From left: Bottrell, Rosati, Greising

A free forum, sponsored by the Publicity Club of Chicago, was held in Tribune Tower’s Campbell Hall on Monday, November 12, featuring Chicago Tribune business columnist David Greising, WMAQ-TV anchor Alison Rosati and Dome Communications consultant Ron Bottrell. Community Media Workshop president Thom Clark served as moderator.

Greising does not consider himself the target of many PR pitches normally, since he covers mainly topical business news on which he provides commentary. "The Tribune business section is hard news driven-oriented," said Greising, "so soft sell is tough to get in. It’s hard to place features, and the economic story has changed from six months ago. Many currently on staff have not lived through a recession. It’s a tougher environment – coping with down- sizing and a slower economy."

Greising indicated the layoff story hasn’t gotten the coverage it deserves. "Unemployment is a huge hard news story – a trend! I hope to be able to jump on it." The impact of tax breaks for certain industries is another story he’s contemplating. The news cycle is coming into close question; the recession cycle is more the story now, according to Greising, along with the holiday season, layoffs, war and the economy. "With September 11, we hit the high bar in the newsroom. Readers are saturated," he said.

WMAQ’s Rosati concurred. "After September 11, any crash is not just another crash. Then there were the poor people of New York in an area like Bridgeport here who were impacted by this most recent crash, hitting a place where many fire fighters and police officers live.

As far as local news, we are just starting to see what happens since last week. Out of 22 minutes of news, right now we are seeing terrorists, searches and the war on Afganistan taking up most of the news cycle. We are listening to what our viewers need and want, helping to cope with existing fears and deal with what is in our personal lives. We are dealing with things like the Sears Tower, and things to make us feel safer and less fearful. We need silliness, like the Bears."

Companies, according to Bottrell, are not approaching hard news reporters with many pitches. They are counting on the CEO to lay out the company vision. An expert in crisis management, Bottrell indicated there is less time for conventional news. As publicity people, we must "exercise good timing, sensitivity and patience. Opportunities are still there."

Bottrell gave as an example the fact that a client, Service Master, was called in after the Pentagon attack to help with the cleanup. A Peter Jennings camera crew on the scene was witnessing the activity, and Jennings made note of it for his news report. Not wanting to appear opportunistic in the face of tragedy, Service Master representatives fielded the questions to the public affairs officer at the Pentagon.

Service Master was also involved in unconventional cleanups at Ground Zero – like eradicating the rats there. A Wall Street Journal story appeared about the rats a few years ago, however now when the issue reappeared, Service Master chose not to be proactive but cooperative. Although this is a tough position and not at all normal circumstances, they did not want to take advantage of their role in the situation, instead just doing what they were hired to do and being responsive when necessary.

"It would be bad judgment and bad taste to pitch products," said Bottrell. However, due to the perceived risks of flying, video conferencing has skyrocketed. "You can alert reporters when it is appropriate, approaching them to show a trend and make your client part of a roundup piece."

"There is a cyclicality of news," said Bottrell. "We will see waves and peaks and valleys. Be smart about picking spots."

"The times are so different now, the totality of the situation so different," said Bottrell. "Normally one company at a time is on strike or closing; September 11 has had a ripple effect on travel, hotel, rent – all involve crisis management. Many stories are being overlooked."

Clark added that, as an art form, "all we have learned has been thrown out the window. We need to reinvent it. Pay attention to the product or message while being diverted to something else."

Rosati indicated that for television, she is looking for things that are "emotional and interesting. We want things that are authentic, genuinely thought out," giving the example of the company that gave each employee $100 to purchase something made in the United States to show its concern and support. "The 10:00 news can be difficult for human interest stories. Early morning slots can provide a better shot."

Rosati knows there is a need to help others. "People want to do something. Despite difficult times, charities still are in need, just like food pantries. We need to balance our needs to attract viewers rather than scare them. It’s part of our responsibility."

She indicated that editorial meetings are held every morning and at noon. The staff consistently questions experts providing opinions. "Sometimes there is so much information," said Rosati, "it is hard to differentiate fact from opinion. We run the risk with teasers of scaring the people we are trying to inform."

The station prefers to get stories via e-mail; it’s more direct. However, Rosati urges PR people to "know who you need to talk to. At most news outlets it is the name.lastname@station.com or the initial followed by the name and affiliation" – for example alison.rosati@nbc.com or dgreising@tribune.com.

"Think like the viewer and consider why would this story be of interest to me as a viewer," Rosati urged. "Use bullet points and be sure to tell clearly and succinctly all the facts that are available. Make it clear what experts are available on what and when." She emphasized that, especially now, PR people should make sure the stories they pitch are newsworthy and pertinent, although "quirky" -- like the couple who painted their garage door red, white and blue when they couldn’t get a flag -- sometimes works."