News and Public Relations

What is news? Where does our news come from? If the first question is a little tricky, the second is becoming ever more difficult to answer. Even if the initial response was something along the lines of ‘topical information found in newspapers and television and radio programmes’, rapid changes to the media landscape make even a vaguely adequate answer hard to furnish. Newspapers, televisions and radios still exist as physical objects, but they are no longer seen by many people as essential to daily life. News organisations break stories on the web, distribute content as video, crowdsource content, and link to content from competitors. More and more people watch television programmes on tablets, laptops and smartphones, skipping from story to story, site to site, and are diverted elsewhere by a social media recommendation. Facebook and Instagram are at the centre of the news nexus, and the distinction between private news and public news has blurred almost to invisibility.

At one level, news is what the news producer says is news – a story merits being printed on the front page and it will stay there for 24 hours before being replaced with something more topical. News is also what the individual thinks is news. People have their own news gathering and filtering mechanisms and routines, and the PR practitioner needs to understand this complex environment.

How will the individual whose behaviour the practitioner is trying to influence become aware of the persuasive efforts that are likely to achieve that result? The key factors become awareness, relevance and credibility, often underpinned by emotional appeal. The ideal would be one-to-one conversation, but this is impractical. What is needed are groups of actors who can reach significant audiences in a way that carries the power of legitimacy, packaged in a way that makes the recipient inclined to engage. Journalists find, filter, process and distribute topical information, commodified as news, and influence discourse and societal norms. They bring material together and make assessments about importance and relevance, they shape and reshape reputation. They can become experts, influencers and opinion leaders. They position themselves as individuals who can be objective in their judgement, and make endorsements or critiques that carry great credibility. No wonder journalists are seen to be so important to effective public relations and that even in the age of Facebook and YouTube, media relations matters to so many organisations and clients.

How it was

In the 1961 novel A Crooked Sixpence by Fleet Street legend Murray Sayle, two investigative reporters challenge a shady character to describe his work. ‘Well, it used to be called publicity,’ he says. ‘We’ve only recently reached the status of a profession, if you know what I mean. The proper term is public relations.’ The interview over, one sceptical hack asks the other, ‘What the hell is public relations, anyway?’ While it is fiction, and the book was written 50 years ago, the reply still holds good for many critics: ‘It means getting stories into papers without paying for them.’

Most modern public relations practitioners will wince at this formulation, but, as Hitchins (2008: 205 in Theaker, 2008b) points out, ‘It would not be overstating the case to say that for many organisations public relations is media relations.’

That said, an understandable desire by ‘the profession’ to highlight the broader contribution public relations can make to the management of organisations often leads it to accord media relations a lower status and significance than perhaps it merits. But even a cursory study of the realities of PR practice might suggest such thinking is open to question; certainly some would see media relations as sitting on a fault line between theory and practice, between those committed to the ‘professional project’ (including many academics) and the people who actually do the job. Morris and Goldsworthy (2008: 105) put it strongly:

Public relations practitioners seek to influence the mass media, partly because of its reach but also because of its credibility with the target audiences they wish to engage. Although the boundary between online and offline has blurred almost to irrelevance, newspapers, magazines, television and radio are still widely seen as the most effective channel for reaching large numbers of people with product information or corporate messages in a short space of time. It is partly to do with technology – reach (Phillips and Young 2009) – and partly because media content managers (journalists and editors) are presented as being ‘independent of view and opinion’, thereby offering an ‘impartial’ validation of organisational messaging. This third party endorsement framing is closely aligned with notions of reputation management, wherein reputation can be equated with what the established media says about an organisation. For some, media exposure is reputation, so if practitioners can influence the media to present a positive image, the job is done. Interestingly for a discipline that places great emphasis on trust and legitimacy, the endorsement is sought from Fourth Estate media institutions that many studies suggest are rapidly losing public credibility.

The changing status of media relations tells us a lot about PR. Media relations is visible, not least because it directly concerns journalists, and thus becomes the part of the practice that is most often written about and commented upon. Indeed, despite its best efforts, the public image of public relations remains one that is defined by journalists whose relationship with practitioners puts them in a position that does not invite objectivity.

