Top 5 Reasons YOU should be using Social Media to promote your company

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Social media has been popular since the early 2000s, but there are plenty of businesses that have not taken advantage of this online power tool. The over-arching question is normally “How can social media really benefit my business?”

Here are the top five reasons that social media can benefit your company and enhance your online visibility:

> Enhancing consumer engagement

You know those customer service advertisements where the customer expects a voice machine to respond, but is then startled when they hear an actual person on the other side? Customers appreciate personal interaction with businesses, not a robot. They feel good knowing that your business is willing to listen to their feedback. Social media, especially, gives them another option to share their thoughts, and for your business to respond instantaneously. The more your audience connects with your business, the more they will want to work with you. “How will you engage your customers?”

> Promoting your business and products in a cost-effective manner

Spending money on paper and commercial advertisements shouldn’t be your only option. Social media platforms allow you to easily and quickly disseminate information about your business. This, too, enhances consumer engagement. Social media can help you continually interact with your consumers and make sure your business is sharing the right information out to your target audience. “What do you want your customers to understand more thoroughly?”

> Taking advantage of current news trends

Social media platforms give you easy access to the latest industry trends. For example, Twitter has a search box where you can easily look up industry news. Using hashtags to search such as “#manufacturing” will give you the relevant conversations happening on Twitter. “What trends will you discover via online searches?”

> Driving website traffic and encourage recommendations

The best PR tactic is receiving third-party endorsements. As more subscribers follow your social media pages, the more likely they’ll visit your website and refer your business to a colleague. Facebook features a recommendation comment box for your page where customers can publicly display their positive feedback. “How will you encourage and reward positive feedback and bask in the glow of happy customers?”

> Measuring return on investment

Here’s the bottom line: Implementing social media to your business strategy measures your return on investment. There are social media measurement tools where you can analyze and measure your return. For example, if you implement an online advertising campaign that offers a promo code or link to a landing page on your website, you can absolutely attribute the resultant revenue from the campaign and calculate ROI. “What gets measured gets done; what will you measure?”

We can help deliver all of these social media essentials to your business. Take a look at our publicity checklist and we will help you sort through the maze of social media tactics and tools.

Cultivate the March Madness hoopla into your business strategy

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Businesspeople can learn a lot from March Madness, whether you’re a basketball fan or not.  To put it simply, March Madness is when “the small guys face the giants to see how good they really are.” Diane Hurd, guest writer for PR Daily, wrote an article providing five lessons from March Madness that PR professionals can learn from. Using the same key points, here’s my take for businesspeople:

>> Preparation is KEY.

It’s important to do your research. Coaches are always seeking reports on their opponents to be ahead of the game. Research your industry’s news and latest trends, as well as your competitors. You never know what you may find that may get you ahead of your industry. Our best PR campaigns start with industry, publication and even individual reporter profiles.

>> Each player has to be on the same page.

It’s important to make sure all contributing staff/employees are on the same page. It’s hard executing a strategy if your message is lost or if there is conflicting ideas among the team. For example, the goal for both sales and marketing is to increase revenue for their company. So, it’s absolutely necessary for them to be on the same page in order to integrate their tactics smoothly to achieve the main goal. The best way to find compromising ideas is to brainstorm and make yourself open and available for any new ideas, questions or concerns your team may have.

>> Adjustments can be made throughout the game. 

Sometimes plans don’t pan out. In a game, if a certain play isn’t working out as planned, the coach and team will make adjustments accordingly. Likewise, have a backup plan if your initial one isn’t delivering the results you expected.  This advice reiterates both #1 and #2: Be prepared, make sure everyone is on the same page and be open for new ideas.

>> Two lay-ups are still better than one three-point shot.

When a team begins to fall behind, players are tempted to go after more difficult shots to raise their team’s score. On top of that, the term “go big or go home” is not the type of mindset any businessperson should ever have. Both of these factors cause chaos. For example, it would not be savvy for any businessperson to spend thousands of dollars on neon lights for their exhibit at a tradeshow and ignore opportunities to pre-show promote, create interesting booth content and have a post-show plan in place. As Hurd said, be sure to “pace yourself to ensure that the momentum continues.”

>> Stay hungry.

