public relations
National Chamber Image Campaign
Introduction Letter from the President .............................................................................................1
ACCE National Chamber Image PR Campaign Tools .........................................................................2
The Role of PR in Achieving Messaging and Promotional Objectives ...................................................3
Key Campaign Messages and Worksheets .......................................................................................7
Communications Strategy ............................................................................................................13
Creating a Public Relations Plan ...................................................................................................16
The Role of Media in Public Relations ...........................................................................................20
Media Training Your Executives and Board ....................................................................................20
Tips for Handling Media Interviews ..............................................................................................23
Developing and Maintaining Good Media Relationships ..................................................................27
Developing a News Peg or Angle ..................................................................................................29
Letter to the Editor or Op-Ed ........................................................................................................33
Media Channels .........................................................................................................................34
Public Service Announcements ....................................................................................................38
Meeting the Needs of Broadcast Journalists ...................................................................................40
Live Appearance Checklist ...........................................................................................................43
Protecting Yourself and the Chamber ............................................................................................47
Handling Communications Crises .................................................................................................50
Special Events ...........................................................................................................................55
Measurement and Evaluation ......................................................................................................58
National Image Campaign Committee Members .............................................................................60
Appendix A: Sample PR Kit .........................................................................................................61
Appendix B: FAQs About the Campaign ........................................................................................71
Terms and Conditions of Use .......................................................................................................74
Dear Chamber Executive:
Thank you for your tremendous response to our National Chamber Image Campaign. We know you
are faced with stiff competition for membership and sponsorship dollars. Your support of this brand im-
age campaign is integral to overcoming the challenges and preserving, if not expanding, the vital
role chambers will play in our future.
As you know, the American Chamber of Commerce Executives (ACCE) partnered with the Quixote
Group, a strategic market research, marketing and PR firm, to develop the National Chamber Image
Campaign for member use. The Campaign includes this Public Relations Toolkit, along with an
Advertising Toolkit and a Message Infusion Toolkit made available earlier in 2006. These may be
accessed through our ACCE Web site at www.acce.org/image.
The Public Relations (PR) Toolkit will help you build your chamber’s brand identity and awareness
by delivering credible, persuasive and image-building communications that leverage your strengths,
differentiate your chamber, deliver your value proposition, and build your position among members
and in the greater community. It is designed to take the chamber’s key brand messages to new levels
of outreach and effectiveness using readily available resources and non-paid communications.
You may be wondering about the difference between PR and advertising. We’ve thought of that too.
Interestingly, inside this PR Toolkit, you’ll find a discussion of what makes PR different from advertising,
marketing or promotions. And, you’ll find helpful flowcharts and worksheets to help you plan, execute
and evaluate your success.
Public relations represents more than just communications. It is reputation management. PR is
relational – fundamental to building business – your business - today. Let us know how this Toolkit
helps you achieve your public relations objectives.
Sincerely,
Mick Fleming President & CEO
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ACCE National Chamber Image Campaign: Public Relations Toolkit
ACCE National Chamber Image Campaign PR Tools
The materials included in this toolkit are for your use in tailoring the new chamber positioning
and key messages to the specific needs of your chamber and your community.
Worksheets provided will help you craft press materials and strategies, train your executives in handling
the media and plan your events.
Tips on using the worksheets:
• Think of the worksheets as “arrows in your quiver” that will help prepare you for any communica-
tions need, whether it is a press release, a presentation, a letter, etc. You’ll be ready to cite trends
and case studies, testimonials, and have all of your key talking points thought out in advance.
• You can mix and match the tools you need as appropriate to the issues at hand – sometimes simply
thinking through the news angle will be all you need, whereas other situations may require more
preparation.
• Gather the worksheet elements in advance - key trends and facts in your community, testimonials
from members or community leaders that support your case, case studies about the impact you’ve
had, etc.
Specific examples:
• Preparing for that special event to engage prospective members, your research uncovers that their
greatest need is for procurement opportunities with large companies. Complete the key message
worksheet with this in mind.
• Preparing a letter to the editor about your chamber’s role in convening that big health care summit
that resulted in big gains for the community as a whole, develop media information and elevator
speeches after completing the key message worksheet.
The Role of Public Relations in Achieving Messaging and Promotional Objectives
Why Public Relations?
Today, many of our major brands are formed by public relations, not advertising, including brands like:
Palm, Starbucks, the Body Shop, Wal-Mart and Red Bull. How do they do it? What can chambers learn
from their example? How can chambers use public relations to build their brand? These are some of the
questions we’ll try to answer in the ACCE National Brand Image Public Relations Toolkit.
A study on corporate reputation management developed for the insurance industry reported that entities
with good reputations - as evidenced and reported in the news - are more visible and more likely to be
invited into joint ventures and collaborations. This benefit, which is the direct result of PR, dovetails
nicely into the goal of most chambers.
Final reasons, and to some, the most important ones, are because PR works.
• PR is cost-effective. PR programs can generate coverage that delivers a robust ROI when compared
to the same space and time using ad equivalency rates.
• PR delivers a broad reach. PR programs allow you to “cast a wide net” targeting multiple industries,
audiences and channels of media with the same information.
• PR builds image. PR programs create unexpected intersections in people’s lives, interrupting when
they least expect it and engaging them in your brand. The more they know about your chamber,
the more likely they will be to become members.
How PR differs from advertising, marketing and promotion
While advertising, marketing and promotion are often confused with public relations, the difference
is considerable. Advertising, marketing and promotion are paid and controllable. PR evolves through
non-paid strategies and channels, builds over time, and requires constant attention and nurturing.
PR is filtered through the media, strategic alliances and partnerships, special events, or word-of-
mouth-referral, and as such, tends to be more credible and more memorable.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
What is PR?
One way to understand PR is to understand the form it takes, and perhaps what it can and cannot
deliver when compared to advertising and paid promotions.
Advertising PR
Paid space or time Non-paid
Controlled Not controlled – dependent on third parties
Repetition One time opportunity per story per media
Sales focus Information focus
Direct impact Indirect contact
Creative - hype Subtle – no nonsense - newsworthy
Potentially unbelievable Credible - unbiased
Intermittent Constant
Targeted Broad outreach
Time-efficient Time-consuming
PR by definition
One of the earliest and best definitions of public relations – particularly as it relates to chamber
work - was developed in concept by the Public Relations News, a pioneer PR newsletter. It read:
“Public Relations is the management function that evaluates public attitudes, identifies and aligns
the policies and procedures of the organization with the public interest, and executes a program
of action and communication to earn public understanding and acceptance.”
Key components of this definition are important – particularly to the work of chambers.
• Public relations is a “management or strategic function.” It offers a unique capacity for capturing,
distilling and disseminating key messages to a broad spectrum of desired target audiences, using
a wide range of communications tools without adding considerably to the cost. PR leverages
communications, using the art of persuasion to effect changes in perceptions and actions.
PR also generates feedback the organization can use to improve its operations.
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• A public relations program should be aligned with the “public interest.” Implicit in the chamber’s
position as a non-profit, unbiased community organization, and business advocate is trust. The
chamber must be an “honest broker”. In return, its position establishes chamber executives as
experts – with frequent opportunities for news coverage and credibility with the media and public.
• PR helps entities and organizations to “earn” public understanding and acceptance versus buying it.
PR moves information and understanding forward by leveraging alignments with community leaders
and respected organizations.
• And, because they connect to and reflect public attitudes, rightly considered, PR strategies can
become great research tools that form the foundation of the branding process.
Strategic components
The Communications Process
MESSAGE FACTORS
SOURCE (CHAMBER)
FIELDS OF EXPERIENCE
RECEIVER (PROSPECT)ENCODING DECODING
ANALYSIS REVISION
FEEDBACK
CHANNEL
NOISE
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Different from being neat and orderly, public relations strategies are dynamic – unique in their capacity
to be flexible and adaptable to real-life situations that change constantly.
Several aspects of chamber work and communications involve PR. They are:
• Strategic planning and communications
• Membership - convening, facilitating, networking
• Public affairs, advocacy and lobbying
• Community relations and events
• Publicity and media relations
• Crisis and issues management
Tactical deliverables
Public relations is as much about planning, writing and logistics as any of the business and marketing
disciplines – particularly in today’s online communications environment. However, there are tactical
differences in the communications vehicles, nature and tonality of what is used.
Elements and deliverables most often associated with PR are:
• Background documents
• Media pitching angles and story ideas
• Speeches and presentations
• Press kits and releases
• Features, documentaries and training
• Prepared TV and radio features
• Prepared internal and external newsletters
and articles
• Prepared photography and graphics
for demonstration
ACCE National Chamber Image Campaign: Public Relations Toolkit
• Web sites, web casts and online media
development
• Email and fax blasts
• Special events
• Strategic alliance partnerships
• Media training and executive visibility
strategies
• Ghost-written Op/Ed (Opinion/Editorial)
articles
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Impact Focus
Economic Opportunities Advocacy
The Chamber enhances and leverages the talents and resources of its members to improve economic opportunities for all.
The Chamber is an advocate for its broad and diverse member businesses, creating a climate of growth and success that benefits all.
The Chamber helps build stronger com-munities by staying focused and involved in the top business, civic and social priorities.
The Chamber provides unique opportu-nities for individuals and businesses to make a difference by connecting them to important community issues.
Leading Businesses. Leading Communities.™
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3 4Using these key messages consistently will help the chamber establish ownership for the positioning, as well as create clarity and credibility for it.
