winston communications (public relations)

SOUTH FLORIDA COUPLE MAKES WATER FROM AIR

2011-10-03T05:39:00.001-07:00

WHAT WATER SHORTAGE? CORAL SPRINGS FIRM MAKES WATER FROM AIR

CORAL SPRINGS, FL – October 3, 2011: A Coral Springs company is selling machines that make water out of thin air.

Water Integrity Systems (www.waterintegrity.com) sells Atmospheric Water Generators, which take moisture out of the air and convert it to 99.99%-pure drinking water. The water is more pure than bottled water, filtered water, and – for certain – municipal water. And it generally ends up costing less…as little as ten cents a gallon.

The President of Water Integrity Systems is Steven Nestler, a world-class photographer who teaches at the Art Institute of Fort Lauderdale. Nestler and his wife Cindy, Vice President of the firm, also happen to be dedicated environmentalists…and that’s how they got into this business.

“We didn’t start out to sell machines that made water from air,” Nestler says. “We just wanted pure drinking water for our home. We heard about atmospheric water generators, and were intrigued by the concept of harvesting South Florida’s humidity to make pure drinking water. So we bought one for ourselves. And we liked it so much that we decided to become distributors.”

Most municipal water systems can only test for about 90 pollutants, when there can be as many as 6,000 in water...among them asbestos, aluminum, arsenic, and pharmaceutical waste. Despite the popular perception that bottled water is healthier than tap, nearly a third of it actually comes from public water sources, Nestler notes; and bottled water leaches pollutants from the oil-based plastic while being transported in hot trucks. Atmospheric Water Generators, on the other hand, are considered by many experts as the wave of the future.

Water Integrity Systems sells the only American-made brand of atmospheric water generators, made by a Fort Lauderdale company called WaterPure International. And the brand holds a patent for its special “ozonation” process, which guarantees bacteria-free water.

“Most of us get fluoridated water,” Steven Nestler says. “But studies show that fluoride is actually harmful to our health…especially for children. We’re trying to show people there are alternatives - environmentally-friendly, inexpensive alternatives. And that you can, literally, make water from air.”

I’ll give you a call in a few days to follow up. In the meantime, please feel free to contact me at (954) 575-4089, or at steve@winstoncommunications.com, if you’d like to speak with Steven Nestler about making water from air.

CONTACT: Steve Winston
President – Winston Communications
steve@winstoncommunications.com

YOUFIT HEALTH CLUBS SEEK "MAINSTREAM" CROWD

2011-10-01T10:05:00.000-07:00

This is an article about one of my clients, Youfit Health Clubs, reprinted from The Tampa Tribune, 9/28. - Steve Winston

Health Club Seeks 'Mainstream' Crowd

By DEREK MAUL | The Brandon News
Published: September 28, 2011

BRANDON, FL --

Fitness entrepreneur Rick Berks doesn't do anything halfway.

But he also believes in balance. So when Berks felt it was time to offer a new gym concept in 2008, he melded his desire for success with two decades of industry experience and rolled out Youfit Health Clubs.

The concept was an instant success.

"We've had tremendous response," Berks said during a visit to Youfit's West Brandon location at 322 Brandon Town Center Drive. "We've opened 32 so far, that's 30 in Florida and two in Arizona."

The East Brandon Youfit — open since October at 1423 E. Brandon Blvd. — has close to 5,000 members.

"We're designed and set up to handle volume," Berks said. "People don't want to wait for equipment, but they also want to be where it's busy and active. People don't work out in their garage — it's boring."

The entire concept, Berks said, is built around fitness rather than bodybuilding. Clients tend to stay 30-40 minutes, work out, and then leave.

"We bring in 1,000 people a day and it rejuvenates shopping centers," Berks said. "One reason we're growing is we have a positive impact. Our crowd comes in and then they're gone. It's opened a lot of doors."

Youfit is designed to appeal to "the rest of us," Berks explained. "We're not targeting the bodybuilder crowd; I wanted to be more mainstream."

Berks grew up in South Florida, was always involved in sports, and got into weight training while working as a Broward County sheriff's deputy.

"I was a gym rat before it was popular," he said. "Then somewhere along the way I thought of it as a business. I acquired a Gold's Gym license in Pompano Beach."

By 1994 Berks had launched Planet Fitness. The name came from his daughter Christy's freshman science project.

"I opened numerous clubs, sold the brand to a franchise group in 2002, and continued to run 10 South Florida locations," he said.

In 2008, he launched a new concept, Youfit, featuring a "non-intimidating environment and an eclectic mix of people." His daughter, Christy Berks-Stross, helps run the chain of gyms.

With membership — cancelable at any time — just $10 a month for unlimited access, Youfit hopes to connect East Hillsborough County residents with a new level of fitness. The $19.99 level allows members to bring a friend any time and sets up a 50 percent discount for drinks. Personal training is available at competitive rates.

Berks said his gyms are environmentally friendly. "We decided to do a green concept as much as we can," he said. "It's expensive up front but saves going forward."

Youfit's green initiatives include high-efficiency lighting, air-conditioning and extensive recycling. Each new location costs around $1 million to set up and — to date — Youfit remains a family business.

To find out more about Youfit, visit www.youfithealthclubs.com.

FITNESS CHAIN OWNER HOPING TO CAPITALIZE ON NICHE

2011-09-08T10:06:00.000-07:00

Article about my client, reprinted from the South Florida Sun-Sentinel, April 21, 2011

Pompano Beach High graduate Rick Berks founded the Youfit chain of health clubs.

by REBECCA DELLAGLORIA Forum Publishing Group

A new type of workout environment is coming to Pompano Beach, one where you don't have to be a bodybuilder or even a fitness buff to fit right in.

Youfit Health Club is opening its second location in Pompano Beach, at Sample Road and Federal Highway, at the Shoppers Haven plaza this month.

Founder Rick Berks, who is also a Pompano Beach High School graduate, said his concept is to target "the rest of the market" — those people who haven't joined the bigger chains or muscle gyms where they might feel intimated to work out.

"The objective is to make it as friendly, comfortable, non-intimidating as possible,'' said Berks, at his most recent gym to open, in Margate. "Look at the people working out. It's not the typical bodybuilder crowd."

Indeed, The Youfit motto is "It's where you fit in" and the crowd on a recent weekday at a Margate location was mixed between young and old and those who are already in shape, and those looking to get fit.

"I love it. It's very affordable compared to the other gyms. The people are very nice,'' said Shanitta Bedminster, 24, who has just started working out to lose some weight and get in shape. "I don't feel intimidated. Here it doesn't feel that way. Here everyone wants to help you. They're very welcoming."

The Youfit Health Clubs are all distinctive in their look, too. The walls and machines are painted purple and green. The floors - made of recycled tires and old sneakers - have specks of purple and green as well. And the men's and women's locker rooms are also green and purple, respectively.

Berks said the color scheme is meant to be inviting, along with green signifying the gym's commitment to having a low carbon footprint. There are waterless urinals, as well as high efficiency lighting and air conditioning.

All the machines are made in the USA, Berks said. The cardio equipment has personalized TVs, iPod hookups and built in heart rate monitors. The dumbbells only go up to 75 pounds.

"If they need more than 75 pounds, this probably isn't the right club for them,'' Berks said.

The gym skips the usual amenities of chain gyms like swimming pools and racquetball courts, and instead "spends money on what people really use,'' Berks said. Some of the locations do have tanning rooms, however.

The price is also affordable, at $10 a month for a basic membership and there are no long-term contracts. Everyone is free to go month-to-month - which is part of Berks’ no-pressure concept.

For $19.99 per month you can get tanning, half-priced drinks and bring a guest with you every time you work out.

Right now, at all new locations, Youfit is running a $10-down special, compared to the usual price of $29 down for signing up.

"I love the new equipment,'' said Akisha Butler, 29, who took advantage of the free guest amenity, as she joined her friend at the new Margate location. "It gives you a sense you're not really working out, because they have the television, the iPod and everything."

For more information about joining the new location, at 3555 N. Federal Highway in Pompano, call 888-968-3481 or visit http://www.youfithealthclubs.com.

Copyright © 2011, South Florida Sun-Sentinel

RESPONDING TO CONSUMERS HELPS YOUFIT HEALTH CLUBS THRIVE

2011-09-06T17:56:00.001-07:00

This article, about one of my clients, is reprinted from the South Florida Sun-Sentinel, which ran it on May 27, 2011. - Steve Winston, President, WINSTON COMMUNICATIONS, www.winstoncommunications.com

'If we're doing everything right, the clubs sell themselves.'-Rick Berks, owner Youfit Health Clubs
May 27, 2011|By Cindy Kent, Sun Sentinel

Who: Rick Berks

What: Berks is founder of the Youfit Health Clubs chain. There are about 25 locations in Florida, including Margate, Pompano Beach and Boca Raton. Customers pay a flat $10 monthly fee.

Understanding the market, demographics and responding to consumers has kept his business plan healthy, fit and on track, says Berks.

Berks based the Youfit profile on his decades-long experience in the health club industry. He owned and operated multiple Gold's Gyms before opening the first Planet Fitness location in 1993.

This time, he's tuned into the growing sector of average consumers looking to be healthy, rather than those focused on body sculpting and bodybuilding, says Berks.
The back story: Berks compiled lessons learned to launch the streamlined Youfit model in 2008.

He rebranded his facilities, upgraded equipment and created smaller footprints with fewer amenities like classrooms and babysitter spaces. There are no sales people pushing membership fees or long-term multiyear commitments; spinning classes or group aerobics.

“The market is shaping itself," said Berks.

People want to spend less money but still have access to an exercise venue, he says. Consumers want flexible hours. They want an offering of equipment that matches their own level of proficiency and interest.

At the same time, businesses have to find ways to cut expenses, too, says Berks.
The clubs are retrofitted with newer energy-efficient air conditioning, LED lighting and tankless water heaters. The floors are made from recycled sneakers.

"Doing the things we are doing isn't just idealistic," said Berks. "It's economics as well. The upfront costs are savings in the end."

Though Berks maintains corporate control of the clubs, "the idea is to make a simple reproducible model," he said. The marketing platform is pretty simple, too, says Berks. The company utilizes direct mail, multimedia and social media.

The take away: "As an entrepreneur, you have to be optimistic or you can't be an entrepreneur," said Berks.

"I've had good times and I've had bad times," says Berks, who once asked a mentor what separates successful people from "non successful" people.

"He answered, 'Persistence. If you stick with it, you'll figure it out.'" said Berks.

Knowledge
Achieve mass appeal. Rather than focus on a niche group of fitness consumers, Berks caters to customers that know what they want, a comfortable, low-pressure gym environment while achieving their goals. "Our typical consumer is more committed to being healthy by doing a 45 minute workout," said Berks. "They want to know they will fit in."

Calculate trial and error. Beta test a product or location, says Berks. That way you can be aggressive trying out an idea and at the same time limit potential loss. Expand on what works. "Good judgment comes from a lot of bad judgment," said Berks.

Details: Go to youfithealthclubs.com, 954-968-3481

FITNESS TIPS FOR YOUR FIFTIES - FROM THE FOUNDER OF PLANET FITNESS

2011-08-15T16:33:00.001-07:00

by

STEVE WINSTON

Rick Berks knows a thing or two about fitness. And he should. He was the founder of Planet Fitness in the early-90’s. And he’s now started a new company called Youfit Health Clubs, with a new concept that’s sending enrollment soaring at his clubs around the country.

What, exactly, is this new concept? No long-term contracts (you pay by the month). No huge bodybuilders or gym rats. No pressure to join (because there are no contracts). And no pushy instructors. Youfit Health Clubs is for what Rick Berks calls “the rest of us.” People who just want to be healthy, and to maintain their fitness…a concept ideal for middle-agers. When Rick Berks talks about fitness, people listen. And he has some valuable tips for people who don’t think middle-aged means slowing down.

1. Start Simple - A good starting exercise program should be easy on your joints and muscles. Start out with light weights or a circuit training program, walking on the treadmill, or bicycling at your local gym. Over a period of a week or two (or as long as you need), work your way up to a half-hour daily.

2. Don't Be Afraid of Strength Training – In fact, it can become your best friend as you age, because it helps prevent (or slow down) bone-density loss. You should do it at least twice a week to achieve some results…and three times is better. Strength training helps maintain muscle mass, helps prevent loss of bone mass, builds muscle, and improves balance – all of which are very important factors as we age.

3. Drink More Water - A workout can “head south” pretty quickly if you aren't hydrated. This is even more important for middle-aged people, because your body doesn't conserve water as efficiently as it used to.

4. Mix It Up! - Boredom is Public Enemy No. 1 for fitness buffs…of any age. And it’s often the chief reason we fail to maintain the momentum (and enthusiasm) we had when we started out. And when you do the same workout continuously, without any variation in your routine, you risk overworking your joints. Eventually, you’ll find yourself losing your verve, losing your form…and probably losing your desire to work out.

5. Know Your Options, So You Can Make Your Choices - Before beginning an exercise program, you might want to seek out the input of a certified personal trainer or fitness professional. They can instruct you in how to get the best results without injuring yourself or over-doing it. They can show you how to get most out of your time at the gym, and how to make your minutes count. And they’ll keep you motivated as hell!

6. Read the Warning Signs (And Heed the Warning Signs!) - While enthusiasm and motivation are vital to a successful exercise program, obsession can be lethal to it. We’re not kids anymore (physically, anyway!). So rest and recovery time is just as important as exercise time. It not only allows your muscles time to relax, but also to grow. Time and time again, I’ve seen people start out bursting with enthusiasm, but then running themselves into exhaustion…and, if they’re not careful, into injury. And the best intentions often fizzle in the harsh light of an overworked middle-aged body.

7. Exercise Is Something We Should Do – In Some Form – Every Day – Use it, or lose it, as the saying goes. If you want to be flexible and healthy, you should do some form of exercise every day. It doesn’t have to be strenuous. It can be simply walking around the block (or mall) a few times, or gardening, or even washing the car. It can be the simple act of choosing to use the stairs instead of the elevator. Or, rather than driving around the parking lot for ten minutes searching for the closest spot at the mall, just parking your car a bit farther away, and walking. You’d be amazed how simple it is to incorporate different forms of exercise into our everyday routines.

8. Target Heart Rate: Learn It, Use It – People often use this term with an element of dread in their voices, as if there’s something mystifying or frightening about it. In reality, though, it’s a very simple formula…220-Your age x 60%= your target heart rate. Learning this figure will help you get the most out of your workout…and the healthiest years out of your life. You’ll build a stronger heart, a heart that’s under less stress, and that will beat slower while resting (and the slower it beats, generally, the longer you’ll live). A heart monitor can tell you how close you are to your target heart rate – and can keep you from exceeding it, thereby preventing injury and accidents. Most cardio equipment at your local gym provides built-in heart-rate sensors.

9. Be Nice To Your Joints (And They’ll Be Nice To You) - If you have joint issues, non-weight-bearing activities such as elliptical machines or bikes won’t put stress on your joints. (By the way, you should never start any exercise program without consulting a physician first. This is just good common sense.)

10. Girl Power! - One every five women over 50 is developing Osteoporosis, the most common form of bone disease. This makes it vital to put in some quality time on weight-bearing activities (like the treadmill) or weight machines. These types of exercise are, simply put, your greatest defense against bone deterioration.
And now…let’s get to it! Your life will be a lot richer…and a lot healthier!

Fitness Resources: Yahoo Health; www.youfithealthclubs.com;

Steve Winston (www.winstoncommunications.com) is President of WINSTON COMMUNICATIONS, an integrated PR/Marketing/Communications company in Fort Lauderdale, FL.

RESPONDING TO FITNESS CONSUMERS HELPS SHAPE HEALTHY BUSINESS PLAN

2011-05-31T18:10:00.000-07:00

This article is about one of my clients. It's reprinted from the South Florida Sun-Sentinel, May 30, 2011 - Steve Winston, President, WINSTON COMMUNICATIONS (www.winstoncommunications.com)

RESPONDING TO FITNESS CONSUMERS HELPS SHAPE HEALTHY BUSINESS PLAN

'If we're doing everything right, the clubs sell themselves.'-Rick Berks, President, Youfit Health Clubs

May 27, 2011|By Cindy Kent, Sun Sentinel

Who: Rick Berks

What: Berks is founder of the Youfit Health Clubs chain. There are about 25 locations in Florida, including Margate, Pompano Beach and Boca Raton. Customers pay a flat $10 monthly fee.

Understanding the market, demographics and responding to consumers has kept his business plan healthy, fit and on track, says Berks.

Berks based the Youfit profile on his decades-long experience in the health club industry. He owned and operated multiple Gold's Gyms before opening the first Planet Fitness location in 1993.

This time, he's tuned into the growing sector of average consumers looking to be healthy, rather than those focused on body sculpting and bodybuilding, says Berks.

The back story: Berks compiled lessons learned to launch the streamlined Youfit model in 2008.

He rebranded his facilities, upgraded equipment and created smaller footprints with fewer amenities like classrooms and babysitter spaces. There are no sales people pushing membership fees or long-term multiyear commitments; spinning classes or group aerobics.

“The market is shaping itself," said Berks.

People want to spend less money but still have access to an exercise venue, he says. Consumers want flexible hours. They want an offering of equipment that matches their own level of proficiency and interest.

At the same time, businesses have to find ways to cut expenses, too, says Berks.
The clubs are retrofitted with newer energy-efficient air conditioning, LED lighting and tankless water heaters. The floors are made from recycled sneakers.

"Doing the things we are doing isn't just idealistic," said Berks. "It's economics as well. The upfront costs are savings in the end."

Though Berks maintains corporate control of the clubs, "the idea is to make a simple reproducible model," he said. The marketing platform is pretty simple, too, says Berks. The company utilizes direct mail, multimedia and social media.

The take away: "As an entrepreneur, you have to be optimistic or you can't be an entrepreneur," said Berks. "I've had good times and I've had bad times," says Berks, who once asked a mentor what separates successful people from "non successful" people.

"He answered, 'Persistence. If you stick with it, you'll figure it out.'" said Berks.

Knowledge: Achieve mass appeal. Rather than focus on a niche group of fitness consumers, Berks caters to customers that know what they want, a comfortable, low-pressure gym environment while achieving their goals. "Our typical consumer is more committed to being healthy by doing a 45 minute workout," said Berks. "They want to know they will fit in."

Calculate trial and error. Beta test a product or location, says Berks. That way you can be aggressive trying out an idea and at the same time limit potential loss. Expand on what works. "Good judgment comes from a lot of bad judgment," said Berks.

Details: Go to youfithealthclubs.com, 954-968-3481

ckent@tribune.com or 954-356-4662

SOUTH FLORIDA FITNESS PIONEER BRINGING NEW CONCEPT TO BROWARD COUNTY

2011-03-22T09:49:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

SOUTH FLORIDA FITNESS PIONEER BRINGING A NEW CONCEPT TO BROWARD

The founder of nationally-known Planet Fitness is a native of Broward County. He’s now created a new company - and a new concept in fitness. And he’s bringing it to Broward.

Rick Berks’ new company, Youfit Health Clubs (www.youfithealthclubs.com), already has eight clubs in South Florida (and 25 throughout the state). And now he’s opening new clubs in Margate and North Pompano Beach, as showpieces for his new concept. What, exactly, is this new concept? No long-term contracts, for one thing (you pay by the month). No huge bodybuilders or gym rats. No singles scenes. No used or worn-out equipment (all the machines are brand-new and top-of-the-line). No pressure to join (because there are no contracts). No pushy instructors. And no carbon footprint – these may be the “greenest” gyms in America (the floors are made of recycled sneakers!).

The “Youfit” name is meant to convey a very strong message. These are gyms for people who aren’t planning to enter bodybuilding championships, and who aren’t there to meet a member of the opposite sex. And Rick Berks’ fee structure may be the lowest you’ll ever see for a first-rate fitness facility.

Berks is a graduate of Pompano Beach High School. And he’s a successful entrepreneur, with a very colorful story. We’ll be telling you more soon, as we get closer to opening. In the meantime, please feel free to contact me with any questions, or if you’d like to speak with Rick Berks, at steve@winstoncommunications.com.

Steve Winston
President – WINSTON COMMUNICATIONS
steve@winstoncommunications.com

EXTRA! EXTRA!: "I WORKED AT THE NATIONAL ENQUIRER!!"

2010-12-09T12:13:00.000-08:00

by

STEVE WINSTON

The recent announcement that AMI, parent company of “The National Enquirer,” had declared bankruptcy, struck me in a different way than it might have struck you. Because I once worked there. Yes, it’s true. I admit it. For two weeks, many years ago, I worked at “The National Enquirer.”

My story started in a raging blizzard that tied up the whole Northeast. We had three feet of snow n Hartford, CT. I was looking out the window at the blizzard that night, while talking on the phone with my younger brother in Philadelphia…who was looking out his window at the blizzard. And we both decided, then and there, that we were going to get jobs in Florida.

Bobby did, within a month. Just about that time, I was sitting in my downtown apartment on a miserable late-winter day, looking out at the city’s skyline, while glancing distractedly through an issue of “Editor & Publisher.” I came to the classified section. And then I saw it.

