A reporter answers a pitch late Tuesday afternoon. They want to interview the CEO the next morning and speak with the customer whose results helped make the story worth pursuing.
Fantastic! This is exactly what the company wanted. It is also the point where everyone discovers whether they were actually ready for it.
Uh oh. The CEO is booked solid. No one actually asked the customer whether they were willing to speak. They have participated in press calls in the past, it was assumed they’d do it again. And some of the data the reporter will definitely ask about still needs approval. While people sort through calendars, permissions, and internal nerves, the reporter is still doing her job. She might already be calling someone else.
When a Reporter Responds, the Clock Starts
We have seen companies put weeks of work into getting a journalist’s attention, then act surprised when that journalist responds, wants information or an interview, and wants it fast. We say it often, but it is worth repeating: media interest runs on the reporter’s timetable. Your internal scheduling difficulties are not compelling to them.
Make Sure Your Media Spokespeople Are Actually Available
Spokesperson availability should be settled and locked down before pitching begins. Companies that understand the value and urgency of press requests expect executives to hold a few interview windows on their calendars each week during an active campaign. This applies to senior leadership, too. If the company wants coverage, the people being offered to the press have to make themselves available.
That sensible practice saves a PR team an inordinate amount of time coaxing executive assistants to find an opening to squeeze in a quick conversation. Sometimes the technical lead, product manager, or operations executive gives a better interview than the CEO. There should also be a backup for all spokespeople. They might be closer to the specific topic and have some novel insights.
Be Sure Customer References are Truly Ready
Customer participation also needs the same advance work, and we’d argue it deserves even more care. A customer presents a real-life example, the solid credibility that the company cannot give itself. They can explain what the problem looked like before the product or service came in, what the implementation actually required, what came up along the way, and whether the results lasted. That is where a story gets some unique color and heft.
But the customer has to know they are being offered as a source and how it benefits them. Their legal or communications team might need time to review the request; leadership might want to get involved. They could be perfectly happy with the company but still have no interest in speaking to a reporter. Finding that out after the journalist responds is just painful to everyone involved.
So, get permissions, set expectations, then prepare the customer, but don’t turn them into a second company spokesperson. Reporters will hear canned language immediately. The customer should understand the topic, review the facts, and know what questions could come up. Then let them speak like a customer.
Have the Data and Internal Approvals Fully Cleared
The numbers in the pitch need to be ready too. Where did they come from? How were they calculated? Does the customer agree with them and have the same data? Are there caveats that belong beside the headline result? A good reporter might ask for the methodology, not just the number.
Reporters remember and appreciate which companies follow through and the PR contacts who bring them informed sources, answer questions, and meet deadlines. They also remember the company that promised a customer who never appeared or an executive who could not find time.
A routine media request or, even more so, one based on proactive outreach should not trigger a panicked scavenger hunt through legal, marketing, product, and the executive suite. Getting the reporter’s attention is a great start. What happens next tells the reporter whether your company is worth calling again.