Furthermore, the tangible outputs of media relations arise from (junior) ‘technician’ functions, which can be seen as devaluing the status of those wishing to join the dominant (boardroom) coalition; certainly, media relations is primarily tactical work rather than the strategic management function that is lauded as the ‘holy grail’ (L’Etang 2008: 29) of PR.

For those who see PR primarily as reputation management, the image of an organisation created and negotiated through media channels is of great significance. Those who see PR as relationship management will see media relations as just one of a range of tactical devices, acknowledging its importance in establishing credibility and exposure, but of limited value in creating dialogue and discourse.

Changing Media Landscape

One of the attractions of effective media relations is a claimed ability to target specific audiences, defined by a range of socio-demographic measures. Campaign planners believe themselves able to deliver publics, by geography, by income, by age, perhaps by gender, and often, with some certainty, by specialist interest; if you want to reach pig breeders you target Pig Breeders Weekly. Likewise, to publicise an event, the local or regional newspaper was the way to do it. But the narrative of the last 30 years has been one of media fragmentation and, most notably for printed newspapers, one of decline. With very few exceptions newspaper circulations are shrinking, and the pain is being felt particularly acutely by the regional dailies that traditionally offered a trusted and credible vehicle for targeted messaging. Regional news outlets have transformed themselves into online/offline hybrids, but their penetration and significance has diminished. It is possible to argue that this mirrors a decline in sense of community, perhaps allied with an increase in mobility, but a significant reason must be the dramatically increased competition for time and resources.

The steady erosion of print media circulations predates the explosion in internet usage but technological advances of the last 20 years have undoubtedly presented enormous challenges. Online requires less start-up investment, carries lighter production costs, and has fostered an environment in which many people no longer recognise the need to pay for content. As readerships shrink, fewer eyes see stories, so the return on investment of media relations becomes less attractive. At a deeper level, people are beginning to consume media in different ways. Whereas a casual reader might have flicked through a newspaper, glancing at every page, and having at least an opportunity to investigate most of the content, the onscreen browser travels a different path, not least if they are using a smartphone. Hyperlinks encourage skimming, and thereby work against sustained ‘investigation’ while also presenting endless temptations for the visitor to leapfrog to a rival content provider.

Declining circulations are a significant threat to the business models of traditional publications. One consequence of shrinking newsrooms is much greater reliance on news releases and other PR-driven content. For the competent practitioner it has never been easier to get material into the news media, but the rewards may be proportionately less valuable. Davies (2008: 75) paints a grim picture of the modern newsroom: ‘The churnalists working on the assembly line in the news factory construct national news stories from raw material which arrives along two primary conveyor belts … the [national news agency] Press Association and public relations.’

It is undeniable that young people consume media in dramatically different ways from their counterparts of only a decade or so earlier. News arrives through Facebook, Twitter and Instagram, every bit as much as it does through dedicated news portals. This is a profound shift that requires the media relations practitioner to radically rethink the notion of news. Once, ‘news’ was generally considered to be the retelling of important events, captured by ‘newspapers of record’ for the immediate public good and for the benefit of future historians – though in fact it has always been the commodification of information for commercial gain and power advantage.

Throughout, ‘news’ has described something the consumer wasn’t previously aware of that might influence their opinions, attitudes and behaviours, and, ideally to such an extent that they will pass it on to others. Information may be legitimated by a news portal, but the value of the portal will be determined by peers, and the value of the ‘story’ is measured by ‘likes’ and ‘shares’.

Digital media and internet connectivity have led to a changed information dynamic. Shirky (2010: 37) observes: ‘Publishing used to be something we had to ask permission to do: the people whose permission we had to ask were publishers. Not any more.’

Personal publishing, often through blogs, continues to evolve, and can be of real significance in some areas, ranging from fashion, books and film, through to politics and activism. If the authors are good enough, they can build large followings, or influential expert audiences. Debate, argument (and vilification) are staples of some blog-centred communities, and they can produce rich pickings for journalists. Issues tend to mushroom when they cross from individual blogs to established news portals. Some have power and influence – such as Buzzfeed or Guido Fawkes. Many interest areas have seen the emergence of platforms that didn’t begin as news outlets but have influence that is of similar magnitude. Its content creators may not describe themselves as journalists, but many consumer PR practitioners would regard their relationship with, say, Mumsnet, as significant.

