Pros: Inexpensive and straightforward. Cons: Time consuming if you have lots of media contacts to target or you frequently run media relations activities and of course if PR is only one aspect of your role. PR DATABASE manual Collection Name: John Smith Title: Education correspondent Publication: The Times Medium: National newspaper Email: Tel: 0207 294 1111 Focus: HE, FE Relationship: Key contact Comments: Worked with us on an exclusive on youth unemployment. Example targeted press list log* Name: Joe Jones Title: Education reporter Publication: FE Week Medium: Trade press Email: Tel: 0207 294 5211 Focus: FE Relationship: Key contact Comments: Special interest in apprenticeships. Name: Sarah Cook Title: Producer, Education Today programme Publication: BBC Radio 4 Medium: Radio Email: Tel: 0208 222 1111 Focus: Education at all levels Relationship: No previous contact Comments: Special interest in adult education and second chance programmes.* These contacts are not real but fictitious CONTENTS PAGE

24 2.3 Offering quality stories is the fastest way to build positive relationships. Responding promptly to enquiries develops your reputation as a valuable source. Following the work of key media contacts helps you know what stories interest them. You will also uncover their stance on various issues, and have something to talk to them about. Tips on how to move beyond press lists towards relationships: Write them down here or use a separate piece of paperNotes on section two: Be contactable, including outside of business hours if possible. Adhere to journalists’ deadlines, and their preferred methods and times of contact. Give and take! By going the extra mile to track down a statistic or second source to help out a journalist, you are treating the relationship as mutually beneficial. Stick to what you know! Offering other ways of finding information builds your reputation as a valuable source – even if you can’t provide the information directly. CONTENTS PAGE


26 Selling in process Overview There is no set process for selling in your story as each approach depends on variables such as how big your targeted media list is and how much preparation you need to do. With experience you will learn what process works best for you and your individual media contacts. On the next three pages, we give one example of a basic process for selling in your story that you may like to use. The process happens in three stages – warm-up, dissemination, and follow-up. 3.1 1. warm-up 2.dissemination 3.follow-up CONTENTS PAGE

27 3.1 Warm-up What is it? Warm-up is the process of pitching your story to and ‘warming-up’ your media contacts. What is the specific purpose? It depends on your campaign. It can be used to generate interest in your story for example, or to offer exclusive coverage to a key publication. By gauging interest levels it can also help you to tweak your pitch angle for other publications. When does it happen? It always happens in advance of releasing your story. How far in advance depends on what you are trying to achieve. It could range from a few hours to several weeks, or even months in some cases. Typical warm-up activities Using warm-up to generate early interest in a story with key contacts: • Before the story is released, telephone or email your key contacts to discuss the story. • Offer support materials that can be made available, (eg learner case studies, an interview, photos). • Ask if there is anything else they will need to cover the story. • Agree deadlines and outcomes. CONTENTS PAGE

28 3.1 Dissemination What is it? The process of sharing your story with your targeted press list by sending them a press release. What is the specific purpose? To make sure that the contacts on your targeted press list have access to all the information they need to cover your story. When does it happen? It happens on a specific day and time that you have agreed in advance. How do I plan my dissemination activities? • Make sure you have completed all follow-up activities and dependencies from warm-up (if applicable). For example, perhaps you agreed to send a video or image to a key media contact before the press release is distributed to everyone. Make sure you have fulfilled your promises. • Plan and agree in advance when you will send the press release so you can complete all your preparation work such as writing the release and sourcing quotes. • It’s best to send your press release first thing in the morning, the day before you want the story to appear, or at the earliest possible time to meet your target media’s deadlines. • Check what stories are running in the media to assess the likely impact of your story. If there is a risk of your story being eclipsed by someone else’s, then you may decide to hold back on dissemination for a while. Typical dissemination activities If you don’t have access to a PR database service, you will most likely disseminate your press release by email. Email contacts separately so your approach can be personalised. If you don’t have time, use Bcc to prevent everyone from seeing your distribution list. If you attach anything to the press release (like photos), make sure the file size isn’t too big or embed them in the body of the email. If the information is ‘embargoed’ until a certain time, make sure you state this. CONTENTS PAGE

