| CHAPTER 2 |

KNOW YOUR OWN REALITY (OR, DON’T THINK YOUR SHIT DOESN’T STINK)

Play to Your Strengths . . . Know Thyself (First)

“Knowing yourself is the beginning of all wisdom.” —Aristotle

Growing up in New York City I was a good basketball player, adept at schoolyard and pickup games. I was competitive whether playing against buddies or guys from another neighborhood. On the other hand, I’m six foot two (short by professional standards) and can’t jump for the life of me—not now, not then, not ever. Despite thousands and thousands of hours playing basketball, a professional NBA future wasn’t even a remote possibility for me, and I knew it. That didn’t matter to my mother, who wanted me to be the best at everything and told me to keep playing and practicing. She worked countless hours to feed my sister and me, making sure we had everything we needed to succeed.

My mom loved me more than anything in the world (and I her), but had I listened to her hype (or PR), I might not have ever been the owner of my own PR firm. It would have been disappointing and frustrating trying to play professional ball (or even college ball). Luckily, even as a young man I knew enough not to kid myself; no way could I compete against really terrific kids who had that magic combination of natural talent and preparatory training. Continuing to play organized basketball after high school for anything other than fun would have been a fruitless task.

Likewise, I hate wearing a tie, and I probably haven’t put one on more than three times since I founded 5WPR. As absurd as it sounds, that really counts for me—it’s who I am. I’m not formal, I don’t stand on ceremony, and I don’t like wasting time on trivialities; those characteristics define both my personal style and my business persona. Self-knowledge results in confidence for me, giving me a competitive advantage over another guy who feels he has to wear a formal suit and tie to project a certain image that he thinks others want to see, but that really isn’t him. I’m always going to feel more comfortable than that guy.

In short, it’s a losing proposition to try to be something you’re not—it won’t work. You will fail. Likewise, a company that knows itself and what it can and can’t do can capitalize on its strengths and see competitive advantages where others might see weaknesses. Such companies have a much easier time generating productive, profitable, and powerful PR. That’s why when we take on a client, we take them through a process so we can get to know them and understand how they see themselves. We adapt and urge them to change messages if we think they aren’t consistent with their brand. Just like the person who knows himself well does better navigating the world than the person who has a weak sense of self, a business that understands itself simply does better, more-focused work than an ill-defined business.

  A company that knows itself and what it can and can’t do can capitalize on its strengths and see competitive advantages where others might see weaknesses.

GOING AGAINST THE GRAIN GIVES YOU SPLINTERS

Countless brands struggle with who they are versus who they want to be. Before we even start working on a client’s campaign, there’s due diligence on 5WPR’s part. We have to understand what a client does well, where he can do better, and where he will have less success in relation to competitors. Understanding what your brand or business is at its heart—why it exists—seems, on the surface, like a “no brainer,” but it’s amazing how many companies lack focus and understanding on what their true value is. When we separate the top two executives of a company and ask them about the company, it’s rare to hear the same descriptions of the business. That inconsistency can spell trouble when company representatives talk to the press, or even to their own employees. Be honest about your business’s strengths and limitations, and then make them known internally so everyone is on the same page and there’s no confusion. That way your team (or you, if you’re a one-man show) can position your strong points accurately and downplay limitations for the outside world. Doing so takes guts, honesty, and humility.

We worked for a beverage brand whose parent company wanted it to be premium, but its distribution and consumers were far from premium. There is nothing wrong with selling a lot of product to a midlevel market customer, but our client’s parent company thought there was. No matter how hard the company tried with upscale marketing and PR campaigns, the efforts did not resonate with the up-market audience the brand hoped to entice—not in market research, social networking comments and discussions, and naturally, not in sales. In the beat-head-against-wall process, the company neglected the very customer that liked and spent money on the brand—midmarket buyers. During a long and painful process with the client, we reviewed who the brand actually appealed to—a pure middle-class, middle-America consumer. No matter how often the media said it, how many consumers said it, how many times the cash register said it, or how often retailers said it, they weren’t hearing it.

It was tough to convince the brand that its existing customer represented a great market—one it should prize and respect (all money is green). This consumer was buying the product despite the fact, or perhaps because of the fact, that they never even saw the messages the company was sending to a higher-end market. Finally, a new CMO was hired, and he agreed to aggressively target the existing and core consumer after we fought, kicked, and screamed for him to give the strategy a chance. Within one quarter of shifting the PR messaging to a lower-end audience, the company’s sales grew. Sales were up for seven quarters in a row, I believe in large part because the brand had finally spoken directly and very personally to its existing loyal customers in language “regular people” understand. Until, that is, the CEO was fired, and the CMO took a new job shortly thereafter. The new CEO? He fired 5WPR within weeks. The new CEO and a new PR firm switched back to the old messaging at the behest of the parent company. Guess what happened? Sales spiraled downward within months of changing strategy. I admit to feeling smug over that one. The brand as it exists will never be up-market; it would have to change its name, design, taste—everything—for that shift to happen. But then it would no longer be the same brand, would it?