The PR Practitioner as News Creator

To practise media relations effectively a practitioner must learn to think like a journalist. This means developing news sense, and adopting the conventions of news narrative. In the simplest of terms, this involves appreciating that while ‘Dog Bites Man’ is of concern to the man (and perhaps those close to him, or to the dog), ‘Man Bites Dog’ is of wider interest. Moreover, the newshound knows instinctively that if the dog were to be one of the Queen’s corgis and the man were to be Barack Obama or Jeremy Clarkson, it is a very big story indeed.

Hence, it is no coincidence that many of the early recruits to the discipline that emerged after the Second World War were journalists. As Grunig and Hunt (1984) famously observed, one of the earliest models of public relations activity was that of press agentry; a calling that required skills of news manufacture, and that Morris and Goldsworthy (2008) refer to as PR’s ‘skeleton in the cupboard’. The objective of the press agent was to create publicity via media exposure.

Media relations can be seen as forming a dissonant continuum with journalism. The shared objectives may include identifying attractive pieces of information and packaging them for a target audience, but journalism has developed a distinctive set of cultural norms that seek to place distance between its activities and those of ‘publicists’. This constructed divide, not always as glaringly obvious in practice as newsroom crusaders might wish to believe, provides a fertile breeding ground for distrust and approbation. The fault lines in this often fractious relationship most regularly splinter along the supposed dissonance between partial truths and ‘objective facts’.

Whether or not the channel employed is the news media, there is a further overlap in that one of the properties of newsworthiness is that it catches attention in a manner that encourages people to pass on the information. PR has to identify and tell a story, and sometimes (but not always) this resonates with accepted news values. A shared characteristic is topicality or ‘freshness’, but the major difference is partiality. Journalism privileges objectivity whereas PR places emphasis on persuasion, often derived from the careful presentation of selected truths. In reality, both sides can show an astonishing lack of self-awareness.

The Techniques of Media Relations

The ability to identify what is newsworthy is vital to the effective practice of media relations. The practitioner needs such understanding both to generate attractive material and also to anticipate journalistic inquiry. They will know how to find a news hook for a news release, and also develop the skills to be an effective internal reporter – what is happening inside an organisation that can be packaged as a news story that not only attracts attention but also carries positive messages that reinforce objectives set out in a communications plan.

It is one of the reasons for the early prominence of former journalists in PR practice. Wearying of long and irregular hours, and attracted by better pay and conditions, it was not unusual for reporters to turn to ‘the Dark Side’. L’Etang (2004: 204) quotes Richard West’s PR: The Fifth Estate: ‘Journalists know in their heart of hearts that they too may become PROs when they fail at their profession; they tend to see in PROs the embodiment of their own future failure.’

The framing of ‘poacher turned gamekeeper’ reveals many of the assumptions that underpinned the complex relationship between the two disciplines. Certainly, experience of news values (how to spot a story, or anticipate likely questions) as well as an appreciation of news culture has benefited many a career in media relations. To an extent news is defined by editors, and in response to perceived values of the target readership – an economic decision. In an (overused) 1965 study Galtung and Ruge (1973) identified 12 elements employed in gauging newswor-thiness. Some students are tempted to see this study as a checklist when in fact it was an empirical study, no longer contemporary and of countries that might be considered obscure, although media teams should appreciate Harcup and O’Neill’s (2001) reworking that highlights ten values one or more of which must characterise an event in order for it to be selected as ‘news’. Richardson in Franklin et al. (2005: 174) summarises these qualities as reference to the power elite, to celebrity, entertainment, surprise, good news, bad news, magnitude, follow-up stories and the newspaper’s (ideological) agenda.

What all this is boils down to is that news is about people. Pick up any newspaper and the front page picture is most likely to be of a person, rather than a place or an object. Selling a story often involves identifying and amplifying a ‘human interest’ angle.

