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.
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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.
Showing posts with label communications. Show all posts
Showing posts with label communications. Show all posts
Monday, August 30, 2010
Wednesday, August 25, 2010
WINSTON COMMUNICATIONS SIGNS MAJOR NEW CLIENT
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.”
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.”
Wednesday, September 23, 2009
THE UNDYING ART OF STORY-TELLING
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
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
Friday, August 28, 2009
TED KENNEDY AND ME
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
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
Sunday, August 2, 2009
FACE TO FACE, IN A DIGITAL WORLD
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
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
Monday, July 13, 2009
DO WE REALLY WANT A "SEAT AT THE TABLE?"
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
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
Wednesday, June 17, 2009
THE REBIRTH OF PUBLIC RELATIONS!
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
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
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