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Authors Don’t Forget To Mention The Title Of Your Book In Interviews

Authors know that broadcast interviews (radio and television) are a critical part of any book promotion campaign.  These interviews allow an author to reach many people who would not hear about a book in any other way.  The interviews help build both the author brand and the book identity.  Yet many authors make one common mistake in interviews – they forget to mention the title of their book.

The whole purpose of the interviews is to get the book name out to potential buyers and get them to purchase the book.  Yes, most interviewers will mention the title when introducing the author and sometimes at the conclusion of the interview.  But authors need to mention the title in some of their answers.  Rather many authors forget this and refer to the book as ‘it’ or ‘my book’.  Listeners and viewers who might have missed the opening of the segment have no idea what book the author is referring to in the interview.   Add to this that if the interviewer doesn’t mention the name of the book at the end of the interview, this part of the audience never learns the book’s name and the promotion was wasted.

At the same time, the author doesn’t want to answer every question by referring to the title of their book.  A good rule of thumb is that for most interviews, the author should refer to the title two times.

Broadcast interviews are essential for successful book promotion.  They reach far more potential buyers then a print interview.  That is why by avoiding a common mistake, authors can maximize on their potential – mention the book title.

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Tips For print Interviews

Here are some useful tips for print interviews.

  • Print interviews comprise of newspapers, magazines, and online news resources such as blogs.
  • Are typically done over the telephone or via email.
  • Unlike live radio interviews, if the interviewer stumbles or remembers something they want to add to the interview, they can go back to the answer.
  • Always make sure you have a clear phone line.
  • If you can’t hear a question ask them to repeat it.
  • In print and online interviews, the more that you provide the better as your answers will be edited. So the more information that you provide, the greater the chance you make it into the story.
  • Some print and online stories will be available the next day, some are for future stories that may not appear for several weeks or months.
  • Never ask the reporter or blogger to read back your answers to you.
  • Never demand to see the story beforehand.
  • Always record the interview.

How Authors Can Maximize BookExpo

It’s May and that means BookExpo is weeks away.  BookExpo is the most important publishing industry show in North America. If you are an author, want to be an author, or are even thinking about being an author.  BookExpo is an incredible way to see the publishing industry and make all connections. Representatives from every area of the industry – publishers, book cover designers, editors, distributors, foreign rights agents, literary agents, store book buyers, and media– will either be attending or exhibiting.  It is a chance for many authors to finally have that breakout moment with the media.

So how can an author maximize the BookExpo experience if they are exhibiting:

  1. Don’t cheap out. You’ve already spent tens of thousands (or millions) on your exhibit. Spend a few extra bucks and bring a public relations professional. Your sales team is there to meet buyers, partners and to sell, not handle media walk-bys, demos, interviews, social media posts and press room activities.
  2. Stick to your schedule. Reporters hate it when you decide to cancel or reschedule an interview at the last minute. They’ve already booked other appointments and you’ll risk losing the story. Don’t throw a hand grenade into a schedule that your PR team has spent weeks finalizing. Having a PR pro on-site will solve the inevitable sales meeting or customer drop-by conflicts that pop up.
  3. BYO. Don’t rely on the show’s registered media list; qualify and build your own. Show media lists are notoriously out of date and often incomplete because many Tier 1 media simply don’t pre-register. They decide to attend last-minute. Advance media calls, confirmations the week of the show and reconfirmations during the show will ensure you connect with the right reporters.
  4. Help media cut through the clutter. We’ve landed major national news stories by offering producers and reporters the opportunity to walk the show floor with a client who really ‘gets’ the category and can offer sound data, insights and opinions on what’s hot – and what’s not. Most trade shows are overwhelming, and the 24/7 news cycle makes them even more unmanageable for skinned up editorial staffs.
  5. Brand the press room. If you’re spending a small fortune on an exhibit, why neglect the place where most media gather even if they skip your booth? There are 1001 smart and not always costly ideas for establishing a branded presence in a press room – from supplying a masseur to massage tired feet to sponsoring coffee breaks, note pads or back packs.
  6. Stock the press room. Don’t count on media to find you. Even if it’s just a a humble jump drive, make sure your latest product info is available in the press room. No matter how old-fashioned it sounds – media still congregate in ‘their’ area to talk, post stories and get re-caffeinated, and they will scout out available materials. Even if they missed you on the show floor, there’s a good chance you can get your message in front of them.