Embrace Your Truth—Don’t Hide It, Decorate It

Two of my favorite examples of seeing business limitations as benefits and capitalizing on them come from two small, successful hotels in midtown Manhattan. One is a long-standing client and the other was a project client. Both are smart enough to understand that they have a specialized market. They know that their independence (neither is part of a big chain) and small size give them a competitive advantage when it comes to getting the kind of PR that translates into bookings. The press wouldn’t be as willing to cover the kinds of acrobatics we helped them achieve had they been “big box” hotels—our gimmicks wouldn’t be seen the same way.

The Buckingham is a small (fewer than 100 suites), independently run midtown NYC boutique hotel—midpriced, nothing fancy or exorbitant. It doesn’t even have room service. The hotel has a rich musical history—it is just down the block from Carnegie Hall, has played host to many musicians over the years, and celebrates these cultural roots whenever it can. Let’s face it, though, small-brand hotels aren’t easy to remember in a world where the Ritz-Carlton or Four Seasons mean something to consumers, as do brands like Sheraton, Hilton, or Marriott, all of which have multiple locations in the heart of Manhattan. So, suffice it to say it ain’t easy to garner media attention for small niche hotels in New York, where there’s a hotel on practically every corner. The Buckingham doesn’t have much of an advertising budget either—spending money on billboards, TV commercials, and magazine ads isn’t an option.

Since the Buckingham can’t pretend to be a luxury pad, and it can’t compete with the Marriotts of the world, we helped it capitalize on its strengths as a quirky, historic, fun place through pure elbow grease and fun stunts. When airlines stopped serving complimentary food a few years ago, we offered a special Carnegie Deli brown bag airplane special from the hotel, which consisted of sending a hotel porter to pick up a sandwich for the guest from the famed deli (which happens to be a block away) a few minutes before checkout. Guests could grab a cab to the airport with lunch in hand.

  Since the Buckingham can’t pretend to be a luxury pad, and it can’t compete with the Marriotts of the world, we helped it capitalize on its strengths as a quirky, historic, fun place through pure elbow grease and fun stunts.

The stunt got huge national media attention for the Buckingham (the PR wasn’t too shabby for the Carnegie Deli either) because it addressed a real problem travelers face when they are dashing to the airport in an age of cutbacks and airline inhospitality. Offering guests the chance to have “doggie bag” food from New York’s most famous deli tied the Buckingham Hotel brand to the big boys in terms of hospitality and guest care. It was creative, fun media that felt very intimate and personal, and created millions of media impressions. Combine that with traditional day-to-day media and a proactive aggressive public relations program and the hotel was sold out for months afterward. What a joy it was for us to work on this project.

On another occasion, we were charged with branding the hotel’s one-of-a-kind 2,200-square-foot duplex suite, complete with a 1,400-square-foot terrace with Central Park views and two bedrooms. The suite was also once the hotel residence of world-renowned opera singer Giovanni Martinelli during his reign at the Met. The Buckingham’s penthouse—unique in the city—is available for guests (it’s great for families), meetings, and private events. We created a $150,000 Valentine’s Day package, which included the luxurious experience of being picked up in a private jet from anywhere in the continental United States, served a private Nobu-catered dinner, and showered with gifts from the hotel neighborhood’s most exclusive shops.

While no one took the offer, the sweet deal did pay off—people noticed the Buckingham and learned about the amazing suite. Sure enough, the day before Valentine’s Day, the front page of the New York Daily News ran with the story about the offer and interviewed the Buckingham’s hotelier. “In February, it’s a little chilly on the terrace, but if you’re with your sweetheart, perhaps you won’t notice,” Stephen Shapiro told the paper. “We don’t expect tens of thousands of people, but we do hope for that one couple that wants to experience the best that New York has to offer on this romantic day,” Shapiro told reporters. Selling the package was a pipe dream, but the branding and positive media that the Buckingham received was worth millions. Millions now knew the name of the hotel from media that swept through the digital world through images, blogging, and social network sites. Day-to-day media, stunts, and strategy: all a tremendous success.

Creative ideas that work with, not against, the Buckingham’s distinctive personality have brought brand recognition to the hotel. In fact, by being true to itself, the Buckingham benefitted amazingly. “We get more good press per sales dollar than does any hotel in New York City, honestly,” Shapiro told me. “This funny duck of a hotel has captured the attention of the media, from The New York Times and The Wall Street Journal to National Geographic and Travel & Leisure, newspapers around the country and the important trade press, as well. And it’s paid off. We’ve gone from nothing to something in not only a snap of a finger, but in one of the most difficult and unusual hospitality market moments ever.”