Key Campaign Messages
Below, you will see that the key campaign messages recommended and infused into the Message
Infusion and Ad Toolkits are the same as those recommended for the Public Relations Toolkit.
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Economic Opportunities – Key message worksheet
Key message: The chamber enhances and leverages the talents and
resources of its members to improve economic opportunities for all.
Target audience:
Media Channel/Materials Format/NewsBeat:
Key facts & figures about economic opportunity in your community:
Key local economic trends:
Programs: List specific chamber programs that bring the resources and talents of your
membership together.
Case studies: List specific examples that demonstrate how these programs or opportunities improved
economic opportunities for the members and the community.
Testimonials: List members, community leaders and local politicians that can speak to the success
of these programs and/or the results they have generated.
Potential Examples of this Key Message
• Member-to-member
discount programs
• Business supplier programs
• Cluster analysis
• Capital campaigns focused
on community priorities
• Group buying programs
• Crisis response efforts
• Lobbying
• Networking programs
• Mentoring programs
ACCE National Chamber Image Campaign: Public Relations Toolkit
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Advocacy – Key message worksheet
Key message: The chamber is an advocate for its broad and diverse
member businesses, creating a climate of growth and success
that benefits all.
Target audience:
Media Channel/Materials Format/Newsbeat:
Key facts & figures about the chamber and its involvement in business
development and community planning and growth:
Key trends:
Programs: List specific chamber programs that demonstrate ways in which the chamber serves
as an advocate for its members and/or the community.
Case studies: List specific examples that demonstrate how these programs or opportunities created
a climate of growth and success in your community.
Testimonials: List members, community leaders and local politicians that can speak to the success
of these programs and/or the results they have generated.
Potential Examples of this Key Message
• Lobbying
• Small business development
• Coalition-building
• Community or legislative
report cards
• Inter-city visits
• Business retention and
expansion programs
• Community promotion/
marketing
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Impact – Key message worksheet
Key message: The chamber provides unique opportunities for
individuals and businesses to make a difference by connecting them
to important community issues.
Target audience:
Media Channel/Materials Format/Newsbeat:
Key facts & figures about the impact of the chamber and its members
on top issues:
Key trends:
Programs: List specific chamber programs or opportunities that are
focused on the issues that are most important to your community.
Case studies: List specific examples that demonstrate how individuals or companies became involved,
and the personal and/or professional results that they achieved.
Testimonials: List members, community leaders and local politicians that can speak to the success
of these programs and/or the results they have generated.
Potential Examples of this Key Message
• Providing opportunities
to interact with top
community leaders
• Research and advocacy
for quality of life and
business issues
• Issue forums
• “State of the Community”
forums
• Community leadership
programs
• Helping members with
appointment to government
boards and commissions
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Potential Examples of this Key Message
• Researching, prioritizing,
advocating top local issues
• Analyzing the business
climate
• Benchmarking community
progress
• Lobbying
• Coalition-building
Focus – Key message worksheet
Key message: The chamber helps build stronger communities
by staying focused and involved in the top business, civic and
social priorities.
Target audience:
Media Channel/Materials Format/Newsbeat:
Key facts & figures about the priorities of the community and the
chambers focus on them:
Key trends:
Programs: List specific chamber programs that demonstrate the chamber’s understanding, focus
and involvement in the top priorities.
Case studies: List specific examples that demonstrate how the chamber’s involvement has helped
make the community stronger and more vibrant.
Testimonials: List members, community leaders and local politicians that can speak to the success
of these programs and/or the results they have generated.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Value Proposition – Worksheet (use more than one if necessary)
Target audience:
Communications vehicle:
Target Audience Need
Chamber Promise
Desired targetaudience belief
Chamber examples (programs, testimonials)
to demonstrate success and establish
credibility
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strategycommunications strategy Before starting on the PR planning, it is best to develop a communications strategy that will help
you stay focused on your objectives and outcomes. The following worksheet also was included
in the Message Infusion and Ad Toolkits. If you already have completed it, you may be able
to rely on your previous effort because everything – all materials and actions – should work
together to deliver your brand image. If you have not already developed your communications
strategy, please do so. It is an important guide to focusing your process and activities.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Communications Strategy - Worksheet (expand or use more than one as needed)
Event, Project or Initiative:
Date:
Team Members:
1) Project Objectives – Discussion here should outline what the project is and the desired result.
2) Value Proposition – What is the key benefit to the organization you want the prospect to understand?
3) Overall Key Message – What is the key message you want the prospect to believe about
your chamber?
Supporting Key Messages – You are claiming something to be true and accurate in your key
message, and this is your chance to support it. Demonstrate how the program or news item
you’re discussing is better, improved, newsworthy, etc.
4) End Audience/Target – The audience you want to attract.
Media Target/Targets: Media channels, reporters and editors. These will be the gatekeepers of your
message. Knowing who they are is fine. Knowing what makes them tick will also help define and
hone your message, and those ideas should be listed here.
Event Target/Targets: Audiences you will be addressing. These are the people who will come to your
event and/or receive your information.
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Communications Strategy - continued
5) Competitive Preparation/Anticipating Questions/Answering – What are the potential questions your
target is likely to ask and how will you respond? Just like the Value Proposition, these answers will
guide your communications to be more effective in reaching your target because they will be more in
line with what the target audience wants to know.
6) Supporting Trends/Research/Environmental Scan – This section is to discuss what you know about
the bigger business or community need. All research findings should be listed here. If you have reams
of Internet research, encapsulate the relevant points of fact and trends that you have found.
7) Actions or Materials are Needed – Brochure, newsletter article, speech, press release,
Op/Ed, Web content.
8) Timing And Tasks – What is needed by when – executive/committee/sponsor approval, printer, etc.
9) Budget – How much do you have to spend? What overages do you anticipate?
10) Measurement/Evaluation Plans – How will you track and measure your success?
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ACCE National Chamber Image Campaign: Public Relations Toolkit
PR is a dynamic process
Understanding that PR is more of an art form than an exact science, practitioners have struggled
to develop diagrams that help explain it as a process. Frank W. Wylie, a past president of the
Public Relations Society of America, created the following chart to show the individual elements
and nature of the process in action. We added to his original chart to reflect the emergence and
popularity of online media, email communications and new ways of networking.
In this chart on the next page as in the practice, PR starts with “inputs” from various sources
including the public, the media, trend data, research, industry data, and so on. These are
analyzed and evaluated by executive management and a plan of action is developed. This plan
of action may take many forms that are executed as “outputs” in the form of stories, speeches,
press releases, etc. (outlined in the earlier PR tactics section). The process is continuous and
repeats itself with further “inputs.”
plancreating a public relations plan
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PROBJECTIVES
ANALYSISEVALUATION
MEASUREMENTRECALL
planThe PR Process
MEDIAA, B, C, D
MANAGEMENT
PUBLICA, B, C, D, E
TRENDDATA
RESEARCHONLINE & INDUSTRY
PREVIOUS EXPERIENCE
YOURS/OTHER
GOVERNMENTS FEDERAL/
STATE/LOCAL
DISCUSSIONCONSIDERATIONALTERNATIVES
INTERPRETATIONSDECISIONTIMINGACTION
PUBLIC RELATIONS
PREXECUTION & MATERIALS
BACK- GROUNDER
TRENDDATA
INFORMATION ACTIONSTORIES
SPEECHES
STORY IDEAS
PRESSRELEASES
TV TAPE/ FILM
FEATURES
RADIOTAPE
TRENDDATA
PHOTO
EXT/INTPUBS, FAX,
OTHER MESSAGETECHNIQUES
SPECIAL EVENTS
ONLINE: WEB, CHATROOM/BLOG
MEDIA, EMAIL
STRATEGIC ALLIANCE PARTNERS
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Guiding principles for PR
ACCE recommends that everything, even your PR plans, be measurable and evaluated. There are some
aspects of PR that can be captured and others that, due to the involvement of third parties and word-of-
mouth delivery, can not. Here are a few guidelines from The Institute for Public Relations at the Univer-
sity of Florida to consider as you begin your planning process.
• Establish clear program objectives and desired outcomes before you begin. These will provide a basis
for measurement of results. PR goals should tie directly to the overall goals of the chamber’s program
of work.
Measure media content. Although this is of great value:
• Differentiate between measuring PR outputs, which are usually short-term and surface-level (e.g.
the amount of press coverage received or exposure of a particular message), and measuring PR out-
comes, which are far-reaching and can have more impact (e.g. determining if the program changed
awareness and attitude levels, and possible behavior patterns). Usually, measuring media content is
only a first step in the PR evaluation process. It can measure possible exposure to PR messages and
actual press coverage; however, it cannot, by itself, measure whether target audiences actually saw
the messages and responded to them in any way.
• There is no single, simple, all-encompassing tool or technique that can be relied on to evaluate PR
effectiveness. A combination of measurement techniques is needed. Along with media content
analysis, consider cyberspace analysis, event attendance, polls and surveys, focus groups, and
simple observation.
• Be wary of attempts to justify and compare PR effectiveness to advertising effectiveness. The
two forms of communication are quite different from each other and the fact that placement of
advertising messages can be controlled, whereas placement of PR messages cannot be controlled,
should be considered.
• PR effectiveness can best be measured if the chamber’s principal messages, key target audience
groups, and desired channels of communication are clearly identified and understood in advance.
• The PR evaluation process should never be carried out in isolation. Whenever possible, it is always
important to link what is planned, and accomplished, through PR to the overall goals, objectives,
strategies and tactics of the chamber organization.