It was a half-page ad for an Editor. For “The National Enquirer.” In a place called Lantana. Lantana, Florida! And they were offering a salary of $52,000 – very big money for a young guy all those years ago.

I dashed off a resume and letter to them. And promptly forgot all about it. So, when they called a week or so later to invite me down to Florida for an interview, it took me a minute to remember.

I’ll never forget sitting on the runway at Hartford-Bradley International Airport a few days later at 6 in the morning, looking out at the pitch-black, watching the sleet and snow smash against my window. Three hours later, I landed in West Palm Beach, and walked out of the terminal into a day with 76 degrees, swaying palm trees, and the bluest sky I’d ever seen.

In those days, the executives at The Enquirer were mostly British (if you’ve ever seen the big newspapers in Britain, you know why). And so I found myself being interviewed by an Editor from Britain named “Ian” (which seemed to be the name of just about every other Editor there, as well).

The interview was not particularly scintillating, I thought. Until mid-afternoon.

Then, all hell broke loose. Police suddenly barged in from two sides of the building. Women started screaming. Men started running.

And the first hint I had that I wasn’t in Kansas anymore, Dorothy, was when I asked “Ian” what was going on, and he looked at me and said, “Oh, nothing.”

It wasn’t long before I was told – by one of the people there - that some of the Brits did not have green cards. And that one of the green-cardless Brits had apparently offered Elvis’ cousin a goodly amount of money if he would open the casket and let the Brit take a few pictures.

By this time I was having trouble keeping a straight face. Much to my amazement, Ian, at the end of the interview, invited me back for a two-week mutual look-see. They’d put me up in a beachfront hotel. They’d pay all my transportation, lodging, and food costs. And, oh, yes, they’d also pay me, at the pay-rate for the Editor job…a thousand a week.

So I took a two-week leave from my job in Hartford and found myself back in Florida.

It was an interesting experience, to say the least. Say what you will about the Enquirer, in its own way, it did push the journalistic envelope. It did have some talented – and very dogged – journalists. And it ended up “scooping” mainstream media on some major stories of the nineties and 2000’s…stories that often had an enormous effect on American society and politics. But I decided, while there, that I preferred traditional journalism…despite the $52,000 salary.

So, toward the end of the two weeks, during lunchtime, I walked in off the street to the Palm Beach Post. And they hired me as a reporter – for $12,000.

Soon after, I was on my way back down to Florida for the third - and last - time, in an ugly green Mazda with everything I owned hanging out the sides. And in a way, everything that’s happened in my life since then has been because of “The National Enquirer.” Without the Enquirer, it probably would have turned out very differently.

AMI and “The National Enquirer” may or may not survive reorganization. But they’ll always be a major reason that my life turned out as it did. And that the only snow I see now is at the top of the mountains I climb.

Steve Winston
www.winstoncommunications.com
steve@winstoncommunications.com

IMPORTANT WORDS FROM A GOOD FRIEND

2010-11-15T18:57:00.000-08:00

Dear Friends - Today I'm not publishing my own thoughts. I'm publishing those of a friend, Roberta Guise, who's a marketing guru with a great deal of words to the wise. Read, enjoy, and think! - Steve Winston

Build your reputation around your name
by Roberta Guise on November 2, 2010

A recent article in BusinessWeek on naming companies lamented how hard it’s become to create a novel, catchy name.

This is hard news to swallow if you’re a startup with a new product to sell.

But if you're a small business owner who sells ideas and services to people in business — even if you sell products such as books, videos, CDs, software, and business systems — there’s no need to go through mental contortions to divine the perfectly witty name for your company. The perfect moniker for your company is your own name. Why?

Your reputation is built around your personal name. People remember you, not necessarily your company. When a client refers you they think of the value you personally provided. It’s you, the person, who comes to mind, not your company name.

This isn’t to say that you shouldn’t create a corporate name for your business, especially if you set up your business as a C or S corp. Just don’t spend too much time trying to come up with something catchy.

Pile your efforts into fortifying your brand around your own name. Mine is “Guise,” plus what I do, “Marketing & PR.” A strong tag line will support your name. My tag line is, “Be Visible!”

By using your own name you’ll save money and time on extensive name searching. You still need to do a search, but if you can add what you do to the name like I’ve done, even if it’s your last name plus “Consulting” or “Accounting,” for example, you’ll have your company named in next to no time.

Roberta Guise enables successful women to become thought leaders. She also works with experts, small business owners and professionals who want to be extraordinarily visible and sharpen their marketing edge. A small business marketing consultant and speaker, she is the founder of San Francisco-based Guise Marketing & PR. If you'd like to know how to apply these concepts to your situation, call for a free 1/2 hour consultation. 415-979-0611. www.guisemarketing.com

CENTRAL PARK BIKE TOURS INTRODUCES "FALL FOLIAGE TOUR"

2010-10-21T12:17:00.000-07:00

NEWS FROM CENTRAL PARK BIKE TOURS

Contact:
Steve Winston
President, Winston Communications
(954) 575-4089
steve@winstoncommunications.com

CENTRAL PARK BIKE TOURS INTRODUCES “FALL FOLIAGE TOUR”

New York, NY: October 21, 2010 – Central Park Bike Tours (www.centralparkbiketours.com) today announced a special new tour of Central Park during Fall Foliage season. The Fall Foliage Bike Tour will take visitors to spots bursting with brilliant colors, in America’s most famous urban oasis.

“If you’ve never seen Central Park in Autumn, you’ve never really seen Central Park,” says Tom Ahern, owner of Central Park Bike Tours. “And, for some wonderful reason, the foliage seems to linger here more than it does in most other places in the region…generally into late-November.”

Central Park Bike Tours will be running its Fall Foliage Tours at 10 a.m., 1 p.m., and 4 p.m. through October, and 10 a.m. and 1 p.m. through November. Guests on these tours will get a bird’s-eye view of hundreds of different types of trees, ranging from American Elms to Black Cherries to Red Cedar and Carolina Silverbells. And among the hundreds of once-a-year colors riders will see will be burnt oranges, flaming reds, bright yellows, deep purples, and rust-orange.

Central Park Bike Tours is one of the city’s leading tour companies, leading guided tours into nooks and crannies and special places in Central Park that even many New Yorkers don’t know about. Customers pedal past beautiful meadows and old bridges and rarefied museums and horse-drawn carriages, and landmarks such as Strawberry Fields, the John Lennon International Peace Garden, the Wollman Skating Rink, and the Jacqueline Kennedy Onassis Reservoir. In addition, the company also offers tours of special New York neighborhoods such as Harlem, Brooklyn, Times Square, and Little Italy. And customers can also rent bikes, to explore this bike-friendly city on their own.

“It’s a very special time of year,” says Tom Ahern. “And we wanted to offer a very special tour to take advantage of it.”

###

ZIP AVIATION ANNOUNCES ALLIANCE WITH MANHATTAN HELICOPTERS

2010-10-13T09:31:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT:
Steve Winston
President – Winston Communications
steve@winstoncommunications.com

ZIP AVIATION ANNOUNCES NEW ALLIANCE WITH MANHATTAN HELICOPTERS

NEW YORK, NY: October 13, 2010 – Zip Aviation LLC today announced a new strategic alliance with Manhattan Helicopters LLC, which will bring a bevy of benefits to customers of both helicopter-tour companies.

The new strategic alliance was formed to enhance the range of services and tours available, and to provide a one-of-a-kind sightseeing experience for New York City visitors. For customers of the two fleets, the advantages will be evident immediately – industry-leading liability coverage, a wider availability of innovative tours, greater booking flexibility/added availability of times, and two companies known for the best customer-service in the industry.

Zip Aviation and Manhattan Helicopters will now be able to offer a combined fleet of nine helicopters, with some of the most technologically-advanced and luxurious craft in the air. The total includes two brand-new Bell 407s, considered one of the safest helicopters in the world; a Eurocopter AS350B3, a high-performance aircraft with the distinction of being the only helicopter ever to land on Mount Everest; and an MD600N, the quietest helicopter in the world.

“We think it offers the best of all worlds to our customers,” says Itai Shoshani, owner of Zip Aviation. “Two industry-leaders, combining their strengths to increase their range of offerings, and to enhance the customer-experience. It’s a win-win situation for both of us – and the customer.”

Zip Aviation (www.zipover.com) takes guests on a variety of helicopter tours around New York City, ranging from the “Liberty Island” tour to the memorable “Over the Top” and “Grand Island” tours. New York stretches out from horizon to horizon and side to side before the aircraft, with an incomparable view of the world’s most exciting city, its greatest skyline, and one of its busiest harbors. In addition to the sightseeing tours, Zip Aviation specializes in discreet charters (often for celebrities or international dignitaries) and aerial photography, along with executive and special-event transportation.

“We want to be the type of company that’s always focused on improving the customer-experience,” Shoshani said. “And this alliance will help us achieve that.”
###

NY SKYRIDE ANNOUNCES NEW COMMUNITY INITIATIVE - "SCHOOL OF THE MONTH"

2010-10-05T10:01:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President - WINSTON COMMUNICATIONS
steve@winstoncommunications.com

NY SKYRIDE ANNOUNCES NEW COMMUNITY INITIATIVE –
“SCHOOL OF THE MONTH”

NEW YORK, NY: October 5, 2010 – NY SKYRIDE has just announced a new city-wide program to reach out to the local community – and to reward local schools whose students are performing well.

The new program will be called “School of the Month,” and it will reward students in New York City schools that are improving their academic status – a lot of students. NY SKYRIDE, a virtual tour over New York City’s landmarks and neighborhoods, will be hosting hundreds of students every month – for free. And these students will get to see one of those famous landmarks first-hand - because NY SKYRIDE is located on the second floor of the Empire State Building.

According to attendance figures, NY SKYRIDE is one of the top ten attractions in New York City, and it has hosted nearly 8 million visitors since its opening in 1996.

“We really want to do something special for this city,” says Matthew Day, Vice President of Business Development for NY SKYRIDE. “These days, with all that’s going on in the economy and in the world, we believe strongly in being good corporate citizens. So we’ll be hosting hundreds of children from the winning school each month…at no charge.”

NY SKYRIDE is New York’s only virtual aerial simulator, and it’s one of only a few New York attractions that also serve as a tourist guide to the city. This “aerial” swing over the streets of the Big Apple utilizes digital technology, moving platforms, and an 18-foot-screen. It’s a big draw for foreign and out-of-town visitors, as well as for local residents. And corporate, civic, and student groups can get special rates.

“In establishing the ‘School of the Month’ program, we’d like to feel that we’re helping these kids learn more about the city in which they live,” says Day. “A virtual helicopter ride over the neighborhoods and landmarks of New York allows them to view their hometown from a perspective they never had before.”

New York City schools interested in being considered for “School of the Month” should contact Renee Wilson at 212-299-4904 to participate.
###

CENTRAL PARK BIKE TOURS BRINGS YOUR BIKE TO YOU

2010-09-20T19:50:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President, Winston Communications
954) 575-4089
steve@winstoncommunications.com

CENTRAL PARK BIKE TOURS BRINGS YOUR BIKE TO YOU

NEW YORK, N.Y.: September 21, 2010 - Central Park Bike Tours takes the trouble out of renting a bike in New York City. This company, one of the pioneers of New York City bicycle-tours and rentals, will deliver its bikes to customers at Manhattan hotels – and pick them up again at the end of the day.

“When we started in 1994, we were pretty much the only bicycle-tour and rental company in the Central Park area, “ says Tom Ahern, owner of Central Park Bike Tours (www.centralparkbiketours.com). “And our philosophy has remained the same since then. We don’t care about being the biggest. We’re only interested in nurturing our reputation for innovative customer-service.”

For its “VIP” renters, many of whom come from out of town, the company takes all the hassle out of taking a bus or cab – or walking – to its store off Central Park. It cuts down on time, and it cuts down on cost. And customers can start pedaling the minute they walk outside their hotel.

In addition to rentals, Central Park Bike Tours is also one of the city’s leading bicycle-tour companies, leading guided tours into nooks and crannies and special places in Central Park that even some New Yorkers don’t know about. Customers pedal past beautiful meadows and old bridges and rarefied museums and horse-drawn carriages, and landmarks such as Strawberry Fields, the John Lennon International Peace Garden, the Wollman Skating Rink, and the Jacqueline Kennedy Onassis Reservoir. In addition, the company also offers tours of special neighborhoods such as Harlem, Brooklyn, Times Square, and Little Italy.

Central Park Bike Tours was originally discovered by “New York” magazine in the mid-90’s, resulting in a new wave of business. Shortly afterward, foreign tourists discovered the company. It’s still one of the few New York bike companies with an actual store.

“If you Googled ‘bicycle tours in Central Park’ in 2005, we were the only ones that came up,” says Ahern. “Now, there’s plenty of competition. But we’re still growing at the rate of 40% a year – so we must be doing something right. And we’d like to think it’s our customer-service.”

###

LEADING NEW YORK TOURIST ATTRACTION ADDS TO ITS FLEET

2010-09-07T11:18:00.001-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President – WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com

ZIP AVIATION PURCHASES NEW SIGHTSEEING HELICOPTER

NEW YORK, NY: September 7, 2010 – Zip Aviation, one of New York City’s leading sightseeing and charter-helicopter companies, has announced the purchase of a new Bell Helicopter. The helicopter is an advanced Bell 407, and it brings a new measure of speed, comfort, and technical sophistication to Zip’s already-modern fleet.

Zip Aviation, known for superb customer-service, takes guests on a variety of helicopter tours around New York City, ranging from the “Liberty Island” tour to the memorable “Over the Top” and “Grand Island” tours. New York stretches out from horizon to horizon and side to side before the aircraft, with an incomparable view of the world’s most exciting city, its greatest skyline, and one of its busiest harbors. Visitors get birds-eye views (nighttime or daytime) of the Empire State Building, the Statue of Liberty, the aircraft carrier U.S.S. Intrepid, the Wall Street district, the harbor, and three states. In addition to the sightseeing tours, Zip Aviation specializes in discreet charters (often for celebrities or international dignitaries) and aerial photography, along with executive and special-event transportation. Its new Bell 407 – modified to be the only one of its kind - features a state-of-the-art “glass cockpit” system, a luxurious custom-designed interior of leather and maple, and an in-flight entertainment system with touch-screen technology.

"We’re really excited about this new craft,” said Itai Shoshani, owner of Zip Aviation. “We think it’s revolutionizing helicopter sightseeing…and our guests love it. The Bell 407 has a luxurious cabin, a smooth ride, and large windows with great visibility. And this is a specially-enhanced model. It’s the nicest 407 in the world, in fact - and the first with the special Garmin glass cockpit.”

The Bell 407’s six-passenger cabin allows guests to get up-close-and-personal with New York City - from a brand-new perspective. And it will allow Zip Aviation to expand its range of services to corporate and VIP clients, as well.

“Many of our clients are celebrities,” Itai Shoshani said. “But all of our clients are treated like celebrities.”
###

Zip Aviation (www.zipover.com) offers air tours and charters from Manhattan’s heliports at Wall Street and West 30th Street (in a private terminal) with an all-Bell fleet. The company also flies to all area airports, and can be reached at 1-866-ZIP-OVER (947-6837).

NEWS FROM WINSTON COMMUNICATIONS

2010-08-30T15:19:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com

TOP NEW YORK ATTRACTION HITS 7.5-MILLION-VISITOR MARK

New York, NY: August 30, 2010 – NY SKYRIDE, one of New York City’s top ten attractions according to attendance figures, reached a new milestone recently – the 7.5-million-visitor mark. That’s an average of more than half-a-million visitors a year since the attraction opened in 1996.

NY SKYRIDE is located in one of the biggest tourist draws in the world for the past eighty years – the Empire State Building. And it takes visitors on the most unusual ride in New York City – up, up, and away, over the Big Apple, while never leaving the ground. It’s a virtual helicopter tour of the city, from the comfort of a seat on the second floor of the world’s most famous building. You’ll feel the sensation of flight, as you lift off and then “fly” low over one great attraction after another. The ride is narrated by actor Kevin Bacon, a New York City resident. And you’ll get an aerial “tour” of the world’s greatest city.

“Reaching the 7.5 million mark really means something,” said Matthew Day, NY SKYRIDE’S Vice President of Business Development. “This is an attraction you won’t see anywhere else, and – combined with the fact that it’s located in the most famous building in the world – it really makes for a special experience. And while you’re ‘flying’ over New York, you can get a bird’s-eye view of thirty other attractions you may also want to explore.”

One of those attractions is about a hundred floors north of NY SKYRIDE – the Observatory of the Empire State Building. The two attractions offer a joint Combo ticket that not only gets you into both for a discounted price, but also gains you access to the “Fast Track” line for the observatory. The Fast Track allows visitors to bypass most of the regular Observatory line, which can sometimes have waits of up to three hours.

NY SKYRIDE (www.skyride.com) is New York’s only virtual aerial simulator, and it’s one of only a few New York attractions that also serves as a tourist guide to the city. This “aerial” swing over the streets of the Big Apple utilizes digital technology, moving platforms, and an 18-foot-screen. And it’s also proven a very big draw for local residents, as well, along with corporate, civic, and student groups that can get special rates.

###

WINSTON COMMUNICATIONS (www.winstoncommunications.com) is an award-winning public relations, marketing, and communications firm in Fort Lauderdale, FL. Its Client List includes organizations such as CitiGroup, American Airlines, Alamo Rent A Car, The Florida Panthers National Hockey League Club, and The State of Florida. Steve Winston, President of WINSTON COMMUNICATIONS, was named by “PR Week” as one of the Top Twenty Public Relations Executives in America.

WINSTON COMMUNICATIONS SIGNS MAJOR NEW CLIENT

2010-08-25T17:00:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com

WINSTON COMMUNICATIONS SIGNS MAJOR NEW CLIENT

FORT LAUDERDALE, FL: August 25, 2010 – Winston Communications today announced a major new addition to its client roster – NY SKYRIDE, one of the top ten attractions in New York City.

NY SKYRIDE recently hit the 7.5-million-visitor mark - an average of more than half-a-million visitors a year since it opened in 1996. The attraction is located in one of the biggest tourist draws in the world – the Empire State Building. And it takes visitors on the most unusual ride in New York City – up, up, and away, over the Big Apple, while never leaving the ground. It’s a virtual helicopter tour of the city, from the comfort of a seat on the second floor of the world’s most famous building. Visitors feel the sensation of flight, as they lift off and “fly” on an aerial tour of the world’s greatest city. The ride is narrated by actor Kevin Bacon, a New York City resident.

‘Winston Communications has a long and very successful history in the travel/tourism market,” said Steve Winston, President of the company. “For us, helping NY SKYRIDE tell its story is a natural extension of what we do. And it’s a very exciting addition to our client list – because it’s the only attraction of its kind.”

NY SKYRIDE is New York’s only virtual aerial simulator, and it’s one of only a few New York attractions that also serves as a tourist guide to the city. This “aerial” swing over the streets of the Big Apple utilizes digital technology, moving platforms, and an 18-foot-screen.

Winston Communications is an award-winning public relations, marketing, and communications firm that has worked with organizations such as CitiBank, American Airlines, Alamo Rent a Car, The Florida Panthers NHL Hockey Club, and The State of Florida. And it has regularly generated coverage of its clients in media such as CBS, NBC, ABC, FOX-TV, CNN, The New York Times, The Wall Street Journal, “Business Week,” “Forbes,” “Fortune,” USA Today, and The Associated Press. Steve Winston was named as one of the top twenty public relations executives in America by “PR Week.”

“Attendance figures show that we’re already one of the top ten attractions in New York,” said Matthew Day, Vice President of Business Development for NY SKYRIDE. “And now we’re going to really get our story out, with a partner that specializes in generating new business for its clients. We’re thrilled to hook up with Winston Communications.”

IS NEWS DEAD?

2010-08-24T11:51:00.000-07:00

IS NEWS DEAD?

I’m convinced it is. Or, at least, after watching the hysterical reaction to a young woman’s recent Facebook posting, I’m convinced it’s on its death-bed.

I’ve spoken often, in this space about our preoccupation with “news” stories about the rich-and-famous…specifically, rich-and-famous athletes and movie stars and born-with-a-silver-spoon-in-their-mouths who get drunk, do drugs, get in brawls (often with their own spouses), and do a host of other really-unimportant things that somehow manage to become “news” stories. But the transformation of this recent Facebook posting into “news,” in my opinion, took the cake.

The Facebook posting to which I’m referring, of course, is the one by the young Israeli former-soldier who posted a photo of herself posing in front of a few blindfolded Palestinian prisoners.

Yes, the photo was a stupid decision by a young woman who obviously had no clue about the sensitivities involved, both human and political. Yes, the photo was offensive. Yes, it was no doubt humiliating to the prisoners. And – for sure – it does show the corrupting influence of an occupation on at least one “occupier” – if not THE “occupier.” (Although, as some have pointed out, she did not then turn around and chop off the heads of her prisoners after taking the photo, as some Islamo-terrorist groups have done.)