In mid-2010, after seven years of representing the hotel, the owners sold to an investment group headed by UBS, and in February 2011, the hotel closed for an estimated two-year renovation. Since 2004 we’ve held annual 5WPR summer parties in that famed penthouse room, and it’s been great. We can’t wait for our next chapter together to begin.

The Washington Jefferson Hotel is an affordable, full-service hotel in Times Square that offers unusually small rooms, in a city already known for small hotel rooms. In fact, calculations showed that the hotel rooms are the smallest in the world, measuring just 7 feet by 11 feet. They feature everything a singleton could need: one twin bed with upholstered designer headboard and goose down comforter, cable television, Internet access, telephone with private voice mail, in-room safe, hair dryer, and ironing board and iron. The elegant, two-tone limestone bathrooms feature an additional phone. All this is in addition to the hotel’s standard amenities for all guests, including concierge, fitness center and spa services, complimentary newspapers, and 24-hour security. The hotel is ideal for people who want a clean, well-located room where they can drop their bags and run off to an appointment, dinner, or whatever has brought them to the city. A perfect fit for many travelers who want to enjoy all New York City has to offer and use the hotel as a nice crash pad.

Working with the hotel’s management, our firm launched a press campaign touting the recent renovation of the Washington Jefferson’s rooms, flaunting the fact that it had the smallest luxury hotel rooms in the world by actively making photographs of the rooms available to the press, with accompanying captions that pushed the fact that the rooms were the smallest of the small. We made the size of the hotel’s rooms points of pride by pushing the idea that tiny was an advantage: a nice room at an affordable price in the heart of the city. We took what could be a negative and turned it into a unique feature. The story ran on the front page of the Life section of USA Today, and later on CNN, Fox News, and in The Washington Post. Videos of the tiny room went viral, and stories about it ran on social networking sites and on numerous travel blogs and review sites. To this day, travelers call the Washington Jefferson and say, “Book me into the smallest hotel room.”

WHAT ARE You WORTH AND HOW DO YOU PROVE IT?

Too many times brands, businesses, services, and organizations forget that their actions act as natural PR. When you make a claim about your business’s value or worth, it has to be real. Nothing speaks more loudly today than what you do and how you do it. That goes for the pizza shop on Main Street, to the CEO of a corporation, to a politician on a soapbox. How do you prove your worth? What’s in it for your customer, your shareholders, or your boss? These are six specific ideas that individually or in combination create a powerful Worth Index that is also a valuable PR hook:

1. Superior process (FedEx, UPS, PayPal)
2. Great value (Walmart, Trader Joe’s, IKEA)
3. Innovation (Apple, LG, Google)
4. Excellent people or service (Zappos, Four Seasons Hotels and Resorts, Nordstrom)
5. Reliable, dependable; no surprises (McDonald’s, Honda, Johnson & Johnson)
6. High-quality, exclusive luxury items (Louis Vuitton, Mercedes Benz, Audemars Piguet)

Unfortunately, companies can kid themselves about their place on the Worth Index, which hurts them in PR, not to mention sales. The Worth Index is where your brand falls within your customer’s or audience’s mind in terms of the value you provide them—as an artist, a company, or a candidate. It’s a concept you have to constantly assess—are your messages reaching customers, prompting them to take action? Are the customers drifting away or are you bringing them closer? Big brands often think they are infallible, or are all things to all people, and risk losing the very qualities that made them appealing. And I have yet to meet an entrepreneur who doesn’t think his or her idea is going to be the next Kindle or iPad.

Of course, smaller companies and niche brands need unbridled enthusiasm and passion to sustain them during rough start-ups and lean times, except that there also has to actually be a great product, service, or idea in order for passion to translate into tangibility. We worked for a technology company that wanted to partner with leading celebrities to stream their concerts—creating a seemingly new revenue stream for these artists—and wanted us to create messaging, secure meetings and partnerships with said celebs, and publicize the product. Their Worth Index was (allegedly) based on three things: innovation, superior process, and value in the “found” new revenue stream for artists and celebrities.

Knowing that it would be difficult, we took the challenge to help them brand and grow the business. We worked tirelessly and used our established contacts in the media, technology, and entertainment industries to secure meetings for the company with leading managers, producers, talent brokers, briefings with journalists, and so on. In many industries, hiring gatekeepers like a PR agency allows start-ups and entrepreneurs to enter doors that would otherwise be unavailable. But access doesn’t always mean getting hired or closing deals. The product still has to deliver. We always tell clients we can introduce you to other clients and our contacts, but it has to be a win-win for both of you in order for the partnership to work.