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PR goals & outcomes
Some basic questions to ask before you begin a strategic communications and public relations program
for your chamber are:
• Is the program for an overall or a specific initiative?
• What are the specific goals or objectives of the effort - public relations, public affairs or marketing
communications?
• Are these goals or objectives quantitative or measurable? For instance, can they:
• Double the number of inquiries received from one year to the next?
• Increase media coverage by achieving greater “share of voice” from one year to the next?
• Support the passage of desired legislation?
• Improve understanding and awareness of your chamber brand?
• In what ways can you be successful at delivering your principal themes, concepts and messages?
And do your themes, concepts and messages support and build upon the overall national brand
image campaign messages of chambers?
• Who will be the spokespersons for the organization? What will it take to get them prepared
to accurately represent your chamber to the media and other key audiences?
• Who will be targeted to receive and respond to these messages? What is your desired outcome
from them?
• Which channels of communication will be best used to engage maximum response and/or
participation (the media, word-of-mouth, direct mail, special event)?
• What strategies and tactics will work best to generate the desired outcome? What materials
will be needed?
• What is the desired timeline for achievement of optimal results?
• How does this initiative relate to the overall positioning and strategies of the chamber
and its brand image?
• Will a report be developed on the results and outcome of the public relations initiative?
Who will receive it? How will it be used to improve the ongoing work of the chamber?
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ACCE National Chamber Image Campaign: Public Relations Toolkit
The Role of Media in Public Relations
PR – with its focus on advocacy, outreach and networking – can help your chamber reach its
awareness goals. Working with the media – or media relations – is one of the primary channels
of public relations and deserves an absolute focus all on its own.
Setting media relations goals
Developing good relationships with the media requires trust, professional respect and an absolute
commitment to follow-through that is recognized throughout the organization.
Like everything else in PR, your relationship with each media contact will be based on a two-way,
continual process that requires research, writing, flawless execution, and the negotiation skill of
a tenured diplomat. In media relations, your relationship with the media is as important as your
relationship to the chamber – and you will need to serve both.
Being as specific as possible about your media relations objectives will produce the best results
for your chamber.
Media Training Your Executives and Board
Media training is the process of preparing spokespeople to deliver the most important messages for the
chamber to the media as well as the public. Adequate media training and preparation will maximize
your opportunity to communicate your key messages to targets through credible, non-paid, third party
channels such as the media and/or through presentations to members of the community.
It will also aid the development of a more consistent communications program as all spokespeople will
be trained to work with one set of chamber facts and figures -- ensuring everyone is providing clear and
consistent information to the media and community.
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What executives can expect from media training
Media training helps executives to:
• Understand the media’s perspective, what they consider newsworthy and how to recognize
and work with different interview styles.
• Practice media relations techniques to put them more in control of the interview.
• Become conversant with the key messages that should be communicated to effectively
convey the chamber’s strategic plan, vision, mission and programs.
• Get feedback and suggestions based on the results from mock interviews.
• Develop and review recommended responses to the mock interview questions.
• Review additional questions and answers that should be anticipated.
Understanding media interview styles:
Overall, journalists know they live a symbiotic existence -- they need access to newsmakers and
business executives for the news they deliver.
However, they also know that executives do not ‘interview’ for a living. They bank on executives
responding to questions. Knowing that they have the power of the proverbial pen, and that they know
an executive’s weak spot may be lack of time, the media have developed a few styles that are worth
considering. If you can learn to recognize these styles, you will be more objective and comfortable
returning to your key messages.
Your best friend, peer or fan:
These journalists set you at ease with questions about your experience and they show inordinate inter-
est in your background, work and achievements. This diversionary tactic can lead to three pitfalls:
• You can develop a false sense of security that leads to opening aspects of the plan or organization
that are ‘red herrings,’ off-strategy or, worse, inflammatory.
• While you go into great length about aspects of your history, time runs out and your key messages
go unsaid, unqualified, and under-covered.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
• Your background reveals areas of opportunity for research into past business associations that are
off-strategy and/or not productive.
A touch of warmth and conversation is good. It sets the stage. Focus, however, should always be on
delivering your key messages.
The Interrogator, Antagonist or Avenging Ace:
To these journalists, the best stories come from putting you on the defensive. They are often very good
journalists. They are prepared and intelligent. However, they research trends with a focus on seeking
out the ‘dark’ side. They may have chips on their shoulders based on attitudes toward such things as
perceived elitism, lack of importance, lack of focus, lack of performance, lack of tangible, visual
product. They often try to intimidate by:
• Asking questions while looking at their watch.
• Questioning the credibility of the concept either directly by leading with a controversial topic
or by minimizing the value of the concept in the way they ask their questions.
• Holding the interview in high-traffic, distracting settings.
The best response to this offense is an equal, smart, and prepared offense -- present the concept,
present the credentials of the program, and steer all responses back to key messages.
The Fisherman:
These journalists present conjecture as fact, using it as bait to draw a response. Because there may
be some element of truth to their bait, their questions may seem more plausible and more valid – thus
increasing the temptation to bite. For instance, such and such reported this... Or, xyz said... This fishing
expedition is hazardous because:
• By answering without questioning the premise, you perceptually confirm and may needlessly expand
an issue without proper preparation.
• You lose focus and control of the interview -- going ‘into the weeds’ where you may speculate on
situations that are off-strategy and off-message.
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You can always counter a Fisherman by asking for the context of the information, the reporter’s angle
on the context, and request time to review that context. In this way, you can reclaim control and buy
time to provide a more thoughtful set of facts or point of view on the matter.
Media management
Effective media relations management requires the consistent communication of compelling key mes-
sages. These messages must engage the media, providing them the newsworthy facts and information
that will give them every assurance of the value of your story to their audience.
To do this, interviewees must always realize that it is important to constantly steer the conversation
toward key messages. The interviewee, not the media, must drive the conversation to convey key mes-
sages, while maintaining a conversational tone that still allows leeway for the media to obtain some
insightful information and points of view.
Tips for Handling Media Interviews
Rule #1: Never talk to a reporter unless you are prepared!
If you receive an unexpected request for an interview, you should politely request that it be postponed
briefly so that you may be more prepared to answer his or her questions. Some important things to
determine prior to ending the call are:
• The focus of the story the reporter is considering.
• The reporter’s deadline.
• What materials he or she already has (e.g., press kit, fact sheet, etc.)
• A convenient time to resume the interview.
Be prepared to speak with a media-specific voice. In other words, know as much about the media
outlet and reporter as possible before the interview. Develop editorial profiles to help you learn as much
as you can about the publication, the reporter, his or her focus, writing style, etc.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
If needed, call upon a colleague or communications professional to develop a set of key messages and
Q&A’s to help you prepare for the interview. The questions should cover the most likely and worst-case
questions, as well as any potential off-topic questions that could take you by surprise.
Rule #2: Speak for yourself, not others.
Avoid becoming the spokesperson on topics for which you are not an expert or the right authority.
Let the reporter know that you are not the correct person to talk to for that information, and offer
to have someone else contact them.
Don’t speak for others outside the chamber or chamber initiative unless you want them referenced
in the story or contacted by the reporter. Comments such as, “I was talking to ____” will only lead
to confusion.
Lastly, it is not your spokesperson’s responsibility to be the spokesperson for the entire community.
If asked to speak for the community, you may satisfy and steer with responses such as:
• “I’m not prepared to predict the future of the XYZ community as a whole, but I can tell you what
the chamber thinks the opportunity is for XYZ community.”
Rule #3: Drive the conversation. Front-load your message.
The most effective way to be sure your key messages are delivered is to mention them at the beginning
of your statement. Summarize your key messages as early as possible in the interview by telling the
reporter about your concept, who it is for, and what the key benefits are. Once you have stated your
key messages, it is important to once again work them in for added emphasis. Remember: YOU have
the opportunity to lead the conversation. Converse politely, speaking with the editor but do not lose
control of the interview/situation. Use the following techniques to help:
• Illustrate – Use real-life examples or analogies to get your point across.
• Satisfy and steer – When speaking with an editor, remember to guide the conversation to constantly
reiterate your key messages. Satisfy the editor’s question and steer back to the key points you really
want them to take away from the interview.
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Steering bridges include:
• “First, let me say…”
• “What’s more important is…”
• “What’s really important to remember is…”
• “To the contrary…”
• “I could see how you might draw that conclusion, but the fact is…”
• “That debate underscores the need for…”
• “I’m really here to talk to you about…”
• Use a conversational delivery - While key messages offer you a road map and help steer you down
the right road, it’s okay to drive on the shoulder. In other words, don’t be rigid when talking with
editors. Be casually direct and flexible with the flow of questions and conversation while always
directing your answers back to your key messages. In fact, think of your messages as concepts
to be delivered conversationally. Deliver them in your own words. You don’t want the editor to think
you have memorized the same answer for every question.
• Speak in plain English – Your spokesperson may be an expert on the chamber, but you must
assume you are speaking to a general audience. If you must use technical jargon, clarify by giving
definitions. If you are unsure, feel free to ask the interviewer if they understand your answer. Their
response will often help you determine their level of expertise so you can avoid “talking down”
to someone or going over their head – either of which may alienate the interviewer.
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Rule #4: Be straightforward and open. Do not say, “No comment.”
“No comment” should NEVER be the answer to any question. It leaves too much to the editor’s
imagination. Instead, pause for a minute and think about the question. It is perfectly acceptable to say,
“Let me think about that for a second so I don’t give you a misleading or incorrect answer.” Also, if an
editor asks a question outside of your expertise, politely tell him or her you will need to follow up to give
a complete answer. For example: “I’ll have to look into that. As a follow-up to this conversation, could
I have (someone) get back to you on that?”