But, really…this is news?? This former soldier posted some disturbing photos on Facebook. She wasn’t representing her government. She wasn’t even representing her army – whose officers are justifiably pissed off at her. But have you seen any of the other stuff that young people post on Facebook? And – if you have two daughters on the site, as I do – you realize that all those initials posted by young people are actually curse-words (such as “wtf” – “What the f____k”)? You realize, as well, that the site has plenty of very suggestive photos by young women. And plenty of tasteless, inappropriate photos and comments by young men.

What is real news? Well, let’s see. Thirty million Pakistanis are homeless. The Federal budget is out of control. The war in Afghanistan is still raging (and most likely will continue to rage indefinitely). The recession is still hovering over our lives like a nightmare. Iraq, which has taken seven-and-a-half years and thousands of lives, seems anything but stable. More people lose their jobs every day. Any semblance of reasoned political discussion in our country has turned into screaming and shouting. And our political processes seem sorely corrupt. This is news! Not the social-media posting of an immature, insensitive young woman.

If this is what our “news” is coming to because of the electronic/viral influence, I’m wondering if we should really let the good ole newspaper – and the traditional ways of reporting news - die out.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com

WINSTON COMMUNICATIONS SIGNS MAJOR NEW CLIENT

2010-07-29T08:23:00.000-07:00

NEWS FROM WINSTON COMMUNICATIONS

CONTACT: Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

WINSTON COMMUNICATIONS SIGNS MAJOR NEW CLIENT

FORT LAUDERDALE, FL: July 29, 2010 – Winston Communications today announced a major new addition to its client roster – NY SKYRIDE, one of the top ten attractions in New York City.

NY SKYRIDE recently hit the 7.5-million-visitor mark - an average of more than half-a-million visitors a year since it opened in 1996. The attraction is located in one of the biggest tourist draws in the world – the Empire State Building. And it takes visitors on the most unusual ride in New York City – up, up, and away, over the Big Apple, while never leaving the ground. It’s a virtual helicopter tour of the city, from the comfort of a seat on the second floor of the world’s most famous building. Visitors feel the sensation of flight, as they lift off and “fly” on an aerial tour of the world’s greatest city. The ride is narrated by actor Kevin Bacon, a New York City resident.

‘Winston Communications has a long and very successful history in the travel/tourism market,” said Steve Winston, President of the company. “For us, helping NY SKYRIDE tell its story is a natural extension of what we do. And it’s a very exciting addition to our client list – because it’s the only attraction of its kind.”

NY SKYRIDE is New York’s only virtual aerial simulator, and it’s one of only a few New York attractions that also serves as a tourist guide to the city. This “aerial” swing over the streets of the Big Apple utilizes digital technology, moving platforms, and an 18-foot-screen.

Winston Communications is an award-winning public relations, marketing, and communications firm that has worked with organizations such as Citibank, American Airlines, Alamo Rent a Car, The Florida Panthers NHL Hockey Club, and The State of Florida. And it has regularly generated coverage of its clients in media such as CBS, NBC, ABC, FOX-TV, CNN, The New York Times, The Wall Street Journal, “Business Week,” “Forbes,” “Fortune,” USA Today, and The Associated Press. Steve Winston was named as one of the top twenty public relations executives in America by “PR Week.”

“Attendance figures show that we’re already one of the top ten attractions in New York,” said Matthew Day, Vice President of Business Development for NY SKYRIDE. “And now we’re going to really get our story out, with a partner that specializes in generating new business for its clients. We’re thrilled to hook up with Winston Communications.”

MY '73 TOYOTA

2010-03-09T20:16:00.000-08:00

It was one of my first cars. I bought it used, probably around 1977. I have no recollection of from whom I bought it, or under what circumstances.

It was white…well, more like cream, especially when you considered the ground-in dirt all over it. And the interior was one piece of creaky plastic after another. Yet, it was sort of cool, in a not-too-long-out-of-college, see-my-still-unusual-car sort of way. It was Japanese. No one – including me – had any pretensions that this Toyota Corolla was a “good” car. That it was solid. Or that it would last. Toyota, in those days, was still a long way from that status. But this little car served its purpose. It would get me where I had to go. And it would do so without costing me an arm and a leg for gas.

I remembered, when I had bought it, the stories my fifth-grade teacher had told us about “Made in USA.” He had related the story that, in the depths of a thousand miles of rubble after World War II, Japan needed to devise a way to stimulate its destroyed economy. And the best way to do that was to develop a market for its products in America. So they built a new town, called it Usa, and began stamping everything – from cars to push-pins – with “Made in USA.” I never found out if it was really true. But, to us, it was a hell of a story.

In fact, in those days, you didn’t see a hell of a lot of Toyotas on the road. My Dad, a World War II veteran who landed at Normandy and was wounded in Germany, was less than thrilled at my purchase of a Japanese car. And my uncle, who had fought the Japanese all through the Pacific, and had come home from Iwo Jima with a captured Japanese rifle and bayonet, was even less thrilled.

Most Americans don’t even know that the Japanese eventually learned to make quality products – including cars – from an American businessman and industrialist named W. Edwards Deming. After the war, Deming had been asked by the American government to go to Japan and help re-build the Japanese manufacturing sector, by teaching them American production methods and operations systems. And Deming taught them so well that they eventually, of course, passed us in the production of highly-reliable and quality automobiles.

So – like anyone else who once drove a Toyota, and who has admired the product even after he never drove one again – I’m disappointed and disillusioned by the betrayal of the public trust by a once-great company. How quickly, these days, the mighty can fall. And, like many people, I’m willing to cut Toyota a bit of slack for the problems with their cars. But I’m not sure I can ever forgive the apparent deceptions and story-spinning by a once-beloved company that seems to have put profits above people.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com
(954) 575-4089

POWERPOINT VS. TALKING POINTS

2010-02-09T11:34:00.000-08:00

I probably own the title of "The Most Speeches Given Without Using PowerPoint," because I've spoken at meetings and events at least a hundred times - and I've never used it.

If you want to engage people, you don't use a stale computer program and elementary handouts that insult their intelligence.

You talk with them (not at – or even to - them).

You take the time to look them in the eye - as many of them as you can.

You connect with them...not only intellectually, but also emotionally.

You get them involved on some level, so they're emotionally invested in your presentation.

You present them with practical, actionable advice...advice they can use to be more efficient and more productive in their work and in their lives.

You tell stories. Because - still - people love a good story. A story to which they can relate. And a story that touches them.

You come off as excited and enthusiastic about your subject (hopefully you really are!)...because then your audience will be.

You speak in a conversational tone - because then they're more likely to hear what you're saying.

I could go on and on with more "talking” points. I won't. But if I decided to, you can be sure they’ll be “talking” points. Not PowerPoints.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com

SNUGGIES: THE ULTIMATE VIRAL PHENOMENON

2010-02-01T09:57:00.000-08:00

A couple of weeks ago, my high-school-freshman daughter had finals, and I had to take her to school and pick her up.

One day, as I sat in the car and waited for her, I was particularly amused at the variety of outfits worn by the students as they entered or left their exam rooms. We live in Florida. And, here, we not only have very broad “dress codes,” but it’s also hot as hell a good deal of the time. Accordingly, many – if not most – of the boys show up in long, baggy shorts. And many of the girls – including my daughter Alyssa - go to school in sandals.

There were other styles, as well, of course. The jocks were easy to tell, by their school sweatshirts and their form-fitting t-shirts. There was an occasional “beach boy” or girl. An occasional “Goth,” dressed all in black. There was even one kid who looked a bit like Count Dracula, with whitened face, long black coat, and broad-brimmed black hat.

But what caught my eye the most were the Snuggies (“as seen on TV!”). First, one. Then, another. And after a while I noticed that, at least at my daughter’s school, Snuggies were a popular form of dress.

Come on…you know “Snuggies.” Anyone who’s ever watched a bad TV movie or a ballgame knows “Snuggies.” They’re the “blanket with sleeves” that you can wear while reading at home on the sofa, or “while cheering at a foot ball game.” (I always wonder where they found the “actress” who’s shown cheering.)

Anyway, when my daughter got into the car, I asked her about kids wearing Snuggies to school. And she gave the answer that, to this day, still makes parents of teenagers cringe: “Everybody’s doing it.”

Actually, she’s not all that far from the truth. This strange-looking product with the doofy commercial has actually been a runaway-seller – to the tune of twenty million. You heard me right. Twenty million.

In simple terms, that means one of every fifteen Americans is wearing them.

Now, I’m sure plenty of teenagers – who are at least as prone to watch bad TV movies as the rest of us - have seen the TV ad. But, according to my daughter, the Snuggies phenomenon at her school is the result of viral marketing…in this case, kids seeing other kids wearing them.

It apparently doesn’t matter that Snuggies are somewhat uncomfortable. Reviews have claimed that the open back is awkward. That the sleeves are often too long or too short, and that they, too, are uncomfortable. And that the product is somewhat difficult to walk in (which could be a real problem if you’re cheering at that football game). And it doesn’t matter, apparently, that many people who see the commercial have the same reaction I do: “They’ve got to be kidding!”

None of this matters to the kids wearing them. They think it’s “cool.” And we all remember the power of that word when you’re in high school.

When you think about it, Snuggies are the ultimate marketing phenomenon. And the proof that viral marketing is – just as it was when I was in high school, although we just called it “word-of-mouth” then – actually a timeless method of influencing an audience.

Twenty million!

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com

TYLENOL THEN, JOHNSON & JOHNSON NOW

2010-01-20T05:58:00.001-08:00

As I sat in a doctor’s office a few weeks ago, I couldn’t help but notice the parade of well-dressed, attractive young businesspeople who entered every twenty minutes or so, each carrying a briefcase.

And though each of them tried to speak very softly to the receptionist – obviously in the hopes that the waiting patients wouldn’t hear – we did hear. The brief conversations always involved a new “must-have” product or tool (medical or administrative). And they always began and ended with an invitation to lunch from the briefcase-carrier to the doctor or his nurses or staff.

As I watched the other people in the waiting room that day, I could see that they – we – were all thinking the same thing: There’s something very uncomfortable about this process. (Particularly if you’re aware that, quite often, the incentives are a hell of a lot bigger than a free lunch.)

When I read about Johnson & Johnson being accused of dragging its feet on recalling products that smelled moldy from possibly-tainted wooden pallets (and that had made some people sick), I couldn’t help thinking about the doctor’s office. And when I read the complaint accusing J&J of paying millions of dollars in kickbacks to Omnicare, a company that sells drugs to nursing homes, it sickened me. This money was (allegedly!) paid in the hopes of getting Omnicare to persuade nursing homes to use J&J medicines on our most vulnerable patients. And I thought about the doctor’s office again.

Johnson & Johnson owns the Tylenol brand. And, for those of us in the Public Relations business who are old enough to remember the early-eighties, Tylenol remains the symbol of the greatest crisis-communications response ever.

In 1982, seven people around the country died from Tylenol that had been intentionally tainted with poison, and thousands of others were sickened, some very seriously. Obviously, the company was not to blame; some sociopath was.

Yet, the company responded in a way that I still use to teach PR students the best response to a corporate crisis. Tylenol took every bottle of its products off the shelves…in the entire country. In every drug store. Every supermarket. Every convenience store. In the country.

Tylenol showed tremendous sensitivity in the face of this crisis. It encouraged its executives to speak openly to the media. And they did, in heartfelt ways, expressing obvious heartbreak about the deaths and sickness, concern for their employees and the stores that carried their product…and a determination to learn something from the incident.

Tylenol’s response had been immediate, not waffling. The response was “up-front” – there were no “no comments,” no committees that would have to study the problem for 60 days. And – in what seems an increasingly nostalgic episode in today’s world – the company actually put people above profits.

Next time you open a bottle from the drugstore, and read the label about not using the product if the bottle has been “tampered” with, you can thank Tylenol. Because they were the ones who pioneered this concept, in response to the poisoning tragedy.

I couldn’t help but think of the 1982 Tylenol incident as I read about Johnson & Johnson’s (alleged!!) cover-ups and kickbacks. And I couldn’t help but think of the doctor’s office.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com

TYLENOL THEN, JOHNSON & JOHNSON NOW

2010-01-20T05:58:00.000-08:00

MARK McGWIRE'S DOG-AND-PONY SHOW

2010-01-13T15:14:00.000-08:00

Here we go again.

Last week it was basketball’s Gilbert Arenas brandishing his six-shooter in the locker room. The week before it was football’s Plaxico Burress, receiving a prison sentence for his own private little shoot-out (with himself). The week before that it was golf’s Tiger Woods for his extra-marital escapades. The week before that…who the hell can remember?

Now, of course, baseball’s back in the news, with former home-run “King” Mark McGwire (at least, until his title was taken away by another reputed steroid-user) making the media rounds to “come clean” about his own steroid-use…and his years of denying it. (Of course, it’s just mere coincidence that McGwire’s about to start a new job as a coach for his old team, the St. Louis Cardinals, and could have expected a white-hot media grilling had he not “come clean” before then.)

McGwire’s been crying on TV. He’s apologized to pretty much everybody in America…his family, his fans, his friends, the city of St. Louis, his old teammates, Major League Baseball, the Commissioner of Baseball, etc.

It’s fitting, in a way, that Mark McGwire’s becoming a coach. Because he’s got one of the best PR coaches in the business – former Bush White House spokesman Ari Fleischer and his crisis communications firm – coaching him through all this.

I saw Mark McGwire cry yesterday on ESPN. But I’m not sure these are not crocodile tears; the man’s been guilty of – at the very least – evasion, for years. I heard him say today that he had good years without taking steroids, and bad years while taking steroids. Again, hard to believe, since his greatest years – 1997-1999 – were apparently at the peak of his steroid use. And that brings to mind another question: If he did, indeed, have some bad years while using steroids…why did he continue using them?

To me, the whole thing has been scripted better than any Broadway play. It's the same old story. Everybody's sorry afterward...when it's easy to be sorry, and easy to apologize. As for McGwire, he's already evaded the truth for years. So why would I believe he's sincere now?

Actually, I think the one-week-blitz media confessional may indeed be an idea that's here to stay...but not because it's a good model. The way things are today with sports stars, it's a pretty good bet another one will be caught cheating on his wife, or doing drugs, or brandishing guns (or pulling a Plaxico Burress and shooting himself) in the next week or so...to be followed by another scripted "apology."

And then McGwire's dog-and-pony show will instantly become old news.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com

COULD PR HAVE SAVED SAAB?

2010-01-05T08:38:00.000-08:00

As I drove home from the dealer that day, some years back, I couldn’t believe the magnificent machine at whose controls I was sitting was really mine.

I had dreamed about owning a Saab since I was in my late-teens. While my buddies at the 7-11 would fantasize about Camaros and Chevelle Super Sports (both of which I actually ended up owning), I was somehow taken by the quirky lines and strange shape of this mysterious import from Sweden. It turned out that you either hated the Saab (my buddies) or loved it (me).

Yes, its unusual lines were antithetical to the sleek lines of the American muscle cars of those days. And, yes, the people sitting behind the wheels of Saabs were – let’s face it – sort of dorky, often with horn-rimmed glasses and tousled hair (whether male or female) and, perhaps, somewhat “intellectual” and a bit strange. But I didn’t care.

I loved that car from the first time I saw it. To me, those weird, curvy slopes and angles were cool. I thought the Saab was “funky” before anyone I knew had even muttered the word. And I was thrilled as, during the late-nineties and early part of this decade, the car took on some sleeker, racier lines, while still (I thought) managing to preserve everything that was quirky and wonderful about it.

As it turned out, however, not a lot of other people ever loved the car. And eventually, during the past few years, hardly anyone loved it. At one point last year, American car dealers were selling less than a thousand Saabs a month.

Now Saab is closing up shop, orphaned by the Swedish government, a potential suitor from Holland, and its Ford corporate parent. And I’m very sad. Because the jet-black Saab I owned until seven years ago was the best car I’ve ever had.

When I turned the key and the engine emitted that low, throaty roar, I was in paradise. When I cruised at unbelievable speeds along the highways (only on very long drives!), I was thrilled. When I rubbed my hands on the wood along the dashboard and near the seat handles, I was thrilled. When I raced around country roads as if the car was attached to them, I was thrilled. And when I looked at (and fooled around with) the dashboard – which was the closest thing to a jet cockpit I had ever seen – I was thrilled. (Saab, after all, started out as an aircraft company. And the company still makes planes for the Swedish air force, as well as commercial jets that see service in many countries, including ours.)

In what other car, for instance, did your radio automatically reset to the stations in a distant city to which you had driven? In what other car could you have a station pre-set to the local National Weather Service station, so that you could be warned of natural disasters that might be occurring ahead of you? And in what other car was the ignition key located on the console, instead of the steering wheel?

Now it’s gone. But, as a public relations professional, I always wondered a bit about Saab’s PR approaches. I always wondered why, for instance, they constantly seemed to be appealing to a “hip” audience that loved racy-looking cars, rather than the core audience that had loved the car for so long. I always wondered why they didn’t make their perceived weaknesses into strengths.

I always wondered why, for instance, they didn’t publicize the car’s classically-funky lines, instead of making those lines “sleeker,” like everyone else. I always wondered why they didn’t promote the car’s “funky” factor, instead of using the same promo lines everyone else was using. Why weren’t Saab’s marketing campaigns aimed at the people who had loved the car in the first place?

Why wasn’t the car promoted for the things it did well, instead of pushed with sleek ads as if it were like every other car? For example, why didn’t the company run ads noting that the police department in Vail, Colorado – one of the wealthiest towns in America – used Saabs? (As one officer told me, “That thing takes a mountain like it was born to run. Incredible speed. And it hugs those curves. On these roads, nobody can outrun us.”)

Would these strategies – pitching to the choir, instead of commoditizing the product – have ultimately saved Saab? I doubt it. Increasingly, in today’s world, “mass appeal” survives, while niche products often don’t. But at least the car would have stayed true to its principles.

I must really like Swedish cars…because I now own another one. But there’ll never be another Saab.

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com
(954) 575-4089

MY NEW YEAR'S RESOLUTIONS

2009-12-26T08:41:00.000-08:00

For the year 2010, Resolved:

I will no longer insist on being innovative for clients who merely want the same old thing. (And, hopefully, I will no longer sign clients who want the same old thing.)

I will only give “bonus” hours to those clients who really appreciate them…and me.

I will continue to keep learning and keep thinking and keep discussing, in a constant endeavor to be the best that I can at my craft.

I will keep fighting for the integrity of the profession in which I’ve spent the past 21 years.

I will never stop asking “Why,” or “Why not?”

I will always remember that, in our profession – especially at the beginning of a relationship – listening is more important than talking.

I will always continue pushing for a “seat at the table” for PR professionals. And I will always continue to point out that, had we been given such a seat, some of the incredibly-stupid business mistakes of the past few years might never have occurred.

When I do my 6 a.m. run every morning, I will spend more time listening to the birds and the ducks all around me, instead of thinking.

I will spend more time listening to my daughters – 15 and 21 – and less time lecturing.

During our once-a-month disagreements, I will try harder to understand my wife’s point of view.

I will spend more time thinking about what I have, instead of what I want.

I won’t scream as loud at the TV when our beloved – but mediocre – Florida Panthers hockey team is playing.

I will spend less time watching college football. (OK, that one’s not quite true. Hey, you’ve got to allow me one or two broken resolutions!)

Happy New Year!

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com
(954) 575-4089

HOW "EDITOR AND PUBLISHER" CHANGED MY LIFE

2009-12-18T10:14:00.000-08:00

“Editor and Publisher” is, apparently, on its death-bed. And that makes me very sad. Because, in a sense, “Editor and Publisher” gave me everything I have…

I was sitting in my high-rise apartment in Hartford, CT. It was a gray, miserable late-winter day, shortly after a record-snowfall had tied the city up for days. And it was shortly after my brother in Philadelphia and I had vowed to get jobs in Florida (which he did within a week or two). As I looked out at the downtown skyline, I thumbed absent-mindedly through the latest edition of “Editor and Publisher.”

Suddenly I came upon a half-page ad…for The National Enquirer. (Yes, I know what you’re thinking.) They were looking for an Editor. The salary was outrageous to a young kid recently out of college - $52,000. And then I saw it. Right below the salary, was the address, “Lantana, FLORIDA.”

I quickly got out my atlas, and saw that Lantana was only about fifty miles north of Miami, where my brother was about to move.

I knew, of course, about the Enquirer’s reputation for sensationalism. But I figured, what the hell; for that salary and that location, I’ll send them a resume.

I did. And then I totally forgot about it. So, when they called a couple of weeks later, it took me a minute to even remember the ad. They wanted to fly me down for an interview.

A week later, I sat in a plane on the runway of Bradley International Airport, in the pre-dawn blackness, and watched the icy sleet pelt my window. A few hours later I walked out of the terminal at Palm Beach International Airport…and into 76 degrees and the bluest sky I’d ever seen.