UCLA has won more National Championship titles for the NCAA Men’s Division I than any other team. One taste just wasn’t enough for them, and it shouldn’t be for you and your business partners. It’s important for each contributor to stay motivated and passionate about what they do, which allows them to feel confident enough to take on risks. Risk-taking is a good to technique that allows you to learn from mistakes and improve on successes for the future. Being a risk taker can certainly shape you into becoming a stronger competitor in the market.

To see some of our client-partner risk takers, click here.

Is there such a thing as social media etiquette?

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A few months ago, we sent out a tweet briefly describing our services. A twitter user replied a few hours later describing their similar services along with our post. Rude. Has that ever happened to you?  Have people hijacked and/or spammed your posts before? Although it is not explicitly written as “social media law,” there is such a thing as social media etiquette.

Imagine that you’re a door-to-door salesperson posting flyers that describe your services and you are personally answering any questions along the way. Another salesperson, who offers the same services as you, drops by the same neighborhood and places their flyer over yours. The competition may be “fair game,” but it is not a fair game when they place their ad over yours.

To avoid potential negative press, here are nine golden rules of social media etiquette (list provided by Charlotte Varela’s Virally Blog):

  1. Don’t “air your dirty laundry” – Be professional when you write. Don’t post grievances about colleagues, acquaintances and clients for everyone to see. No one wants to see/hear that.
  2. Don’t be ignorant – Self-explanatory.
  3. Don’t constantly push sales – No one likes it when salesmen follow and hover around you offering their help. This concept applies to social media too. Keep it at a minimum.
  4. Don’t let your page go stale – Visitors can “permanently tune out” if you have nothing to offer. Think about the window shoppers. Imagine what they’d like to see at first glance.
  5. Don’t spam people – As mentioned before, don’t hijack someone’s post to deliver the same message, but for your own benefit. You have your own social media platform.
  6. Don’t link inappropriately – Varela says it best: “Posting social media updates that only link back to your homepage will only serve to infuriate your following and make your brand look hopelessly unprofessional.”
  7. Don’t use bots to gain followers – Manually follow people to ensure that every follow would be interested in your content. Besides, this technique is more personal.
  8. Don’t run competitions that clash with guidelines – In general, make sure you are aware of social media rules and guidelines!
  9. Don’t stuff with keywords – “Keyword stuffing is considered as web spam. Keep it real and just write.”

Want to make sure you’ve got the hang of it? Here are some other great resources to watch what you write and how you write:

The Endless Referral System: cultivating new prospects and referrals (pt.3)

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In part two of this series, we discussed meeting with new prospects to build referrals. But how do we go about looking for those referrals?

As mentioned before, it’s important not to come off as desperate. It takes time for prospects to get to know you and be comfortable with you. According to Bob, you can sense if people like you and it’s possible that you may not get that delightful feeling for a while. He describes the relationship building as a funnel.

The AIDA (Awareness, Interest, Desire, Action) funnel acts as good representation for this scenario. The first step, of course, is to get the prospect to acknowledge you (i.e. Hello, my name is…). The second step is to get their interest by making conversation, which we mentioned in part one. The third step is to create ‘desire’ in to do business with you or help you in some fashion, which I touched lightly on and will now expand.

After a few lunch meetings and some generous phone calls, lets say you and your prospect have bonded. It is now time to ask for a referral. Whether you meet with them in person or call them, here’s how you could  “pop the question”:

“[Name], I’m in the process of expanding my business/referrals. I find it helpful to partner with colleagues, such as yourself. Can we take a few minutes to run past names of people I might be able to help?”

It is likely that if your prospect knows you, likes you, trusts you and wants to see you succeed. If this happens, then you have yourself a “walking ambassador” for you and your business. Note, initially this may be an overwhelming process for them, so be sure to help “funnel down their world” to narrow down their group of people to ask. You can frame your questions by creating visuals for your colleague. For example, have them think about who they socialize with, play golf or associations they participate in such as Rotary, professional groups or even their children’s’ activities.  Your newly acquired prospects are absolutely important during this stage, so be sure to guide them into finding potential referrals. They don’t have to do this favor for you though, so remember to always give them an out. You can always preface, “John, as long as you are comfortable, can we run through a few groups that you are involved in?” A variation of this approach that we at Felber PR & Marketing have found helpful is to create lists of companies you would like an introduction.