This differs between publications. Look at this morning’s printed newspapers, and the front pages may feature several entirely different stories, or perhaps the same story from several different angles. The ‘objective’ press will approach the event being reported from a range of political and socio-demographic perspectives, from the overly serious to the apparently inane. In the last few days, it is inevitable that an event of international historical significance will have occurred but a tabloid will have splashed on a perceived fissure in a celebrity relationship. Such distinctions can be seen to delineate what used to be characterised as the difference between tabloid and broadsheet press, but now the outside observer can gain a further perspective by looking on news websites and comparing the stories featured most prominently with that most read and most shared.

In many organisations the media relations function has traditionally been located in a press office. Although the term is used less often today, it helpfully reflects a framing in which part of the communications function can control the flow of information between an organisation and the media. This may be in the form of outputs, the identification of information that can be packaged in a way that may be processed and distributed by news organisations, and also influence the seepage of sensitive or prejudicial information from the organisation. It is common for organisations to insist that employees may only speak to journalists with the permission of the press office. This gatekeeping process may involve the press officer assessing the desirability or otherwise of presenting the employee as a public face, identifying topics suitable for dissemination and advising on positive phraseology. Many argue that any pretence that an organisation can in practice command and control messages is fast disappearing as online channels encourage porosity (Phillips and Young 2009).

As well as issuing information through news releases the press office may also stage press conferences, set up interviews, draft statements, and create photo opportunities. Knowing what makes something newsworthy leads naturally to developing an ability to create story opportunities. This may be as simple as organising images – video and stills – that carry the desired message.

Other tried and trusted techniques involve milestone events, including anniversaries of a launch or the achievement of a sales or visitor target: hence ‘Attraction X has welcomed its 10,000th visitor’ becomes a news story. Story creation can also involve commissioning research, of varying degrees of scientific value, that illustrates the need for a certain product or organisation. Statistics sell stories, as do lists – the Top Ten this, or Britain’s sexiest/most boring/dirtiest/cleanest city were staples of many Monday newspapers put together on slow news Sundays. Even the most worthy UK news sites have adopted the ‘15 things you didn’t know about …’ formula pioneered by sites such as Buzzfeed.

This same news sense that identifies news hooks provides an invaluable radar for picking up on things that a journalist will want to know about a company. In issues management, second guessing what a reporter will ask and providing an informative, accurate answer that serves the organisational interest is a vital skill.

Many organisations invest in media training, preparing senior staff for interviews. This can range from coaching on body language and dress to including pre-prepared sound bites and mastering techniques for not answering questions. One of the hardest concepts to impart is to stop interviewees saying too much; savvy reporters quickly learn the value of silence, of leaving spaces that the interviewee is tempted to fill, usually by saying more than they intended to say.

The Impact on Practice

Online has a different rhythm to the conventional news cycle. Media relations used to be orchestrated to the predictable and regular tempo of content production deadlines, and the ability to deliver messages at the optimum time was a sophisticated and effective tactical weapon. Magazines take a lot of planning and a practitioner wanting to ‘hit’ a Christmas or Valentine’s Day issue needs to think well ahead. Weekly newspapers were effectively closed for most new stories a day or more before distribution. Timing was everything. Online changes that. News still has rhythms, but the edges are blurred. Daily papers are still ‘put to bed’ at set times, and the physical edition appears roughly once every 24 hours but most news organisations routinely break stories online. Operationally, the arrival of real-time news has a significant impact on media relations practice. For even quite small organisations, it is important that practitioners can respond around the clock, and that they are on top of the news agenda. The challenge is twofold; both to ensure procedures and protocols are in place for the media team to acquire and verify accurate information at high speed but also for those involved to build disciplines that give them the confidence not to react prematurely to apparently damaging situations.

For some time public relations practitioners were able to convince themselves they had a degree of control, sending out news releases with embargoes and more recently, by carefully timed fax. Now, email or social media are the channel of choice, offering global reach, instant transmission and negligible distribution costs.

It is unhelpful to think in terms of newspaper, magazine, radio programmes, or TV broadcasts. Most newspaper websites carry sound and video, radio stations offer listen again and downloadable podcasts, TV programmes have red button interaction, and all can be complemented by often extensive websites. The implications for content and sourcing are clear – sound and visuals are as essential as words.