At the end of the day, the folks at the Enquirer told me they wanted to fly me back here again in a few days, for a two-week getting-to-know-each-other period. And they would pay me at the rate of the advertised Editor's position - $1,000 a week. In addition, they’d take care of all my costs – transportation, food, lodging, etc.

I thought about it for perhaps .0000001 of a second, and then said sure.

When I came back the following week, they were very nice. But, by my very first morning of the two weeks, I had a feeling that the Enquirer and I were not made for each other…$52,000 or not. So, at lunchtime, I stopped in unannounced at the Palm Beach Post, and asked to see the Managing Editor. A month later I was in Florida (for a salary of $12,000).

That was thirty years ago. And that ad in “Editor and Publisher” ended up being responsible for everything I now hold dear in life. My two precious daughters. My first marriage, to their mother. My new wife. My career in journalism and then public relations. Friends who are family. The opportunity to do my 6 a.m. run outside, instead of on a treadmill…every day of the year. (And no more icy sleet when I get in a plane to go somewhere!)

It’s funny how the entire course of a life can turn around in one moment. And, in my case, all because of “Editor and Publisher.”

Steve Winston
President, WINSTON COMMUNICATIONS
www.winstoncommunications.com
steve@winstoncommunications.com
(954) 575-4089

I'M TIRED OF HEARING ABOUT TIGER!

2009-12-07T13:42:00.000-08:00

Is anyone else sick of all this?

Is anyone else sick of our perverse – morose! – fascination with the rich and famous? Is anyone else – in a world of hunger and war and poverty and climate change and recession and failing schools – sick of seeing the same name in the headlines for two weeks (until another rich and famous person gets caught in the act)?

Is anyone else sick of wondering whether the media frenzy is fed by the public’s fascination, or whether the public’s fascination is fed by the media frenzy?

And is anyone else in our industry sick of hearing how Tiger Woods can use PR to rehabilitate himself?

That same night that Woods crashed his car, and Elin decided to play golf at 2:45 a.m., thousands of other cheating husbands (and wives) were discovered by their spouses, all across America. That same night, thousands of other couples across America were involved in domestic violence. Thousands of other families were broken apart by the revelations of outsiders. And thousands of other children saw the patterns of their family life snap, but didn’t understand how or why.

Why, then, this morbid fascination with the rich and famous in our society – especially when they screw up? Is it because, as some say, the common man (or woman) takes a secret thrill in seeing famous people brought down? Is it a class-hatred thing? Are we all just voyeurs? Or are we interested out of some sense of justice…because the Tiger Woods’ and the Eliot Spitzers and the A-Rods and the Mark Sanfords and the John Edwards’ of the world bit off more than they could (or should) chew? Or is it because the media doesn’t tell us about those thousands of other people caught cheating by their spouses every day?

I’ve seen Tiger’s house (the one in South Florida, anyway). His wife is beautiful. His daughter is precious. Why, when someone reaches his status in life, does it never seem to be enough? And why do we obsess over it?

Right now, his life is ruined. And he may never be able to put the private side of it back together.

But he needn’t worry all that much about the public side. He needn’t worry about whether effective public relations can rehabilitate his image. He needn’t worry about whether people will buy the products he’ll still be endorsing after the smoke clears. He needn’t worry that people will no longer want to see him play golf.

Because, as sure as I’m writing this and you’re reading it, within a couple of weeks, another celebrity will get caught…at something. Then we’ll obsess over that person. And Tiger will eventually become a distant memory.

I’m sick of hearing about Tiger!!

TRUST

2009-11-30T18:37:00.000-08:00

Do any of us really trust anyone else, professionally, anymore?

I’m not really sure we understand the meaning of the word “trust” anymore…and that includes me. I don’t really trust a staffer or a contractor to put the same effort into a project that I would. I don’t trust what I read in the papers or hear on TV anymore…because so much of what I read or hear is being distilled through the often-partisan lens of the person saying it. I don’t trust celebrity spokespeople, for obvious reasons.

I don’t trust politicians (putting me - I trust - in the great majority). I don’t trust advertising. I don’t trust many PR campaigns.

We’ve become so used to not trusting that we’ve become almost deaf to how much a part of our daily lives – and our professional lives – it is.

It wasn’t always that way, of course. (And let’s face it…these days, a little healthy skepticism can’t hurt!) Have we all become hired mercenaries, paid pitchmen (and women) for messages we don’t really believe?

I work with a client who exemplifies “trust” – because she couldn’t do her life’s work without it.

Lisa Kristine is a San Francisco photographer whose stunning portraits of native people around the world have won her a slew of honors. She roams the world with a backpack and a camera. And with her simple, unadorned portraits of native people who live in “off-the-map” places, she’s able to touch people all over the world.

But, to photograph these people – many of whom have never before seen a camera – she needs to establish trust. She meets them on their terms, not hers. She takes as much time as they need to feel comfortable with this white woman with blonde hair and a strange-looking contraption that she points at them. She gets them to trust her…to trust her motives, to trust her work.

Her photographs go straight into the souls of her subjects, portraying them in an incredible human dignity. And it’s not only her photographs that are stunning in their beauty and in their simplicity and in their integrity – it’s the subjects in them, as well.

How wonderful that must be…to trust the human beings with whom you work. And to gain their trust.

I can’t help thinking that somehow, somewhere, there must be some kind of lesson in this for us.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

"WHY AREN'T WE DOING THIS?"

2009-11-19T17:55:00.000-08:00

Some years back, I had a client who would always have a folder for me – stuffed with papers – each time I came to his office.

Invariably, the papers were marketing or PR campaigns done by other companies. And on every one of them were the scribbled words: “Why aren’t we doing this?”

Several times, I tried to explain to him that there were numerous reasons we weren’t doing this…among them:

* Just because that particular medium or campaign was appropriate for some other companies, didn’t necessarily mean it was appropriate for his company.

* Because the way you distinguish yourself – in both PR and marketing – is not to do what everyone else is doing. Quite often, I’ve found, it’s to do the opposite of what everyone else is doing.

* Because if you echo the same line as everyone else, your own voice will get lost in the crowd.

* Because you have to develop – and continually reinforce – your own specific message, and your own USP.

* And, lastly, because I – the expert whom you hired as your PR counsel – didn’t believe those particular media or strategies were best for your company.

I found it offensive to be asked, “Why aren’t we doing this?”

I tried explaining it to him on two or three different occasions. And then, rather than explain any more, I fired him. My explanation was simple: I only worked with clients who wanted original thinking, rather than just to follow the crowd.

That was about eleven years ago. And, recently, I fired another client who asked the same question. My reasoning was a bit different this time, though.

He would send me e-mails almost every day – sometimes several a day – with info about some company or campaign, and then the question: “Why aren’t we doing this?”

So – in the spirit of experimentation, and keeping an open mind – I started doing this, in addition to implementing the strategies that I had first proposed (and that he had agreed on).

Lo and behold, after about a month, he asked why his invoices were so high. I explained to him that, in addition to the strategies he and I had originally agreed upon, he was always asking me to pursue this. And that, as a professional with over twenty years of successful public relations experience…I actually expected to be paid for the work I did.

He grumbled a sort-of acceptance. Then, a week later, he e-mailed me that, unless we could lower his costs, he might not be able to afford PR counsel any more. So I e-mailed him back – “You’re fired!”

Simply put, the money wasn’t worth the aggravation.

My moral of the story(ies)?

Beware any client who says “Why aren’t we doing this?”

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
www.winstoncommunications.com
steve@winstoncommunications.com

THE NEWEST THREAT TO PR

2009-11-12T04:42:00.000-08:00

Last night, I was researching various newspapers, in preparation for a release I was about to issue for one of my clients.

For one thing, I was researching who’s still there. I was researching who writes what (very important after the constant layoffs at newspapers). I was also looking at what they’ve written recently, so I could sound educated when I contacted them. I was looking at their bosses…Editors, Managing Editors, and so on. And I was also studying the general tone of the papers’ recent coverage, to discern their priorities, and those of their readers.

And then it hit me. Are we going to be able to do that next year? Next month?

What happens if newspapers – and magazines – actually do start charging for online content, instead of just talking about charging for online content? I haven’t read anything, yet, about how this will affect public relations practitioners. But it seems to me the effect could be like a tsunami.

I’m particularly concerned with independent practitioners, who are becoming an ever-more vital part of the PR workforce. These people may not have the resources to subscribe to comprehensive media databases (which may or may not provide all the information I’m able to gather by simply going to a paper’s website). And they may not have the resources to pay for online subscriptions to hundreds of newspapers and magazines.

On a larger scale, however, all the talk about (and possible movement toward) pay-for-content models affects all of us in this industry, from the solo practitioner to the large agency, as well as corporate PR departments. It’s already tough enough to connect with many journalists, because they’re now doing the jobs of two – and sometimes three – people. Putting another wall between us will only make the job harder.

Let’s remember, too, that this is hardly a one-way street. Many journalists – often, because they are doing the jobs of two people – depend on PR pros for a lot of their ideas. By inserting a barrier between PR pros and journalists, pay-for-content will only make the journalist’s job even harder than it’s already become – because it may shut them off from some good sources of ideas.

Look, no one’s saying that the current media models shouldn’t change. They must change, because they’re obviously unsustainable the way they are now. What I am saying, however, is that those of us in this industry had better start tossing around some ideas as to how this is all going to play out. And how we’re going to be able to perform some aspects of our jobs when it does change.

I’ve been reading a lot of talk about whether people will be able to – or want to – pay to subscribe to their newspapers or magazines online. But I haven’t read anything about how PR people are going to afford to pay if pay-for-content becomes standard.

And it’s something I think we should be talking about - before it happens.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

WHO'S MINDING THE STORE?

2009-11-02T13:25:00.000-08:00

We all know who the villains are in the economic meltdown of the past few years, right? In most peoples’ eyes, banks, insurance companies, and other financial institutions. (Forget, for a minute, the inability of many American corporations to think long-term, their desire to “cut overhead” at any cost, their often-false claims, etc.)

Right or wrong, most of us pretty much agree that, to a large extent, financial institutions are the villains. You’d think that these institutions, excoriated in the media and in the public discourse, would be very carefully resurrecting their reputations now, wouldn’t you? And after the public relations fiasco these institutions have faced, you’d think that they’d solicit – and heed - the counsel of their best public relations and reputation-management folks, right?

Maybe at some financial companies. But not, apparently, at Bank of America. Because – surprise! surprise! – here’s a financial company that’s burning its reputation bridges again.

Here in Florida, 452 people have lodged complaints with the State Attorney General’s office about Bank of America, relating to mis-information, stalled promises, or revocations of home-loan modifications that had been promised by the bank. Some of the complaints say that the homeowners have been trying for months to get through to B of A, in an attempt to hold onto their homes (which would also, of course, spare the bank the task of foreclosing on them, and then having to become a home-seller itself). Others are complaining that they came to a deal with the bank for a loan modification – not only verbally, but on paper – but that now the bank refuses to honor it.

The mess is receiving a lot of media coverage in Florida…a state that has been devastated by the housing meltdown. (Last year, I sold my home in South Florida. After a full year on the market, I felt lucky to have gotten half of what it had been worth just two years earlier.)

Other lenders have received complaints, as well, of course. But none of the volume of complaints against any of them comes close to the number, proportionally, against Bank of America.

I’m not taking sides here; I’m sure, in the minds of B of A executives, they have good reasons for the things that have happened. But, in an age when news spreads like a wildfire virally – and when the financial sector takes the blame for what has happened in our country – how could they have let this happen? Why haven’t they responded to these complaints in a timely manner? Why, if indeed it is true, are they changing the terms of the modifications after they have already been agreed upon? And why aren’t they bending over backwards to satisfy this relatively small group of customers (B of A has 82,000 home loans in Florida)?

Who’s minding the PR store?

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

WHAT IF...?

2009-10-25T10:43:00.000-07:00

Steve Winston
President, WINSTON COMMUNICATIONS

What if every company used Tylenol’s wonderful 1980’s response to the tainting of its products as a model for modern crisis communications?

What if someone in the PR Department at AIG had said, “Wait a minute! Do we really think it’s appropriate to reward the people who drove us into the ditch, and who destroyed the life savings of so many millions of people?”

What is someone in the PR Department at Wells Fargo had said, “Wait a minute! Do we really think it’s appropriate to be planning lavish parties when so many of the people who hold mortgages with us are going under?”

What if more companies didn’t try to be everything to everyone, but just focused on doing the best they could within their niche?

What if most company presidents who did TV commercials – or mea culpas – didn’t come off as stiff, over-rehearsed, under-genuine windbags who could never really empathize with the millions who feel betrayed by them?

What if the insurance and banking executives whose boundless greed helped create the financial crisis…actually had to experience the pain that other folks have experienced because of their folly?

What if companies stopped making claims about their products that they know – full well – aren’t true? (Or, conversely, what if they started making products that actually do live up to their claims?)

What if companies, in their advertising and marketing approaches, started talking more about us – and our needs – rather than themselves?

What if more PR and marketing executives believed that the way for their companies or clients to generate attention was not to should louder than the other guy…but to speak with more substance?

What if they banned celebrity spokespeople from the media…and products had to be hawked only on their actual merits?

What if Super Bowl ads actually spoke about the benefits of their products and services…rather than turn the nation’s most-watched television event into a competition for the most technologically-wizardrous ad?

What if we actually spoke with our publics…instead of to them?

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

FLYING BY THE SEAT OF OUR PANTS

2009-10-14T15:29:00.000-07:00

I fly by the seat of my pants. Literally.

I love to fly old World War II fighter planes, and to perform aeronautic “combat” maneuvers. I’m not the most experienced pilot. So, sometimes I find myself…flying by the seat of my pants.

Just about everyone in the public relations profession, in this brave new world, finds him/herself flying by the seat of their pants far more often than they’d like. In fact, there are a number of parallels…

The engine jumps to life, 600 ancient horses raring to go. I check the harnesses that feel like a ton on my torso, and I check the ripcord on my parachute.

I’m sitting in a sixty-four-year-old fighter plane from World War II, an AT-6, nicknamed “The Texan” by the cocky young pilots who flew her in combat. The “dashboard” is wood, and the cockpit instruments look like they’re out of a Humphrey Bogart movie. And I’m going to do some stunts, in tandem with Dennis Van Swol, the vastly-more experienced pilot who’s sitting behind me.

As we turn onto the runway, Dennis and I make our final check.

“Mixture is rich,” my headphones cackle as we converse back and forth. “Fuel-air ratio is good. Flaps are set. Pressure looks good...”

“The Texan departing on 8 right,” I call out to other air traffic on the radio. I open up the throttle and we gather speed. The nose is so high in these old planes that you can’t really see the runway. So, in effect, we take off and land by “touch.”

In a moment the ground is falling away, and the big yellow nose with the whirling propeller is pushing us up into a sea of blue. I pull up the landing gear.

As we climb, we begin dipping toward the right and then the left; the view becomes incredible. We head up toward puffy white clouds, and the ride turns bumpy.

“Now we’re going to do a few combat maneuvers,” Dennis says, “so you can get a feel for the aircraft.” With that he goes into a steep climb, and then a dive, and I try to imagine how it must have felt doing that with a Japanese Zero or German Messerschmitt trying to shoot you out of the sky. Then he turns the aircraft on its side, and we rip through the South Florida sky at a 180-degree angle.

Our headphones cackle with communications from all sorts of aircraft; North Palm Beach County Airport has no tower, so it’s up to the pilots to stay in touch with each other. Then we’re above the clouds, and suddenly it’s smooth.

“Now let’s do a roll,” he says. (A roll is a sideways somersault.)

Suddenly sky becomes land and land becomes sky, and clouds flash by as if on rollerblades. My head is below my body, and my hands are holding onto the balky control stick…from below it. We’re completely upside-down. Then we roll over to right ourselves.

Now it’s my turn to solo.

I hit the pedal on the extreme right of the wooden floor, forcing the nose down to gather up more speed. The ground seems to fly up toward me. Then I shove her into a climb. With the headphones cackling with Dennis’ voice and other traffic in the area, I grab the stick and pull it towards the right. And there we go…hurtling over the side at two hundred miles an hour. Again my head is suddenly under the rest of my body, with clouds flying by - below me.

I have to fight the stick a bit, as it’s difficult to hold her steady. Suddenly we’re rightside-up again. I ease up on the stick.

A minute later, I decide it’s time for a loop (backwards somersault).

I turn the nose down to pick up some speed. Then I yank it back up and climb straight up. This, by far, is the beginning of the most thrilling moment of the entire flight. A steep climb is murder on the body, and even more murderous on your mind. Normally, in an airplane, your fixed points are the land below you and the sky above and around you. Even though you’re up in the air, there’s a natural order of things, some physiological steering points. But when you’re in a steep climb, suddenly the land is gone, and you’re totally disoriented. Instead of a balance between land and sky, you’re heading straight up into an endless blue vacuum, with no horizon, no beginning, and no end.

I pull the stick toward me, and the old engine whines loudly. The ground disappears as we climb. Then I begin to flip her over, backwards. I feel my body pinned back against my seat, and my head feels like it weighs a thousand pounds (actually, in pilot-speak, I’m experiencing pressure of three “G’s). For a moment, I’m totally disoriented; I’ve lost any “compass point” in the sky or the land. I have no clear idea as to what’s “up” and what’s “down.” I literally cannot hold my head up, because of the pressure. I’m having trouble keeping my eyelids open. Upside-down images of blue and green and white are whooshing past me.

“Yee haw!” I shout out into the headphones, probably way too loudly for poor Dennis.

At that moment, it’s almost a test. You find yourself fighting for control…of the aircraft as well as yourself. And if you don’t remain calm, you’ll become ever more disoriented.

I hold her steady, fighting to keep the stick where it is. Finally, I see the ground floating up toward my face, and I begin to level her off.

“Want to try it again?” he asks.

“Yee haw!” I respond.

Again I point the nose down into a dive to get up some speed, and then pull back on the stick as I struggle to keep my eyes open from the pressure. Again we shoot up into a blue vacuum. Again we start rolling backwards and over our heads. And again I am upside-down, with colors and shapes and textures whooshing by underneath me, with the engines straining and the cockpit shaking. It almost seems like too much for the human brain to handle at once.

But when the land rolls back into view below us as we complete our circle, the feeling is one of incredible exhilaration.

As our radio cackles with transmissions from other aircraft in the area, Dennis says that it’s time to begin our descent. We go into a sideways roll – 180 degrees – and, as we pass through a cloud bank, we see a rainbow. I turn the controls back over to Dennis so I can look at it. We descend rapidly.

“North County Texan on its approach to 8 right,” I tell nearby air traffic.

We hit the runway. And as we slow down, I think of the pilot, sixty-four years ago, who sat in the seat where I’m sitting now.

So…how does this story relate to public relations? Well, the simplistic answer would be that we’re all, now, flying by the seat of our pants. But I think there are more practical correlations, as well…

* Always wear a parachute. And always check the ripcord. In PR terms, be prepared.
Make sure you have what you need in case of an emergency. And rehearse ahead of
time, in your mind, what you’ll do in case of emergency.

* If the ride’s a little bumpy, find a different altitude…think about what you can
do to make it smoother.

* Stay informed about the surrounding “traffic.” About your clients’ industries.
About their “flight plans. About their internal structures.

* Even when you feel like you’re flying upside-down, and things are whirling past
you at the speed of light, stay calm. And think clearly about your next step.

* Don’t be afraid to do loops and rolls…to experiment.

* When you lose your orientation – your “compass points” - don’t panic. Just find
some new ones.

* Sometimes things are not always obvious. So practice the art of taking off and
landing “by touch.”

* Don’t panic at the thought of flying by the seat of your pants. In our profession,
it’s becoming the norm.

And lastly, perhaps, when everyone around you seems to be losing their heads…shout out “Yee haw!” It’s going to be a very interesting ride.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

THE DEATH OF SERIOUS JOURNALISM

2009-10-09T07:46:00.000-07:00

In a democracy, the media are – ideally – supposed to be reporters of the news – not creators of it.

There doesn’t seem to be much genuine (and unbiased) reporting of “news” anymore – because, these days, “news” seems to be defined by the political stance of the organization that’s reporting it. Broadcast “journalism” – especially on cable - is becoming just another forum in which self-righteous “reporters” create their own news from their own viewpoints, and then push it on their audiences…who are tuning in precisely because that particular station is reporting only the “news” they want to hear.

I see television stations becoming shills for whatever political party - and political positions - their corporate owners favor. (I mean, really, folks, no matter what your political leanings, should the word "News" really be used after the word "Fox"???) I see local TV anchors and reporters becoming "personalities" rather than serious journalists. And I see an unending procession of beautiful people - who are not necessarily serious journalists - parading across my screen during just about any news program I watch. And self-proclaimed journalists – actually shills for one party or another – have actually become media stars.

Popular tastes being what they are in this country, the few broadcast media that are still objective – such as CNN - are experiencing pressure to become more opinionated, more “showtime,” more hip.

As for the print media, I see more and more reporters becoming, basically, "local" reporters, or "consumer" reporters...as "local" and "consumer" have become a mantra that's repeated ad nauseum by newspapers trying clumsily to adapt to a new world. I see journalists, who may have been correspondents or investigative reporters previously, now going "local"...or, often, becoming social network stars with huge online followings.