• Be honest – Always be honest and answer the editor’s questions to the best of your ability. If you
do not know the answer to a question, don’t guess. Let the reporter know you will follow up with him
or her.
• Be confident – When talking with an editor, confidence is a key component. Believe in your
message. A chamber representative who doesn’t have confidence when talking with the media
is fighting an uphill battle.
• Exude passion – Have passion in what you are promoting. Passion is contagious.
• Be timely – When an editor calls you, assume he or she is on deadline. Get the editor what is
needed (within your guidelines). If you don’t return the editor’s call, the story may still be written,
but without your input, and your opportunity will be lost. Return your calls in a timely manner.
• Don’t talk ‘off the record’ – Never assume anything is “off the record” when talking with an editor.
Assume an editor is ALWAYS on the job.
• Be brief – Keep responses to questions brief and to the point. Express your message in a few sec-
onds, and then stop. Don’t ramble on. The more you talk, the more you obscure your message, and
the more likely you are to say something you will regret. Silence is safety.
• Use the reporter’s first name – This makes your conversation more personal and helps lower
tension in your interactions with the press.
• Monitor your body language – Don’t be rigid; relax and speak in a normal, conversational voice.
Remember to smile as it will help the conversation stay more personal and can ease tension for
you and the interviewer. Even during a telephone interview, an editor can “hear” the smile in
your voice.
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relationsgood media relations Developing and Maintaining Good Media Relationships
Different from advertising, which is developed to serve the organization, PR is a collaborative
process that requires preparation, negotiation, and customer service. Only, in this case, the cus-
tomers may be members of the news media.
Specific things are important to the news media.
Understanding the media
Understanding the media is a key factor in executing effective media, public and community
relations. Recognizing what constitutes a newsworthy story and appreciating the media’s
perspective will allow you to more effectively and efficiently communicate information.
How the media work:
• The media work to meet constant deadlines and often develop many stories at the same time.
• The media want new, insightful and sometimes exclusive information and points of view.
• The media need to be able to understand the news value and gist of a story up front.
• The media tend to be skeptical and will play devil’s advocate.
• The media may ask questions on behalf of their audience that seem insulting, but should
not be taken personally and should be handled with the utmost respect.
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• The media generally work hard for little pay to provide what many deem a public service.
• A typical newspaper reporter can receive dozens of press releases each week and as many phone
pitches each day.
• A typical magazine editor receives dozens of press kits each week and as many phone pitches
each day.
• A typical broadcast producer, anchor or reporter is loooking for creative news presentations.
“Talking head” shots are boring, so avoid them whenever possible.
What makes news?
• Impact – the topic must affect people’s lives in a significant way.
• Numbers – it must be universally appealing and/or affect a large number of people.
• Timeliness – the event or discovery must be recent.
• Prominence – it involves well-known people. This should be easy for chambers to fulfill.
• Proximity – it happens close to home.
• Conflict – advocacy requires a clear point of view and preparation to defend it.
• Bizarre or unusual elements.
Chambers are newsworthy. They fit most of these criteria:
• The potential to play a major role in the lives of most people.
• They may have influence on the image and economic impact of businesses, communities and
family welfare as well as be catalysts for lifestyle trends and change.
• They are more than just a fad. Chambers tackle tough issues, create new revenue streams and
deliver new audiences to the business community, government, and community agencies.
• Chambers are “honest brokers” in the community. They represent the opinions of many, should aim
for a relatively unbiased media stance in most instances, and are not individually commercially
motivated.
• The chamber’s success will involve many businesses, jobs, and community services. It will be
supported by fresh thinking from a management team of proven leaders and top professionals.
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anglenews peg or angle Developing a News Peg or Angle
The news peg, or angle, is the framework on which you build a news story. It’s the most
important element of a news release. You can take the key messages and the same set of
facts and use two, three, or more news pegs to create entirely different stories. This checklist
will help you find new and original ways to look at your chamber and the industries,
initiatives, organizations, or causes it seeks to feature and develop strong news pegs.
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Developing a News Peg or Angle Checklist
Date:
Initiative/Event/Service:
1. What facts do people need to know to get engaged in, overcome barriers to involvement, or
counter misconceptions about your effort? List the most interesting items in the left-hand column.
What can you say that’s new, different and unusual about each of these facts? Indicate this on the
right. Do you see any news pegs emerging here? Circle facts with potential.
Facts News Peg
___________________________________ ___________________________________
___________________________________ ___________________________________
___________________________________ ___________________________________
___________________________________ ___________________________________
2. What are the four most powerful benefits of your effort? List them in the left-hand column.
In the right-hand column, indicate what you can say about them that is new, different and unusual.
Circle any potential news pegs.
Benefit News Peg
___________________________________ ___________________________________
___________________________________ ___________________________________
___________________________________ ___________________________________
___________________________________ ___________________________________
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Developing a News Peg or Angle, continued
3. What do people need to know to choose or get involved in this effort? List the most interesting and
unusual facts in the left-hand column and indicate anything new and different you can say about them
in the right-hand column. Circle potential news pegs.
Facts News Peg
___________________________________ _________________________________________________
_____________________ ___________________________________
___________________________________ ___________________________________
4. Can you tie this news story into any of the following?
• Holiday or seasonal theme. How?
• Anniversary. Which one?
How?
• New world record. Which one?
How?
• Award. Which one?
To whom?
How?
• New information on a major debate already getting media coverage. Which one?
How?
• An event designed mainly to get media coverage.
• An event designed to draw many people and get media coverage.
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Developing a News Peg or Angle, continued
• An event designed to dramatize a controversy?
Describe event:
How does it tie in to your news story?
5. Can you take a national issue and create local angle stories with information on how your
chamber is approaching that issue?
• Interview with local experts?
• Is there a local twist to a story that will get you national media coverage?
Other
Other
6. Can you offer background information on a story getting national media coverage?
List the information you have that is not being included in media coverage of this story.
7. List your best possible pegs in the left-hand column below. Then rank them from one to six,
with one being the strongest, in the right-hand column below.
Possible News Pegs Rank
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Letter to the Editor or Op-Ed
Consider submitting a Letter to the Editor or an Op-Ed piece (an Opinion Editorial article) to increase
public awareness about the work of the chamber to engage broader recognition of its work. Whenever
possible, get a prominent community member to sign the piece. Not only will this signature make it
more likely that the piece will be used, it also will give greater “weight” to the message. Offer to provide
a draft letter or Op-Ed to encourage the leader’s involvement.
A Letter to the Editor, most often, is written in prompt response to published articles. You might, for
example, write one in response to any articles written about legislative issues impacting your area, the
economy, healthcare costs, workforce training and development or the importance of public education.
Such a letter is an excellent opportunity to emphasize key points about the work of the chamber and its
potential for making a positive impact on the community. You also can write a Letter to the Editor about
the harmful effects of lack of involvement or action using articles related to the subject. For example,
any article related to a national initiative can easily be linked to issues impacting the local community
and your member’s businesses.
Different from a Letter to the Editor, an Op-Ed does not have to be written in response to a previously
published story. An Op-Ed can be used to increase community awareness associated with an issue
and/or to generate support for a chamber initiative. Impress upon readers the seriousness of the issue
and their involvement by inserting several key points in your text. Describe why their participation and
support is needed, and include references to recent local situations and trends related to the issue
or need. Explain how to engage others in helping in the solution. Include a brief background on the
author as well as the author’s name, title, address and phone at the end of the piece. An e-mail
address for contacting the author for additional information also is recommended.
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Media Channels
While the Message Infusion Toolkit is designed to help your chamber infuse the key messages into each
and every communication opportunity, the PR Toolkit is designed to help you use every media channel
that your chamber can access.
There are no shortages of media channels at your disposal, and you should develop a plan and focus
for each channel as well as each initiative based on your chambers program of work. Traditional outlets
include newspapers, magazines, radio and television. More non-traditional outlets include in-person
speaking opportunities, newsletters, email and letter-writing campaigns, and the Internet.
Consider developing a channel matrix similar to the one below to plan out a local market approach
to your communications needs and opportunities:
Media Channels
Materials Format
Story Angle Message Focus
News BeatMedia Channels
Newspaper, Bus. Journal, Magazine, TV, Radio, Online, Website
News Release Op/Ed
Improves economic opportunities for all
Business Talk radio Morning TV
Presentation/ Speech
Creates a climate of growth & success
Metro/City Business
Brochure/ Newsletter
Enables individuals & businesses to make a difference
Lifestyle Metro/City Newsletter
Presentation/ Speech
Creates a climate of growth & success
Metro/City Website Newsletter
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Selecting the right media outlets
Once you have decided upon your target audience (using the communications strategy worksheet) and
media approach (using the media channel matrix), you will need to determine the best media outlets
for reaching it. This worksheet will help you examine the possibilities and make the best decisions. You
should use this checklist for each news release or publicity project you work on, even if you use a press
release distribution service. A distribution service may not think of some highly targeted and critically
important media outlets that seem obvious to you. Use this checklist in conjunction with your media
directories, and write down the names of specific media on the line provided.