In today’s media relations, the challenge is to provide the information in a whole range of formats, and anticipate need. News releases remain integral to a media relations toolkit and writers are well advised to accommodate journalistic conventions, which can both blur disciplinary boundaries and highlight cultural differences of objectivity, style, even consistency and rigour. As Moloney observes (2006a: 5): ‘Writing a press release is an imitation of a journalistic form in order to serve an interest.’

In terms of narrative structure, the news release and the news story are broadly similar. They need a headline that catches the reader’s interest, and a first paragraph that gives enough information to tell the story. News stories traditionally answer six questions, What? Where? When? Who? Why? and How? So should a news release. This information is presented in a news inverted pyramid, with the most important information at the top, sketching in less relevant detail as it progresses. They very seldom have a linear narrative.

In theory at least, the news release is directed at a journalist who will rewrite as necessary to meet the house style of their publication, and to an appropriate length, as well as synthesising other content from other, often contradictory sources. It is this selection process that legitimises the PR message, and adds the authenticity of endorsement.

The news release writer is unlikely to stress negative information about a client, but a wise practitioner will nonetheless include less positive information if it is important to wider understanding. This can be tricky in that without careful management most clients will be unwilling to use valuable resources to underline negatives.

Ideally, a news release should spark the interest of a reporter to explore a topic more deeply but in reality, as newsroom staff contract, they will have less time for independent investigation; it is far from unknown for whole releases to appear as news content, with the only journalistic intervention being the use of cut and paste keys. One way of encouraging such beneficial behaviour is to follow advice given by Bernays (Tye 1998: 102), that in the best press release each sentence should have no more than 16 words and one idea. Another is for the release writer to mirror closely newspaper house style inviting a minimum of changes. A simple example would be dates; one might speak of May the 24th but the convention shared by UK newspapers is May 24; each time a journalist is invited to ‘correct’ cut and paste information to style offers an opportunity for error to creep in.

News stories are brought alive by quotes. For the reporter, this adds authenticity and the human touch. Quotes attributed to those with a client organisation are often crafted by the PR practitioner, ‘signed off’ by the person into whose mouth they are to be placed. Broadly, the body of a news release should stick to presenting facts, avoiding excitable adjectives. Opinion can then be presented in a quote by a named individual.

One of the skills the practitioner must develop is to create quotes that sound as if they could have been spoken by a human being. Crafting a memorable ‘soundbite’ is a valuable skill, but gluing together jargon into jarring corporate speak only serves to highlight the differences in intent between the two texts. In theory at least, journalism privileges simplicity and concise delivery. It disdains ‘puffery’ and hyperbole … but many outlets thrive on sensationalism, delivered in a ‘tabloidese’ that is not – and could not – be spoken by a ‘real’ person.

Those who issue news releases need to consider the journalistic convention of balance, a laudable aim that informs the view that there are ‘two sides to every story’. If an organisation makes a claim about its prowess in a particular field it is reasonable, even desirable, for such claims to be tested. The problem for the public relations practitioner – and for the wider public understanding of complex issues – arises when this testing gives equal weight to two sides of an argument, even when the weight of conventional belief or scientific opinion leans overwhelmingly in support of one view. This convention works well for those promoting the cause of an underdog but can be exhausting for those of sound standing whose statements are nonetheless coloured by apparently unjustified contrary opinion.

Depending on the organisation for which the media relations practitioner is working, there is comfort or challenge in Davies’ (2008: 13) assertion that mainstream journalists tend to produce a consensus account of the world that repeatedly reflects the interests of the rich and powerful. He adds: ‘Our stories overwhelmingly tend to cluster around the same narrow set of political and moral assumptions about how the world should be run (ibid.:15).’ Later, he puts the process in a rather more pragmatic context: ‘Balance means never having to say you’re sorry’ (ibid.:126).

Practitioners can learn a great deal from thinking through the contradictions inherent in news production that are eloquently highlighted by Marr (2004: 62):

The tensions in ‘playing it bent’ are but some of the many reasons why media stories can contain inaccuracies and untruths, or an apparently unacceptable bias. Consequently, a good part of media relations is about the refutation of wrong stories – from defamation to apologies and corrections. Adrian Monck says:

Those practitioners who have faced an MD or CEO waving a newspaper that seems to have slighted their product or organisation may take a similar view … but know also that, with a fair wind, in a few weeks time they will be waving the same newspaper under the same boss’s nose, showing off wonderful coverage that more than justifies their salary.