The company laid out its differentiators in an innovative and technologically superior way. We won it a great deal of media coverage as well. However, the meetings didn’t ultimately pan out in terms of business for, or investment in, the client. The sales silence that followed was deafening. Despite getting the ear of top industry people, the company had not tested the product thoroughly enough, so there weren’t enough product demos and user endorsements to make investors feel comfortable about taking a chance on the start-up.

The company was amazed when people didn’t jump up and down about the idea. We told them at the outset that this was a likely outcome, but they didn’t want to hear it. As we explained early on to them, there’s a risk for celebrities lending their name and talent to a new and untested technology or product created by a no-name company. The reason why musical artists did not sign on after meeting with the company was because if the technology failed to produce the promised results, the celebrity—who has a very strong media presence—would be blamed, not a technology company few had ever heard of. The celebrity would be associated with the failure for a long time. The relatively small amount of money a celebrity might make wasn’t worth taking a risk on the start-up. The company simply couldn’t overcome its own lack of proof in terms of the product’s benefit and the strength of its brand.

The company needed more time—and patience. Without a substantial infusion of cash, big-name investors, or high-profile executives involved, it needed to slowly build enthusiasm in the press and among tech journalists, bloggers, and enthusiasts. It would have been more strategic to test the product for a longer incubation period than the founders were willing to spend in time or money. Approaching lesser-known artists who may not be as risk averse would have likely been a more successful tactic than going after big names. Since the founders didn’t want to go through this stage of development and growth, it was difficult for the company to prove its worth to celebrities, the press, and the public. A few months into it they shut their doors—and left 5WPR and a lot of others holding unpaid bills.

Driving Off the Trust Cliff

While I believe all businesses have to get out of their comfort zones in order to challenge assumptions, learn, and grow, doing so can’t bring them beyond the boundaries of their standards and ethics. Your customers want to know that the brands they do business with care about what they do—making that level of concern and principle known to constituents is a PR advantage. Falling off the Worth Index is a real problem. Toyota found that out when it sacrificed its Worth Index of safety and quality in what reporters from The Wall Street Journal to Al Jazeera called its quest to expand too rapidly, and as a result, produced cars that the National Highway Traffic Safety Administration (NHTSA) determined had sticky accelerator pedals and accelerator pedals that became trapped by floor mats. The NHTSA deputy administrator said that the issue with the brakes was most likely caused by people accidentally hitting the accelerator instead of the brake.

A little history—during a routine test on the Sienna minivan in April 2003, Toyota engineers discovered that a plastic panel could come loose and cause the gas pedal to stick, which could potentially result in the car accelerating out of control. The automaker redesigned the part, and all 2004 Siennas were fitted with the new panel. However, Toyota neglected to notify tens of thousands of people who had bought vans with the old panel. Many believe this was a willful act. In fact, a former Toyota lawyer who handled safety litigation filed suit against the company, accusing it of a “calculated conspiracy to prevent the disclosure of damaging evidence” to “prevent evidence of its vehicles’ structural shortcomings from becoming known,” according to a report in the Los Angeles Times. It wasn’t until U.S. safety officials opened an investigation in late 2008 when Toyota acknowledged in a letter to regulators that the old part could come loose and “lead to unwanted or sudden acceleration.” Then, in January 2009, the automaker recalled more than 26,000 cars that were equipped with the faulty panel. Other recalls followed, and the list keeps growing: in December 2010 the automaker recalled about 94,000 2011 Sienna minivans that were produced before early November 2010.

Toyota’s response to critical safety issues was woefully lacking—and offers a lesson on what not to do in terms of crisis management. For one, at the height of media coverage of the crisis, Toyota foolishly used local Toyota dealership owners as spokespeople for the company at large in major media markets—the guy selling cars yesterday now found himself acting as the face of a corporate behemoth. Big mistake. How about coordinating trained spokespeople to speak to major market media? Toyota has consistently downplayed recurring complaints of unintended acceleration, pretending that nothing was wrong. It really doesn’t matter that of the 3,000 reports of unintended acceleration only five have been confirmed, or that the Department of Transportation found that the problem was mechanical (sticky pedal and floor mat issue) not electronic. Perception is reality. Toyota should have tackled the problem head-on, from the start, and it didn’t. A perceived big problem is indeed a real big problem.

The management team should have come out as soon as the problem was discovered and explained exactly what it was, sharing the company’s engineers’ findings, even going so far as to detail the issue with easy-to-understand graphics. This would have shown how seriously the company takes safety issues and its corporate integrity. Denying safety problems is a big problem. When Toyota sent letters to car owners in October 2009, notifying them of a recall to fix the acceleration issue, the company said, “No defect existed.” Empathy matters and they didn’t show any.