Date:
Project/Service/Event/Effort:
Audience:
This audience is:
General
Specific and targeted:
Local only Regional National International
This audience can be best reached through:
Mass Media
Network television
Network radio
Mass circulation magazines
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Selecting the right media outlets, continued
Daily newspapers
Suburban daily and weekly newspapers
Wire services
Syndicates and columnists
Specialized consumer media
Special-interest television programs
Broadcast Cable
Special-interest radio programs
National Local
Special-interest consumer magazines
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Selecting the right media outlets, continued
Special-interest columnists
National Local
Specialized business media
Business-oriented television programs
National Local
Business-oriented radio shows
National Local
National business newspapers, mass circulation
Trade magazines
Business columnists
Newsletters
Other (specify):
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servicepublic service announcementsPublic Service Announcements for the Chamber
As a chamber, your status as a non-profit organization should make the chamber eligible for con-
sideration to receive public service announcements (PSAs) in both print and broadcast media. If
you prepare announcements for this public service approach, you must provide material that will
benefit your audience. Whatever you are promoting should serve community interests.
You can also have members sponsor PSAs for the chamber using their ad space and time or
using their resources to help produce the ad. This gives them credit for helping the chamber and
positions them as a leading employer. In turn, it allows the chamber the enhanced visibility and/
or the opportunity to promote its programs or services using the sponsor advertising or support.
Of course, it goes without saying that the sponsor will be given credit in the spot.
Use the worksheet on the opposite page to develop a plan for obtaining PSAs for your chamber.
7 39
service• List five ways your chamber can present information in PSAs that serve community interests
and meet your goals:
1.
2.
3.
4.
5.
• Run these ideas by several public service directors at broadcast stations to get their input.
If it’s positive, start creating your PSAs. If it’s negative, see if they can help you come up with
an approach they’ll be interest in.
• Which members have interests that are similar to yours? List them below.
1.
2.
3.
4.
5.
• Now contact the publicists at these organizations and pitch your idea to them.
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journalistsbroadcast journalists Meeting the Needs of Broadcast Journalists
Broadcast journalists are under continual deadline pressure, with hourly deadlines for some
radio newscasters and two or more deadlines nightly for television. They won’t have much time
to talk with you, and they’ll have even less time to edit your material. You should prepare mate-
rial that meets their needs to maximize the changes of their using it. For each station you plan
to work with, use this worksheet to record needs and preferences. You’ll learn these by listening
to or watching the station, by consulting media directories, by talking with journalists and from
experience.
Station:
AM FM Television Cable
Format:
Audience:
Mailing address:
Fax:
Use fax for Solicited materials only Unsolicited materials
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journalistsNews Director: Direct-dial line:
News Assignment Editor: Direct-dial line:
Special reporters:
Name Topic Direct-Dial Line
__________________________ ________________________ _______________
__________________________ ________________________ _______________
__________________________ ________________________ _______________
__________________________ ________________________ _______________
__________________________ ________________________ _______________
News story length preferred:
Station uses the following:
Written news releases
Slides
Mount types: glass only plastic cardboard
Broadcast-quality audiocassette news releases
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Meeting the Needs of Broadcast Journalists, continued
Video news releases
Satellite media tours
Live reports by telephone
Local news only
National news only
Both
News story types preferred:
Avoid contacting this station at deadline times unless you have major, breaking news.
Day Name of Show Lead Time Needed Deadline
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
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checklistlive appearance checklistLive appearances on talk shows can be highly valuable publicity tools. Contact the talent booker
for a talk show well in advance of the air date and explain why your spokesperson will be of
interest to the station’s audience and how he or she fits into the show’s format. Follow up with
a tip sheet, much like a press conference invitation. Then use this checklist to prepare your
spokesperson for media success.
Date:
Topic:
Appearance on single show
Appearance on multiple shows
Date Time Show Date Time Show
Spokesperson:
Objective:
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Live Appearance Checklist, continued
Anecdotes, examples, figures and facts your speaker can use to make the story come alive:
Key points you want your spokesperson to cover in an interview:
Does this person have a history of being a good “live” speaker?
Has your speaker practiced giving short, 10-to-15-second answers to interview questions on these
topics: Yes No
Does your spokesperson speak too fast or too slowly?
Too fast Too slowly Just right
Does your talk show host or hostess want written questions submitted in advance? Do you know the
required format? Yes, fill in below No
6.
7.
8.
9.
10.
11.
12.
13.
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Live Appearance Checklist, continued
14.
15.
Is the spokesperson likely to encounter hostile, aggressive or rapid-fire questions?
Yes. Practice sessions will be needed to formulate answers to anticipated questions and
develop poise.
No, because
Does the spokesperson have a monotone voice?
Yes. Practice sessions will be needed to get him or her to vary tone
No.
Speaker’s other rough spots that can be polished with practice:
If you want a product credit on the show, have you discussed this with the station in advance?
Yes No
Does your speaker know how to dress for television success?
Yes No, go over the following material
• Wear medium tones
• Avoid clothing with stripes and bold checks
• Choose an ivory, ecru or pastel shirt or blouse instead of white, which glares
• All jewelry must be non-reflective
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Live Appearance Checklist, continued
If your spokesperson has not appeared on the air before, have you briefed him or her about
each of the following?
Hand signals from the studio crew
The range of any fixed microphones and how to position himself or herself
Assuming all mikes are live
Toning down gestures and moving more slowly than usual
Looking at interviewer unless he or she wants to address the audience directly
Getting comfortable with the earphone used on a satellite media tour before the tour starts
How to use teleprompters
ACCE National Chamber Image Campaign: Public Relations Toolkit
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protectingyourself and the chamberProtecting Yourself and the Chamber
To do a good job in PR, you must keep a high profile and you may have to defend your work
months or years after you finish a project. A few simple procedures can help you protect yourself
from unwarranted criticism. Copy this worksheet to keep a record for every project you do and if
a problem arises, you’ll have a written record to fall back on.
Date:
Project:
1. Do you really believe there’s a newsworthy story here?
Yes
No, explain why you’re doing this project even though you don’t believe it’s newsworthy.
Have you tried to develop another peg that’s more newsworthy?
Yes, results.
No, explain.
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Protecting Yourself and the Chamber, continued
2. The information in the PR material comes from
My notes are attached
My notes are filed under
Source memos are attached
Source memos are filed under
3. Make a list of the interviews and conversations on which you based this PR, and where your notes
and confirming memos are filed.
Date Interview With Follow-up Memo Follow-up Notes Sent Memo Filed Filed
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Protecting Yourself and the Chamber, continued
4. Make a list of the approvals you got for this publicity from others in your organization, what format
those approvals took (memos, initials, and so on) and where you filed those approvals.
Date From For Format Filed
5. Make a list of the quotes you used in this material and how you verified those quotes for accuracy.
Type of Date Person Quoted Verified Verification Filed
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criseshandling communicationsHandling Communications Crises
(reprinted in part from ACCE Chamber Executive magazine, Vol 32 No. 3 May-June 2005 issue)
Most interactions with reporters are of a garden variety: answering basic questions about
ongoing activities and promoting initiatives. You should making any of these dealings adversarial
or even potentially damaging – the press is doing its job of reporting on your work, and it’s in
your best interest to help them do it. However, genuine crises – situations that can seriously
damage an executive’s or chamber’s image if not handled correctly – require executives to
develop thoughtful strategies and employ sophisticated plans.
The first rule of crisis communications is to prepare. If your chamber is to weather the storm,
your staff must have a crisis communications plan ready to pull off the shelf. As the old
planner’s adage goes: Once you hear the thunder, it’s too late to build the ark.
If you have or retain a public relations expert, they should devise the plan, and you as the execu-
tive must sign off on it prior to any crisis. You must not waste valuable minutes debating who
should grab the fire hose when the building is metaphorically on fire. Your plan should include:
• Assessment criteria to determine how much damage has occurred and the nature of your
response
• A list of crisis communications team members who will coordinate responses
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crises• Procedures for communicating with your most important constituencies: your chamber’s board,
members, and employees. Even if not all these groups are directly involved in the crisis, it is vital to
keep them informed.
• Guidelines for who should talk to the media. Often the spokesperson will be you, but additional
experts can be helpful in a crisis and convey transparency in a chamber at a critical time.
At smaller organizations, every person can play a role in dealing with a communications crisis, so all
staff need to be briefed on their role, from receptionist and staff who answer phones or interact with
outsiders to board and top executives.
Once a crisis hits, the first challenge is to assess the potential damage, since no two disasters are alike.
Communications crises tend to fall in three broad categories that require a variety of different responses:
systemic, image, and adversarial.
Systemic crises
These crises relate to the operations of your chamber or community – a natural disaster, employee lay-
offs, or a problem in programs and services you offer. Often these crises are caused by circumstances
that are either beyond your control or difficult to anticipate. When handling a systemic crisis, make sure
your chamber follows these steps:
Disseminate the exact same information over and over—and do so quickly, accurately, and broadly.
Too often, a natural fear of the media combined with some kind of unexpected event leads people to
curl up into a fetal position under a desk. Resist the urge to recoil. Even if you have nothing new to re-
port, offering interviews in the midst of a crisis feeds the media beast and calms members, your board,
employees, the public, and other stakeholders.
Concentrate on the victims. In some crises, people are hurt or even killed. Focusing on anything else
makes your chamber look cold-hearted. You may have noticed that no matter how many times major
companies get caught in deadly industrial accidents, they still kick into self-defense mode when the TV
cameras turn on. This is a mistake. Sympathy, practical assistance, or even just a shoulder to cry on is
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what the public wants to see. No major organization ever lost in court simply by saying, “I’m sorry for
your loss… how can I help?”