Once they trust and like you, you can provide a short list of companies in your target market. This works especially well, since the company names trigger your colleague’s memory on who they may know at that company. Simply providing a “type of company” without a specific name often draws a blank. How many people can come up with names of contacts when you say “know anyone at a 10-100 million dollar, privately held business-to-business manufacturer?” We know, sounds precise, but it just does not generate referrals.

After you and your partner have finished the list, it is then time to contact these potential clients and/or new set of influencers! So in the next section, I will explain how to effectively communicate with this new group by emphasizing what value you can provide for to them.

The Power of Storytelling

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Felber PR & Marketing, “Adventures in Marketing” –
Storytelling is a powerful tool that all manufacturing companies should adopt in order to engage its audience. Rather than presenting news and facts, a leader or a representative of the company can “present important organizational information in a way that resonates with people, engages their imagination and stimulates commitment and enthusiasm.” Do you have a story to share? Check out this story’s seven rules for telling good stories.

Miguel Ferrer – Manufacturing Executive member

Storytelling is the art of creating or delivering a narrative—a description of events that people can relate to, learn from, and remember. Stories are powerful tools because they do more than merely convey information: They are a meaningful and enjoyable way to share ideas, lessons, and values. Good stories are persuasive, appealing, and a good way to shape an organization’s culture. Leaders throughout history have relied on storytelling as an effective means of motivating others, especially during times of uncertainty and rapid change. Stories are far more persuasive and effective than abstract concepts.

Rather than presenting sterile, mundane data, a manager or leader can present important organizational information in a way that resonates with people, that engages their imagination and stimulates commitment and enthusiasm. This is because emotional content is inherent in stories, which adds another dimension to the communication process. Stories capture our imaginations. They evoke sights, sounds, smells, and other sensory experiences that the presentation of abstract concepts or data simply cannot. Storytelling is one of the ways to handle the principal—and most difficult—challenges of leadership: sparking action, getting people to work together, and leading people into the future.

The right story at the right time can help an organization get ready for a new idea and course of action. Storytelling doesn’t replace analytical thinking; it supplements it by enabling us to imagine new perspectives and new worlds.
But just how does one tell a good story? Here is a list of some basic rules that any storyteller can follow to achieve maximum effect with his or her story:

1. The story should be about a real person. Using a real person makes the story more credible to your audience.

2. The story should have a strong sense of time and place. This puts the story into a context that people can relate to and will remember: “Two years ago when I was manager of Snuffy’s Restaurant in Toledo, Ohio. . . .”

3. The story should be focused, simple, and clear. Too much detail and rambling will cause your audience to lose interest.

4. The story should be told in colorful and animated language. This engages the audience’s imagination and captures interest.

5. A good story uses emotions carefully and powerfully. Empathy, surprise, meaningful insight, compassion and even tactful and controlled outrage will engage your audience’s attention. It is emotional content that separates raw, boring data from a good illustration of the story’s point.

6. Along with emotions, you can also use gestures to add emphasis and a touch of theatre. After all, storytelling is a performance art.

7. Be yourself. Be authentic and sincere. You want people to believe you.

Storytelling, when done right, is truly one of the most powerful and effective tools for engaging and inspiring people to get behind a vision or mission. Stories help create the culture that becomes the heart and soul of the organization.

—

‘The Power of Storytelling‘ was originally posted in the Manufacturing Executive community page.

Lean To Green: Manufacturing’s Biggest Innovation Opportunity?

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Felber PR & Marketing, “Adventures in Marketing” –
Sustainability is an important and cost-saving practice. This popular trend is about “developing and deploying innovative new ideas for products and processes that help improve performance, maximize efficiency, reduce costs, slash waste and increase the bottom line.” Public relations and marketing is an effective tactic that can promote sustainability for organizations, their projects and perhaps on the recruitment of the next generation of employees.

Paul Tate – Research Director and Executive Editor for the Manufacturing Leadership Council

Still think sustainability doesn’t pay? Try telling that to Robert McDonald, chairman, president, and CEO of Procter & Gamble.

In P&G’s latest annual Sustainability Report, released last month, McDonald reveals that his company has saved nearly $1 billion in costs over the last 10 years directly due to its sustainability efforts, even as sales increased by $10 billion in the same period.

It’s an impressive record. Between 2002 and 2012, P&G’s energy use dropped by 52%, C02 emissions went down by 54%, water usage fell by 58%, and waste decreased by 74%. Today the company says that 99.2% of all the materials that come into its manufacturing plants are either used or recycled.