A crisis of this magnitude requires action from the boss who, in this case, took a very long time to personally respond to the crisis. In early February 2010, Toyota CEO Akio Toyoda said, “I am deeply sorry for causing concern to many of our customers over recalls on multiple models in multiple regions.” Toyota’s apology came after direct prompting from the Japanese prime minister. Straightforward apologies such as that one may be customary and accepted in Japan but Americans expect an emotional connection with brands—especially under crisis circumstances with serious safety consequences. This brings up the issue of how Toyota is organized internally. Jim Lentz, the American head of Toyota Motor Sales, testified in front of Congress that he had no power to order a recall of a vehicle, as the result of a long-standing Toyota policy. Obviously Toyota has internal PR and organizational challenges—good PR begins at home or, in this case, the office. Certainly C-suite employees should have some authority and involvement—especially when it comes to issues with major PR implications. Isn’t that common sense?

At any rate, the shine is off the fender at Toyota for a long time to come. How many parents of kids about to drive will buy a Toyota for them now? They are likely to buy another brand, and in doing so, help to build loyalty to another brand, which may last well into the future. The answer to that question will spell long-lasting damage for the carmaker, as will the ill will and lack of trust consumers have for the brand.

Time Heals

One of my current and all-time favorite clients, Philip Stein Watches, created a powerful Worth Index. Rina and Will Stein, the charming, sweet, and smart married couple who own the company, have worked very hard the last few years to combine an innovative outlook to the world of luxury products with a high-end collection of unique timepieces that use Natural Frequency Technology (NFT). NFT is a combination of natural frequencies generated by the Earth that are embedded in many Philip Stein watches, using a special technology and delivered via a metal disk infused with these key frequencies. When worn on the wrist, the watch exposes these frequencies to the biofield of the person wearing it. The biofield is the master energy field that regulates the body’s functions and informs the body to relax.

As a result, wearing the watch (which, by the way, looks great) makes many people feel and sleep better and improves their mood. Yes, the Philip Stein watch can do that due to technology. We validate and explain the claims while showing that the watches are also gorgeous, fashion-forward accessories. So we spoke to two audiences: people who love the look and people who know what the watches “do.”

Don’t believe it? Well, guess who did? Oprah Winfrey—on three different occasions. Oprah named the Philip Stein watch one of her favorite things in 2003, 2005, and 2010. To celebrate Oprah’s 25th anniversary show, the company created a special timepiece; it was not only beautiful but resulted in great publicity (and sales). Madonna, Rupert Murdoch, and many other high-profile folks all wear Philip Stein watches regularly. Talk show host Rachael Ray featured the brand on her program in a giveaway (and added that her mom loves it, too); reports on the watch’s qualities have been favorably reported on ABC News, CNBC, Dr. Phil, and other news outlets.

“We thought that if we could be the first well-being accessory in a luxury watch, we could occupy a niche in the saturated watch market, which nobody had entered into,” say the Steins. That’s a powerful place to be on the Worth Index, with a watch that not only tells time and looks good but also makes you feel great, too. Luxury and service meets great process, and the company delivers on its promise. Many wearers agree with the maker’s claim that the watch helps them sleep better, have more vivid dreams, and wake up feeling calmer and more energetic. Plus, the fine craftsmanship and technology of the product is a promise that Philip Stein keeps to the second.

To further the company’s Worth Index we created a viral campaign, “Have You Slept with Philip Stein?” aiming it at influential business entrepreneurs and successful CEOs who had been in the public eye for a newsworthy event causing them stress. For this initiative, influencers including Apple founder Steve Jobs, former BP CEO Tony Hayward (who was dealing with the BP spill and his own public gaffes), and Toyota CEO Akio Toyoda were gifted the high-end watch and asked to fill out a survey on whether or not it helped to relieve stress. The campaign resulted in an increased Worth Index—again many executives did indeed find the watch delivered on promises. The company decided to hire a prominent doctor and noted media expert to discuss with the press and public how the watch works to make wearers feel better—another win, Philip Stein.

The Value of Goodness

Proving a sustainable Worth Index is as important for nonprofits as it is for commercial enterprise. PR is part and parcel of the Worth Index package; it can help educate people on the work a nonprofit does and entice more donors to your cause. The American Red Cross had a substantial loss of Worth Index following 9/11 and during Hurricane Katrina, when accusations of fraud and misappropriations of funds were the focus of numerous media reports. It was a scandal that rocked the institution: executives were forced out (it went through seven CEOs in seven years), and investigations uncovered many more financial abuses.