Coordinate all messengers behind the same message. If you are not the only person authorized to
speak in a crisis, make sure everyone sings from the same song book. Divergent messages reveal a lack
of coordination inside your chamber and saps public confidence. An extreme example occurred during
the 2002 sniper attacks in Washington, DC. Various law enforcement personnel spoke to the media
and sometimes offered views that conflicted with those of the officials in charge of the investigation. The
result was additional panic and reduced confidence in the police’s ability to catch the killers.
Use all available means to disseminate information. In a systemic crisis, use anything that spreads
the word: print and broadcast media; e-mail and websites; the town crier, smoke signals, and tom-tom
drums. Again, your goal is to get out as much information as possible as quickly as possible.
The business leaders of Galesburg, Ill., faced a systemic crisis during a four-year period. The city of
30,000 experienced a string of closures, and factory downsizing the resulted in the loss of 4,200
manufacturing jobs. Over time, because community leaders concentrated on their own stories and
never got together to reaffirm their commitment to a core message of community survival, the message
fell apart. The media played a huge role in the disintegration, but it was the fault of the community
leaders because they did not stay on target and evolve their message.
Image crises These crises can grow out of systemic crises if you’re not careful. An image crisis is an attack on the
character of a prominent figure or organization, usually involving allegations that the person or entity
has done something wrong. The catch-all words “misdeed” and “wrongdoing” are nets that can encom-
pass violations of law or institutional rules, sexual misconduct, financial mismanagement, and outright
mistakes from general lack of judgment. At the heart of it, an image crisis raises questions of honesty
and public trust; it has the potential to be professionally deadly to a leader.
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The most famous example was the Exxon Valdez oil spill in Alaska, which began as a simple but colos-
sal tanker accident. Instead of taking the lead in the public defense of the company, Exxon’s chairman,
Lawrence Rawl, sent underlings to Alaska, implying that Exxon didn’t take the disaster seriously. The
spill eventually cost billions, including punitive fines for corporate irresponsibility.
In public relations, losing control of the situation can happen in an instant. When facing a serious im-
age crisis, executives should seek out public relations professionals’ advice to guide them. Remarkably,
despite the rich history of case studies demonstrating what not to do, many officials who face an image
crisis still rely on their own instincts, family members’ advice, or, worse, their lawyers. Too often they
overlook the fact that the cardinal rule of any image crisis is this: Practice full disclosure. No prominent
person or organization ever got out of a scandal by hiding from the media. For many, reluctance to talk
or lying led to their doom by extending the life of the story or inflating its importance.
Adversarial crises
When leaders or organizations find themselves in an image crisis, the vultures may begin circling and
an adversarial crisis can develop. In such a crisis, opponents try to collect damaging information and
release it when most damaging to you, the principle. The ideal way to handle an adversarial crisis is
with a strategy that puts you ahead of the story. If you’re pretty sure that information is going to be
leaked, it’s best for your organization to release it immediately rather than let others divulge it.
One effective way of gaining an advantage over your opponent in an adversarial square-off is to discover
what your opponent’s main points and diffuse their arguments by intelligent use of language. Likewise,
instead of waiting for the story to break, follow a strategy designed to blunt anticipated criticism by set-
ting up an independent committee to investigate the allegations directed at the individuals responsible
for the wrongdoing, or implementing policies to prevent such occurrences from happening again.
Parting advice on success with the press
Recognize that as your chamber’s leader, you play a central role in managing media-related problems.
If an issue is big enough, reorganize your decision-making team or bring on outside experts to help you
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address the substance of your problem, the media relations aspects, or both. It may annoy you that
pesky reporters can bring about such a reallocation of personnel and resources, but the results are often
worth it while the alternatives are not.
Finally, listen to the advisers in your public relations department or the experts you may contract with.
Even if the issues you face have policy or legal implications, your policy people and lawyer are not
experts at dealing with the media. You wouldn’t walk into a courtroom with your PR person as your
defense attorney. Don’t walk into the court of public opinion with a lawyer at your side.
When you consider the awesome role the media can play in determining your chamber’s image, it only
makes sense to tackle sticky press problems aggressively. The right strategy will result in better relation-
ships with reporters and a better reputation for your chamber and you.
7 55
eventsspecial eventsSpecial events target desired publics and bring people from outside your circle to the inside
of your organization. They may take the form of networking events, community forums, press
conferences, business presentations, golf tournaments or annual meetings. Today, they may also
involve online applications, such as Web casts and teleconferences.
For chambers, they have often become fundraisers and have become a mainstay because board
members are typically more comfortable selling a ticket than asking for a contribution.
Special events work against three objectives. They are:
• Visibility – within the right, target market and/or for education
• Cultivation – to create increased understanding and/or engage volunteers
• Funding – to align the chamber with new and existing sources of revenue
New networking trends indicate that less may be more when it comes to the effort it takes to
create successful events. Special events, although memorable, take a lot out of the organization
as well as significant allocations of time, resources and volunteer effort.
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Planning for Special Events
Special events target desired publics and bring people from outside your circle to the inside of your
organization. They may take the form of networking events, community forums, press conferences,
business presentations, golf tournaments or annual meetings. Today, they may also involve online ap-
plications, such as Web casts and teleconferences.
For chambers, they have often become fundraisers and have become a mainstay because board mem-
bers are typically more comfortable selling a ticket than asking for a contribution.
Special events work against three objectives. They are:
• Visibility – within the right, target market and/or for education
• Cultivation – to create increased understanding and/or engage volunteers
• Funding – to align the chamber with new and existing sources of revenue
New networking trends indicate that less may be more when it comes to the effort it takes to create
successful events. Special events, although memorable, take a lot out of the organization as well as
significant allocations of time, resources and volunteer effort.
Proclamations as a PR/Media Relations Tool
A proclamation is an official designation of an event, and can be used to commemorate any occasion or
recognize key leaders. It includes several key facts, beginning with the word “Whereas,” to support the
designation.
A proclamation is an effective tool for gaining public recognition of your events because it is visual
and carries the full support of a key government official in your State or community. Governors, county
executives, mayors, state legislators, municipalities, counties, cities, or towns can issue proclamations.
Contact a member of the appropriate communications office to identify the steps you need to take to get
a proclamation issued.
There are several steps you can take to publicize your proclamation. If the signing takes place at a news
conference, distribute printed copies to reporters. Have the proclamation photo-enlarged to poster size
7 57
for display at the news conference and, afterwards, post it in a prominent public place. Send copies of
your proclamations to local newspapers. As with any media piece, demonstrate its importance to the
media audience by including local statistics.
Following Up Press Conferences and Special Events
Unless you have major, breaking news, some journalists may not be able to attend your media event.
But they may cover it anyway, if you follow up the event or conference with solid, newsworthy material
they can use to product a story. Use this checklist to help you follow up for maximum media coverage
after a media event.
1. Write a 7- to 15-second summary of the news announced at your event.
2. Call reporters who did not attend to brief them with this summary. Let them know that your media
kit or other material is on the way and when it will arrive. Ask them if that’s soon enough; if it is
not, arrange to get the material there sooner.
3. Include photographs in your follow-up materials whenever possible.
4. If you’re calling radio news directors, ask if they want to run a voice-level test first. If they agree,
they will record your statement for possible use on the air.
5. Ask them if there is anything else they need from you.
6. Never mention how many journalists attended the event. Even if nobody covered it, you must be
positive and refer to the newsworthy information. There have been media events that no journalist
attended, but they still received coverage as a result of good follow-up work by publicists.
7. Send your media kit to every reporter who did not attend your event. Use a messenger service to
meet deadlines if necessary.
8. Write a one- to two-page news release based on what your speakers said and include it with your
media kit.
9. Have the telephone number on your media invitation staffed during the event. Check in after the
event to see if any journalists called for information. If they did, get it to them immediately.
10. If you have the budget, record our media event on broadcast-quality video or audiotape and send
it to broadcasters who couldn’t cover the event in person.
11. Even better, have your tape edited into a video news release or the equivalent for radio, and send
that instead. But be certain you can make journalists’ deadlines. Journalists who did not attend
will be less likely to run your story if competitors who attended have already covered it.
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evaluationmeasurement and evaluationArmed with the research and resources provided through the ACCE National Chamber Image
Campaign, you will be in position to more effectively reinforce top-of-mind awareness of your
chamber, increase member and community understanding of the chamber’s role and value, and
improve the image and perceptions of the chamber.
There are many ways chambers can measure and evaluate the success of a PR campaign aside
from standard methods involving tracking through market research, equivalency in advertis-
ing rates and circulation, viewership and listenership. Some are lower in cost. Some are more
perceptual than finite. But they all can be used to guide your communications program and
measure the infusion of the new chamber image.