29 3.1 Follow-up What is it? This is the process of drawing attention to your press release, and / or responding to any enquiries arising from the press release. What is the specific purpose? To encourage wider coverage of your press release. When does it happen? It happens on the dissemination day, and sometimes in the days and weeks after it. Is it always an essential component of a campaign? Yes, responding to any queries and following up is essential for a successful campaign. How do I plan my follow-up activities? • Ensure you post your release on the website and launch it internally as appropriate. If relevant, drive traffic using official social media channels (Corporate Communications can help with this). • Schedule time in your diary to follow up directly with key target media and deal with any enquiries. • Plan for any likely questions and prepare responses in advance. • Enquiries should be dealt with as they come up. • Consider your approach carefully. The aim is to be helpful, not to pester people to cover your story! Typical follow-up activities • Arrange for your press release to be posted to the City & Guilds website • Arrange for the story to be mentioned on our official social media channels where relevant, (Twitter, Facebook and LinkedIn). • Follow-up directly with key media contacts by checking they have everything they need to cover the story /gauge interest levels. • Deal promptly with requests for interviews or clarification of information. • Monitor the media regularly to keep a check on who is running your story and how they are reporting it. CONTENTS PAGE

30 Interviews Journalists often like to request interviews with City & Guilds’ spokespeople so they can delve deeper into a story and get a ‘sound-bite’ that they can quote. Interview requests When a journalist requests an interview it’s important to find out what the line of questioning will be, and what topics will be discussed. You also want to gauge what tone the piece is likely to be written in. Other essential information includes which publication the story is for, and what kind of story it will be, (e.g. a news piece, a profile article, an investigative story). If the interview request is for a City & Guilds board member, the details should also be directed to Corporate Communications – – in the first instance. Preparing for interviews • Only employees who have been media trained should act as spokespeople for City & Guilds. Please contact Corporate Communications – – if you would like to discuss media training. • Preparation is key for effective interviews. Give yourself time to anticipate likely questions and plan answers. Prepare some notes if you will need to refer to complex information like statistics or research findings. • Prepare three key messages you want to get across in the interview (ensuring these align to corporate messaging) and plan how you will weave them into your answers. • If the journalist strays onto a topic that you didn’t expect to talk about or are not prepared to discuss, feel free to bring them back on-topic. • If you don’t know the answer to a question, tell the journalist you will find out and get back to them. • Be enthusiastic and pleasant. This will project favourably to the interviewer. • Avoid jargon. Be ‘quotable’! 3.2 CONTENTS PAGE

31 Write them down here or use a separate piece of paperNotes on section three: 3.2 We hope you are finding this Media Toolkit useful. Please feel free to give us some feedback. We are always trying to improve our communications. CONTENTS PAGE


33CONTENTS PAGE MONITORING AND EVALUATION Overview There are many methods of evaluating the success of media relations activities. This toolkit focuses on two basic areas of evaluation: media monitoring and media analysis. Beyond these core disciplines you will find methods that are the right fit for your communications goals and objectives. Evaluation tools 1. Media monitoring One of the most important monitoring and evaluation tasks is following media coverage in your market. It enables you to understand what your stakeholders are saying and hearing about you, and what issues and trends are emerging in the sector. The Corporate Communications team uses a media monitoring agency to provide analysis for the UK office. You can contact the team for further details. 2. Media analysis A more in-depth look at media coverage will enable you to track shifts in opinion about City & Guilds, our industry and competitors in your region. Typical quantitative and qualitative metrics include: • Volume (number of articles) of media coverage about your organisation. • Tone of media coverage – is the coverage positive, negative or neutral? • Prominence of media coverage – is it a small mention in an article, a small article specifically about your organisation, a lead article in a relevant section or page, etc. • Target publication tracking – is there coverage in the target publications? • Presence of desired messages in media coverage. • Impressions / impact – the number of times a message is seen, multiplied by the number of people who see it. • Competitor analysis for comparison. 4.1