Steps On Rebuilding United’s Brand

The past several days have been a public relations nightmare for United Airlines and it does not appear that things will be improving for the embattled airline and its CEO, Oscar Munoz in the near future.  The United saga began when Dr. David Dao was violently dragged off a Chicago, IL to Louisville, KY flight due to the flight being overbooked and room being needed for 4 flight crew.  The entire incident was filmed by other passengers with their smartphones.  Dr. Dao was so badly injured that he will need reconstructive surgery.  Compounding the damage was the tone deaf response from the airline, particularly its CEO, Oscar Munoz, to the incident.  Munoz originally praised United’s employees and blamed Dao for the incident.  After an international furor aroused, fueled on social media and late night television, Munoz apologized to Dao finally and made an appearance on Good Morning America that made him look anything but sincere.

Added to this debacle were fresh news stories of other passengers who had been threatened when United had overbooked flights, allegations that United Airlines was behind negative stories appearing in the media about Dao’s past, and reports that United was considering suing passengers who had recorded the Dao incident.  United is of course facing lawsuits.  The company’s market share has dropped by an estimated billion dollars.  United’s public image is in ruins.

Soon things will get even worse for United.  In the next few weeks, United will announce Munoz’s annual bonus that is expected to be $10 million or more.  The cause for the bonus is raising United’s short term profits.  How did Munoz achieve this? By having the airline sell more tickets for flights than they have seats (overbooking) and refusing to pay passengers enough to voluntarily give up their seats.  The core reasons that led to the crisis United is facing.

So what should United do to begin repairing its image?

  1. Announce that it is deferring Munoz’s bonus.  Or even better, have him announce he is rejecting it or donating it to charity.
  2. Announce that it will discontinue overbooking. Yes, the practice is legal and other airlines do it but this practice is now lethal for United.
  3. Munoz needs to do more interviews apologizing not only to Dao but all customers and announce what steps the airline is taking to assure better customer service.
  4. Announce a companywide customer service training program for all employees.
  5. Take out full page advertisements in leading newspapers across the nation apologizing and announcing again the steps the company is doing to improve the customer experience on all flights.

United needs to realize that the damage its reputation has suffered has been severe.  It isn’t fatal but the longer the company takes in moving forward with its crisis recovery program, the worse its reputation will be.

Crisis Management Lessons From United’s Debacle

United Airlines continues to generate bad publicity days after a man was violently dragged off a Chicago, IL to Louisville, KY flight due to the flight being overbooked and room being needed for 4 flight crew.  The entire incident was filmed by other passengers with their smartphones.  The man was bloodied as he was dragged on the floor from his seat.  Compounding the damage was the tone deaf response from the airline, particularly its CEO, Oscar Munoz,  to the incident.  The entire story provides several lessons that business leaders can learn from and apply during a crisis.

  1. The CEO of the company is the public face of the company and his or her words reflect on the entire company. Following the incident and the ensuing media coverage, United CEO Oscar Munoz issued a statement merely apologizing for any inconvenience passengers may have experienced but never addressing the specific incident nor apologizing to the passenger directly.  That statement alone was viewed as insensitive but then Munoz added to the media firestorm by sending a letter to United employees praising them for how they handled the situation and labeling the passenger as belligerent despite video contradicting this accusation.  Munoz’s statements became the public face of United Airlines and has drawn condemnation and ridicule from the media, the public, and Hollywood.  It has angered the Chinese market (the passenger was Chinese) which is United’s key growth market and driven down the airline’s stock by over a billion dollars.    Munoz came across as uncaring in his response and as a result all of United is now perceived that way.
  2. Apologies Matter (and how they are worded even more). What should have been a one day media story has now been spread across several days and counting, due to Munoz’s lack of apology.  If Munoz had offered a strong apology for what happened and condemned the actions, the media would be moving on by now.  Rather by failing to issue a strongly worded apology and blaming the passenger, Munoz has kept the story alive in the media causing more days of bad press for United.  His response has become a bigger story than the original incident and is overshadowing the original report.
  3. Everything can be recorded with a smartphone. Think of any television show (Chicago PD, Law & Order SVU, Chicago Justice, The Catch) where the police make an arrest or rough up a suspect and all of the bystanders are recording it with their phones. This isn’t just the stuff of Hollywood, it happens every day.  Part of the reason this story got the amount of play that it has (besides United’s poor crisis management) is that fellow passengers were able to video the entire incident with their smartphones.  The video images brought to life the episode in a powerful, emotional, and impactful way and created a readymade story for the media.  People often forget anytime an incident happens people begin recording with their smartphones.  Every occurence is now just not reported upon but has video accompanying it due to bystanders recording it.
  4. Social media drives narratives. This point cannot be stated enough.  Social media is driving this story with the hashtag being #NewUnitedAirlinesMottos (#NeedCrisisManagement should be United’s hashtag in this crisis). The result is the traditional media is reporting on the social media outrage.