Some of the opportunities to track message delivery and evaluate feedback cost nothing
and are as follows:
News coverage
• Change in the number of meetings with news reporters
• Change in the number of chamber feature stories
• Change in the number of key message uses
• Change in the number of times chamber expert is quoted
• Change in the number of opportunities for Op/Eds
• Change in the number of television vs. radio vs. newspaper stories
7 59
evaluation• Comparison to the editorial share-of-voice received by competitive organizations
• Increase in the number of positive stories and mentions vs. controversial stories
• Increase in the use of photos to enhance the chamber’s market visibility
Contacts/Visibility/Outreach
• Increase in number of personal membership contacts
• Increase in attendance at events and conversations containing key messages
• Increase in number of speaking opportunities and numbers of attendees
• Increase in the requests or mail-out of literature with key messages
• Increase in the number of committees and participation in those committees that support
key message areas
• Increase in outreach opportunities for information through sponsorship & bartering
• Increase in requests for chamber executives participation – “seat at the table” – as a center
of influence in the community
Awareness surveys
• Online or faxed survey of members to identify changes in awareness of chamber image and key
messages as well as changes in perceptions of performance
• Online or faxed survey using available business & community lists
• Comment cards at events
Sometimes, it is just anecdotal feedback on elevators, at meetings or attending receptions that
lets you know the target audience knows more, sees more and is more interested.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
National Chamber Image Campaign Committee Members 2002-2006Richard “Dick” Blouse, CCE, President and CEO, Detroit (MI) Regional Chamber
* Tammy J. Carnrike, CCE, Executive Vice President, Detroit (MI) Regional Chamber
James A. Chavez, President and CEO, Clarksville (TN) /Montgomery County Chamber of Commerce
Daniel “Dan” C. Colantone, CCE, President, Greater Akron (OH) Chamber of Commerce
Tamara Door, CCE, President and CEO, Downtown Denver (CO) Partnership, Inc.
Kim Doran, CEO, Quixote Group (NC)
Sherrie Gilchrist, President and CEO, Chattanooga (TN) African American Chamber of Commerce
Russell “Rusty” Hammer, President and CEO, Los Angeles (CA) Area Chamber of Commerce
Rex K. Hammond, CCE, President and CEO, Lynchburg (VA) Regional Chamber of Commerce
* Stephen “Steve” Higdon, Former President and CEO, Greater Louisville (KY), Inc.
Douglas S. Kinsinger, CCE, President and CEO, Greater Topeka (KS) Chamber of Commerce
Steve Leahy, CCE, President and CEO, Greater Seattle (WA) Chamber of Commerce
Chuck Mattina, President and COO, Quixote Group (NC)
John S. Myrland, CCE, Former President, Greater Indianapolis (IN) Chamber of Commerce
Nancy Myrland, President, Myrland Marketing, Inc. (IN)
Joseph F. Reagan, President and CEO, Greater Louisville (KY) Inc. – The Metro Chamber of Commerce
Jennifer A. Schmiel, Vice President, Membership and Marketing, Nashville (TN) Chamber of Commerce
Blair Stanford, Group Vice President, Communications, Charlotte (NC) Chamber of Commerce
Gary Toebben, CCE, President, Northern Kentucky Chamber of Commerce
* Michael “Mike” Varney, Former Vice President, Marketing, Las Vegas (NV) Chamber of Commerce
Floyd Warner, President, Pennsylvania Chamber of Business and Industry
* Perry E. Webb, CCE, President and CEO, Springdale (AR) Chamber of Commerce
* Former committee chairmen
campaigncommittee members
7 61
appendixcommittee members Sample PR Kit
Recommended Guidelines for News Release Format
The most important thing to remember in writing a news release is that you are conveying information
in a way that will help a journalist write about the story – so, your real initial goal is to engage the inter-
est of the news editor or broadcast journalist.
How to create a Press Release
A press release, one to two pages in length, provides complete information the media can use to write
a story on your event, announcement or activity. The general format for a press release includes an
introductory paragraph providing the “who, what, when, where, and why” of an event; in other words,
all of the essential information. The next one or two paragraphs contain supporting information. Quotes
by key local leaders or individuals involved can make this information more lively and interesting. The
final paragraph generally describes the chamber’s rationale and/or info about sponsoring organizations.
When issuing your press release, use printed letterhead. Mark the end of each page with “more” and
the end of each release with “-30-“, “-end-“ or “###.” Press releases are delivered to the media the
day of your events, announcement or activity.
Appendix A
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ACCE National Chamber Image Campaign: Public Relations Toolkit
For example, the following format outlines the flow of a news release.
FOR IMMEDIATE RELEASE: CONTACT: Contact Person Company Name Voice Phone Number Email Address
<HEADLINE> This is one of the most important components of the press release as this needs to
“grab the attention” of the editor. It should be in bold type and a font that is larger than the body text.
Preferred type fonts - Arial, Times New Roman, Verdana.
<City>, <State>, <Date> - Your first paragraph of the release should be written in a clear and con-
cise manner. It needs to contain information that will “entice” the editor. Your story must be newsworthy
and factual; don’t make it a sales pitch or it will end up in the trash.
Your text should include pertinent information about your chamber, program, service or event. If writing
about a program, make sure to include details on when it will be available and the cost. If you’re writing
about an event, be sure to include the date, location of the event and any other pertinent information.
Answer the questions “who”, “what”, “when”, “where”, “why” and “how”.
You should include a quote from someone that is a credible source, include their title or position with
the company, and why they are considered a credible source. Always include information on any
awards they have won, articles they’ve published or interviews they have given.
ABOUT <CHAMBER> - This is a boilerplate paragraph which is helpful for quickly conveying the
essence of your positioning. Use it as part of the closing paragraph in a news release, in brochures, on
your website, and in other materials distributed to the public. Include a brief description of your cham-
ber along with the programs and services it provides.
- end -
If your release is longer than one page, type “MORE” at the bottom of the first page.
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Sample News Release with Key Messages
FOR IMMEDIATE RELEASE: CONTACT: John Smith Anytown Chamber of Commerce Phone Email
NEW STUDY RANKS ANYTOWN AS A HIGH PERFORMING CITY
Anytown – Anytown is one of the nation’s top performing communities, according to an independent
study of comparable cities commissioned by the Anytown Chamber of Commerce. The study showed
Anytown ranking higher than Town A, Town B, and Town C in quality of life criteria that includes public
education, economic opportunity and healthcare availability, among others.
“For years, Anytown has focused on issues that really matter to our businesses, our economic future
and our quality of life, thanks to a unique public/private collaboration between Anytown city officials
and our Anytown Chamber of Commerce,” said Jane Doe, Anytown Chamber of Commerce president
and CEO.
“As an advocate for our members, we knew it was important to connect them directly to high priority
community issues. Forming a group of involved leaders from top companies, we began efforts focused
on becoming a high performing city five years ago. Committees worked with city managers to identify
key issues and potential solutions. We then continued the collaboration as we planned our approach
and developed programs to leverage the talent and resources of area businesses. Our goal was and is to
create a climate of growth and success for all.
Anytown ranked XXX compared to Town A, B, and C. Communities ranking above Anytown were Town
D, E and F.
- MORE -
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Sample News Release with Key Messages, continued
“While Town D, E and F enjoy certain advantages, our focus is to develop and maintain Anytown as a
high performing community long term,” said Doe. “That means we need solutions that last as well as
the involvement of our best and brightest. This survey confirms that our course is well set, our people
are ready, and the program will deliver.”
About Anytown Chamber of Commerce:
Founded in _______, Anytown Chamber of Commerce is the community’s leading advocate and cham-
pion for business. Its primary objective is to create a climate of growth and success in our community.
The Anytown Chamber provides leadership programs and opportunities as well as volunteer programs
and business-building initiatives that focus on the critical priorities of the community. By leveraging the
support, talent, and resources of its diverse businesses and members, the Anytown Chamber is one of
the leading organizations helping to improve the economic vitality and quality of life for everyone.
-end-
7 65
Sample Backgrounder
A backgrounder provides context for understanding an issue, an action or the history of an organiza-
tion. Backgrounders tend to be “evergreen” or “timeless” documents, and as such, are longer and
cover historic actions or points of view, versus brief highlights and facts that are timely, time-driven, or
time-specific news. The following backgrounder might be used after the action, and provides context for
understanding the chamber strategy outlined in the previous news release.
Anytown Chamber of Commerce Focuses on the Community’s Future
In late ____ (year), the Greater Anytown Chamber of Commerce launched an initiative to focus the tal-
ent and resources of the chamber and its members to develop a plan for the community’s growth. As
the primary advocate for its member businesses, the goal of the chamber initiative was to connect the
business leaders directly to high priority community issues.
Made up of involved leaders from top companies, chamber committees began efforts to identify barriers
and discover solutions to issues that impeded the community’s perception and rank as a high perform-
ing city. Chamber committees worked side-by-side city managers. The collaboration continued as the
chamber planned its approach and developed programs to leverage the talent and resources of area
businesses. The goal was create a climate of growth and success for all.
Impetus for the initiative was based on a survey of community rankings conducted by _____________
(official organization). Anytown ranked XXX compared to Town A, B, and C. Communities ranking
above Anytown were Town D, E and F
- MORE -
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Sample Backgrounder, continued
About Anytown Chamber of Commerce:
Founded in _______, Anytown Chamber of Commerce is the community’s leading advocate and cham-
pion for business. Its primary objective is to create a climate of growth and success in our community.
The Anytown Chamber provides leadership programs and opportunities as well as volunteer programs
and business-building initiatives that focus on the critical priorities of the community. By leveraging the
support, talent, and resources of its diverse businesses and members, the Anytown Chamber is one of
the leading organizations helping to improve the economic vitality and quality of life for everyone.
-end-
7 67
Other Media Materials & Formats
Media advisory
Media are more responsive to requests for coverage space or airtime when they receive information
about a local issue and receive it in a ready-to-use format and style. A media advisory alerts the media
to your upcoming event or activity, providing just enough information to encourage reporters to cover
the event.
An advisory includes only the highlights of your event in outline form: who, what, where, when, why,
contact information, and interview opportunities. When selecting a contact person, remember that
this individual must be available to take calls in advance and on the day of the event. Include a short
paragraph giving a minimum of helpful background information. Lead off your media advisory, as well
as other information you submit to media, with a short informative or catchy title to draw attention to
your message.
