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PART I: GETTING STARTED WITH PUBLICITY > Chapter 2: Thinking Like a Publicity H... - Pg. 21

Thinking Like a Publicity Hound n 21 Chapter 2 Thinking Like a Publicity Hound uppose you're opening a new branch of your hardware store in Cactus Junction, Texas, population 2,500, 158 miles southwest of Dallas. Cash flow is one-way so far, and you've heard that publicity is the low-cost alternative to advertising, so you contact every newspa- per in Texas with your announcement, printed up in classy italic type at your local print shop. For good measure you throw in all the NBC, ABC, and CBS affiliate stations from El Paso to Texarkana, and National Public Radio in Austin. For a prosaic local store opening, does that sound to you like a wise expenditure of effort? Because I deliberately chose an extreme example, you're probably shaking your head. Effective publicity involves a match between your goals and the needs of the media. Without considering what you hope to achieve from publicity, you're unlikely to receive an optimal outcome. And, unless you take into account what the media wants to cover, you might as well have addressed your materials to a black hole. For the best outcome, begin your quest for publicity with a frank, dispassionate assessment of the results from which you would most benefit. S G ETTING C LEAR ON Y OUR G OALS Use the following checklist to zero in on your specific needs and wants. 1. Which of the following do you want most: credibility and prestige; customers, clients, donors, or attendees; or changed or opened minds? It's alright to want it all, but the long-range aim of N 21 n