More goods with fewer resources? That’s an impressive Lean achievement in anyone’s book.

And this strategy is not just designed to give P&G’s consumers a warm and fuzzy feeling of environmental worthiness as they buy the company’s products around the world. Like the critical cost-saving Lean initiatives that kept many companies competitive in decades gone by, it’s all about developing and deploying innovative new ideas for products and processes that help improve performance, maximize efficiency, reduce costs, slash waste, and increase the bottom line.

“We believe most of the sustainability challenges the world faces can be solved with innovation,” says McDonald in the report’s opening statement, “and that this innovation can have a positive business impact.”

Manufacturing industry innovation, of course, often starts with the front-line engineers and designers who develop the next wave of products and manufacturing processes. So it’s interesting to note that a new survey by the ASME (formerly the American Society of Mechanical Engineers) and design-software company Autodesk found that 75% of professional engineers say they now work for companies involved in, or extremely involved in, sustainability in some way. That’s a significant rise from 66% last year.

The majority of the 4,500 professional engineers who responded to the “Sustainable Design Trend Watch Survey” said designs that use less energy or reduce emissions, followed by manufacturing processes that use fewer natural resources, are the two most important types of sustainability projects they work on. Well over 60% expect their company’s involvement in sustainable design specifications to increase in the next year.

Of course, money remains a key driver in many of these innovation efforts. About 27% of respondents said the organizations they work for invest in sustainable design practices only if these increase throughput and cut costs of existing products. A quarter of respondents said their organization will actively spend extra money to incorporate sustainable design specifications in most new products.

Those numbers may well change dramatically as the next generation of product designers and engineers enters the workforce. The survey asked 1,900 undergraduate, master’s, and Ph.D. engineering students for their views, and found that over 70% of new engineering students say they are already involved in studying or developing more sustainable technologies. They also believe that designs that use less energy or reduce emissions; that require less packaging; use renewable, recyclable, or recycled materials; and are supported by manufacturing processes that use less energy and natural resources are by far the most important to them and their future careers.

Perhaps most importantly for the manufacturing industry as a whole, over 90% of the next generation of young engineers surveyed firmly believes that designing sustainable and green products results in greater product innovation.

The message seems to be clear: Gone are the days when sustainability in manufacturing was simply about corporate tree-hugging and turning out the factory lights at night. It is now about the future of the business—from innovative product and process developments, to corporate-wide Lean operational efficiencies, to high-potential improvements in bottom-line financial performance.

Sustainability is probably the biggest innovation opportunity out there right now. And whether you’re already involved or not, it seems like your next generation of skilled employees, and your future customers, will certainly expect you to do things differently.

Manufacturing Executives: Victims of Groupthink

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Felber PR & Marketing, “Adventures in Marketing” –
Over 20 years ago, many manufacturing executives contracted with oversea production believing offshoring was the new trend focusing mainly on the cost of labor. Little did they realize that they settled for the price of poor quality, the loss of intellectual property and the overnight competitors that sprang up as a result, the extension of lead times, the exposure supply of chains to new types of natural disasters and more. Are you a victim of groupthink?

Chris Chiappinelli – Manufacturing Executive member

Apple is the latest company to join the U.S. reshoring parade, with CEO Tim Cook announcing that the technology titan will manufacture one of its Mac computers in the country in 2013. It’s another small indication that the reshoring trend—which some people consider a PR ploy born of patriotic fervor and others call an unstoppable force in global manufacturing—has legs.

To understand what is happening today, we need to consider what happened more than 20 years ago, when manufacturing executives, almost en masse in some sectors, closed up shop and contracted with overseas production shops—the dawn of the offshoring boom. There’s a good line in a recent Atlantic article on the manufacturing reshoring trend that sums up why this might not have been the right medicine for manufacturers. Charles Fishman, the article’s author, writes that decades ago:

“Many offshoring decisions were based on a single preoccupation—cheap labor. The labor was so cheap, in fact, that it covered a multitude of sins in other areas. The [recent] approach to bringing jobs back has been much more thoughtful.”

As Fishman notes, manufacturing executives seem to be making more holistic calculations these days—assessing not just the individual components of the cost equation, but the totality of those line items. This interest in a more comprehensive view of manufacturing strategy might explain why a discussion from mid-2011, titled “What Are the Real Costs of Outsourcing,” remains one of the most visited pieces of content on the Manufacturing Executive website.