I'm one of those people who believes that a dearth of serious journalism - and journalists - is a grave threat to democracy. I just want to hear the news. I just want straight, objective, unbiased reporting of the news. Then I’ll make up my own mind as to where I stand on an issue. I don’t need to be shouted at.

Obviously, many of the news “models” in our country are changing; and based on the fact that many of their structures are unsustainable in this new world, that’s not necessarily a bad thing. But I just hope that we don’t change into news models that are based purely on political agendas. Because that is the antithesis of those in a democracy.

CAR PR

2009-10-03T13:48:00.000-07:00

One of the reasons for the collapse of the American auto industry is its PR people.

Why? Very simple. Public relations professionals for the various auto companies are in a prime position to impress upon the bigwigs that lackluster design leads to lackluster sales. But they haven’t done so. They haven’t used their influence and their strength as communicators to impress upon their superiors that more of the same is not enough. They’ve abdicated their responsibility to tell their superiors that re-designing inferior products doesn’t make them better – it only foments the inferiority.

I’ve thought about it for years. And, finally, this week – in an airplane over the Gulf of Mexico – it hit me. The key is body design.

Apparently, PR people – who understand the consumer far better than the old guys in the corner offices or the nerds in Engineering - are not asked (enough) for their opinions about what the consumer might want. Why haven’t the American auto companies allowed them an opinion before the cars are produced? And why haven’t these PR people demanded it?

European cars – like the ones I’ve driven – seem to maintain classic body styles over the years. To me, it seems that most of the changes they make are only meant to enhance the profile of the car, rather than to change it. I drive a Swedish car (a Volvo). Before that, I drove a German car. And before that I drove another Swedish car.

The basic body styles of these cars don’t seem to change that radically; for example, the distinctive shape of the Saab, which I drove seven years ago, is still pretty much the same distinctive shape. (Most American consumers – besides me - don’t seem to like the Saab’s distinctive shape, either; but that’s another story.)

Yes, every few years these European cars get updated lights or front grills or touches here and there. But the basic (and often classic) profile stays the same. And that helps create – and nourish – the brand.

American cars, it seems to me, are built to be sleek; European cars, on the other hand, are built to be stylish. And, in case the American car companies – whose survival is still in question – haven’t noticed, American consumers (particularly those on either coast) obviously prefer stylish over sleek.

Chrysler, on the other hand, doesn’t seem to be concerned with sleek or stylish; they have virtually no new models coming out over the next year or so (despite the billions in bailout money they took). Why aren’t the company’s public relations people pushing for a more energetic response to this crisis? They’re probably going to lose their jobs soon, anyway.

NEWS FLASH TO AMERICAN AUTO COMPANIES: The American people have spoken - loud and clear - for the past decade. They prefer classic auto design and a profile that helps create a “brand” over a lot of constant re-designs of mediocre products.

And, because of the current crisis faced by American car companies, PR people will never be better positioned to drive this point home.

HAVE A SAFE TRIP

2009-09-30T16:54:00.001-07:00

“Have a safe trip,” my daughter said.

We had been talking on the phone for about fifteen minutes. I had mentioned to my daughter, a senior at the University of Florida, that I was leaving in the morning on a business trip to Texas. And, as we ended the conversation, she said, “Have a safe trip.”

And I realized that it was about the twentieth time I had heard that phrase in the previous few days…basically, whenever I had mentioned to a client or an associate or a friend that I had to go to Texas on business. It’s not like I’m not familiar with the inside of an airplane. I was just in North Carolina a few weeks prior to this trip. I have to go to New York next week. And then, a few weeks later, back to Texas.

But, for some reason, this time, whenever anyone said, “Have a safe trip,” it really hit me. Of course, we never said that to each other prior to 9/11. My Dad spent the better part of his life on planes – he was a member of the million-mile club way back in the sixties, when that really meant something. But I don’t remember ever telling him, “Have a safe trip.” I think we probably just assumed he would.

Last week, every time I e-mailed someone that I’d be out of the office for a few days, a short reply would come back: “Have a safe trip.” One guy even responded, “Have a safe trip. After all, you know those Texans…”

Of course, there are other ways to die on a plane without being hijacked by terrorists. A few years ago, a co-pilot for a Middle Eastern airline decided to commit suicide by crashing the plane – and its few hundred passengers - into the Atlantic Ocean. And right after 9/11 – if the speculation is correct – the crash of another airliner was caused by a rocket fired by our own jittery military.

At heart, I appreciated the good wishes, of course. But – every time they said those four words - they made me think about something I really didn’t want to think about. And what did that guy mean, anyway, when he referred to “those Texans?”

For those of us in this profession, our “trip,” recently, has often been somewhat turbulent. The “vehicles” that take us on these trips seem to be changing right before our eyes, and at warp-speed. Sometimes things even seem somewhat out of control. And I believe that this has become a permanent feature of our (and many others’) profession. Nothing will ever be the same. And nothing will ever stay the same.

All we can do, I suppose, is just hope for a safe trip.

THE UNDYING ART OF STORY-TELLING

2009-09-23T14:47:00.000-07:00

Traditional mediums of communication are dying – or, at the very least, on the critical list - all around us. But there’s one form of communication that must be preserved at all costs – the art of telling a story. After all, isn’t that, in a very real sense, what we do for our clients, or for our companies? We’re communicators…and the essence of good communication is knowing how to tell a good story.

The best communicators know that this is still essential to the practice of public relations. And they’re constantly honing their ability to tell stories. Compelling stories. Provocative stories. Stories that move us emotionally. Stories that spark a need (or a want). And stories that can make us act on this need or want.

The media platforms upon which we tell our stories may be morphing even as we speak. But stories - well-told, engaging stories - are still the best means of generating action (or satisfaction) by our publics, or by our customers. And companies that are unsuccessful at telling their stories eventually end up in that proverbial “dusts-bin of history.”

People will always want to hear about other people, and what makes them act the ways in which they do. It stands to reason, then, that the best way to sell products or services - or ideas - is to tell stories, often about people. It may be about how people can benefit from a certain product. How they can join a certain cause. How they can find out more about a certain idea. Or, simply, how they overcame an obstacle in life (and, truth be told, it wouldn’t hurt if they overcame this obstacle with the aid of your company’s or your client’s product or service!). But, whatever the goal, if you use good stories, you've got a better chance to achieve it.

Marketers and PR people (all the emerging technologies notwithstanding) should take note. Stories - stories with which the target audience can identify and benefit from - are the best way to generate trust on the part of that audience. And trust is the best way to generate action. Period!!

And we ignore that fact at our peril.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

HOW TO SEND SPAM

2009-09-19T13:53:00.000-07:00

If you haven’t yet read “The New Rules of Marketing & PR, by David Meerman Scott, you should. One of his chapter-headings is “Non-Targeted, Broadcast Pitches are Spam.”

A pretty wide definition. But I couldn’t agree more. Very few things about this industry make me as mad as these so-called “pitches.” They show absolutely no respect for the writers/editors at which they’re aimed. Think about it: In how many other industries can you expect to “make the sale” after blatantly disrespecting the person to whom you’re selling? This practice is the biggest reason why so many journalists don’t respect us (to put it mildly!).

I started out as a journalist. I grew up in a newsroom. I was a newspaper reporter. And then a magazine editor. And I can’t even begin to estimate the thousands of releases I’ve tossed or deleted because I could see instantly that they had been sent to a thousand other journalists, as well. I could see without even opening them that they were not targeted specifically to my demographics or my beat or my magazines. They were just tossed blindly against as many walls as the tosser could think of, in the hope that maybe a few of them might – just possibly – stick.

I can tell you, though, that, with most journalists who receive these blind pitches, the only thing that sticks is a lifelong distain for public relations people.

I'm forever trying to educate clients that their "great" story is great only if it offers the readers (who are, after all, the end-users) actionable advice that can help make their lives or their businesses better. If there's not a real "news" value to what I'm asked to pitch...I won't pitch it. It's cost me a client here or there - but it's damned worth it.

More than ever, coverage in the appropriate niche is worth much more than coverage in scattered media that are of no value to your clients' businesses. Ideally, clients would be more open to understanding this. But it's not their fault.

The real fault, actually, lies with the agencies and the corporate PR practitioners who have a golden opportunity to educate their clients (or senior management), and don't do it. As long as PR people are willing to practice this approach, some clients will think it's best.

I'm still waiting for the day when the quantity of pitches matters less than the quality of the resulting media coverage.

In other words...when output matters less than results.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

VIRAL PR: EXHIBIT A

2009-09-15T13:37:00.000-07:00

If you don’t think one person can make a difference, you should see what’s going on at City Place.

City Place is an upscale, downtown retail/dining/housing complex in the city of West Palm Beach, FL. It’s a great place to spend a day (even if you can’t afford to buy anything). You can wander around the finest names in clothing, kitchenware, home-design, furnishings, etc. You can be mesmerized by the street performers. You can eat at imaginative sidewalk cafes, graze at one of the trendy watering holes, or enjoy gelato or fine chocolates on the plaza. It’s all in a fashionable urban setting that really helped revitalize the city a decade or so ago.

City Place has made the news lately, though, for all the wrong reasons. They forgot two central lessons of the Digital Age.

It seems that the complex recently told its employees – who had been parking in a lot near their stores – that their parking area was being moved a few blocks away, to make more room for customers. In addition, rather than the $10 a year they had been paying for parking, they would now be charged $50 a month for the privilege of being moved a few blocks away – for spots that City Place would only have to pay the City of West Palm Beach $20 a month for. Apparently, the shopping complex had discovered a potential new revenue stream – its own employees.

Well, the employees didn’t take it sitting down. Except for one. He sat down at his computer, and posted the news on several blogs. Within a day or two, the Palm Beach Post and local TV and radio stations picked up the story.

Soon, employees began picketing in front of the complex, and West Palm Beach’s smart-set was faced with the prospect of crossing picket lines to get inside. And the employees appeared before a meeting of the City Commission.

Don’t get me wrong. I love City Place. I love going there with my wife and daughter to wander around the beautiful old urban buildings and the fancy new shops and bistros and fountains and tables with umbrellas. To tell you the truth, I love it even though I rarely buy anything there (other than lunch and some ice cream).

But, from a public relations viewpoint, I think City Place has probably learned two good lessons for the Digital Age.

The First: Your employees are your lifeblood – even more so, in some ways, than your customers. Because if your employees are unhappy…your customers will know about it very soon.

And, Second: In this New Age, bad news doesn’t just travel fast. It travels at the speed of light.

Steve Winston
President, WINSTON COMMUNICATIONS
steve@winstoncommunications.com
www.winstoncommunications.com

HIGH NOON FOR GM?

2009-09-11T11:39:00.000-07:00

As Yogi Berra once said, "It's déjà vu all over again."

So GM is now coming out with a new marketing campaign – again. This time, under certain conditions, they’ll take your car back within sixty days if you’re not satisfied. And it’s actually not a bad idea.

But I’m not sure it’s enough, by itself, to get enough people into the showrooms…enough people to save GM, anyway. It has to be part of a larger thrust. People have to want GM cars first.

Several years ago, I was sitting in a meeting with top executives of a major-league sports team that had been losing for a long time, and had been having trouble drawing decent crowds. I watched with a sense of bemusement as they animatedly debated - and kept asking my opinion about - which "marketing" approach would fill their seats, which "promotions" would work, which "message" would work, etc.

After watching for a few minutes, I finally said, "Guys, this is all ##!**&&*!!! It's not marketing or promotions or giveaways that put fannies in the seats. It's a winning team! Instead of wasting all this money on marketing schemes, go out and get yourself some good players! And you'll be amazed at how quickly the seats fill up!"

Moral of the story? The "New GM" marketing "strategies" will no doubt be slick, and somewhat emotional. But they will fail again, unless the "New GM" executives teach themselves this mantra: IT’S NOT ABOUT THE PROMOTIONS. IT'S ABOUT THE PRODUCT!

When I was a young guy, in the seventies, my pride and joy was the Chevy Camaro convertible in which I drove around town…green, with the black that I had painted on top of the hood and on the rear end. Man, that was one cool car! (Didn’t hurt with the teenaged girls, either!)

Now GM has brought back the Camaro. I’ve seen a couple. And they’re gorgeous! Sleek and mean, like the seventies models, with a big front hood and grill that scream “Don’t mess with me, sucker!”

There’s only one problem that I can see. In an era when gas has been over $4 a gallon, and when increasing numbers of people are going “hybrid,” this is a muscle car. Let’s face it – If you’re going to bring back the Camaro, it should be as a muscle car. But that doesn’t mean that you can’t have an engine available for those of us who want the looks of a muscle car, without the gas bills. All Camaro models – even the six-cylinder – get 16-17 mpg around town. To be fair, the highway mpg figures are in the mid-twenties; most of us, however, spend more time tooling around town than we do on the highway.

Note to the "New GM:" Ads and promotions are not going to buy you a hell of a lot of time, especially considering the cynicism of the American public when it comes to your cars and your management. Instead, realize that, for most of us, the real showroom is on the road, not in your dealerships. Realize that your best marketing tools are the cars you build…not the promotions you build around them. Build more cars that make us turn our heads as they pass by (as the Camaro does). Build cars – even “muscle cars” – that get better mileage. And build cars that will last as long – and as reliably - as Toyotas and Hondas.

Then we'll buy them.

And then you'll have "fannies in the seats!"

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

CAN PR SAVE THE MEETINGS INDUSTRY?

2009-09-04T10:23:00.000-07:00

CAN PR SAVE THE MEETINGS INDUSTRY?

Perhaps nowhere has the “AIG Effect” been as pronounced – or as toxic – as in the corporate-meetings industry.

Consider, for a moment, the devastation caused by the cancellations of thousands of meetings across the country, by companies afraid their meetings would be perceived as “excessive,” even if all they were doing was…meeting. The effects on the travel, tourism, convention, hotel, rental car, airline, attractions, advertising, and restaurant industries have been crushing.

The drip-down effect is more immense than we can even imagine. It’s affected part-time dishwashers as well as airline pilots, convention-center janitorial staff as well as presidents of convention & visitors bureaus, rental-car ticket agents as well as busboys, taxi drivers as well as catering companies. It has caused hundreds of thousands – perhaps even millions – of people to lose their jobs. It has resulted in extraordinary strains on state budgets, because of unemployment claims. It has resulted in crises for city and local budgets, because of the diminished “bed” and “hotel” taxes.

For companies and organizations, bringing your people together to discuss ideas, network, address company-wide issues, or just reward good work, is essential – especially if they want to encourage information-exchange and best-practices. As a person who spent most of his life in the corporate world, I can tell you that I always emerged from those events with a new sense of energy and purpose, with new connections (and advocates) throughout the company, with a new understanding of what other people in the company did, and with a sense that I was not “alone”…that I was part of a real team.

So what can we do to help? We specialize in shaping – and changing – perceptions of value. Is there anything we can do to help the meetings industry? (And, in the process, our own business?)

Ben Stein, for one, says yes. You know Ben Stein. He’s played the middle-aged, personality-challenged professor or insurance agent or psychologist in a number of movies, with his thick glasses and his droning monotone. He’s also, however, a respected economist, speaker, and author.

“Are the meetings of Congress a waste?” he writes in his blog in “The American Spectator.” “They are business meetings. Are the meetings of the Supreme Court wasteful? They are business meetings.”

Addressing the misperceptions about meetings in “resorts” such as Las Vegas, he writes, “As to meetings in resorts, the reason to have them is that there are a lot of rooms close to each other with good ways to get together. Often, as in Las Vegas, rooms are inexpensive. Traffic jams and people getting lost do not happen because everyone is under the same roof."

I’ve spoken with a couple of “expert witnesses” over the past few days. And they both agree that this is one area in which public relations can really show off its ability to use facts to change harmful misperceptions.

Jaki Baskow is Owner/CEO of Baskow &Associates, a well-known destination management company in Las Vegas (destination management companies help meeting planners with arrangements for every aspect of their meetings). And because of where she’s located, she’s had a front-row seat on the meltdown of the corporate meeting.

“PR can definitely help save the meetings industry,” Baskow says. “In fact, we need it to help save the meetings industry. There’s just so much at stake. PR can help spearhead the positive message to America. It can keep reminding corporate America that cancelling meetings can cost them profits in the long run. And it can keep reminding the rest of America that meetings help make people more motivated and more productive.”

In actuality, the meetings infrastructure has begun taking some steps to prove its value. On websites such as www.keepamericameeting.com and www.meetingsmeanbusiness.com, people can read about how important meetings are to the American economy. In addition, many cities (and many resorts) now have their own websites dedicated to meetings, with practical information countering the popular misperceptions.

Roberta Guise, President of Guise Marketing & Public Relations, is also located in a popular meeting destination – San Francisco. She’s seen first-hand the devastation caused by innuendo and misperception. And she agrees that PR should be an active agent of change in addressing those misperceptions.

“There are some very practical steps that PR professionals can take,” Guise says. “You can try to get meetings-related stories in your local media, with information about how such meetings help the local economy. You can write letters to the Editors – or Op-Eds – about how meetings are vital to the local economy. You can sign the petition at www.keepamericameeting.com or at www.meetingsmeanbusiness.com. to send the same message to legislators.

“And we can always keep in mind, ourselves, the new rules - that our emphasis on the meetings we publicize should be on value and learning, rather than on flash and hype.”

In my own experience with clients in this industry, I’ve come to see that the “value” meetings bring to a local community is often more than economic. Many companies, for example, donate unused food to local food banks and homeless shelters. Many donate floral arrangements to local senior centers. And I know of one company that always joins Habitat For Humanity to build houses in the cities where it meets.

Jaki Baskow says that companies are finally starting to be more proactive themselves abut their meetings.

“They’re starting to use PR to let the world know they’re still doing business as usual. I’ve spoken to many companies around the country that are still booking great venues, still holding their meetings. And they’re still doing incentive meetings to reward productivity…but they’re doing them in a smaller way.”

Think locally for a moment. Think about a corporate meeting of, say, five-hundred or a thousand people in your community. Translate the economic benefits of that one meeting. And then multiply that figure by a hundred…or, if you’re in a big meetings-destination city, by a thousand. The figures are staggering, aren’t they?

“We can play an active part in getting a vital segment of the American economy back on its feet again,” Roberta Guise says.

And, in so doing, I might add, helping to address misperceptions about our own value.

CAN PR SAVE THE MEETINGS INDUSTRY?

2009-09-04T06:01:00.000-07:00

CAN PR SAVE THE MEETINGS INDUSTRY?

Perhaps nowhere has the “AIG Effect” been as pronounced – or as toxic – as in the corporate-meetings industry.

Consider, for a moment, the devastation caused by the cancellations of thousands of meetings across the country, by companies afraid their meetings would be perceived as “excessive,” even if all they were doing was…meeting. The effects on the travel, tourism, convention, hotel, rental car, airline, attractions, advertising, and restaurant industries have been crushing.

The drip-down effect is more immense than we can even imagine. It’s affected part-time dishwashers as well as airline pilots, convention-center janitorial staff as well as presidents of convention & visitors bureaus, rental-car ticket agents as well as busboys, taxi drivers as well as catering companies. It has caused hundreds of thousands – perhaps even millions – of people to lose their jobs. It has resulted in extraordinary strains on state budgets, because of unemployment claims. It has resulted in crises for city and local budgets, because of the diminished “bed” and “hotel” taxes.

For companies and organizations, bringing your people together to discuss ideas, network, address company-wide issues, or just reward good work, is essential – especially if they want to encourage information-exchange and best-practices. As a person who spent most of his life in the corporate world, I can tell you that I always emerged from those events with a new sense of energy and purpose, with new connections (and advocates) throughout the company, with a new understanding of what other people in the company did, and with a sense that I was not “alone”…that I was part of a real team.

So what can we do to help? We specialize in shaping – and changing – perceptions of value. Is there anything we can do to help the meetings industry? (And, in the process, our own business?)

Ben Stein, for one, says yes. You know Ben Stein. He’s played the middle-aged, personality-challenged professor or insurance agent or psychologist in a number of movies, with his thick glasses and his droning monotone. He’s also, however, a respected economist, speaker, and author.

“Are the meetings of Congress a waste?” he writes in his blog in “The American Spectator.” “They are business meetings. Are the meetings of the Supreme Court wasteful? They are business meetings.”

Addressing the misperceptions about meetings in “resorts” such as Las Vegas, he writes, “As to meetings in resorts, the reason to have them is that there are a lot of rooms close to each other with good ways to get together. Often, as in Las Vegas, rooms are inexpensive. Traffic jams and people getting lost do not happen because everyone is under the same roof."

I’ve spoken with a couple of “expert witnesses” over the past few days. And they both agree that this is one area in which public relations can really show off its ability to use facts to change harmful misperceptions.

Jaki Baskow is Owner/CEO of Baskow &Associates, a well-known destination management company in Las Vegas (destination management companies help meeting planners with arrangements for every aspect of their meetings). And because of where she’s located, she’s had a front-row seat on the meltdown of the corporate meeting.

