About the authors:

Jerry Kathman, President & CEO of LPK (Libby Perszyk, Kathman, Inc.) and Ann Keeling, Principal of Cristofoli Keeling Marketing Communications Management Inc., & former Director of Public Relations for LPK, share their insights on the intrinsic value of public relations in the ascendancy of a design firm & beyond. Working together in recent years, they have created success stories through a long-term commitment to public relations as a strategic business differentiator.

Jerry Kathman is President & CEO of LPK (Libby Perszyk, Kathman, Inc.). LPK is an international design consultancy specializing in fully leveraged brand identity development and management for category-leading brands. The firm brings together a unique combination of strategic skills, creative disciplines, and cross-cultural perspectives to leverage a consistent brand image across media, geography and time.

As America's largest employee-owned brand identity firm, LPK has developed and managed brand identity franchises for some of the world's most successful brands including Microsoft, IBM, Pantene, Pampers, Olay, Valvoline, Quicken, Heinz and Hallmark.

Ann M. Keeling, Principal of Cristofoli-Keeling Marketing Communications Management, Inc. and former director of public relations at LPK (Libby-Perszyk-Kathman), began Cristofoli-Keeling Marketing Communications Management to serve LPK and a host of other primarily business-to-business clients.

Strategic Public Relations:
The Ultimate Return On Investment

By Jerry Kathman
& Ann Keeling

As design professionals we are continually challenged to create expressions that portray the character of a brand. We are strategic and deliberate in our work. We design against client objectives, considering the brand's attributes and market positioning, ultimately ensuring that at the culmination of the design process, the objectives are met. A similar process holds true in the marketing of a design firm.

We are trained to create for the client. Our creative product is what we hang our hat on. Why then do we often times neglect to market our own firm with that very creative product? Because we are consumed with the day-to-day demands of our work including personnel management, administration and keeping the client happy. In short, we're focused on running the business.

As a design firm takes on new clients and subsequently more employees, major business transitions associated with growth begin to occur: the work becomes more complex and requires more attention, the employees need more structure, office space becomes a concern. Suddenly design firm principals find themselves faced with issues never before dealt with. One of the most daunting issues becomes: How can we further ensure the future success of our firm? Enter public relations.

The most successful brands carefully plan and develop integrated marketing strategies that are implemented through a wide variety of mediums and communication channels, in many cases relying on public relations as a key brand building strategy. The strategy is so successful because public relations delivers messages in a "soft-sell" manner, through positioning. The goal of public relations is to change or establish a perception or an image.

The marketing of a design firm through public relations must be thought of in similar terms, first identifying objectives (what we want to achieve), identifying target audiences (who we want to reach), measurement (what success looks like), defining key messages (what we want to say) and a budget (what is realistic for our firm and what it will take to reach our goals). And perhaps the most challenging question of all: how are we going to make this work?

Defining Public Relations Objectives

Crafting design firm public relations objectives should be thought of in similar terms to developing objectives for a design project. Developing quantifiable, meaningful and realistic objectives requires careful thought and consideration, as these statements will lead the entire public relations effort, serving as checkpoints throughout the process to ensure that activities are strategically aligned.

Public relations objectives most often align with a design firm's overall business objectives. For example, if a design firm is focused on growing from a staff of 5 to a staff of 20 in three years, an aligned public relations objective would be focused on communicating the capabilities and design leadership of the firm to various constituencies including corporate (to reach the client or potential client) and peer firms as well as design schools (to reach potential creative talents). This communication objective aka "building awareness" would serve to influence the growth of the business.

The public relations objectives should be refined statements, each pertaining to specific goals as they relate to business growth through the vehicle of public relations. While the above example speaks to influencing the business growth, so should objectives be created that speak to other key business areas such as level and type of work desired, perception and image management of the firm, for example.