We are fortunate to work with some terrific nonprofits to help bring their missions and messages to the public, and the Jackie Robinson Foundation (JRF) is one of them. Established in 1973, JRF is the nation’s premier education and leadership development program. Transcending financial assistance, the foundation equips its scholarship recipients with a comprehensive set of support services, including mentoring, career guidance, and practical life skills, resulting in a nearly 100 percent graduation rate, more than twice the national average for high school–age minority students. The more than 1,400 JRF alumni are both leaders in their professional fields and consummate ambassadors of Jackie Robinson’s legacy of community service. This is high on the Worth Index, about which donors to the foundation can feel very good. Through our wide range of media coverage, we raised awareness for the foundation and its fund-raising event by focusing on and promoting its place on the Worth Index: the young people it helps every year, from the boy in foster care who graduated at the top of his Harlem public school class and went to Harvard, to the troubled kid who was able to turn himself around, got good marks in school, and entered a prestigious culinary program.

Each year, the foundation hosts an annual awards dinner, which pays tribute to those who embody the humanitarian ideals of Jackie Robinson and who helped raise money for the foundation’s minority scholarship and mentoring program. In 2011 we were hired to create buzz for the Jackie Robinson Foundation’s gala, featuring honoree Sean “Diddy” Combs, and participants including Russell Simmons, Bill Cosby, and New York City mayor Michael Bloomberg. We were challenged to secure meaningful press beyond sports-centric media, so we leveraged relationships with leading editors, reporters, producers, and photographers. We generated unique story angles about the foundation and the gala, like sharing that the über-confident Sean Combs was incredibly humbled to receive the prestigious honor, and made sure to get the mix of attendees into the society pages.

As the PR firm of record, we secured a wealth of top-tier media placements in highly impactful media outlets, including The New York Times Sunday Styles section, the New York Daily News, WNBC’s New York Nightly News, and The Huffington Post Impact page. As a Bronx boy and long-standing Yankee fan, I loved a quote in The Wall Street Journal’s Heard & Scene culture column: “Everyone from Citigroup to Ciroc Vodka hosted a table in support of the foundation. Even the cash-strapped New York Mets ponied up.” Sympathetic coverage like this inspires readers to say, “Look who gives money to this organization; maybe I should give, too.” In all we garnered 157,970,424 media impressions on behalf of the Jackie Robinson Foundation for this event.

POSITION YOURSELF BY KEEPING AN EYE ON THE OTHER GUY

What do you think about your competition? As Jack O’Dwyer, publisher of O’Dwyer’s PR Daily, an iconic PR trade publication, noted to me recently, understanding your competitors is part of the PR game. “PR is a wonderful tool that incorporates marketing, interviewing, advertising, selling, and news,” O’Dwyer said. “But a large part of what it’s really about, and what it’s always been about, is monitoring the competition and gathering information on them.”

It’s interesting commentary to consider. Part of any due diligence when we take on a client is to see what else exists in the sector—so yes, we absolutely look at competitors. Any PR effort takes into account how you differentiate yourself from the other players in your sandbox. Your unique positioning against them figures into marketing and advertising as well. If your competitors have already staked out a certain place in the market, you may have to amend your viewpoint or attack them for their points of view.

Identifying what key players in your industry are doing forces you out of your own head and pushes you to look at things from the customer’s point of view because he is looking at you, as well as the others with which he might do business. As you know, consumers have a choice, so knowing what those choices are makes you a stronger, more forceful competitor.

Once you know what (or whom) you’re up against, become a student of the most successful alternatives, as well as the up- and-comers. Study their marketing materials, locations, pricing strategies, and product design. From there, you should be able to figure out what they’re doing well and not so well. You will also be able to use your competitors’ best ideas and modify or improve upon them. How can you do it better, differently, more efficiently, stylishly, or cheaper?

French spirits maker Pernod Ricard uses knowledge of competitors to hone its message as a top-tier product aimed at an educated consumer—a connoisseur even. Known for brands such as Seagram’s gin, Havana Club rum, Chivas Regal Scotch Whisky, and Jameson Irish Whiskey, the bottler has similar spirits from other companies all around its offices. Ricard’s employees know what these other brands taste like, how the labels look, and how the product compares in every way to what the company sells and promotes. This knowledge allows its PR campaigns to speak with authority about their own product and make the best case for why its stuff is better than the other guy’s (even if the other guy is never mentioned).