But what does this say about manufacturing executives? Were the corporate leaders of the 1990s prone to tunnel vision—focusing obsessively on the cost of labor—that today’s leaders aren’t? Not necessarily. But I do think that manufacturing executives, like the rest of us, can be susceptible to groupthink. Think about it: At the pinnacle of the corporate pyramid, the fear of a strategic misstep can be overwhelming. At public companies, activist investors and corporate boards are primed to depose wayward executives. At smaller companies, there’s little margin for misdirection when competitors are clambering to steal your lunch.

In the 1990s, executives who watched their competitors move production to China and other offshore locales felt compelled to chase the trend, lest they lose competitive advantage. And yet even then, with the price of contract labor so low, the holistic cost equation may have favored domestic manufacturing, had U.S. executives truly accounted for a myriad of other items: the price of poor quality, the loss of intellectual property and the overnight competitors that sprang up as a result, the extension of lead times as products steamed slowly across the ocean, the price to send personnel around the globe to manage far-flung operations, the exposure of supply chains to new types of natural disasters, and the loss of a beneficial exchange of ideas between the production floor and the design department.

At the time, some executives must have understood that those “other” elements would wipe out any cost savings on labor. But few had the courage to buck the trend and make their own destiny.

These days, we hear a similar charge of weakness leveled at our elected leaders, as the country faces ominous signs of a troubled future. But I believe the lack of courage we see in some lawmakers stems primarily from their self-interest—many are more interested in positioning themselves for reelection than in making tough decisions. I think manufacturing executives, by contrast, are desperately concerned with the future of their businesses, and fearful of making choices that contravene conventional wisdom, fearful of repercussions.

There’s no inoculation against group think. But choosing to perform a holistic evaluation of the business wisdom du jour is one way to reduce the symptoms. Exhibiting the courage necessary to chart an alternate course might just put this disease into remission.

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‘Manufacturing Executives: Victims of Group Think‘ was originally posted in the Manufacturing Executive community page.

The Endless Referral System: cultivating new prospects and referrals (pt.2)

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In part one of this series, I mentioned that we should always seek and build more relationships with potential prospects in order to increase our business. And when we do, we should never seek in desperation.

We live an increasingly connected world, so there’s always a chance in finding that one special prospect who would be willing to help out.

When you meet potential prospects, briefly introduce yourself. Ask them “feel good” questions such as, “How did you get started in your business/field?” or “What do you enjoy most about your job?” Questions such as these bring value to his or her life and give them the opportunity to shine. You want “F.O.R.M.” questions that revolve around family, occupation, recreation and message in order to seal the deal with this prospect. But do not be pushy about it and always give them an “out” by saying, for example, “If you can’t do it, I understand.” As Bob puts it, giving them an out is “a way of letting a person feel comfortable with you and the situation by providing them an ‘emotional escape route’”, which removes any pressure they may feel whether from you or themselves. You have limitless opportunities out there. One less prospect will not hurt.

When you have connected with this prospect, send them a nice letter on a notecard (see Bob’s examples at that link, as well as ours below this paragraph) and perhaps, a small gift such as a scratch pad, pen and/or a information booklet on a business topic. Alternatively, you could include an article they might be interested in or a topic related to your conversation.  Doing this will absolutely make them feel valued. Since you have just built this relationship, be patient. Contact them when you are ready, not desperate, to ask for a referral. Lastly, don’t forget to include your new contact on your newsletter database. This increases familiarly with you and your organization and is yet another positive “touch” in the relationship. Want to receive our newsletter, Manufacturing Matters? Click here.

Do you have some favorite networking tips? Share your thoughts and insights in the comment box below!

The Endless Referral System: cultivating new prospects and referrals (pt.1)

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Rob Felber, president of Felber PR & Marketing, has been following Bob’s principles for over two decades. Rob may be one of the most networked guys in Cleveland and has cultivated over 1900 connections, as well as endless referrals…

Run out of prospects? It’s time to find new connections

"Each of us has a personal sphere of influence of about 250 people. People will do business with and refer business to those people they know, like and trust." - Bob Burg

Bob Burg, speaker and bestselling author of The Go-Giver and Endless Referrals, spoke in Cleveland about how to “build a prospecting and referral ‘machine’ to continuously create more sales than you ever dreamed possible.”