Finally, it is worth considering two other perspectives on news. There has been a tendency for newspaper magazines and online equivalents to move away from hard news – crime, courts and councils – to softer features and lifestyle based topics. This reflects social change and is also a good example of following the money. Clearly this helps the PR practitioner working in such fields.

It is worth remembering that a vast range of publications work to a different business model. Media relations can involve softer outlets, from regional magazines to business magazines who work hard to reflect the perceived goals of business, and put a premium on upbeat, positive stories. Some would argue that they lack credibility, but that does not diminish their value to PR.

To sum up, it is hard for the aware practitioner to argue with Davies (2008: 59) contention that ‘All local and regional media outlets in Britain – print and broadcast – have been swamped by a tide of churnalism’.He adds ‘This is the heart of modern journalism, the rapid repackaging of largely unchecked second-hand material, much of it designed to service the political or commercial interests of those who provide it’ (2008: 60).

In the daily experience of many media relations practitioners, the challenge of placing a story in a crowded environment is matched by the challenge of persuading a client or co-worker that an event, trend or development is newsworthy. Employees, for a variety of reasons, professional and personal, may be reluctant to see their work exposed to a wider audience, and are often surprised by the way in which their information is packaged to appeal to news organisations.

Interestingly, a study of science reporting (Sumner et al. 2014) found that many of the ‘inaccuracies’ arose from overinflated claims or framings introduced by the PR practitioner who crafted the news release that instigated the story. Often, the practitioner was guilty of trying to second guess journalistic priorities at the expense of scientific caution. Press officers know that ‘firsts’ matter to journalists, whereas a scientist will be more impressed if a second, third, or even hundredth study delivers similar results – that is real news.

Media as Relationship Management

Although managing relationships with the media is but one facet of the broader public relations remit, it is undeniable that there are many circumstances in which media coverage can make or break an organisation. The continuing – inexplicable – adherence in some quarters to AVE reflects the importance some organisations place on securing coverage that can then be expressed in terms that appeal to accountants. It would be foolish to discount the sales boost that can be achieved by positive media coverage, ideally positive celebrity or opinion former endorsement expressed through a media channel. It would be equally stupid to deny the potentially disastrous impact of negative coverage.

There are convincing arguments to be made that suggest reputation does no more than reflect the underlying culture of an organisation, and that skilful PR can only deflect adverse opinion to a limited degree, but this should not diminish the value placed upon establishing a good working relationship with influential journalists who have the power to shape the media image of an organisation.

Apart from personal chemistry, such repartee requires an understanding of the rules of engagement, and of the basic needs of the journalist. Although some can successfully characterise the interaction as a symbiotic relationship, arguing that the journalist needs the PR as much as the PR needs the journalist, it is as well to remember that some animals never do make safe family pets. Such understanding needs to encompass understanding of key terms as ‘background’ or ‘off the record’, through to an appreciation of the commercial pressures that inform newsroom life. Journalists who may never reveal their sources can feel an equally strong obligation to deliver a story regardless of who it might hurt.

Monitoring, Listening and Responding

Just as Web 2.0 technologies have made it easier for anyone to distribute content without necessarily navigating the norms and protocols of traditional media platforms, online social networks also allow journalists to communicate directly with wider audiences. Reporters can alert people to stories as they break, in some cases comment on current events, and also ‘crowdsource’ story ideas. It is not unusual for a feature writer to announce who they are about to interview and use their personal Twitter account to ask for suggested questions. By following key writers in a specialist field PR practitioners can gain an understanding of their interests (and dislikes, or prejudices) and, if done with care, go on to form beneficial relationships. Useful examples of committed and influential reporters might include Susan Boniface a.k.a. @fleetstreetfox, a Mirror Online writer with 75,000 followers in August 2015, and BBC Technology correspondent Rory Cellan-Jones (146,000 followers, August 2015). Neither has a particularly high tolerance threshold for unwanted or clumsy PR interventions.