For example, one of the beverage maker’s recent campaigns was to educate consumers about what the age of its Chivas Regal Scotch Whisky meant in terms of its high quality. The company conducted a survey of 2,000 whisky drinkers in nine international markets, including the United States, and found that while 94 percent of drinkers believe age is an important indicator of a whisky’s quality, only 10 percent knew that the age statement on a bottle (10 years, 25 years, and so on) refers to the age of the youngest whisky contained in the bottle, not the oldest. I find it hard to believe that the company and its PR team didn’t look at its competitors’ efforts and see them lacking in the area of consumer education, especially surrounding one of the defining qualities of a great Scotch whisky—its age. So Chivas took up the challenge and created stylish and easy-to-understand educational videos for YouTube, and connected with print media and spirits bloggers, many of whom took up the cause and produced columns and articles about Chivas’ smart efforts to help educate whisky lovers about the importance of age in terms of the taste and smoothness of the drink. The company also created straightforward point-of-sale labeling that made it very apparent to shoppers exactly what they would be getting in terms of the age and quality of the product. Chivas focused its efforts on duty-free airport liquor stores since those sales are a major part of its business. Smart.

There are other ways to learn. One of our very successful technology clients has invested in countless start-up companies in his industry simply to learn about trends. He views it as research that allows him to monitor and recognize innovation and activities in his industry. His “profit” comes in the form of information and insight, which he says is well worth the price.

A man I know takes this idea one step further and has turned examining the competition into a lucrative business. He identifies the thought leaders and innovators in particular industries at the request of companies. Once he has researched the players in a particular field, he takes that list of top people to his client, who then identifies a few of them for him to procure. This is a very interesting form of PR, because even if the company doesn’t persuade the other firms’ stars to join its constellation, it knows who’s doing what at which companies, which helps the company further hone its own message and performance (the candidates may think they are coming for an interview when, in fact, they are sharing information on the competition).

THE ADVANTAGE OF IDENTIFIABLE WEAKNESS

Recognizing problems and then solving them offers fantastic opportunities for powerful PR campaigns, as does taking advantage of your competition’s weaknesses. If a client’s competitor isn’t capitalizing on a need in the marketplace, that gap provides a natural PR opening. A client in a niche area of skin care—products for pregnant women—can pitch media about the need for specialized products that are safe and effective. Maybe the competitor’s product is okay for an expectant mom to use, but the company doesn’t capitalize on it, so PR can. In doing so, we can get some of the other manufacturer’s customers, some of whom are pregnant or are trying to become pregnant.

If you can say to someone, “My product or service can make your life easier or improve your life,” the possibilities for press, events, and consumer-awareness campaigns are enormous. Because let’s face it, ultimately everyone wants a better life—this is an excellent PR hook. Yet so many companies—even entire industries—miss out on this incredible opening. When you make people aware that you already offer a solution to a problem they encounter on a regular basis, you’re golden. And if you can make media folks smile when talking or thinking about your brand, imagine how consumers or clients will feel. They, too, will smile and think fondly of you.

  When you make people aware that you already offer a solution to a problem they encounter on a regular basis, you’re golden.

Blockbuster Inc., the media rental company, didn’t evolve with its customers or technology and has suffered because of it. In a set of March 2011 court filings, the chain indicated it would begin closing 186 more stores by the end of that month, bringing the number of its U.S. locations closed or slated for closure to 1,145. It was a confluence of events (on-demand video, Internet movies), but number one among them was that people hated the inconvenience of having to go to the store to return movies and face late fees for not doing so on time. Obviously Blockbuster lost the connection with its audience by not addressing issues that had become important to them—convenience, time, and cost.

In contrast, Netflix, the DVD mail and on-demand movie rental service, is leading the way in terms of convenience and price with easy-to-rent and -return DVDs and with broad availability of on-demand movies. It’s also starting to create its own content by entering into production deals with directors. Interestingly, the company’s most effective PR has been on a grassroots, word-of-mouth level. An estimated 40 percent of new Netflix customers come from word of mouth. “We have benefited enormously from the rapid growth in word of mouth (publicity). It has taken us to levels that we thought we would not soon see,” Chief Financial Officer Barry McCarthy told reporters. Netflix has grown and continues to innovate steadily. For instance, in January 2011 the company announced partnerships with most of the major TV makers to create a “Netflix” button for remote controls, which should become an interesting experiment in “in-house PR.” Seems like Netflix stole Blockbuster’s lunch while Blockbuster was taking a nap.

Take a Flier on the Competition

I think everyone can agree that the airline industry as a whole offers an incredibly unpleasant customer experience. From the time you take your shoes off and empty your pockets, to when you’re patted down and interrogated, to when you squeeze into an uncomfortable seat, to when you finally unfold yourself and get off the plane, you are made to feel as if the airline industry has just done you a huge favor by taking your money and getting you to your destination late, tired, hungry, and cranky.