United Airlines serves as a lesson on what not to do during a crisis.  Hopefully other companies will learn from United’s mistakes.

Is Your Brand Ready for A Social Media Crisis Based On Today’s Politics

Social media drives narratives.  That cannot be said enough.  Social media can also create a crisis where none existed.  Many brands are finding this out firsthand in the current politically charged and polarized environment.

Today’s consumers expect brands to tell a story and share their values including their political values.  Many brands have for years avoided taking stands on political issues and politicians as they knew such a stand would antagonize some consumers and cost them sales.  Yet more and more brands are finding that they can’t sidestep political issues.  Consumers are taking to social media demanding to know where a brand stands on an issue or political personality.  We have seen this just recently with consumers taking to social media to demand of brands where do they stand on FOX News Channel’s Bill O’Reilly and stories of sexual harassment.  This social media outrage has led numerous advertisers to pull their advertising from his show.

Very often brands are caught unprepared for the social media outrage that creates a crisis for them.  They need to be proactive, especially in this socially media driven world where a tweet on Twitter can be more powerful than the best devised public relations campaign and lead to numerous negative media stories.

What should companies do?

  1. Identify potential issues that consumers care about and might demand to know where the brand stands on the issue.
  2. Identify potential activists, antagonists, supporters, and media that would be involved in such a media crisis.
  3. Practice stimulations of a potential social media crisis driven by the brand’s stand on a particular issue.
  4. Respond at once when the crisis erupts.
  5. Engage on social media. Remember brands are all about engaging consumers on social media about various positive news items.  But too often, they fail to do that when a crisis hits.  That is a mistake.

A crisis can happen at any time.  In today’s polarized world social media often both creates and defines a crisis.  To survive such a crisis, a brand must be ready.

 

Why Staying True To Your Brand Story Is Critical During A Crisis

The other day, I wrote a crisis communications strategy for the Trump White House.  It was the conventional crisis communications strategy that would normally apply for any Administration facing the issues that President Trump confronts.  Yet in another sense, he doesn’t need a conventional crisis communications strategy and if he followed one it would actually do more harm than good.

What you say?  Look at all the negative media coverage the Trump Administration is earning.  It moves from one crisis to another (his press conference attacking the media was just the latest example).  That is true in the conventional sense.  Yet what we are forgetting is that Donald Trump’s presidency, just as his campaign is anything but conventional.

Throughout the 2016 presidential campaign, Donald Trump was discounted.  His attack against John McCain inferring that McCain was not a hero was supposed to doom his campaign yet his poll numbers increased.  Trump’s running feud with Megyn Kelly was going to be the end of the campaign, yet it reverberated in Trump’s favor.  There was no way he could win the Republican nomination with all of his verbal stumbles yet he emerged as the Republican nominee.  Hillary Clinton was a sure winner against Trump, conventional wisdom held.  The debates were viewed as a disaster and of course there was the infamous Access Hollywood tape.  Yet rather than bow to traditional crisis management, Trump doubled down attacking his enemies and never backing down.  On Election Night, he scored the greatest political upset since Harry Truman in 1948.

Trump’s success can be attributed to one thing more than anything else – his brand.  The public has known the Trump brand for decades.  It is flamboyant, never backs down and bucks conventional wisdom.  This is what voters bought into during the 2016 election – the Trump brand.  Voters believed in the brand and that Trump was not a regular politician.

For Trump now to follow a traditional crisis management response would go against that brand story that his voters bought into.  Based upon polls, Trump’s base is staying with him.  In many ways, Trump is like Phil Robertson of Duck Dynasty who apologized if his remarks offended anyone but never backed away from his remarks and the public rallied around him because it was consistent with his brand story.  For Trump to change is strategy and eschew to traditional crisis management steps would be to go against his brand story.

Brands watching Trump should realize that consumers buy into a brand’s identity during both good and bad times.  During a crisis, if a brand approaches a response not consistent with its identity it runs the risk of alienating its consumers and losing its unique identity.  Donald Trump understands that lesson and that is why we cannot expect to see traditional crisis management from him.