The intent is to get the reporter to cover your event or activity. Send the advisory a week in advance
of your event so reporters can schedule coverage.
Editor, reporter, broadcast news or talk show producer pitch letter
A personal approach can make all the difference in getting media coverage for your event or activity.
A pitch letter is an effective way to engage targeted editors/reporters at the media and garner media
coverage. More informal than a press release and more substantial than a media advisory, the pitch
letter gives a reporter both a story idea and information needed to get started.
Your pitch letter should include a brief description of your event or activity and key facts underlining its
importance to your community. Include a contact name and telephone number to make it easy for the
reporter to get more information.
Send pitch letters a week in advance of your event. Consider making a follow-up call the next day to be
sure the reporter received your information and to encourage coverage.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Sample Bio
Bios are essential blocks in building a successful public relations program. They should be prepared for
all key chamber staff and board members, and are invaluable as resource documents for media rela-
tions, spokesperson information, and Website development. Here is a sample format:
Chamber Biography
Name
Title
Jane Doe is _________ (title) for the Anytown Chamber of Commerce. In her role, Doe is responsible
for _________________________ (specific activities) to enhance the chamber’s position in improving
economic opportunities, advocating for its member businesses, connecting business leaders to impor-
tant community issues and building a stronger community.
Doe’s work involves ________________ (specifics) and she plays a key role in managing ____________
______ (specifics) with responsibility for generating ______________ (specifics).
Doe’s background is steeped in ________________ (specifics) which provide vision, expertise and sup-
port to ensure ____________(specific deliverables).
Prior to joining the Anytown Chamber of Commerce, Doe served as ______________ (former employ-
ment) between ________ and ________ (time period) during which time she ________________
(achievements).
Currently, Doe serves on ___________(boards and professional associations). With degrees and cer-
tifications in ___________ and __________, Doe is a graduate of ____________________(sources of
professional degrees and certifications).
- MORE -
7 69
Sample Bio, continued
About Anytown Chamber of Commerce:
Founded in _______, Anytown Chamber of Commerce is the community’s leading advocate and cham-
pion for business. Its primary objective is to create a climate of growth and success in our community.
The Anytown Chamber provides leadership programs and opportunities as well as volunteer programs
and business-building initiatives that focus on the critical priorities of the community. By leveraging the
support, talent, and resources of its diverse businesses and members, the Anytown Chamber is one of
the leading organizations helping to improve the economic vitality and quality of life for everyone.
-end-
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ACCE National Chamber Image Campaign: Public Relations Toolkit
Sample Fact Sheet
A fact sheet is a simple “facts at a glance” sheet that gives a journalist or reader all pertinent
background and contact information. Included in a fact sheet would be:
• Chamber Name
• Chamber President/Executive Director
• Chamber Address, Phone, and Website
• Chamber Geographic Area
• Chamber Executive Committee
• Chamber Board of Directors
• Chamber Mission
• Chamber Vision
• Chamber Program of Work (Key Chamber Focus Areas & Initiatives)
• For More Information Contact
7 71
appendixAppendix BFrequently Asked Questions about the Campaign
GENERAL
What is the National Chamber Image Campaign?
The Campaign is a program that will provide tools, research, messages, ads, training, and recognition
to ACCE member chambers of commerce so that they can better communicate their value to both
businesses and the community at large.
Why did ACCE create the National Chamber Image Campaign?
The National Chamber Image Campaign began as an ambitious action item in ACCE’s 2002-2005
Strategic Plan. In 2006, after a $120,000 investment and countless hours of volunteer leadership,
ACCE members have access to a full-fledged, comprehensive set of tools and the chamber profession
has, for the first time, the beginnings of a grassroots campaign to raise the chamber’s brand awareness
within the business community.
How did ACCE create the National Chamber Image Campaign?
ACCE hired The Quixote Group, LLC, a marketing strategy firm located in Greensboro, North Carolina.
Together with this firm, ACCE staff and many volunteers worked together to explore member needs,
research the brand, and prepare materials that would enable chambers to better communicate their
value. Volunteers included representative small, medium, large, and state chambers of commerce
from communities across the country.
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ACCE National Chamber Image Campaign: Public Relations Toolkit
What are the desired outcomes of the National Chamber Image Campaign?
• Improved levels of understanding of the work chambers do based on a clearly articulated
and differentiated market positioning
• Increased levels of relevance and perceived value
• Availability of quality marketing materials and strategies at a fraction of what it would cost
to create these materials locally
• Clarity of the marketing message
• Indirect support of chamber membership recruitment and retention efforts
• Support for the leadership value of chamber membership and involvement
• Increased marketing presence in cities and communities across the country to raise the overall
awareness of the role of the chamber of commerce.
What Campaign materials do I get as part of my ACCE membership?
First and foremost, ACCE members receive a $25,000 + value in the Message Infusion Toolkit,
available free of charge to all members:
• Custom national chamber brand research results
• Key brand messages
• Tagline
• Message infusion worksheets
• Samples of chamber communications and marketing materials
In the Public Relations Toolkit, members receive a $5,000 + value in public relations materials and
training, at no additional charge.
In addition, our research shows that ACCE members who buy the Advertising Toolkit receive an
estimated value of $10 for every $1 invested in the Toolkit.
Members also have access to training opportunities in DIALogue teleseminars and the annual conven-
tion, as well as dozens of samples and case studies demonstrating superior chamber communications
and marketing, available on ACCE’s website. In 2007 members will also have an opportunity to earn
national recognition for their communications and marketing materials, both in the existing Award for
Communications Excellence (ACE) program as well as the soon-to-be-launched Chamber of the Year
competition.
7 73
My Chamber of Commerce is not called “chamber of commerce.” Can I adapt or use the National
Chamber Image Campaign materials?
Yes. If the key messages apply to your organization, use them. The key messages will not apply to all
chambers of commerce, so choose those that do. The advertising and public relations portions of the
Campaign materials are customizable – simply replace “Chamber of Commerce” with the name you’ve
adopted, such as “Business Council” or “Partnership”.
Do you have training materials I can use to introduce the concept of the Campaign to my staff
and/or volunteers?
Yes. We realize that truly infusing the Campaign messaging into your existing communications will take
some buy-in and training. Please visit acce.org/image to download some “train the trainer” materials.
Can state (or regional) chambers of commerce participate in the National Chamber Image Campaign?
Yes. The campaign was designed to be useful for local, state, and regional chambers of commerce, and
materials are trademarked but available to all ACCE members.
MESSAGING
Small businesses and large businesses find different values in membership with chambers
of commerce. Does the Campaign address that?
Key messages don’t change – value propositions change. It’s how you demonstrate value that matters.
You tailor your value – in advocacy for a small business – perhaps on a more local level such as sign
ordinance for a large company. The ROI messages on the worksheets are probably going to resonate
more with small business; the larger chambers probably prefer the community aspects. Emphasize
activities like “networking” for small business.
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National Chamber Image Campaign: Message Infusion
Information in this booklet is accurate at the time of publication and consistent with the principles
of good research and chamber management.
American Chamber of Commerce Executives
4875 Eisenhower Avenue, Suite 250
Alexandria, VA 22304
Phone: 703.998.0072
Fax: 703.212.9512
Email: [email protected]
ACCE’s mission is to enhance the professional effectiveness and personal well being of chamber
executives. The organizational vision is that ACCE be a visible, positive influence in the management
life of every chamber professional.
On behalf of the chamber profession, ACCE has invested in the research and creative work needed
to clearly define the “chamber of commerce” brand and its attributes, in order to support the two-fold
chamber mission to lead both businesses and communities. This effort is known as the National
Chamber Image Campaign.
ACCE member chambers of commerce in good standing may use the National Chamber Image Campaign
Toolkits free-of-charge and may purchase Campaign creative materials, such as print and broadcast
advertising, at a very significantly reduced cost.
This new member benefit will help chambers directly increase their levels of relevance and perceived
value with the members and communities they serve.
Terms and Conditions for Use
1. You must be an ACCE member chamber of commerce in good standing to use the Campaign
materials.
2. Downloading the Content does not transfer title to the Content, or any intellectual property
rights therein, from ACCE.
3. You may not redistribute or sell the content.
Usage of Leading Businesses. Leading Communities. TM
- You must be an ACCE member chamber of commerce in good standing to use the trademarked
phrase or logo.
- You must agree to follow the brand identity guidelines when using the phrase or logo.
Writers and Editors: Quixote Group, LLC; Catherine Lada; Christine Reider
The American Chamber of Commerce Executives (ACCE) has partnered with marketing consultants
Quixote Group, LLC, to bring members the most accurate and reliable branding and messaging resource
developed specifically for the chamber industry.
Copyright © 2006 by the American Chamber of Commerce Executives
Permission to reproduce or transmit in any form or by any means, electronic or mechanical, including photocopying
and recording or by an information, storage, and retrieval system, must be obtained in writing from ACCE at the
address or fax number listed above.
About the American Chamber of Commerce Executives
Established in 1914, ACCE is the only
national association servicing the professional
development needs of chamber professionals
throughout the United States and Canada.
Representing more than 7,300 individuals,
ACCE promotes the highest standards of
professional excellence and integrity within
the chamber profession.
American Chamber of Commerce Executives
4875 Eisenhower Avenue, Suite 250
Alexandria, VA 22304
Phone: 703.998.0072
Fax: 703.212.9512
Email: [email protected]