“PR can definitely help save the meetings industry,” Baskow says. “In fact, we need it to help save the meetings industry. There’s just so much at stake. PR can help spearhead the positive message to America. It can keep reminding corporate America that cancelling meetings can cost them profits in the long run. And it can keep reminding the rest of America that meetings help make people more motivated and more productive.”

In actuality, the meetings infrastructure has begun taking some steps to prove its value. On websites such as www.keepamericameeting.com and www.meetingsmeanbusiness.com, people can read about how important meetings are to the American economy. In addition, many cities (and many resorts) now have their own websites dedicated to meetings, with practical information countering the popular misperceptions.

Roberta Guise, President of Guide Marketing & Public Relations, is also located in a popular meeting destination – San Francisco. She’s seen first-hand the devastation caused by innuendo and misperception. And she agrees that PR should be an active agent of change in addressing those misperceptions.

“There are some very practical steps that PR professionals can take,” Guise says. “You can try to get meetings-related stories in your local media, with information about how such meetings help the local economy. You can write letters to the Editors – or Op-Eds – about how meetings are vital to the local economy. You can sign the petition at www.keepamericameeting.com or at www.meetingsmeanbusiness.com. to send the same message to legislators.

“And we can always keep in mind, ourselves, the new rules - that our emphasis on the meetings we publicize should be on value and learning, rather than on flash and hype.”

In my own experience with clients in this industry, I’ve come to see that the “value” meetings bring to a local community is often more than economic. Many companies, for example, donate unused food to local food banks and homeless shelters. Many donate floral arrangements to local senior centers. And I know of one company that always joins Habitat For Humanity to build houses in the cities where it meets.

Jaki Baskow says that companies are finally starting to be more proactive themselves abut their meetings.

“They’re starting to use PR to let the world know they’re still doing business as usual. I’ve spoken to many companies around the country that are still booking great venues, still holding their meetings. And they’re still doing incentive meetings to reward productivity…but they’re doing them in a smaller way.”

Think locally for a moment. Think about a corporate meeting of, say, five-hundred or a thousand people in your community. Translate the economic benefits of that one meeting. And then multiply that figure by a hundred…or, if you’re in a big meetings-destination city, by a thousand. The figures are staggering, aren’t they?

“We can play an active part in getting a vital segment of the American economy back on its feet again,” Roberta Guise says.

And, in so doing, I might add, helping to address misperceptions about our own value.

I'M MAD AS HELL!

2009-09-02T16:30:00.000-07:00

I’m mad as hell…and I’m not going to take it anymore!

If you can remember who said those words, you’re not a kid anymore. (It was Peter Finch, in the classic seventies movie, “Network.”) As I recall, Finch’s character was fed up with humanity, fed up with network news, fed up with plastic people (and “entertainment” news approaches), etc., etc. So – if I recall correctly – he went over to a window in the high-rise where his station was headquartered, and bellowed out that famous cry at the top of his lungs.

It’s thirty years later. But I have to admit that sometimes I’m so fed up with some of the practices in my own profession that I feel like doing the same thing Peter Finch did. (Except that today, we’re assaulted by such a constant cacophony of noise that probably no one would hear me yelling.)

I, obviously, meet a lot of PR people, from new graduates to old veterans. The new graduates can be forgiven their ignorance about what constitutes effective PR; they’ve never had the chance to see for themselves. But I have a hard-time dealing with veteran PR people who still cling to the old, outdated ways…basically, old-time release-mongers. And, unfortunately, these dinosaurs are often the ones lecturing the new graduates on the “real world.”

I have a lot of Public Relations “Principles” (too many, say some of the people whom I constantly bombard with them!) And, even though the technology, the marketing environment, etc, have changed, these ten constants, I believe, haven’t:

1) Target your pitches! No shotgun approaches!
2) If you want to piss off a journalist (who, these days, is probably doing the job of three people), send him a proposal totally unrelated to his beat.
3) LEARN HOW TO WRITE! LEARN HOW TO WRITE! LEARN HOW TO WRITE!
4) Next step: Learn how to write effective business communications...which is a lot different than just learning how to write.
5) Learn the concept of a pitch (strategy, tactic, campaign, etc.) that benefits the person to whom you're pitching as well as your client (internal or external).
6) Effective public "relations" is all about establishing relationships. And nurturing them.
7) Read...everything!
8) Become a resource for the media...not only a pitchman.
9) Realize that your client's (or company's) story may seem "great" to them...but that it might not seem that way to the media. And - this is a huge challenge, I know - try to get them to understand that.
10) Try to get your client (or company) to understand that effective public relations takes a long-term approach, not a short-term, shotgun, toss-mud-against-the-wall-and-see-how-much-of-it-sticks approach.

I could go on and on...but (no cheers, folks!) I'll stop here. But I'll add one thing...and this last “constant” is liable to piss off some of the old-school folks: TELL THE TRUTH!!! One story that results from telling the truth is better than ten that result from a lie. Because, sooner or later, the lie will catch up with the company or the client on whose behalf you’re telling the story. And then it will catch up to you.

And, when that happens, it’s the equivalent of going to the window and throwing it open. With one difference - professionally, you may as well jump.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

TED KENNEDY AND ME

2009-08-28T09:22:00.000-07:00

I was practically jumping with excitement as my Dad and I boarded the shuttle out of LaGuardia Airport, bound for D.C.

It was September, 1975. We were going to Washington to buy my first real car (if you don’t consider the 1960 Studebaker Lark I had been puttering around in until then). I had no doubts about the seller, either - he was my Dad’s brother, Uncle Sandy.

Uncle Sandy wasn’t selling me just any car, mind you. He was selling me a blue 1970 Chevelle SS (Super Sport), with a 375-cubic-inch engine and nearly 400 horsepower. In mint condition. Suffice it to say that my cousins all referred to the car as “The Jet.” And, oh, yeah…it was a convertible, to boot.

After what seemed like 45 hours rather than 45 minutes, we arrived at the gate in Washington, and the captain turned off the seat-belt sign. Everyone crowded into the aisle to get their stuff from the overhead bins.

My Dad got into aisle behind me. As I turned around I saw that he was having a hard time getting his sport coat on in the cramped space. From behind him, a tall, ruddy, red-faced man grabbed the loose arm of the sport coat, and helped my Dad get it on.

My Dad threw a “Thanks” over his shoulder, never even looking at the man. But I did. It was Senator Ted Kennedy.

I frantically tried to signal my Dad to turn around and look at the man. But he wasn’t picking up on my signal. Finally I just said – when I could finally get the words out of my mouth – “Dad, turn around.”

I had always been fascinated by politics; I had even recently served as a part-time aide to a Congressman from Long Island named Lester Wolff. And the Kennedys were America’s political royalty.

We started talking, me and my Dad and Ted Kennedy. As we walked off the plane and into the terminal, I told him of my love for politics, my work for Congressman Wolff, and my desire to eventually serve my country in some way.

I remember being fascinated, as we walked, that no one seemed even to notice Senator Kennedy; and those who did, didn’t seem to think it was such a big deal.

“You’ve got to remember,” my Dad whispered to me. “This is Washington. They see him all the time.”

I was struck by the fact that Ted Kennedy listened to every word I said as if I was testifying at a congressional hearing. His face lit up when I told him of my passion for politics, and my determination to use my communications skills to help my country.

And when he responded, it was with sincere interest, and with animation. And he didn’t seem to notice any of the people who were noticing him.

Then, to our amazement, he invited us into a private lounge. He ordered a drink for himself and my dad, and a Coke for me. And he motioned us to sit down at a table.

And there we sat, probably for another half-hour, as he listened intently to what was probably incessant babbling on my part. He talked about various ways that I could, indeed, use my passion to change the world. He talked of his boyhood summers in Hyannis Port. We all laughed about his family’s famous touch football games on the lawn of their compound. He even, at one point, made reference to his dead brothers.

He also talked a bit about the Senate, and how difficult it could sometimes be to forge a consensus that would allow important legislation to be passed.

I watched him with fascination. And I felt the burden that must have been his every day of his life. The burden of sadness, and the burden of responsibility.

But he didn’t show it outwardly. He was quick to laugh, and it was a sweet, loud, deep laugh.

And then he had to go.

As we said goodbye, he wished me luck with my ambitions, and urged me to be involved in the causes in which I believed. And as he shook my hand, in front of everyone else in the lounge, I had an incredible feeling of newfound self-importance.

I never saw him again. Never spoke to him again. Thought about writing him after that…but, somehow, I never did. I guess I figured he probably wouldn’t remember me.

But now, I wish I had.

I’m filled with a sadness now, at the passing – whether you loved or hated his politics – of an American icon, of the Lion in Winter.

But, whenever I think of that afternoon at Dulles International Airport, I can’t help but smile.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

RIDING SHOTGUN

2009-08-26T03:52:00.000-07:00

RIDING SHOTGUN

In the Old West, if you were a passenger on a stagecoach, your chances of reaching your destination alive (or, at least, still in possession of your money) often depended on the rifleman sitting up front next to the driver – the man “riding shotgun.”

In the New Millenium, however, if you’re a public relations practitioner, you should know that the shotgun-approach so prevalent in our industry today is one of the primary reasons that “PR” has such a tarnished reputation.

Just throwing mud - boring, inappropriate, or lacking-news-value pitches - at the media, and hoping some of it sticks, is not a prescription for effective communication. Actually, it hasn’t been considered an effective means of public relations for some time – by evolved practitioners, anyway. And that's especially true these days, when each of us devotes only 3-5 seconds to deciding whether we’re going to continue to read or watch what we’ve started reading or watching.

I'm forever trying to educate clients that their "great" story is great only if it offers the readers or viewers (not the media itself…but the readers or viewers of the media!) actionable advice that can help make their personal or professional lives better. If there's not a real "news" value to what I'm asked to pitch...I won't pitch it. It's cost me a client here or there. But it's damned worth it.

We live (and work) in an era of fly-by attention spans, when we are bombarded with thousands of messages in a day. We are bombarded with so many messages, in fact, that most of us couldn’t name messages we heard or saw less than a minute ago. And - in the name of preserving our sanity - we end up tuning out most of these messages.

Doesn’t it occur to us that the people we’re trying to reach with our own messages are the same way? Doesn’t it occur to us that if we hit them anywhere but where it really counts – in their hearts – we’re wasting our time?

More than ever, coverage in the appropriate niche is worth much more than coverage in scattered media that are of no genuine value to your clients' businesses. You'd think clients, of all people, would be more open to understanding this. But it's not their fault.

The real fault lies with the agencies and the corporate PR practitioners who have a golden opportunity to educate their clients (or in-house clients), and don't do it. And as long as PR people practice the shotgun approach – generally in the hopes of achieving short-term “results” - clients will continue to think it's best.

I'm a twenty-year veteran in this business. And I'm still waiting for the day when the volume and width of media “pitches” matters less than the quality of the resulting media coverage...when the number of “hits’ matters less than the number of relevant hits.

What I’m waiting for, essentially, is the day when output matters less than results.

And when the “shotgun” approach is seen only on old westerns...and not in new public relations campaigns.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

RUNNING THE RAPIDS

2009-08-21T14:34:00.000-07:00

RUNNING THE RAPIDS

The Nantahala River was freezing – even though it was August. I yanked back my right hand, which had been greeted with such a harsh shock by the cold water.

And then the rapids started coming…one after the other. As I was seated in the front of the raft, I was the one who got smashed – every time – with the frigid water that hit me in the face and body like a ton of steel.

“Wait a minute…it’s August!” I kept thinking. But then I realized that I really shouldn’t have been surprised.

After all, I knew about the Nantahala Gorge. I had climbed it before (see July 22 blog entry). Actually, I had been climbing and hiking in this section of Great Smokey Mountains National Park for years. And I had run tougher rivers in the area…the French Broad (yes, it’s called the French Broad!), the Tuckeseegee (it’s called “The Tuck”).

And I had been warned by other whitewater devotees that the flow in the Nantahala was frigid even in summer – low forties – perhaps because much of it had been snowmelt, controlled by the engineers at the Fontana Dam a few miles upriver.

So why was I so shocked when I quickly pulled my hand from the frothy water, or when it smacked me right in the face? Because, I think, reality is often different than perception. To put it in PR terms, you can prepare for something…but that doesn’t mean you’re actually ready for it.

Those of you who know me well know that my two passions in life are my work and outdoor adventure. And that I often see parallels between the two.

My trip through the mostly-Class II and occasional-Class III rapids of the Nantahala Gorge (V is considered world-class) last week was full of such parallels.

For one thing, someone in a neighboring boat went over the side. He was a huge guy, who had flipped off his boat and had, somehow, managed to find his footing amidst the rushing waters and slippery rocks enough to make it to the riverbank. But now he was stranded there.

We had to stop and try to get him back to his boat, because it’s sort of an unwritten law on the river that you don’t leave someone behind. And that took a lot of coordination, a lot of arm-locking across the rapids, a lot of shouting over the roar of the water to people who were only a foot or two away, a lot of nimble feet to keep from getting trapped under the rocks at the bottom…and a lot of teamwork. Again, a PR parallel.

Finally, of course, we got the big guy back to his raft. And it occurred to me then, as we took off again, that, really, everything we were doing had to be done in the spirit of teamwork and cooperation. Each of us had to try to power our oars through the rough waters at the same cadence, with the same stroke (depth-wise) and with the same purpose.

But that wasn’t all. Each of us had our own individual functions, as well. As the guy in the front, I was a kind of “point man,” calling out what was ahead, looking for dead trees in the water, trying to point the craft in the right direction, etc. (and, of course, yelling back to the others, “Man, this water’s f_____’in freezing!!”). The people in the middle of the craft had their responsibilities, as well, along with the man in back, who knew the Nantahala Gorge – every curve and every downed tree and every boulder – like the back of his hand.

There was plenty more that I recognized, as well, as parallels with public relations. My arms should have been tired. But they weren’t. I should have been dehydrated, because the temperature that day was close to 100, and, when you’re running the rapids, there’s no time for a quick swig of water. But I wasn’t. I should have been mentally exhausted. But I wasn’t.

In fact, the feelings I had were just the opposite. I was elated. Energized. Empowered. Because I had done my job. Because I was in “The Zone”…where you don’t feel physical or emotional stress because you know, at that moment, you’re at the top of your game, and nothing can stop you. Because I was part of a team. And because – individually as well as cooperatively – I had taken on a challenge and triumphed.

And those are the same types of feelings that I get from my profession. (In fact, as I’m writing this, I’m actually in The Zone right now…just today, I had one of my clients interviewed by both the CBS and ABC affiliates here in Greater Miami/Fort Lauderdale. And I feel energized as hell from that!)

My trip down the Nantahala Gorge helped me realize (again) something that I’m fortunate enough to feel so many times in the PR profession - that there is incredible joy in work well-done.

My whitewater rafting-PR parallels, in a nutshell:

* Our profession – particularly these days – often feels like we’re running the
rapids.
* Teamwork and cooperation are more essential than ever.
* Just because we’re assigned one specific duty that no one else may be doing,
that doesn’t mean that we’re not part of “The Team.”
* Know your role…as an individual and as a team-member.
* When you’re in “The Zone”…nothing else matters. Just go with it. And enjoy the
hell out of it.
* Keep a sharp eye out for unexpected obstacles. And that goes double when things
are going smoothly.
* Be aware that things aren’t always what they seem.
* Recognize that being “prepared” for something does not always mean that you’re
actually ready for it.
* Even while you’re handling one challenge, always keep an eye out for the next one.

And, lastly, watch out for that “frigid water”…even in summer!

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

RUNNING THE RAPIDS

2009-08-21T12:46:00.001-07:00

RUNNING THE RAPIDS

The Nantahala River was freezing – even though it was August. I yanked back my right hand, which had been greeted with such a harsh shock by the cold water.

And then the rapids started coming…one after the other. As I was seated in the front of the raft, I was the one who got smashed – every time – with the frigid water that hit me in the face and body like a ton of steel.

“Wait a minute…it’s August!” I kept thinking. But then I realized that I really shouldn’t have been surprised.

After all, I knew about the Nantahala Gorge. I had climbed it before (see July 22 blog entry). Actually, I had been climbing and hiking in this section of Great Smokey Mountains National Park for years. And I had run tougher rivers in the area…the French Broad (yes, it’s called the French Broad!), the Tuckeseegee (it’s called “The Tuck”).

And I had been warned by other whitewater devotees that the flow in the Nantahala was frigid even in summer – low forties – perhaps because much of it had been snowmelt, controlled by the engineers at the Fontana Dam a few miles upriver.

So why was I so shocked when I quickly pulled my hand from the frothy water, or when it smacked me right in the face? Because, I think, reality is often different than perception. To put it in PR terms, you can prepare for something…but that doesn’t mean you’re actually ready for it.

Those of you who know me well know that my two passions in life are my work and outdoor adventure. And that I often see parallels between the two.

My trip through the mostly-Class II and occasional-Class III rapids of the Nantahala Gorge (V is considered world-class) last week was full of such parallels.

For one thing, someone in a neighboring boat went over the side. He was a huge guy, who had flipped off his boat and had, somehow, managed to find his footing amidst the rushing waters and slippery rocks enough to make it to the riverbank. But now he was stranded there.

We had to stop and try to get him back to his boat, because it’s sort of an unwritten law on the river that you don’t leave someone behind. And that took a lot of coordination, a lot of arm-locking across the rapids, a lot of shouting over the roar of the water to people who were only a foot or two away, a lot of nimble feet to keep from getting trapped under the rocks at the bottom…and a lot of teamwork. Again, a PR parallel.

Finally, of course, we got the big guy back to his raft. And it occurred to me then, as we took off again, that, really, everything we were doing had to be done in the spirit of teamwork and cooperation. Each of us had to try to power our oars through the rough waters at the same cadence, with the same stroke (depth-wise) and with the same purpose.

But that wasn’t all. Each of us had our own individual functions, as well. As the guy in the front, I was a kind of “point man,” calling out what was ahead, looking for dead trees in the water, trying to point the craft in the right direction, etc. (and, of course, yelling back to the others, “Man, this water’s f_____’in freezing!!”). The people in the middle of the craft had their responsibilities, as well, along with the man in back, who knew the Nantahala – every curve and every downed tree and every boulder – like the back of his hand.

There was plenty more that I recognized, as well, as parallels with public relations. My arms should have been tired. But they weren’t. I should have been dehydrated, because the temperature that day was close to 100, and, when you’re running the rapids, there’s no time for a quick swig of water. But I wasn’t. I should have been mentally exhausted. But I wasn’t.

In fact, the feelings I had were just the opposite. I was elated. Energized. Empowered. Because I had done my job. Because I was in “The Zone”…where you don’t feel physical or emotional stress because you know, at that moment, you’re at the top of your game, and nothing can stop you. Because I was part of a team. And because – individually as well as cooperatively – I had taken on a challenge and triumphed.

And those are the same types of feelings that I get from my profession. (In fact, as I’m writing this, I’m actually in The Zone right now…just today, I had one of my clients interviewed by both the CBS and ABC affiliates here in Greater Miami/Fort Lauderdale. And I feel energized as hell from that!)

My trip down the Nantahala Gorge helped me realize (again) something that I’m fortunate enough to feel so many times in the PR profession - that there is incredible joy in work well-done.

My whitewater rafting-PR parallels, in a nutshell:

* Our profession – particularly these days – often feels like we’re running the
rapids.
* Teamwork and cooperation are more essential than ever.
* Just because we’re assigned one specific duty that no one else may be doing,
that doesn’t mean that we’re not part of “The Team.”
* Know your role…as an individual and as a team-member.
* When you’re in “The Zone”…nothing else matters. Just go with it. And enjoy the
hell out of it.
* Keep a sharp eye out for unexpected obstacles. And that goes double when things
are going smoothly.
* Be aware that things aren’t always what they seem.
* Recognize that being “prepared” for something does not always mean that you’re
actually ready for it.
* Even while you’re handling one challenge, always keep an eye out for the next one.

And, lastly, watch out for that “frigid water”…even in summer!

RACING TO NOWHERE

2009-08-17T09:48:00.000-07:00

I was once asked by a new client why, after a week, I had not received any major national media commitments. I thought about the answer for a minute. And then I fired the client.

That’s the conundrum facing so many PR practitioners today. Every client wants results now. But many of them just don’t understand the importance of focusing on a strategy that generates results over the long term – and generates them consistently.

I’ve learned to always ask new prospects one important question. Are you looking for a quick, short-term “bump” now? Or a long-term strategy that brings you into the future? If the answer is the former, I often suggest to them that they might feel more comfortable with a different PR firm.

Some prospects can relate to what I call my “snowflake analogy.” (It may seem like a bit of a stretch, people, but bear with me for a minute.) You might be able to see a snowflake; but, in actuality, it really doesn’t have much of an impact. But what if that snowflake turned into flurries? And what if those flurries turned into a snowball that starts rolling downhill? What if that snowball grew in size and momentum, into the size of a boulder. What if that boulder grew into a snowdrift? And what if that snowdrift grew into an avalanche?