C@se Study

Case Study 2

Continental tyres and inside media

PR Agency Inside Media won the Best Use of Media Relations category in South of England CIPR PRide Awards 2014 for this campaign, Conti Media Cup: Great Results for Continental Tyres. The main purpose was to build relationships with key stakeholders, including specialist journalists, but also with influential footballers.

Brief and objectives

Continental Tyres is the main sponsor of women’s football in England. It is a partner of the FA Women’s Super League, the England Women’s Team, the FA Women’s Cup and the FA WSL Continental Cup.

As part of their retained work for Continental Tyres, Inside Media were briefed to organise an event for key media to raise the profile of Continental’s support of the women’s game. The key objective was increased awareness and engagement with journalists, rather than coverage, although coverage was achieved as well.

Strategy and tactics

A football tournament for 50 female journalists from a variety of print, online and broadcast media was organised at the FA’s new National Football Centre, St George’s Park.

To communicate Continental’s championing of the women’s game, the focus was on it being run and attended by only women. There were female coaches, referees, managers, photographer and crew as well as all-women teams. The event was a package that included a tour of the world-class facilities at St George’s Park, lunch, an evening BBQ and personalised football kit.

Eight of England’s top women players acted as ‘team managers’ – offering journalists the chance to meet and interview stars of the women’s game including England captain Casey Stoney, TV pundit and Birmingham LFC star Karen Carney, and England goalie Siobhan Chamberlain. One of the women’s game’s most famous faces, and the most capped England player ever, Rachel Yankey, handed out the trophies and medals.

Social media engagement was created with the media invited which generated a significant number of tweets using #ContiMediaCup. The event was used as the perfect opportunity to introduce the media to the newly launched ContiWarmUp a specially designed football warm-up programme.

Implementation

The event was on Friday, 9 August at the new National Football Centre and home of English football, St George’s Park, Staffordshire.

A mix of lifestyle and sports media were targeted:

• BBC Sport (including Shelley Alexander, BBC head of editorial on women’s sport)
• Sky Sports (most notably, high-profile news presenter Kait Borsay)
• The Sun
• The Times
• Sunday Times
• Time Out
• She Kicks
• Girls on the Ball
• Women in Sport Magazine
• Sport Sister.

Pictures of the event were shared across Continental’s social media channels before, during and after the event, as well as setting up #ContiMediaCup, for journalists to use.

Journalists invited were carefully researched, choosing those who would lead to the most fruitful relationship in the future. The event was planned in extensive detail including everything from recruiting the journalists and ordering their personalised football kit to putting together a detailed pre-event information and press pack, and designing the tournament schedule.

Measurement and evaluation

A survey following the event revealed:

• 100 per cent rated the event as ‘extremely’ or ‘very’ well-organised.
• 100 per cent rated the experience as ‘extremely’ or ‘very’ enjoyable.
• 100 per cent said they would be ‘extremely’ or ‘very’ interested in attending in the future.
• 56.3 per cent said they were not previously aware of how Continental Tyres supports the women’s game but now were, thanks to the event.

The survey also asked for open-ended general comments which were 100 per cent positive. They included:

‘Organisation of the tournament was superb. Great to have so many England players involved. Such an enjoyable day out and a pleasure to be involved, so thank you for inviting me. Well done to the team from Inside Media!’

‘The overall day was brilliant. Even prior to the event Inside Media made sure we had all the required info and made the day a complete success.’

Continental decided to host the event for a second year. The event was a catalyst for ongoing media relations. Twelve journalists attended the FA WSL Continental Cup Final as guests of Continental and covered the match.

Because of the relationship forged with Sky Sports presenter Kait Borsay, Continental are now sponsors of The Offside Rule (We Get It!), which Kait co-founded alongside two other female broadcasters. This has resulted in regular exposure of Continental’s support for the women’s game.

Figure 12.1 Conti Media Cup

Strong relationships were forged with the England players hired as managers. This resulted in Rachel Yankey and Siobhan Chamberlain acting as Continental Ambassadors. As stars of the game, using them in this capacity has created a great news hook for ongoing coverage.

As well as building relationships and raising awareness, three pieces on popular sporting blogs and a piece in She Kicks magazine were achieved and Kait Borsay wrote a DPS for the match day programme of a women’s World Cup qualifier.

With thanks to Inside Media