Identifying Target Audiences

When designing an annual report, the design team considers the target audiences, which are varied and consist of male and female internal and external audiences such as shareholders, employees and investment firms. Conversely, the target audience for the packaging of a skincare product might be much narrower: women ages 18 to 35. In either case the design work is created to appeal to the target audience(s). That's why it's critical at the inception of a public relations effort to carefully determine the market or target audiences to reach. For many design firms the target audiences are similar: corporate concerns (current and potential clients), peer groups (design firms, corporate design management), design schools or universities (potential hires), and the local business community (potential and current clients) and the local community at large.

What's the best way to these target audiences? That's where research and development of the media comes into play. There are media categories to reach every target audience: consumer, business, trade in print, broadcast and online. It's critical to research the profiles of media outlets to understand what audiences they reach, how they reach them, when they reach them and how extensive their level of reach is.

When deciphering what media outlets will be the best target, it's also important to be realistic. Will your firm be reported on in the Wall Street Journal the first time out? Doubtful unless your story is so compelling, so business related and you happen to have a great relationship with the right reporter. Even then, it's no sure thing. However, if it's a business objective to reach a high-level business audience, media outlets like the Wall Street Journal should be included on the media list, along with other business, trade and local media outlets.

Key Messages That Differentiate

Oftentimes key messages can be the most difficult area of definition for a design firm. We think we know who we are and what we do until we have to craft those thoughts into statements that can be used as a tool in the marketing of the firm. Key messages are crystallized statements that essentially help to differentiate your firm in a competitive marketplace.

In developing key messages, it is critical to objectively understand how to extrapolate the strengths of the firm in order to create capsulized and meaningful statements. Therefore, it's crucial to possess an in-depth understanding of the competitive marketplace and a somewhat objective point of view. Key messages are not ethereal, but real, discernable points that innately describe your firm's philosophies, business focus, service orientation and ultimately the benefit to the end-user, whether a business-to-business audience or the consumer.

To effectively communicate via public relations, three to five key messages should be developed. By reviewing these final, succinct communications statements, any reader should be able to discern what your firm is all about. The key messages will be implicit in all public relations communications.

Public Relations Tactical Planning

Tactical planning is the "how will we get there?" part of the process. Tactics or activities for a design firm are typically a mixture of simple tried-and-true ideas, meshed with higher-level directions and unique approaches to particular business segments.

Public relations is not just about press releases, although the press release is a key communication vehicle that much value is placed on. The press release is still the best way to disseminate news about new initiatives, especially when communicating to the trade (business-to-business).

Other media relations tactics that should be relied upon include well-crafted story pitches, development of "white papers," guest columns, media tours, invitation-only media events, and other creative activities. Public relations counsel should develop the tactical plan with your input.

Stepping Back & Looking Forward

It's important to work with your public relations professional to develop story pitches from an objective point of view. Story pitches targeted to a specific editor or reporter that are trend-related or relevant to today's business or consumer habits for example, will help to tell your story, as well as position your firm as expert. That's where objectivity comes into play. Just because you believe that a design initiative is strategic or compelling does not necessarily mean that the media will.

Several years ago LPK had designed a series of holiday labels for the Archway Cookie Company's line of holiday cookies. The design leveraged the history of Archway by utilizing Courier & Ives illustrations, with a postage stamp border, accented by rich jewel-tone colors for versioning. We saw a story in this packaging and so did The Wall Street Journal. By developing a strong story pitch on the relationship between the products we buy and the importance consumers place on the simplicity of earlier times and how packaging can evoke emotional responses that result in consumer purchase, The Wall Street Journal published a significant story that focused on LPK's work for Archway.

This story did not come easily, nor did it come within the first year of our public relations activities. LPK had invested in public relations consistently for 6-7 years with excellent successes, but this was the first time The Wall Street Journal had published a story on LPK. It was media coverage in other trade, local and national outlets that helped build the credibility LPK needed for a Wall Street Journal reporter to see that LPK was indeed a brand identity consultancy with a track record of working with some of the most important brands in the world.