Who do I talk to now that my list of prospects has run out? Whether or not you have any existing contacts, it is always best to search for new prospects to help increase business, and make those lasting business and personal relationships. Bob said when we try to find someone new, we tend to seek in “desperation.” We lose our posture, which is interpreted as “we care [about our new prospects], but not that much.” So, how do we go about having good posture?

 

  • As long as you do your best then you can let go and begin to find new prospects.
    • Your existing clients are satisfied with the way things are going. So, it’s probably time to find new prospects. Why? Well, why not? This gives you more reason to expand your business.
  • Go to the people who want help – don’t branch out.
    • Not everyone needs help. In the meantime, just make conversation and eventually someone will turn to you. Getting a new prospect does not need to be done immediately, it’s all about the building relationship first in order for them to want to do business with you, which I couldn’t agree more.
  • Know that you’re responsible to the people, but not for the people in making decisions.
    • As a businessman or businesswoman, you’re responsible for pitching yourself to the potential prospects, but not to force them to make a decision. I will further discuss this in the next paragraph.

When we network for connections, we want win-win relationships that are generally caring for their wants and desires. They do not always have to like us in order to do business, but we want prospects who can say “yes” and are qualified to do business with you. Bob introduced president of Influence At Work (IAW) Robert Cialdini’s Six Principles of Influence to explain why people take certain actions. Most of us can agree that we live in a low trust society. But if you can communicate well with your prospects, you will gain their trust.

We live in an increasingly connected world. With apps on our phones that allow instant access to our entire sphere of influence. With every new person we meet or we have increased our connection to 250 people or more. OK, 249 if you discount Kevin Bacon. That right there is your ticket to a network of endless referral business.

In my next post, we’ll discuss additional strategies for building a relationship from the very first meeting.

YOU’VE SENT THE PRESS RELEASE – NOW WHAT?

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press, media, wire service, marketing, manufacturers, prweb, prenewswire, advertising,

To get the attention of the media, think like them. Where their hat for a while

Are you resigned to just sit back and wait for the onslaught of reporters, eager to speak with you?

Here’s what most reporters will tell you: “If we’re interested, we’ll call you.” Here’s what they have told me off the record. “Seriously, I get hundreds of emails a day. If I don’t expect the email, I may not read it. If the subject is boring or off topic, I may delete it. If you really want my attention, you better follow up via phone.”

So, editor and reporter generalizations aside, simply posting your release to an online service is not enough. Yes, you may get search engine optimization (SEO) benefit from the online services. They do a great job with their website affiliates. They report several website postings within the first hour. But, if there is no one looking at that forest when your tree falls, you are out of luck. Like website traffic, it’s all about conversion. Campaign effectiveness can and should, ultimately be measured by conversion. Conversion is anything from inbound phone calls, requests for information, actually sales, etc. The measurements are the same for tradeshows, SEO, direct mail marketing and yes, even sales calls in person.

Let’s rewind and discuss goals. If you are trying to influence a target market and you have identified the publications they read, visit and engage with, then you are 25% there. Start with the publication’s media kit, editorial calendar and audit statement. Study the research and see if your news, product or story fits their editorial guidelines. Each publication has a certain style, editorial direction and differentiating factors. Not sure what they are? Call the editor and they will be happy to explain. See, no one takes the time to ask them. This alone will separate you from the pack. We’ll dive deeper into publication research in a subsequent post. You are closer now, 50% of the way there.

But, you now need to present that news in a way that they will both understand its importance AND see a fit with their readers. This is a tough hurdle but will get you 75% of the way to your goal. You’ve studied the editorial direction. Look closely at the stories the magazine has run over the last two years. Make special note of specific writers and their style and try to align your story with one that is closest to your topic. Not every writer covers the same beat. Consider using graphics, videos, social media infographics; anything that will simply and succinctly convey your message.

What’s the final push needed to move your project to 100% acceptance? It’s the relationship. If the editor has never heard of your company, met anyone at a trade conference or even received news in the past, you have a tough final step. Not insurmountably, just tough. Like sales, the media/company interaction is all about relationships. Remember the professional call asking about their editorial guidelines? That is the step in the right direction. Be a resource and selfless supporter first.

In my next post, I’ll discuss the top five ways to build closer media relations and become their go-to person.