What excellent opportunities the failings of the airline industry present to competing industries—ground travel suppliers. Greyhound, Amtrak, and limo and car service (or even rental) companies can and should be capitalizing on and publicizing the fact that very few people enjoy air travel, and there are plenty of other options. Frankly, an entrepreneurial car service—a bus or train company, too—could employ PR initiatives comparing these services to an airline’s service—and succeed. Couldn’t hired-car companies, for example, provide luxury transport for up to three people within a range of 150–300 miles for less money, and quicker (considering the time added on to a flight in terms of getting to and from the airport, time spent going through security checks, inevitable delays, and waiting at the gate)? Couldn’t they provide better service, and with more comfort, than an airline? Why not issue press releases about how convenient it is to rent a car, with average travel times from Boston or Washington, D.C., to New York City, or San Diego to Las Vegas, in a car versus an airplane? I guarantee the company who did so would get an enormous amount of positive attention—and business. Think about it: come and go on trips when you want, on short notice, not have to pay for checked baggage, and never get felt up by the TSA in the process. Wouldn’t the car service win?

How about train travel? You don’t have to disconnect your iPad or iPod during departure and arrival. You can talk on a cell phone or sit in a quiet car if you want to escape the constant buzzing of your mobile device. Why doesn’t Amtrak create viral videos of the experience of a train versus the experience of a plane? Hundreds of thousands of viewers would likely respond positively to funny, relevant videos. Maybe Amtrak would even start turning a profit. Because let’s face it, at least within a radius of a few hundred miles, the train is almost always the better choice. It’s more civilized, more comfortable, and usually quicker door-to-door (considering all the extra time airline travel involves). Even the sandwiches and coffee in the train dining car are more palatable than what passes for food on an airplane. And guess what? It won’t cost that much to do this PR angle effectively.

Let a car, bus, or train line issue a press release or hold a press conference at LAX or any West Coast airport, challenging the airlines that it guarantees quicker door-to-door service from Airport X and Las Vegas. These alternative transport companies could specifically target people who take flights between those two cities, telling them that their services are not only quicker, but their interiors are modern and clean, and passengers have plenty of legroom. In fact, the companies could offer free trial rides replete with cheerful attendants on board to serve juice and snacks, offer newspapers and headphones for music and built-in TVs. Complete the campaign by holding a satisfaction survey with each group of travelers when they arrive at their respective destinations. The companies would get a lot of media coverage on the results, and what would amount to millions of dollars in terms of advertising dollar equivalency. A positive message would be conveyed in a very human and humorous way: why take a plane when a bus (car or train) can get you where you want to go faster, and in a much friendlier manner? And yet, transportation companies haven’t taken PR advantage of all that is lacking from the air travel industry. It’s a lost opportunity.

Might Makes Right

The United States military is another brand that could do better by addressing the problems it solves. Granted, the military faces an uphill battle because so much of the media is antimilitary. However, in other countries the military is a strong brand with positive public and media portrayal. We’re not passionately positive about the military in this country; it often seems as if the only stories we read about in terms of the military in this country are controversies, scandals, or mistakes made. Yes, the press is predisposed to (and very good at) highlighting hot-button issues like gays in the military and purported abuses on the battlefield and in POW camps, but does the military try hard enough to counter what are largely negative reports? How many positive military stories do you remember reading about recently; how many can you recall seeing on the news? How many military figures can you name? Only a couple may come to mind. David Petraeus? Norman Schwartzkopf? Who else can you even think of in less than 15 seconds?

The military solves a problem and provides a solution to our security. Promote that solution through real people with whom everyone can indentify. The American military is the people’s military. It’s Jessica from New Hampshire, John from Florida, David from Wisconsin. Put those people on television and let them talk to the media. When it’s Thanksgiving, offer stations across the U.S. interviews with “local heroes.” Obviously the young soldiers who make up the rank-and-file troops can’t and shouldn’t talk policy. They can, however, have a conversation about why they enlisted and what they do for the United States. Once real military men and women become familiar on a personal level, even the most hardened reporter can’t help but be empathetic. Such a campaign would show the military solving problems that go beyond war and conflict (they help poor people all over the world, rebuild infrastructure domestically and in foreign lands, etc.). It would promote the idea of the military as an organization of your peers, fellow citizens and neighbors. In this respect, identifying a problem your business or brand can solve can also improve public perception of your business. That’s a win-win.

Next time you’re tempted to believe your mother’s (or anyone else’s) PR about you—stop and think about it before swallowing it whole. As Leif Garrett, the singer and former teen idol, astutely remarked, “Don’t believe your own publicity. You can’t; you’ll start thinking that you’re better than you are.” (Proving that you don’t have to be a Shakespearean actor to call it like you see it.) Even if it all happens to be true, getting caught up in the thrill of it all means you’ve taken your eye off the ball.