Defining Success

Once you have aligned on objectives, key messages, target audiences and tactical planning, realistic success criteria or measurement should be paramount. Success criteria are simply points that define "what success looks like" as a result of the public relations efforts. If the public relations program is an ongoing, proactive one, it is recommended that success criteria be measured on an annual basis and adjusted as needed.

Public relations success should be measured against each objective. For example, as a result of the objective to influence the perceptions of corporate constituencies, realistic success criteria from a public relations perspective might be a heightened level of awareness resulting in the addition of 3-5 new clients annually. This measurement would be solely the result of the tactical implementation of the plan, based on the initial communications objective. If another objective is to heighten the overall awareness of the firm in the trade, the measurement might be securing 7-10 story placements in trade, local or national print or broadcast. Never should an objective be written without corresponding realistic measurement. The measurement ensures the success of the objective.

Ultimately success for most any design firm over time will culminate in a higher level of credibility amongst various constituencies.

Determining A Public Relations Budget

At the initial stages of public relations planning, it is essential to set a realistic budget, one that will not only work within the means of operating expenses, but more importantly, one that will adequately cover the tactical portion of the plan, ensuring the optimal situation for successful plan implementation. An outside resource, whether it's an agency or a consultant, will typically prepare a recommended budget for the plan. Of course, budgets are always flexible, realizing that by reducing the budget, the tactical activities and measurement will also be reduced.

An industry average for marketing spending is anywhere from 7 to 10% of gross billings, however public relations is typically a part of an integrated marketing program, therefore careful consideration should be taken when determining budget specifically for public relations activities.

Depending on your firm's situation, also decide whether you will pay a consultant or firm on a retainer basis, per project or per hour. With a long-term commitment to public relations, a monthly retainer may work well for budgeting purposes, since a retainer fee is the same each month, with only expenses as a variable. Consider compensating the outside firm or consultant on a project basis if a special project like a media tour occurs. Projects like this are time-consuming with a significant amount of media relations and general coordination. These types of projects would not typically be included within the confines of a monthly retainer situation.

Most firms will not set up an hourly fee relationship. However, if you work with an independent consultant, an hourly fee situation is typical. Be prepared in any case to commit to an annual budget for public relations.

Who Will Execute The Plan?

Execution of a public relations plan optimally happens when a firm has a solid person internally who can work with external counsel. It's critical that the internal connection be accessible, responsive and most of all in communication with the firm's principals and external counsel on a regular basis. Hiring someone to assume this capacity, or identifying an existing capable staff member (with other sales or marketing responsibilities) is one solution to the internal link with external counsel.

Typically, unless a firm is very small (3-5 people), designating one of the firm's principals to take on additional responsibilities in concert with external public relations counsel is not realistic. Although, design firm principals must make themselves available for regular interaction with external public relations counsel with information on the state of the business, including any assignment wins, trend forecasting etc.

Locating an external public relations professional with an innate understanding of not only the design industry, but also the thought process behind disseminating a design firm's messaging is important. There are complexities to communicating what a design firm does that not everyone can grasp, regardless of their public relations background or experience.

The public relations professional's relationship with media can be equally important to your success. If an external candidate already has relationships with editors at HOW Magazine, Communication Arts, ID, Metropolis, as well as reporters covering design and consumer products at other trade and mainstream media outlets, your firm may be better positioned with this candidate vs. a candidate that will need time to become educated on the design business, your business segment targets and the target media outlets.

Often Overlooked Tangible Results Of Public Relations

The intangible results of public relations to a design firm are sometimes more easily understood than the tangible media placements. So many firms believe success has been achieved when a print or broadcast story is placed. Those print and online clips as well as broadcast reels have a very defined role in a design firm's proactive marketing.

At LPK, the tangible public relations results are an integral part of the marketing strategy. The results are repurposed into marketing tools that are utilized as leave-behinds at presentations and as direct mail updates to clients and "door-openers" to potential clients. They are also an integral part of LPK's media kit. The media like to see that a design firm has a track record with other media. To them it means that they have a solid, reliable resource that is accustomed to dealing with the sometimes-unorthodox requirements of the media.