What the hell is the rush???

Which is more important, for example, in media relations…an immediate “hit” that generates good feelings (and, often, little else), or a series of hits that builds in momentum over the longer-term? Which is more important…seeing the client’s name in the media, or actually generating new business? Which is more important…tossing out release after release, and hoping that one or two of them generate a bit of coverage; or focusing on a structured strategy that results in coverage that increases over time, in both frequency and size?

If we can’t – or won’t – ask those questions of ourselves as well as our clients, we’re actually guilty of aiding and abetting the unrealistic expectations that many clients have. And, in doing so, we’re guaranteeing that these wasteful, short-term, band-aid approaches will continue to characterize our industry – and our image.

It’s time that all of us who consider ourselves Public Relations “professionals” realize that our discipline is generally most effective if it’s strategic. And the strategic approach is usually not a sprint. It’s, most often, a marathon.

Otherwise, it often turns out to be a Race to Nowhere.

FACE TO FACE, IN A DIGITAL WORLD

2009-08-02T12:15:00.000-07:00

FACE-TO-FACE, IN A DIGITAL WORLD

Sometimes I feel like I'm the only one who still values face-to-face (or, at least, phone-to-phone) communication in business. And sometimes I feel like the guy holding the candle in the dark, yelling out forlornly, “Doesn’t anyone know that personal communication is still one of the most effective ways to practice public relations?”

I can still remember my discomfort at listening to a senior executive, several years ago, as he walked me around his company, bragging about their new “solutions.” "You don't even need human beings to do it!” he said happily. “There's no human interaction necessary!"

How sad, I remember thinking. Who, exactly, did he think invented this particular product or service or system (or “solution”)? Who did he suppose was going to market it? Who did he suppose was going to sell it? Who did he suppose was going to publicize it? And who did he suppose was going to buy it, and use it? Androids?

It's a crazy world out there, true; and many of us don't even have time to go to the bathroom, let alone actually nurture business relationships, by using more personal forms of communication. But it seems to me that this is still - perhaps more so than ever, since most of us don’t do it - one of the best ways of communicating. And keep in mind that communicating with our publics is one of the reasons we use the word “relationships.”

I like to think of myself as pretty well-attuned to – and generally pretty excited about – all the new and evolving ways of participating in electronic conversation. Yet, I can still fondly remember writing letters to out-of-state friends! As late as the nineties! With a pen and paper, not a computer! Why did I go to all that trouble? Simple. Because I knew the recipient would appreciate a hand-written letter more than they would an e-mail.

I still like to look into the eyes of the person with whom I’m communicating, if possible. When I was in the corporate world, I always made a point of actually walking to someone’s office when I wanted to talk to them, rather than sending an e-mail. If they were located elsewhere, I often made a point of calling them. Because you can pick up things – either in person or on the phone – that you just can’t pick up electronically. And, conversely, you can communicate things, either in person or on the phone, that you just can’t communicate electronically.

Why am I talking, in today’s blog, about more personal means of communication? Simple. It’s still one of the most effective ways of communicating with the people whom you’re trying to get to publicize your company or client.

I still take the trouble to nurture long-time relationships with journalists, for example, with occasional phone calls – just to say hello – rather than e-mails.

I know, I know…who the hell has time, these days, to actually make phone calls to the media, either to start a relationship or to nurture one? You could get out ten e-mails in the time it takes to speak with one journalist. But there’s one thing we should recognize: Public relations people who take the time to nurture these relationships, I believe, have an added edge to their “game.” And it’s still important, in our business, to develop and maintain good all-around communications skills.

It can actually serve to – believe it or not – to enhance your electronic communications. And it’s one of the best ways I know of to stay genuinely "connected."

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

THE DEATH THROES OF PRINT MEDIA

2009-07-29T14:29:00.000-07:00

THE DEATH THROES OF PRINT MEDIA

Steve Winston

I'm on the Web all day long...from 6:15 a.m., when I first sit down to check the e-mail before my morning run, until midnight. And I do get most of my information - both professional and personal - from the Web.

Yet, nonetheless, I'm one of those people who have been mourning the apparent death of the print magazine (and newspaper, and book). And I’ll tell you why…

For one thing, I have serious doubts as to whether the Web will ever be able to apply the same rigorous standards of journalism and objective analysis at which print media (for the most part) have excelled. And I have doubts, as well, that the Web – around which people move with incredible frequency - will ever be able to provide the longer "think-pieces" at which so many newspapers and magazines have excelled.

For me, reading has always been a sensory experience. I still really love reading the paper while I (gulp down) my breakfast (especially if the Florida Marlins have won the night before!). I really get excited when one of the magazines to which I subscribe arrives in the mail; and I really enjoy the feel of the pages on my fingers when I read it. Also, I have an appreciation for great photography as an art-form…and I’m more prone to really explore a magnificent photo in print form that I am on the Web. I really enjoy, as well, the fact that a print piece offers me a medium with no distractions...it doesn't ring, or blink on the screen, every time I get an e-mail (tempting me to leave what I'm reading).

Newspapers have also been a physical chronicler of history in ways that electronic media cannot. For example, I was still a boy when Martin Luther King and Bobby Kennedy were assassinated, and when men first walked on the moon. But I can still recall the giant headlines in Newsday the next morning(s). In fact, I remember actually saving the front page after momentous events that I thought would be of historical significance. Sometimes I wish I still had that old scrapbook. What incredible memories of time and place and emotion it would strike!

I think of myself as an early-adapter. Yet, I don’t really know how easy it will be for me to adapt to books on the Web. To me, there's nothing that says "this is my time to relax and escape" like settling down on a thick couch with a good book - in my hands, rather than on a screen.

So, although I spend most of my life online – and couldn’t make a living as a public relations practitioner without the ease (and instantaneous nature) of electronic information and communication - I'm still somewhat emotional about the place of print media in American democracy. I'm hopeful that at least some of the more “important” newspapers and magazines of our day will survive the shakeout.

And I’m hopeful, as well, that at least some print publications that had been written off as dead may not need obituaries, after all.

Otherwise, I’m afraid we’ll find out - too late - that a valuable piece of who we are has been lost.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

I'M UNCOMFORTABLE WITH THE WORD "PITCHING"

2009-07-26T15:04:00.000-07:00

I DON'T LIKE THE WORD “PITCHING!”

By Steve Winston
www.winstoncommunications.com

Sometimes I think we demean our profession – and ourselves – when we use the word “pitching.” And I think that's particularly true these days, when there are more self-centered voices than ever screaming for attention from the precious few journalists who still have jobs.

Maybe it’s because I started out as a reporter…and I still vividly recall those 3 a.m. calls from the City Desk to run out to the scene of a murder or a fire or a tornado or an alligator attack (I live in South Florida). And maybe it’s because I still recall being pretty much the only one driving on the dark roads at that hour of the morning…and the awesome responsibility I felt about providing accurate and insightful coverage for my readers.

I’ve now been in PR and marketing for twenty years. And – although I, too, am sometimes guilty of using the term “pitching” – I’m very uncomfortable with it. That’s because - probably due to my background – I tend to view journalists as partners. I respect the work they do. I respect their needs. I respect that “awesome responsibility” that most of them, believe it or not, still feel. And I don’t see them as faceless enablers whom I should try to manipulate into publishing something about how wonderful my clients are.

I see myself as being in symbiotic relationships with them; relationships in which the back-scratching doesn’t only go one way. I believe that if I help them, they’ll help me. And it’s worked.

I’ve been telling clients for years: When pitching the media, it's not about how great you are...it's about how we can address our own needs by addressing the journalist’s. How we can serve as a resource for them, and for their readers. How we can provide their readers - after all, it's the readers who are the end-users - with actionable or interesting information they can apply to their daily lives.

Every so often, if you're lucky, you get a client who understands. Unfortunately, though, one of the curses of our industry is that many clients seem to think that the media is simply dying to write about their company...and that it will happen if you keep "pitching" them enough. And many clients, no matter how hard you try to educate them, still believe in the old-fashioned "pitch" - where you just keep throwing mud against the wall and hope some of it sticks.

Wake up, PR people!! Now that there are fewer journalists than ever before - and now that most of them are doing the work of two or three people - we need to help them if we want coverage for our clients!

We need to think strategically. We need to educate our clients as to what's now going on in the real world, and as to reasonable expectations. We need to think of ourselves as a resource for the media...not as shills for clients who simply don't get it (and probably never will).

And, certainly, once this recession is over and we’re all less desperate, we need to start seeking out clients who "get it." And we need to get it, as well…if we do business with toxic clients who view us only as pitching-machines, our own reputations can be poisoned.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

CRISIS MANAGEMENT 101: HANGING FROM A CLIFF

2009-07-22T11:48:00.001-07:00

CRISIS MANAGEMENT 101: HANGING FROM A CLIFF

I was hanging from a cliff at 4,000 feet, in the Nantahala Gorge in the Great Smoky Mountains. I realized that my life would be over as soon as my arms weakened. And I realized I never should have ignored my gut feelings.

All morning long, I had been fighting those feelings. I knew the climb would be hard. For one thing, it was nearly winter in the Smokies…and I knew there would probably not be anyone else in the Gorge. For another, the past hurricane season had deluged western North Carolina, and climbing conditions were horrible…thick muck everywhere, and soaking-wet rock.

But I guess I had a sense of confidence, despite the elements. I had been climbing my entire adult life; I had climbed in the Alps, and I had climbed in the Rockies often. I had even climbed before in these same Smokies. And the only accident I’d ever had was at 13,000 feet in Colorado, when my partner and I slipped on wet ground and I went flying into a boulder. I had a pretty nice gash on my leg; but we were able to staunch the bleeding with a tourniquet, and I made it down without incident.

So, despite those nagging feelings, I began my ascent. About an hour into the climb, I came upon a climber’s worst nightmare – a small brook running downhill, which could be forded only by crossing wet rocks covered with algae. I forded the brook. But, all the way up after that, I kept thinking that I’d have to cross that brook again on my descent.

But I succeeded in making my objective, an alpine hut near the top where other climbers had signed their names in a tattered journal. I gave myself a nickname – common practice in the climbing community – and signed it, and then started back down.

After one hour, it was raining so hard I could barely see. After another hour, my boots were sinking into the muck with each step. And after a third hour, I could no longer make out the landmarks by which I had marked my trail on the way up.

Then I came to that brook.

Experienced climbers will tell you that the descent is often more dangerous than the ascent. For one thing, you’ve already (hopefully) achieved the “high” of reaching your objective. For another, your muscles are tired by then. And, for a third, your concentration – which has already been very tightly focused for some hours - can sometimes tend to wander.

I’ve let that happen to me occasionally in the past. But not this time. I was extremely careful. I used my poles to poke for stable spots. I didn’t put any weight on my lead foot until I was sure that the ground would not give.

I got about halfway across, trying to balance on a rock while I figured out my next step. But I never got to take it.

All of a sudden, up was down and down was up; the world was rotating violently around me. I felt things bang against my head, and against my ribs. I had no control over my body. I felt my heard jerk wildly.

A few seconds later, I was hanging on to a ledge for dear life.

I slowed my breathing down, so I could take stock of the situation.

The first thing I tried to determine was whether I had broken anything, or if I was bleeding…not easy to do when you’re holding on to the muddy side of a cliff. As far as I could tell, I hadn’t broken anything, although there was blood dripping from my face.

The next thing was to determine where the hell I was. I quickly saw that I had only fallen about 12-13 feet.

Then I did a quick check of my surroundings. I was flat against the side of the mountain, my fingers digging into the muck of the ledge. Below me was a fall of at least a couple of thousand feet, with huge trees sticking out of the side of the mountain at about 70-degree angles…any one of which would have killed me instantly on impact. I could not reach my cell phone, which was on one of my climbing belts, because I dared not take one arm off the ledge (and, at that altitude, it probably wouldn’t have worked anyway).

I was almost eerily calm. I’m an experienced climber, I told myself. Just do what you always do as a climber: Break down your objective (thirteen feet above) into smaller steps.

Plan A was to call out loudly to see if there was anyone near me who could help. But, as mentioned earlier, it was nearly winter in the Smokies…and I, apparently, was the only one dumb enough to be out there.

Plan B was to push myself up with my legs. But each time I tried to wedge my boots into the mud, I slid down another inch or so.

Plan C was to pull myself up by the branches hanging in front of me. But each branch that I grabbed broke off.

Plan D was some serious praying. My backpack felt like it weighed a million pounds. My arms were getting really tired. And I then realized that I would be dead as soon as I lost my grip. I actually said goodbye to my daughters, Jessica and Alyssa.

And then, something occurred to me. Perhaps, if I (very gently) burrowed with one hand down into the mud in front of my face, I could find some tree roots to help lift myself up. I knew tree roots wouldn’t break; they had been there for thousands of years.

Very slowly, I removed my left hand (my weaker one) from the ledge, and began burrowing into the mud. I remember feeling a root below. I remember wrapping my gloves around it. I remember using it to propel myself up, maybe 8-10 inches. And I remember saying to myself, “OK, Stephen, that’s the first one. You’ve got about twelve more feet to go.”

Next thing I knew – although I can’t remember how – I was standing on the spot where I had fallen from (thankfully, on the “down-side” of the brook).

An hour later, I was down at the ranger station, where they stopped the bleeding on my face and told me that I had some cracked ribs.

What had I learned from the experience? Well, from a climbing perspective, never to climb in poor conditions without a partner.

A month or so later, though, back in the warmth of South Florida, I began to realize that I had also learned some lessons that could be incorporated into PR crisis-management:

1) IF YOUR GUT IS TRYING TO TELL YOU THAT SOMETHING ISN’T RIGHT – LISTEN TO IT!
2) MAKE SURE YOU ALWAYS HAVE A BACK-UP PLAN.
3) REHEARSE YOUR BACK-UP PLAN IN ADVANCE, TO ENSURE THAT IT WILL WORK WHEN YOU NEED IT TO.
4) STAY CALM DURING A CRISIS. IF YOU STAY CALM, YOUR EMPLOYEES AND/OR CLIENTS WILL.
5) MAKE SURE YOU’RE FULLY AWARE OF ALL YOUR OPTIONS.
6) BREAK DOWN YOUR LARGER OBJECTIVES INTO SMALLER TACTICS.
7) NEVER BELIEVE THERE’S ONLY ONE WAY OUT OF A PROBLEM.
8) TRAIN. TRAIN. TRAIN. PREPARATION IS ESSENTIAL WHEN A CRISIS DOES CROP UP.
9) QUITE OFTEN – IF YOU TAKE THE TROUBLE TO LOOK – YOU CAN SEE A POTENTIAL CRISIS BEFORE IT ACTUALLY COMES UP.
10) ALWAYS SEE THE BIG PICTURE.
11) NEVER GIVE UP!

You may not be a mountain-climber. But if you do these things, you’ll never find yourself hanging from a cliff in your PR practice!

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

IS THERE STILL ANY DOUBT ABOUT ADVERTISING VS. PUBLIC RELATIONS?

2009-07-20T16:34:00.000-07:00

My advertising brothers and sisters are going to hate me for saying this, but...

Ad agencies are finally realizing what PR can give that they can't - third-party credibility. Which may be why some of them are starting to offer services that blur the line between advertising and PR. And which may be why, over the past several years, a couple of major ad agencies have spoken to me about starting up Public Relations departments for them.

When a company gets written about in print or online, or gets positive broadcast coverage, that's more effective than ten technolgically-wizardous Super Bowl ads.

Let's face it, advertising - particularly broadcast - has never been more visually smashing or interesting than it is today. Yet, it often comes off as "eye candy." Particularly in times such as this, it just doesn't seem, in most cases, to generate the appropriate sales. Take the aforementioned Super Bowl ads, for instance. A few days after the Super Bowl, I often ask people if they can remember which products that specific ads - even the most interesting ones - were for. And very few of them can remember.

One of the reasons is that we get bombarded, these days, by about 17,000 messages a day - many of them, perhaps most of them, marketing messages. And many of those messages are only 30 or 60 seconds, flashing by us in a frantic 24/7 whirl, only to be replaced by the next mini-message.

Public relations, though - when done correctly - has the innate ability to generate top-of-mind consciousness that can stay top-of-mind. Rather than getting lost in the never-ending swirl of messages, an effective public relations message has "legs" - it can serve to continually reinforce the original message. And, when that happens, that message is hard to forget. And it usually generates business.

Bottom line? I'll be the first to say that there is definitely a place for honest, ethical, creative advertising in this world. But one inescapable truth remains. Advertising is bought and paid for. Public relations is earned.

Start the debate, folks!

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

IS THE BIG-AGENCY MODEL BROKEN?

2009-07-16T05:26:00.000-07:00

There's a major - perhaps fatal - flaw in the big-PR-agency model. The flaw is the model itself. It really hasn't changed all that much, while the rest of the world has.

In my experience, big agencies often get caught up in bells and whistles, rather than substantive strategies. And this is true even in the pitching stage, before they even have the account.

As former Director of Public Relations for a substantial public company, I've sat through a lot of big-agency presentations over the years. And to say they were long on style and short on substance is a dramatic understatement.

True, they each trotted out their home-run hitters for the presentation...but we knew that, if we hired them, that would probably be the last time we'd see the big stars. The actual work would be done by minor-leaguers.

These presentations were invariably masterpieces of technical wizardry, meant to prove that this particular agency was on the cutting-edge of technology. And they piled on layer after layer of reasons why we should hire them...how wonderful they were, how talented, how "proprietary" their "advanced" systems were, how thrilled their clients were, their company's history, etc. (Suffice it to say that, after a half-hour or so of this, my eyeballs were not the only ones in the room that were rolling.)

What they didn't do, however, was to ask us about our needs. To ask us about our internal structures. To ask us about our goals and objectives. To ask us how we would measure results. To show us that they had any understanding at all of our company's history, or our company's clients, or our company's areas of pain.

They didn't ask questions. They didn't probe. They didn't show any interest at all in getting to know our company or our markets. They didn't show any interest at all in learning what we expected from an agency relationship.

And they didn't get our business, either. After sitting through a number of dog-and-pony shows, we decided to keep the work in-house.

It's dangerous to generalize, of course. But it just may be that, in this day and age, when swiftness and flexibility and real-time responses and fewer layers of management/accountability and increased personal initiative are required, that many larger agencies can't keep up. Or haven't learned how to keep up.

It just may be that many haven't yet learned that technology is - still - not as important as talent. That bells and whistles are - still, and hopefully never - as important as substance. That stifling corporate structure is not as effective - especially when a quick response/action is called for - as individual initiative. That top-down management is not as nimble as employee-empowered management. That bloated "org charts" and command-structures serve only to inhibit timely response. And that one pro who knows what he's doing is worth more than ten juniors who just push "send" buttons without having a clue as to the real principles of effective public relations practice.

No one should be saying that the era of the big agency is over. What I'm saying, however, is that these agencies need to do what the rest of us have been working on for a while now - change your structure, your management philosophies, and your operating systems to reflect the fact that we're in a new age. That things are changing - daily - and we must change with them. That what worked in the past will not work today.

That most clients, or potential clients, don't give a damn about what you did for others in the past...they only care about what you can do for them today. And that the best way to prove what you can do for them is by asking questions about them...not bragging about yourself.

If big agencies have the foresight and the strength - and the courage - to adapt to this new world, there's no reason they can't flourish.

But right now, in some cases, the big-agency model may be in need of some real structural overhaul.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

ETHICAL PR: LET'S LEAD BY EXAMPLE

2009-07-14T15:06:00.000-07:00

When we become shills for clients whose business objectives don't go beyond glitz or hype, who wouldn't know a true Business Plan if they tripped over it, and whose horizons extend no further than their own greed, we become no better than them. And we become what real PR professionals spend their whole careers fighting against. We become the sleazy, old-fashioned "publicist"-type...who'll take anyone as a client, who'll do anything to "promote" that client, and who'll use any methodology to prove "results."

Like this type of client, we become interested only in short-term results, rather than long-term strategy. We become interested in the quick hit, rather than in building long-term momentum. And - because we often know, in our hearts, that this client may not be around forever - we become interested only in the quick buck.

Just as so many of the business and financial institutions we once trusted have betrayed our trust for a quick buck, it's sometimes tempting - particularly in a recession - to think about the shortest route to the money.

However, like the companies who've fallen victim to this philosophy over the past few years, our own firms may not be around for long, either, if we compromise our core values. As hundreds of companies around our country can testify, once you lose your reputation, it's awfully hard - or impossible - to reclaim it.

Our mantra, as public relations professionals, should be no different than those of corporations that utilize ethical business and marketing practices...

1) Determine your core values.
2) Make sure your people understand - and practice on a daily basis – your core values.
3) Educate your clients as to your core values.
4) Be willing to pass on a potential client who you believe does not share those values.
5) Be willing to walk away - yes, walk away - from an existing client who violates what you believe to be ethical core practices. (It's a lot cheaper in the long run, both for your finances and for your reputation.)
6) Hold on tightly to your moral compass. The business graveyard is filled with PR firms that didn’t.
7) DON'T JUST PREACH YOUR CORE VALUES...PRACTICE THEM! EVERY DAY!

