As we discussed last time in the column on "Key
Messages & Support Points," an important byproduct of the key
message development process is that it can serve as a powerful facilitator
to break down any real and perceived silos within an organization. Since
these key messages are meant to look company-wide and be inclusive, they
serve as a powerful mechanism to get everyone at an organization
"pulling together" or "singing from the same
songbook."
Brand building is both an internal and external communications
initiative. The challenge, once a company's key messages have been
established, is to ensure that the messages are heard and understood. The
method for achieving this consistency of message delivery has come to be
known as being "on message." In its simplest terms, this means
simply being prepared to call upon these key messages in both written and
oral communications to your organization's key audiences -- customers and
prospects; business and sales partners; employees and stakeholders;
government and regulatory bodies; and the media and analyst communities.
Being prepared sounds simple, but to get to that point when a company
spokesperson -- whether an executive, manager or anyone called into
fulfilling that role -- is truly comfortable talking about these key
messages takes practice. It is the same type of practice that is so
important before a sales call, significant presentation, interview or any
other business situation in which the person must look and act his or her
best, both for personal good and the good of the company.
The best way to ensure that a spokesperson is "on message" is
to devote the time and effort for formal media training. In this process,
an outside expert or team of experts is brought into the company for a
half- or full-day session that provides both the theory and hands-on
practice of speaking to the media. By extension, formal sales training
sessions can also incorporate key message delivery as part of the sales
process. (We will examine the media training process and its methodology
more fully in the next column.)
First, let's take a look at how a company's key messages and their
supporting points come to life in real-world situations. The first step in
bringing these key messages to life is to truly buy into them and
understand both the messages and the related support points. As stated
earlier, while the organizational review process which ultimately led to
the finalizing of the key messages was vitally important, each individual
must now make the commitment to utilize the company's key messages in his
or her personal communications.
Each individual must make them his or her "own," but if a key
message of support point doesn't feel right, it must be brought back to
the internal communications team so that it can be "fixed" to
everyone's satisfaction. Unanimity is vital here.
From this preliminary comfort level, it is now important for each
individual to make the key messages his or hers by personalizing the
support points for each key message. Each can be expanded upon anecdotally
-- by adding some aspect of his or her own industry, company or personal
experience. This may be accomplished by, for example, using a customer
reference or an industry fact and figure that may have come out of your
company's own internal marketplace research to give further context and
substance to the support point.
Let's now take a look at how this actually works in real (business)
life. As you remember, we established our mythical company's determinant
attributes (ranked in priority order -- #1 being most important) as:
- Technological innovator
- Strong after sales support
- Products are good value for price
- Strong partners
- Wide distribution network
- Wide range of products
We then built our first key message on the "technological
innovator" attribute by adding the following descriptive phrases:
- Many new product innovations over the 40 years we have been in
business;
- Invented portable fuel cell generator;
- Sold first fuel cell to a public utility;
- Invented solar fuel cell;
- Twice introduced lightest on-road zinc fuel cell;
- Worldwide investment in R&D at all facilities; and
- Plan to introduce micro fuel cells -- electrochemical devices that
create electricity from hydrogen gas or alcohol -- next year.
From that list, we then developed a single key corporate message for
"technological innovator" that is based on concrete fact, yet
expands that phrase, brings it to life and then supports the claim by
adding more factual information (in italics):
- We have a long history of technological innovation as an alternative
energy company;
- Our worldwide investments have produced a stream of new and
innovative products;
- We invented the first portable fuel cell generator;
- We sold the first fuel cell to a public utility;
- We invented the first solar fuel cell; and
- We have twice introduced the lightest on-road zinc fuel cell.
For the highest-ranking company executives, it is important to be
comfortable with this structure as well as to be able to personalize it.
For example, in responding to the media about whether innovation is an
important driver of the company, the executive may respond like this:
"Yes, technical innovation is our company's mission. We have a
long history of technological innovation as an alternative energy company.
In fact, our worldwide investments have produced a stream of new and
innovative products since the company was founded in 1990. Let me give you
an overview of just some of our key innovations: We invented the first
solar fuel cell and portable fuel cell generator, sold the first fuel cell
to a public utility and have twice introduced the lightest on-road zinc
fuel cell. Our goal in the years ahead is to keep at the forefront of
innovation; it's what our customers expect from us."
Notice how the key message was delivered verbatim, but was worked into
the context of a short "mini-story" about the company's
innovation mission. The support points (specific product references) were
not recited, but combined into a single sentence. Further, the innovation
key message (which can often be seen only from an historical perspective)
was given currency as a key company mission and combined with a
customer-centric focus ("it's what our customers expect from
us").
Finally, the answer was short, clear and to the point, helping to
ensure that the key audience (in this case the media) did not have to
interpret the answer. The answer did not "wander around" until
the spokesperson "found" a crystal clear thought -- it got to
the point quickly and concisely. This type of short and interesting
comment is what the media is interested in hearing. By making it easy for
the media to understand what the spokesperson is saying, they have an
easier time writing about the company from the perspective that is
advantageous to the company.
Easier said than done? Not really! As I noted earlier, media training
and practice are the keys to mastering the art of the interview. The
result is that the interviewer (the listener) hears something interesting
while the spokesperson simultaneously makes sure that his or her company
is presented clearly and accurately -- more on that next time when we take
a look at media training.
With his unique "both sides of the editor's desk"
perspective, Randy Savicky's advice and counsel on public relations and
marketing has profitably utilized by some of America's largest
corporations and best-known brands. He has designed strategic plans,
managed internal and external communications programs and obtained major
news coverage for such Fortune 500 companies as IBM, Fujifilm, Motorola,
Sony and UBS, early stage companies like Arbinet, Dialogic and Juno as
well as startups like Barnesandnoble.com, New Paradigm Software, Tactical
Solutions and Viaweb. As President of Strategy + Communications
Worldwide Inc., he helps companies gain mindshare and win market share
by improving their communications to their key audiences through the use
of outside experts. He welcomes your comments and questions on how to put
his ideas to work for you and can be reached at (516) 467-4122 or at [email protected].
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