Public Relations As A Strategic Business Differentiator

Strategic public relations activities, when properly implemented, have the elasticity to effectively reach the target audiences and deliver the intended messages, thus building the credibility of an organization like no other communication vehicle can.

LPK has long worked across global boundaries to ensure that brand identity franchises are as consistently recognizable in the United States as they are in China. In 1998, LPK leveraged the global brand identity work for the 9-Lives brand to its advantage via public relations. A guest column on the translation of the U.S. 9-Lives brand to Russia was developed and published in Brandweek. The third-party endorsement LPK received via the Brandweek publication was an entree into other media opportunities: "Russians to Morris: Where's the beef?" spawned several other print and broadcast placements on the topic, including guest appearances on CNN's Business As Usual and CNBC's Power Lunch.

The placements LPK garnered on this one topic communicated the messaging of the firm, and the strategy behind the design. The result was successful positioning of LPK as a global brand consultancy, heightened awareness in the corporate community and an increase in unsolicited business contact.

The 9-Lives global story along with many others over time has served to differentiate LPK from its competitors by clearly positioning LPK as a premier global brand identity consultancy. By publicly leveraging the work LPK did for Microsoft, the third party endorsement of the media positioned LPK as an expert in the brand identity of the technology business, helping to open doors for LPK at IBM, Intel and Intuit. LPK's brand identity successes continue to be strategically leveraged through public relations, consistently driving the key messages of the business to a variety of constituencies, serving to elevate the credibility of the firm over time.

Another vital business differentiator that public relations can help provide is a closer client and design firm relationship. Many corporations see the intrinsic value in public relations as a way to increase visibility, consumer confidence and the effects public relations can have on stock prices, and therefore may embrace a design firm's proactive efforts on a particular assignment. LPK's process for public relations in concert with clients is a well-oiled machine, with an understanding of how corporate processes (and approval processes) work and the importance of early involvement on the client side. LPK's strategic public relations process and the way that the firm "sells" public relations as an added-value service has resulted in closer relationships with clients including Procter & Gamble and IBM, for example.

A Long-Term Commitment

Strategic public relations can provide an undeniable payoff to the future of a design firm, in terms of heightened awareness, elevated credibility and influencing perceptions. LPK's belief in the benefits of public relations and the importance of public relations in an integrated marketing strategy has spanned over twenty years. As a result, LPK is known in the industry and to the media as expert resource in brand identity.

Public relations requires a long-term investment of capital, focused energy and time, patience and alignment in the belief that public relations can ultimately deliver a perceived point of difference resulting in a real competitive edge for your business.

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We'll be adding new articles on an ongoing basis. Read past articles in our archive:

• Top 10 Tips for Growing Your Graphic Design Studio with Direct Mail Postcards by Martha Retallick
• Do You Have What it Takes to Survive the Dot-Com Bomb? by Martha Francis
• Don't Knock Opportunity: Go Grasp It! A Good Press Success Story by Doug Fuller
• Warming Up to Cold Calls by Doug Fox
• Know Your Rights: Intellectual Property Basics by Jean Perwin
• The Path to the Podium: An Insider Shares Her Secrets for Scoring Prime Speaking Slots on the Competitive Conference Circuit by Lynn Wolff
• Growing Your Business: The Most Exciting Event in Your Life by Herbert M. Meyers
• Are Consultants in Your Future? by Emily Cohen
• Public Relations: The Soul of Your Firm by Elinor Selame
• Dealing with Change and Uncertainty by Jeffry Corbin and Danae Loran Willson
• Referrals: A Valuable Part of
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• Level the Playing Field with Technology by Allison Cheston
• Building Leadership Through Association by Jaye Donaldson
• Write Your Message; Reach Your Clients by Marc Gobé
• A Crash Course in PR for Design Firms By Steven Morris
• Design Business: A Survivor's Story By Lee Sucharda, Jr.
• Practicing What We Preach: "Branding & Promoting Your Design Firm" By Rob Wallace

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