This could be a golden opportunity for PR. Let's take the lead. Let's set an example for our clients with our own behavior, before we’re put in the uncomfortable position of having to publicly defend theirs.

I believe that, if we're going to be put in the position of defending corporate agendas…we should be helping to set them.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

DO WE REALLY WANT A "SEAT AT THE TABLE?"

2009-07-13T09:36:00.000-07:00

Members of the PRSA Counselors Academy gave encouraging answers in a national survey about the practice of public relations. Their answers show some promising trends about how we see the future, as well as a sense of ethics responsibility. If I had voted, however, I would have taken things a step farther.

Right after listing "providing authentic strategic counsel" as a priority, I think we should add another one - "Providing authentic strategic leadership." What I mean by this is going a step farther than just counseling senior management how to approach a certain strategy. I mean that we should have the guts – risky as it may seem, and even if the strategy in question is theirs – to tell them if we believe the strategy will not deliver the desired results. I mean that we should be telling them, if circumstances merit, that no matter how hard you publicize a bad product or service...it's still a bad product or service. And - as we're seeing repeatedly these days - sooner or later, if you don't have anything really worth publicizing, it comes back to bite you.

Sound a bit confusing? Let me give you some real-world examples of reputations that could have been saved.

Suppose, some years back, GM's (and Ford's, and Chrysler's) PR people had told senior management, "We're producing lousy cars that do not excite people. Instead of spending millions to publicize and advertise these lousy cars, why don't we start concentrating on producing better cars? Then we can create communications strategies that demonstrate and reinforce that 'quality' image...in a credible way. And, that way, everybody who drives one of our cars can become a brand ambassador with friends and family."

What if, a year or two ago, AIG's PR people (or agency) had told senior management what at least a few of them must have been thinking? For example, "It's really not a good time to be planning an event that people might see as over-the-top, when the company's in so much trouble."

What if Wells Fargo's PR people had said the same thing?

What if AIG's PR team or agency had said to management last year, "Are you really sure you want to give out such bonuses, at a time when we're accepting billions of dollars from the taxpayers?"

We should be providing leadership, as well as counsel, if we ever genuinely want a "seat at the table." It's easy to say we want that seat. But we may never get it until we have the guts to take a stand. It's risky, for sure. But, suppose - just suppose - AIG's PR team had been able to spare them the outrage that's still attached to their brand? Suppose they had counseled management not to have that meeting, or at least to have it in a different place, and to tone it down? Suppose they had counseled management not to give out such huge bonuses to some of the same people who helped destroy the company? They would have saved the company billions. They would have saved it from debtor-status for the coming years. And they would have prevented the loss of millions of potential customers who now would never even think of doing business with AIG.

There must be some CEOs out there who would appreciate that kind of leadership!

Yes, I know what yu're saying right now...that there are many - maybe even the majority - who don't want to hear it.

Several years back, I sat in a meeting with the senior management of a professional sports franchise that had been mediocre for years...and, as a result, was hemorrhaging fans, and hemorrhaging goodwill. After listening to them toss around ideas for "marketing" promotions for about ten minutes, I interrupted the conversation.

"Gentlemen," I said, "instead of spending all these millions on promotions that will never buy long-term goodwill, how about trying the best marketing plan of all...spending the money on better players?" They all looked at me with surprise, and a bit of hesitation.

Finally, the CEO said, "We'd love to, Steve. Ideally, that's what we want to do. But we just can't afford it right now."

My answer was simple: "We can't afford not to. Promotions may put fannies in the seats for a game or two. But good players put fannies in the seats every game." I purposely hesitated for a moment, while they thought about it. And then I added, "You can put a coat of paint on a 1960 Studebaker. But it's still a 1960 Studebaker. And, after driving it once or twice, no one's going to want to drive it again."

Happily, I was able to change the culture a bit. And they did go after better players.

All this is by way of saying that we not only need to provide strategic counsel. We also need to be able to remind management that the best marketing of all is a better product, if that's what we really believe.

That, ladies and gentlemen, is when we'll really deserve that "seat at the table."

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

DON'T CALL ME A PUBLICIST!

2009-07-11T11:36:00.000-07:00

As a PR practitioner for many years in the corporate world, and now as the owner of an award-winning PR/Marketing practice, I'm very uncomfortable when someone refers to me as a "publicist."

I consider myself a "Public Relations Professional" - someone who helps people or companies tell their stories; someone who creates effective communications strategies and objectives; and someone who works very hard at establishing "relations" with the media. To me, a publicist has always had a somewhat-glitzy connotation...a pushy, in-your-face Hollywood-type who represents other Hollywood-types, and who will do just about anything to achieve "publicity" for that Hollywood-type (or for themselves).

Our profession seems to have - and probably always will have - an image problem. I can't tell you how many times, when I've told people that I'm a "Public Relations Professional," I get a knowing wink, along with "Wow, that must be great! Going to all those parties, on yachts..." I've given up trying to explain to those people what I do, because they're never going to get it, anyway.

It's for those reasons, among others, that I have a problem with being called a "publicist." That name implies, to me, a release-flinger and a contact-list and cell-phone junkie who may not have any real communications skills.

I don't "get publicity" for my clients. I create strategies to position and explain their stories - if I think they have worthwhile stories to explain - to their various publics. In so doing, I help them achieve higher visibility, enhanced reputation, and increased business. And that's being a "Public Relations Professional."

Don't get me wrong; there's probably a real need for "publicists" in this world, especially for movie stars, entertainers, and writers on book-tours. Just don't call me one.

I've been doing this for twenty years; generally six, and often seven, days a week; for 10-14 hours a day. And I just don't like being labeled a "publicist."

By the way, the last yacht party I've been to was about six years ago. And the time before that...I can't even remember.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

PUBLIC RELATIONS AND MOUNTAIN CLIMBING

2009-07-03T07:24:00.000-07:00

I've been climbing mountains since my early-twenties. In the Alps, in the Rockies, in the Smokies. And I've learned some great business lessons from my passion for mountain-climbing. These lessons have served me well, both as a senior executive for large corporations, and, now, as owner of my own PR/Marketing practice.

A few of the lessons I've learned...

1) Even the longest of journeys starts with a single step. And you have no chance of achieving your goal unless you have the courage to take that first step.

2) A lot of small steps add up to a big distance.

3) You must always keep your eye on the summit of the mountain (your goal). But you must also keep concentrating on your next step, as well; accidents can happen otherwise.

4) When an obstacle appears insurmountable, you must figure out a way around it. Or you won't reach your goal.

5) The climb ahead is not always what it seems. The most ominous-looking route up a mountain may turn out to be the best. And the most innocuous-looking route may turn out to be the one loaded with traps. You have to THINK, and to ANTICIPATE.

6) Beware of "false summits"...places that, when viewed from below during your ascent, appear to be the summit of the mountain, but actually aren't. The real summit could be obscured by weather, by rock, etc.

7) Mountains are filled with bears. With mountain lions. With snakes. With rock that appears sturdy but can give way. And with sudden, violent weather outbursts. So, too, business is filled with often-unseen traps. Have a crisis plan in place. And go over it beforehand...so that when the unexpected crisis does hit (as it most assuredly will), you'll know how to react.

8) Always be aware of your environment. There could be a lot of threats that you may not be able to see.

9) You're capable of more than you think. When you think you can't breathe anymore, when your muscles are screaming with pain, when you think you can't take another step...guess what? You can!

10) When you finally reach the summit of a high peak, don’t celebrate for too long. Experienced climbers know that, at those altitudes, the weather can change very quickly - generally for the worst. And they know, too, that the journey's actually only half over - you've still got to make your descent. The same is true of achieving your business goal. Don't celebrate for too long...because there's always another mountain to climb.

11) From 16,000 feet, you can see everything. If you look.

Wow…now I'm even more excited about my upcoming climbing trip to the Great Smokies!

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

THE NEW RULES OF THE GAME

2009-07-02T08:03:00.000-07:00

The rules for media relations success - even in this economy, and even with a rapidly-shrinking media base - are so simple that they bear repeating:

TARGET your media.
TARGET your journalist.
TARGET your pitch.
TARGET how you can become an ongoing resource for the media, rather than a pain-in-the-ass shill for your client or company.

People...the rules have changed! "Pitchmen" (or women) who specialize in pushing a button and sending out the same release to hundreds of media (no matter what their demographics, their slant, etc.) have gone the way of the dinosaur. "Output" artists who just throw a bunch of mud (hundreds - or thousands - of releases) against the wall and hope that some of it sticks are no longer welcome in journalists' inboxes.

There aren't many journalists left to "pitch" these days, of course. Recently, a good friend of mine was laid off after 22 years as an Editor at a major daily. A few months earlier, he had mentioned to me that there were so few people left in the newsroom that you could roll a bowling ball across it and not hit anyone. And that you practically had to shout across the room to converse with any other journalists.

In this new world, if we don't help journalists do their job, they're not going to help us do ours (generate coverage)! And if that becomes the case, our own offices are going to look like newsrooms do today - empty.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

REPORTS OF THE DEATH OF MAGAZINES ARE GREATLY EXAGGERATED

2009-06-29T08:27:00.001-07:00

Here's one LinkedIn, Facebooked, Twittering PR maven who echoes Richard Wanderer's belief that magazines are not quite dead yet. And I have to say that it's really refreshing to hear a voice of optimism amidst all the naysayers who bellow with such certainty that the age of the magazine has come and gone.

For all its faults - particularly with its business model - the magazine still does a lot of things better than anything else. It still analyzes the news better than anything else. It still has the ability to get in-depth better than anything else. It still, in its purest and most exciting forms, has the ability to enlighten (and to engage) us better than anything else. It still attracts the finest writers in America - more than any other medium. And - not to sound arrogant - those writers are true journalists (not "citizen-journalists"), who are trained to observe, report objectively, and search for the hidden facts. And, who - even though most of them, because of layoffs, are now doing the job of two, or even three, people - still do it damned well.

In addition, I think magazines still have a kind of excitement to them, a kind of excitement that the web - despite its 24/7 news cycle - cannot yet match. When I walk out to the mailbox and see one of my magazines in there, I know that I'm going to have an hour or two of good reading, written by good writers, and tailored to my taste. And I know that it's going to be an hour or two without any flashing e-mail messages or (hopefully) phone calls...an hour or two, in a quiet place, just for me.

I want to make the point, as well, that not only do I still read magazines, but, as President of a Public Relations/Marketing firm, I pitch them regularly. And they still work pretty damned well for me. Many people, still, like to hold the printed word in their hands, not only read it on a screen. Many people, for better or worse, still ascribe more credibility to something they read in print than something they read online. Many of my clients, still, believe that magazines are just as important - or more important - than the web. And many of them - still - are more satisfied with the results of exposure in print than with exposure on the web.

So, hopefully, to paraphrase Mark Twain...reports of the death of the magazine are greatly exaggerated.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

REPORTS OF THE DEATH OF MAGAZINES ARE GREATLY EXAGGERATED

2009-06-29T08:27:00.000-07:00

PR PROFESSIONALS NEED A "SALES MENTALITY!"

2009-06-19T08:48:00.000-07:00

PR PROFESSIONALS NEED A "SALES MENTALITY!"

Clients must be taught – and so should PR people - that "pitching" to the media cannot be successful unless you have a "sales mentality."

What's a sales mentality? It's simple: Any good salesperson knows that you need to do your homework before “pitching” a prospect. You need to determine their needs, or their "areas of pain." You need to figure out how you can successfully address those needs. You need to figure out how to let the prospect know how you can address those needs. And you need to work out solutions that help both your company and the prospect - win/win solutions.

The same is true of pitching the media. You have to take into consideration their needs. You have to take into consideration their superiors - their Editors. You have to take into consideration their actual end-users...their readers. And you have to approach them with stories or ideas that address their needs as well as your own.

That type of approach generates true win/win situations...because it establishes the PR practitioner as a real professional in the eyes of the journalist. It establishes the practitioner as a "source," for genuine news...rather than just a shill for a client. And it establishes the type of relationship (after all, we are talking about public "relations") that results in ongoing coverage for the client, rather than just one-time coverage.

This has been a mantra of mine for as long as I've been in the public relations profession. And it bears repeating. Again and again and again...

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

THE REBIRTH OF PUBLIC RELATIONS!

2009-06-17T07:54:00.000-07:00

We in the public relations profession have the chance to change the world…at least, the world of public relations.

There are some - from our profession and others - who post online about the "death of PR." Or, "the death of PR as we know it."

But I believe differently. Yes...PR is changing. And we have to change with it. But, really, the way I think about our profession is that...it's the re-birth of PR! We have a golden opportunity. We have the opportunity to dispel the old myths - and the old ways of practicing PR. We have the opportunity to ease the release-tossers (throw mud against the wall, and see how much of it sticks) and the "shills" out of our industry, once and for all. The way we can do this is simple: Practice public relations the way it's supposed to be practiced. With honesty. Ethics. Candor to our clients - and our potential clients - about what works and what doesn't, and about whether we actually have a snowball's chance in hell, or not, to really generate positive buzz about their products or services.

We have a chance to dispel all the old myths...I still occasionally meet people who think that my job entails attending a lot of cocktail parties on fancy yachts.

We have a chance to take our profession to new levels...by approaching journalists as of they are real, thinking, human beings. We have a chance to understand that, no matter how wonderful our client thinks his product is, unless it can actually help the journalist's readers improve their professional or personal lives, it's not going to generate publicity. We have a chance to talk about the BENEFITS (to real human beings) about our client's products or services, rather than just the features.

We have the opportunity to "take our case to the people," by learning and engaging in new ways to communicate, whether it be by social media, video, etc.

We have the opportunity, because of the multiple avenues available to us, to learn more about the art of effective communication than ever before. We have the opportunity to learn more than ever before about "win/win" situations, with our clients, the media, and lour clients' stakeholders. We have the opportunity to really learn from people who "get it"...now, more than ever, in online forums and webinars. And we have the opportunity - if we choose it - to learn more about the craft of effective writing, which, I believe, is still one of the core competencies required of an effective PR practitioner.

I could go on and on. But my bottom line is this: for those of us who are honest, who are persistent, who are good writers and good relationship-builders, who are open to new forms of communication, and who are dedicated to constantly improving at their craft - this can be THE RE-BIRTH OF PUBLIC RELATIONS!

And hopefully this group can serve as a catalyst to usher in this new era.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

BEWARE "RECESSION-FRIENDLY" PR AGENCIES!

2009-06-15T09:03:00.000-07:00

During my years in the corporate world, before opening my own practice, I witnessed many an agency pitching for our business. There was often a procession of 60-90-minute dog-and-pony shows, during which the agencies trotted out technologically-advanced presentations showing how great they were. Hardly any of them, however, actually thought to ask what our needs were, and what we were really looking for in an agency. And, now, of course, marketing budgets have tightened...and more agencies are positioning themselves as "affordable" and "recession-friendly." So the cynic in me can't help wondering - just a little - if these newly "affordable," "recession-friendly" programs are meant to generate more business for the agency, rather than for the client.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

IN A PLANE HIT BY LIGHTNING!

2009-06-09T17:13:00.000-07:00

Hearing all the talk about Air France flight 447 – and the initial conjecture that it may have been hit by lightning – brings back a scary moment for me. Because I was once in a plane that was hit by lightning.

In the early-spring of 1997, I was Director of Marketing for a public company involved in the resort business. I was on my way from Fort Lauderdale to visit a couple of our resorts in Tennessee, going to Knoxville via Atlanta. I had three of my staff with me.

The first leg of the trip, to Atlanta, was uneventful.

As we taxied on the Atlanta runway, getting ready for takeoff, I slipped on my headphones and popped in a cassette of the Rascals, one of my favorite groups from the sixties. We took off into sunny blue skies, and I leaned back and closed my eyes to listen.

About fifteen minutes later, I happened to open my eyes for a second…and I saw that we were heading straight into an ominous-looking wall of black clouds. I wasn’t exactly thrilled; but I’ve traveled around much of the world, so I put my head back again, closed my eyes, and relaxed. I turned the Rascals up very loud…as I still do when I listen to them.

The ride became very bumpy, and the plane seemed to lose and then gain altitude every few seconds.

Keep in mind that my eyes were closed. And I was really blasting the Rascals, one of the hard-hitting power bands of my early years.

Suddenly, despite the fact that my eyes were closed, I saw a tremendous flash of orange light in my eyes. A split-second later – despite the fact that the Rascals were blasting in my ears - I heard a piercing, sharp crash that shook me…as if a thunderclap had landed right next to me. The plane dropped violently, and my head snapped back against the seat.

I took off my headphones and asked one of my staff sitting next to me what had happened.

“We were hit by lightning,” Lee Anne said. “Right outside our window, on the wing.”

There seemed to be stunned silence throughout the plane. At first, no one spoke; I think they were all too shocked to speak. Then, people began asking each other what happened. Babies started crying. So did a couple of older people. The faces of my three staffers were white.

A few minutes passed. We saw no attendants, and no one spoke to us. A few people began praying out loud. Others clasped their hands together as if in prayer.

Finally, after a few more minutes, the captain came on over the intercom.

“For those of you who are wondering,” he said, “yes, we were hit by lightning. But our controls were not affected. And we do expect to land in Knoxville in about twenty minutes.”

Suffice it to say, for the people on the plane, the twenty minutes seemed like forever. Some people never stopped praying the whole time. And when we finally did land in Knoxville, everyone broke out into spontaneous – but not joyful - applause. As I watched the people line up in the aisle to exit the aircraft, it was like looking into the faces of ghosts…very pale ghosts.

And when they opened the door, I never saw so many people in such a hurry to get off an airplane.

For a week or two afterward, the four of us were sort of celebrities around the company. But, truth be told, I’d really rather find some other way to achieve celebrity status.

HOW TO THROW STRIKES WHEN PITCHING REPORTERS

2009-06-08T09:00:00.000-07:00

Always remember...when pitching a reporter, it's not about how great your client is. And it's not necessarily about the reporter. Ultimately it's about the type(s) of useful information your client can provide the READERS...whether or not your client can provide the readers with actionable advice they can use to improve their lives or their businesses (or their business lives!).

When you remember this, you'll make a friend out of the reporter...because you're making his/her job easier. And because you're making him look good to his editor.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

WOULD YOU BUY A USED AD CAMPAIGN FROM THIS COMPANY?

2009-06-05T07:54:00.000-07:00

For the past several decades, GM has bombarded us with feel-good scenes of Americana (perhaps hoping to divert attention away from the mediocre products they were putting out?). And, if they're still trying to use that "Buy American" tact, that shows us, really, that they're still not getting "it."

The fact is that there are millions of Americans just waiting for a good reason to buy American...but red-white-and-blue ads, in case GM hasn't realized it over the past thirty years, are not going to prompt them to do it.

Making better cars than the Europeans and the Japanese, however, would prompt us to do it. Making more innovative cars would. Making "greener" cars would. Making more reliable cars would. And, lastly, making cars that turn our heads as they pass...would prompt us to do it! To me - and to many others, apparently, GM cars all look the same...somewhat boring, a bit clunky, and, often, too large and too indistinct.

I have a Volvo now. I had a Saab before that. I had a Mazda before that. And I would love to buy American, if I believed that the car would be as reliable (and would maintain its looks as much) as foreign cars.

GM, you're living on our money now. Stop insulting us with transparent appeals to our patriotism, and start engaging us with real dialog, about products that really meet our needs. That, General Motors, is real patriotism.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

PR IS POWERFUL!

2009-06-03T11:27:00.000-07:00

These challenging times, as I see it, present a great opportunity to spread the word that effective public relations is about the best marketing tool you can have. Not only that, but it's much more cost-effective (more so now than ever, because most electronic media's free!) than more traditional marketing approaches.

Old marketing approaches - just like old advertising concepts - aren't working anymore in this new age. But PR - when done right - has the ability to completely change the marketing paradigm.

And it has the potential to emerge, after all the economic smoke clears, as the most powerful "wrench" in a company's marketing toolbox.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com

THE DEATH THROES OF THE NEWSPAPER?

2009-06-02T07:53:00.000-07:00

The Rocky Mountain News was the first newspaper to run its own obituary. And I fear it was only the first of many.

My first two jobs were as a newspaper reporter, first in Hartford, CT, and then in West Palm Beach, FL. I vividly remember those 3 a.m. phone calls from the city desk about a tornado or a fire or a robbery (or an alligator attack), and driving what seemed to be the only car on the darkened streets fifteen minutes later.

I fear that real journalism is becoming a thing of the past in our country. And that, in a few years, there may be only a couple of (super-large) papers left, each with the same stories on the outside and specific "Local" sections on the inside. I call it the "McDonaldization" of journalism, in which every product will eventually fit into - and come from - the same mold. And I fear that the soul of genuine independent journalism will have died in the country that first gave it birth.

Steve Winston
President, WINSTON COMMUNICATIONS
(954) 575-4089
steve@winstoncommunications.com
www.winstoncommunications.com