34 You can use these metrics to develop scorecards that measure media relations activities. Over time you can use the results to compare the success of different media relations campaigns. Here is a sample scorecard: 4.1 Qualitative Evaluation Criteria Scorecard Score • Target media 1 (Top tier media e.g. national and regional newspapers, broadcast and trade – including online versions – would score 1 point. Others 0.5). • Tone of coverage: positive (1), neutral (0) or negative (-1) 1 • Includes statement or quote from City & Guilds spokesperson 1 • Reference to a City & Guilds report/research statistics mentioned in the press release 1 • In line with the key messages of the campaign (e.g. depending on quantity, this could be worth 0.5 points per message included) 2 Maximum total score (per piece of coverage) e.g. 6 Write them down here or use a separate piece of paper Notes on section four: CONTENTS PAGE

35 APPENDIX Media Relations Glossary Audience: The people that read a particular newspaper, watch a TV programme or listen to a specific radio station and will see or hear your message if you achieve coverage. Blog: Short for weblog, a blog is a frequently updated online journal. They are a useful and informal method of informing the public about what is happening within your organisation. Blogs, however, are not only written by journalists. Boilerplate: A paragraph or two that describes a company/organisation and its products/services, which is included in a news/press release under ‘notes to editors’. (Spokesperson) briefing document: A document that gives your media spokesperson details about an upcoming interview such as key messages, possible questions and any further information such as key statistics. Broadcast: Radio, television and online media. Circulation: The average number of copies distributed by a publication. Copy: The text produced for a press release or article. Journalists also refer to their news stories or features as copy. Coverage: When City & Guilds is referenced and key messages are picked up by the media. Cuttings/clipping: Extracts from a newspaper or magazine that contains information about City & Guilds. Editorial: An article or opinion piece written to communicate key messages to identified audiences. This is different from an advertorial which is paid for copy in a newspaper or magazine. Embargo: A heading on a news release that means no one is allowed to publish or report the story before the stated time and date. Where an embargo isn’t in place a press release may state ‘For immediate release’. Exclusive: A news story offered to a specific newspaper title, radio, website, or TV station. Feature: An article that gives a detailed report on a particular subject, issue, situation, industry or organisation. It is designed to enlighten, entertain, and educate readers. Hard news: A story that is truly newsworthy, presented factually and objectively. Media monitoring: The surveillance of media sources to track your coverage or that of a competitor. CONTENTS PAGE

36 APPENDIX Media relations: Communicating with the media by pro-actively speaking to journalists, sending out relevant articles to the respective publications and responding to media enquiries. Media training: Training that is given to your media spokespeople in how to respond to questions effectively, present arguments, understand what will interest a journalist and speak to the media during interviews. Messages/key messages: The main points that you would like to get across to the media. News angle: New, important, different, or unusual information about a specific event, situation, or person that will be of interest to the media. News release (also press release): A news story written for and released to the news media, and sent to newspapers, broadcast and online media. It is sent to relevant media with the aim of gaining media coverage. News values: Certain characteristics that makes a news story relevant and of interest to the media agenda. Newswire: An electronic service providing late-breaking news stories or other up-to- the-minute information. News/press conference: The live distribution of news information by an organisation to invited media. The format is usually a presentation of information by the organisation followed by a question and answer session. Notes to Editors: Found at the end of a press release and includes boilerplate and other relevant corporate information, research reference sources and supplementary information on the subject of the press release. Piggy-backing: Hooking your news or feature onto a topical story in the media. Press pack/kit: A branded pack given to the media containing background material, photographs, illustrations and news releases. Press office: A press office handles all media enquiries and sends out all company messages or press releases to the media. Readership: The number of people who read a publication. As a rough guide, this can be approximated by multiplying a publication’s circulation by three. Sound-bite: A quote of quotable reference that can be included in a media story. Spokesperson: An expert from your organisation who can comment on issues as they arise in the media. Target audience: The group(s) of people you are trying to reach with your message. Target media: All the relevant publications and programmes read and watched/ listened to by your target audience. Transcript: The written outline of a radio or TV broadcast article. CONTENTS PAGE


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